Marketing Management

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Unit 14

Customer Relationship Management and Other Contemporary Issues

Structure: 14.1 Introduction Learning Objectives 14.2 Relationship Marketing vs. Relationship Management 14.3 Definitions of Customer Relationship Management (CRM) 14.4 Forms of Relationship Management 14.5 Managing Customer Loyalty and Development 14.6 Reasons behind Losing Customers by Organizations 14.7 Significance of Customer Relationship Management 14.8 Social Actions Affecting Buyer-Seller Relationships 14.9 Rural marketing 14.10 Services marketing 14.11 E-marketing or online marketing 14.12 Summary 14.13 Terminal Questions 14.14 Answers

14.1 Introduction
In the marketing world managers quite often say retaining customer is more important than acquiring one. We will examine the importance of this statement. The organization uses communications tools to make its product and brand aware among the consumer. It uses its supply chains and human resources to sell their products. Each stage costs for the company. In this competitive world, organizations want to reduce the cost and develop the database which helps in creating loyalty programs. Therefore it is very essential for the organizations to use software to pile up a big database of customers. Many Indian companies like Infosys, Wipro and others started offering CRM software to companies. The benefits of CRM software are quicker, better quality and timely services to the customers. This increases the word of mouth communications and reduces the cost of mass media.

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Learning Objectives After studying this unit, you will be able to Explain the meaning, need and relevance of CRM. Mention the forms of relationship management. Cite reasons for losing customers by organizations. Bring out the significance of customer relationship management. Ascertain the latest and recent developments in Marketing Management

14.2 Relationship Marketing Vs. Relationship Management

The relationship marketing approach considers customers as insiders to the business and aims at building a long term and never-ending relationship with them. The focus of relationship marketing approach centers on developing hard core loyal customers with the idea of retaining them forever. A high degree of customers contact, commitment and services are maintained. The relationship marketing approach has gradually taken the shape of customer relationship management. Relationship marketing has a narrow focus on the customers and focuses only on the marketing function of the organization concerned. On the other hand, customer relationship management focuses more widely on customers and on the entire functions connected with value creation and delivery chain of the organization concerned. The customer relationship management is a process of acquiring customers by understanding their requirements, retaining customers by fulfilling their requirements more than their expectations and attracting new customers through customer specific strategic marketing approaches. The process invites total commitment on the part of entire organization in evolving and implementing relationship strategies that would be rewarding to all concerned. Organizations have preferred the usage of the term Customer Relationship Management rather than Customer Relationship Marketing. However, in practice, both these terms are used interchangeably.

14.3 Definitions of Customer Relationship Management

Berry defines CRM as attracting, maintaining and in multi-service organizations enhancing customer relationships.
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Berry and Parasuraman define CRM as attracting, developing and retaining customer relationships. In Industrial Marketing, Jackson defines CRM as marketing oriented toward strong, lasting relationships with individual accounts. Doyle and Roth define CRMS as the goal of relationship selling is to earn the position of preferred supplier by developing trust in key accounts over a period of time. The sequence of activities for performing relationship marketing would include developing core services to build customer relationship, customization of relationship, augmenting core services with extra benefits, and enhancing customer loyalty and fine-tuning internal marketing to promote external marketing success. Christopher considers relationship marketing as a tool to turn current and new customers into regularly purchasing clients and then progressively moving them through being strong supporters of the company and its products to finally being active and vocal advocates for the company. Relationship marketing is in essence selling by using psychological rather than economic inducements to attract and retain customers. It seeks to personalize and appeal to the hearts, minds and purses of the mass consumers.- James J. Lynch Thus, Customer Relationship Management is about acquiring, developing and retaining satisfied loyal customers; achieving profitable growth, and creating economic value in companys brand, From the above definitions, it could be concluded that Customer Relationship Management refers to all marketing activities directed towards establishing, developing, and sustaining long lasting, trusting, win-win, beneficial and successful relational exchanges between the focal firm and all its supporting key stakeholders. CRM is not a new concept but an age-old practice, which is on the rise because of the benefits it offers, especially in the present marketing scenario. So, CRM today is a discipline as well as a set of discrete software and technology which focuses on automating and improving the business process associated with managing customer relationships in the area of sales, marketing, customer service and support. CRM helps companies
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understand, establish and nurture long-term relationships with clients as well as in retaining current customers. The most important step that an organization has to take in the direction of CRM is to create an interdisciplinary team to review how the organization interacts with each customer and determine how to improve and extend the relationship.

14.4 Forms of Relationship Management

An extensive review of literature reveals ten different but interrelated forms of relationship marketing as mentioned below: 1. The partnering involved in relational exchanges between manufacturers and their external goods suppliers. 2. Relational exchanges involving service providers, as between advertising or marketing research agencies and their respective clients. 3. Strategic alliances between firms and their competitors, as in technology alliances; co-marketing alliances and global strategic alliances. 4. Alliances between a firm and non-profit organizations, as in publicpurpose partnerships. 5. Partnerships for joint research and development, as between firms and local, state, or national governments. 6. Long-term exchanges between firms and ultimate customers, as particularly recommended in the services marketing area. 7. Relational exchanges of working partnerships as in channels of distribution. 8. Exchanges involving functional departments within a firm. 9. Exchanges between a firm and its employees, as in internal marketing. 10. Within firm, relational exchanges involving such business units as subsidiaries, divisions or strategic business units. These different forms of relationship marketing both jointly and severally influence the emergence and growth of enduring long-term dyadic, triadic network, and web of relationships between the focal firm and its supporting key stakeholders.

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14.5 Managing Customer Loyalty and Development

Managing customer-development process is one of the critical dimensions of relationship marketing. Basically it involves a twin focus - customer catching, and customer keeping. Customer catching is the process of attracting new customers (inviting new blood), while the customer keeping aims at the process of retaining the existing ones (encouraging old blood). Customer Development Process:
Suspect

Prospects

First time customer

Repeat customer

Clients

Member

Advocat e

Partner

To understand customer relationship management, we must first examine the process involved in attracting and keeping the customers. The starting point is suspects. Suspect is everyone who might conceivably buy the product or service. The company looks hard at the suspects to determine who the most likely prospects are. The prospects are those people who have a strong potential interest in the product and the ability to pay for it. Disqualified prospects are those whom the company rejects because they have poor credit or would be unprofitable. The company hopes to convert many of its qualified prospects into first- time customers, and to then convert those satisfied first-time customers into repeat customers. Both first-time and repeat customers may continue to buy from competitors as well. The company then acts to convert repeat customers into clients. Clients are those people who buy only from the company in the relevant product categories. The next challenge is to turn the clients into advocates.
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Advocates are those people who praise the company and encourage others who buy from it. Ultimate challenge is to turn advocates into partners, where the customer and the company work actively together. At the same time, it must be recognized that some customers will inevitably become inactive or drop out for various reasons causing relationships to dissolve. The companys challenge is to reactivate the dissatisfied customers through customer win-back strategies. It is often easier to re-attract ex-customers than to find new ones. Unfortunately, the traditional marketing approach with its emphasis on making sales rather than building relationships fails to achieve this. Self Assessment Questions 1. _________is the process of attracting new customers, while ______________aims at the process of retaining the existing ones. 2. CRM involves using set of discrete software and technology which focuses on automating and improving the business process. a) True b) False 3. ___________are those people who have a strong potential interest in the product and the ability to pay for it. 4. ___________are those people who buy only from the company in the relevant product categories. 5. ___________are those people who praise the company and encourage others who buy from it.

14.6 Reasons behind Losing Customers by Organizations

It is said that cost of attracting a new customer is estimated to be five times the cost of keeping a current customer happy. It requires a great deal of effort to induce satisfied customers to switch away from their current suppliers. Unfortunately, most marketing theory and practice center on the art of attracting new customers rather than retaining existing ones. The emphasis traditionally has been on making sales rather than building relationships. The focus has been on pre-selling and selling rather than on caring for the customer afterwards. Today, however, more companies are recognizing the importance of satisfying and retaining the current customers.
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Todays companies must pay closer attention to their defection rate and take steps to reduce it. The possible reasons for customer defection would include: 14.6.1 Price related reasons: A customer tries to match the price to pay for acquiring a brand and the value the brand could generate. If the customer perceives a mismatch between the price and the value, he/she would opt for a competitors brand. Also, if the price of brand for any reason goes beyond his/her reach, he/she would switch over to a low priced brand. Thus, the role of price in customer retention is very significant. 14.6.2 Product related reasons: In view of technological advancement, the new brand which makes market entry would be capable of offering better performance as compared to the already existing brand. This would induce the customers to make a brand switch over. 14.6.3 Services related reasons: The customers concentration is not only on the brand, but also on the accompanying services offered at three different stages pre-sales, during sales and after sales. Any dissatisfaction as regards to services would cause the customer to move away from the brand. 14.6.4 Benefit related reasons: The customers may be attracted by various augmented benefits offered by the competitors. Such benefits may be more appealing and induce customers towards brand changes. 14.6.5 Competitor related reasons: Technological advancement, attractive offers, value added services, etc., offered by competitors would also draw the attention and induce customers towards brand switching. 14.6.6 Personal reasons: On the personal front, a customer would become a brand defector due to the following reasons: Moved away from the market area where the brand is sold. Role changes in life cycle and consequently leading changes in brand preference. Anger, disgust, distress developed within the process of product delivery. Sentimental reasons. Influence of other members of the family. The organization must periodically analyze the reasons behind losing customers and accordingly develop a customer retention plan that would
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serve as the basic tool towards building a strong and long lasting relationship with customers. Exhibit 1 Improving Customer Relationship You cannot go about improving customer relationship for the short term and succeed. It is a continuous process and involves follow ups right from the time they make their first purchases for you. Primarily, customer service is something that many business owners think later and concentrate more on the marketing part. Instead of devising strategies to retain customers they are more concerned about getting new customers on board. If you lose your existing customers due to lack of a proper planning about servicing them and supporting their needs after they buy products and services from you, you would be failing in the primary rules of CRM or customer relations management. Your existing customers matter more as they have already bought from you and expect hands-on support and service. They would be the ones who would come once again to buy from you if they are satisfied. It is far cheaper making them stick around with you rather than spend money on ads and promos trying to attract new customers. In tough economic times it is the old customers that are going to come back to you if you can maintain a level of satisfactory service and do everything possible to improve customer relationship. It doesn't take much to please your existing customers if you have a trained sales service and support team. If you can look after your experienced staff well, they would go all out to keep the customers happy. Having been with you for long, they develop a relationship with their workplace and have a direct stake in the future of the company. They know much more than others about the need to keep customers happy and contented after buying your product or service. They can also train up and be hands-on guides to the new members of the sales staff and egg them along. If you maintain a regular database about customers since the time of their first purchase, you would have all the necessary information at
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hand. You would know the demographics, their interests, hobbies and the type of occupation they are engaged in. Their special days and events they cherish would also be known to you and you can always send a card or small gift. These small gestures may appear very simple and minor, but can go a long way in cementing your relationship with your customer. People always love when they are wished unexpectedly and feted for achievements and you go several notches up in the eyes of your customers. For improving customer relationship, you can form small groups of loyal customers and hold informal meetings to get to know more about them. It would be the right place to get feedbacks about your products and services. The more you can make them talk and express their opinions, the more likely it would be for you to sense their attitudes and preferences. You can easily tailor your product and service accordingly for improving customer relationship more.
Article Source: http://www.bestmanagementarticles.com http://customer-relationship-mgt.bestmanagementarticles.com Author: Jeff D McQueen

14.7 Significance of Customer Relationship Management

Reduction in customer recruitment cost. Generation of more loyal customers. Expansion of customer base. Reduction in advertisement and other sales promotion expenses. Increase in the number of profitable customers. Easy introduction of new products. Easy business expansion possibilities. Increase in customer partnering.

The customers are also benefited by relationship marketing in terms of improved service quality, personalized care, reduction of customer stress, increased value for money, customer empowerment, etc.
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In todays highly competitive business world, CRM is becoming the ultimate solution for both customers as well as organizations. Any organization must have a clear idea as to why it loses its customers. This would help informing proactive and reactive measures to minimize or avoid the same. This chapter mainly focuses on the causes responsible for losing customers and deals at length with the various strategies that can be employed to build and maintain long term relationship with customers, enabling a reader to consolidate relevant strategies suitable to his business context. Traditional Organizational Chart Vs Modern Customer Oriented Company Organization Chart

Many managers who believe that the customer is the key to profitability considered the traditional organization chart as in fig. (a) a pyramid with the president at the top, management in the middle, and front-line people (sales and service people, telephone operators, receptionists) and customers at the bottom to be obsolete. Master marketing companies know better; they invert the chart, as shown in fig. (b) above. At the top of the organization are the customers. Next in importance are the front-line people who meet, serve, and satisfy the customers. Under them are the middle managers, whose job is to support the front-line people so they can serve the customers well. Finally, at the base is top management whose job is to support the middle managers. We have added customers along the sides of Fig. (b) to indicate that all the companys managers are personally involved in knowing, meeting, and serving customers.
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Broadening the concept of Relationship Marketing Companies should realize that there are multiple constituencies important to organizational success other than customers. The stakeholders of an organization would include: investors, the financial community, vendors and suppliers, employees, competitors, the media, neighbors and community leaders, special interest groups, and government agencies. These stakeholders can affect and be affected by a companys marketing programme. Adopting an integrated view of multiple constituencies has bottom-line implications. Kotler and Heskett (1992) found that firms that emphasized the interests of three constituencies--customers, employees and stakeholders outperformed those that emphasized only one or two.
Employees External goods suppliers Investors and Financial Community Service provider (ad and marketing research agencies Subsidiaries, divisions, Strategic business units (SBUs) Completions (strategic aliances: technology, co-marketing and global)

Ultimate Customers
Functional departments (interfunctional coordination among production, finance, marketing, R & D, HRM)

FOCAL FIRM Channel of distribution (distribution and dealers) Neighbours and Community leaders

Government agencies Government-local State, and central (joint R & D projects) Special interest Groups in the society

Figure14.1: Showing Integrated View of Multiple Corporate Constituencies

Integration of Soft and Hard Versions of Relationship Marketing At this juncture, it is necessary to clarify and elaborate the soft and hard versions of relationship marketing. Soft version of relationship marketing is more reminiscent of humanistic relationship development, whereas the hard version reflects a utilitarian instrumentalism. The soft version lays
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stress on the term relationship, thus conjuring up echoes of the relationship management, because it strongly advocates that all management is basically relationship management and all managers are relationship managers. It invariably focuses on developmental humanism as a foundation to build and nurture enduring relationships in marketing exchanges. On the other hand, the hard version puts the stress on the idea of marketing, that is something to be used dispassionately and in a formally rational manner.

14.8 Social Actions Affecting Buyer-Seller Relationships

Good Things Initiate positive phone calls. Make recommendations. Candor in language. Use we problem-solving language. Get to problems. Use jargon or shorthand. Accept responsibility. Plan the future. Bad Things Make only callbacks. Make justifications. Accommodative language. Use owe-us legal language. Only respond to problems. Use long-winded communications. Shift blame. Rehash the past.

Source: Theodore Levitt, The Marketing Imagination (New York: Free Press, 1983) p. 119. Reprinted by permission of the Harvard Business Review. An exhibit from Theodore Levitt, After the Sale is Over, Harvard Business Review (SeptemberOctober 1983, p. 119). Copyright @ 1983 by the President and Fellows of Harvard College.

14.9 Rural Marketing

In a rapidly changing scenario, marketers have to continuously explore new markets and ways of serving them. In India, enterprises are discovering the potential of a huge rural population to drive business. Prof C K Prahlad, had aptly summed up the potential as fortune at the bottom of the pyramid in a pathbraking book of the same name. Rural marketing is not something akin to glocalisation. It is not the modification of urban marketing strategies to suit the rural market. On the other hand it is developing products to meet the needs of the rural sector and reaching it across as per the specific characteristics of the rural environment. In case of a detergent, it is producing one which will suit the rural environment (considering that the dirt
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and grime is different, clothing alternatives are different, availability of water and number of times of washing is different and so on); packaging and pricing which will be akin to their requirement and alternative ways for which the detergent may be put to use. For example Hindustan Lever found that its detergent was being used for washing the cattle. 14.9.1 Why is the rural market so important today? The following table will give you some idea about the emergence of the rural market which marketers may ignore at their own peril. 14.9.2 Why is rural marketing different? This has to be understood in the light of the 4Ps or 7Ps of marketing. Imagine that you are trying to establish a Coffee Caf Day Outlet in a remote village in Maharashtra. Will that be viable proposition? Yet there may be consumers for coffee in the rural sector too. The offering has to suit the sector. Similarly an ice cream parlor may not be a workable idea in a village or a cluster of villages if there is no electricity connection there. The ice cream cart vendor is a better idea. Keeping these situations in perspective, one can draw some inferences why rural marketing is different. 1. Accessibility and mobility: This applies both for the supplier and the consumer. The movement of the people is restricted by the lack of surface roads and the mode of transport. There are restrictions by way of visibility during night. 2. Average income level of consumers: The average wage earners are characterized by lower per capita income and disposable income in comparison to the urban. 3. Geographical distances: The living quarters are separated more than they are in the urban areas. The cluster of villages is also segregated by distances. 4. Literacy level: On an average the literacy level in the rural sector is lower in comparison to the urban sector. There could be several other issues which are specific to the rural sector. These may force marketers to take a different approach for the entire marketing process or at least some of them as against the urban sector.

14.10 Services Marketing

You would have come across the term services several times during the course of going through this and other self learning material. You may also
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be familiar with the meaning. Till late the services were generally taken for granted. Over the last decade or so it assumed importance to be treated as a field of study as distinct from products. Although a service will have a product component during the process of service delivery, the service itself can have a different strategic orientation. The configuration of the Ps and their strategic implication would be quite different from those for products. For example a doctor would charge different fees for the same treatment for different patients. This may not happen in case of institutionalized health care service providers like Wockhardt, Apollo etc. Logistics also may take a back seat except for the courier or similar services. As a service is consumed the instant it is offered, the offering is to be followed by a pre-offer and post -offer ambience. For example in a hospital, the environment and facilities before a patient gets treated is highly important. Once the patient gets treated the actual service has been consumed. Post the treatment the billing and reports assume importance. This is contrary to a product offer where the product is most important, to provide the satisfaction or delight. In the light of these examples you may be able to appreciate the fact that services marketing and services management have become a specialized branch of study. Exhibit 2 Kerala Tourism and Internet Kerala is sitting on a gold mine of tourism opportunities and so far only the big names have exploited that potential. The internet is now facilitating smaller constituents in the states tourism spectrum to tap into the global markets at affordable costs Narasimha Jayakumar, Business Head, Google India Kerala Tourism is already among the leading search words on the internet, and that web presence is being extended with the state tourism board, becoming the first among its peers in the country to have a campaign in association with Google. Mr. Jayakumar also said the pilot project for the promotion of the state tourism brand had already been successfully completed by Google and that Kerala tourism was taking a holistic approach to market itself in a manner the will benefit the state economy in general.
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The Kerala tourism campaign is not intended to benefit only the tourism players, but even have a rub off on players like jewelery sellers or other service providers, Jayakumar said adding that it was the fist state tourism brand to take such a leap into global marketing through geotargeting. As part of the campaign, Kerala tourism will aim to promote itself in three targeted markets the UK, the US and Canada. Kerala Tourism director M. Shivshankar said the move for the global campaign on the net was a logical one, considering that awareness was already high about the brand. We dont need to tell anyone what Kerala tourism is about. With such a high awareness level about the brand, we thought the time was ripe to move in for marketing the brand directly, he said. Shivshankar said Kerala tourism had already been spending roughly 10% of its annual promotional budget of about Rs.15 crore on new media, and that this was a conscious decision to use a good chunk of the new media budget on search-engine based advertising. The campaign, with an outlay of Rs.95 lakhs, will roll out from the first week of December, ahead of which the industry partners are being given an induction into the world of net marketing. Tourism sector players, particularly the small and medium operators, are being given a training programme here to upgrade their net marketing skills. Jayakumar pointed out hotel searches on the new were rising at a compounded annual growth rate of 55% in India from 2007 and railway searches were growing at a more robust 92% per annum. He further added that the travel vertical dominated the search business on the net, accounting for well over 90% of the e-com business.
(Source: The Economic Times 25 November 2009)
th

14.11 E-Marketing or Online Marketing

You may be familiar with Amazon.com, Timesmusic.com and e-Bay. By visiting these websites you may be able to purchase products and pay through your debit and credit card. Today you can virtually conduct your entire shopping online and the products will be delivered to you at your
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home. Similarly, you can book your air, bus or rail ticket as per your desire. Are these merely facilitating availability through the internet medium or are there marketing elements embedded into these. If you try to understand a little closely, you will find that these sites have altered the way we make our buying decisions. The mere fact that these sites are able to offer a far wider variety from across the globe, at highly competitive prices, are indications of the differences that e-marketing could bring to the field/function of marketing. At the same time it may not be able to provide the same buying experience that physical presence can do. The challenge for the marketer in this form of marketing lies in making it comfortable for the customer to browse through the site and make a purchase decision. It should be attractive enough for him to forego the experience of physical shopping. Exhibit 3 Online Shopping and Consumer confidence The Visa e-Commerce Consumer Monitor conducted from April to June 2009 found that 33% of Indians are confident about using online modes of payment. This is higher than the average for Asia-Pacific countries, which stood at 29%. However, 30% of the sample size who were not exposed to this mode showed greater concern about the usage as compared to 16% of the sample size in the Asia Pacific. Indian respondents, as per the study, also reported to be more satisfied with online shopping than other Asia Pacific consumers. Of these participants, 57% of Indian shoppers shop at both local and overseas websites. Only 5% of the consumers opt exclusively for overseas websites, while only 38% stick to the local websites. 51% of the overseas shoppers said that the main overseas online shopping destination for them was US sites, while 12% shopped on Chinese websites to find products that are not locally available. 17% of purchasers claimed that discounts and inexpensive products were the primary attractions of online shopping.

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The study highlights that 72% of Indians look for security in online shopping; especially bank guarantee in transactions. Since the mandate passed by the RBI on August 2009 for VISA verification of all online transactions, this mode of payment has increased in popularity, VISA country manager Uttam Nayak said. VISA plans to tie up with 40 Indian banks to facilitate the process. (Source: The Times of India 21st November 2009) Self Assessment Questions 6. Soft version of relationship marketing is more reminiscent of ____________, whereas the hard version reflects a____________. 7. Service needs to be consumed as and when it is offered a) True b) False 8. Kotler and Heskett found that firms that emphasized the interests of three constituencies, namely _________________, employees, and __________ outperformed those that emphasized only one or two. 9. Rural market is different and more challenging than the urban market. a) True b) False 10. Online shopping or virtual shopping cannot replace the experience of ______________.

14.12 Summary
The focus of relationship marketing approach centers on developing hard core loyal customers with the idea of retaining them forever. The customer relationship management is a process of acquiring customers by understanding their requirements, retaining customers by fulfilling their requirements more than their expectations and attracting new customers through customer specific strategic marketing approaches. Customer Relationship Management is about acquiring, developing and retaining satisfied loyal customer; achieving profitable growth, and creating economic value in companys brand, CRM is becoming the ultimate solution for both, customers as well as organizations.
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The rural sector has opened up new possibilities for the marketers. Its characteristics are quite different from that of the urban. Many companies have adopted special rural focus in their marketing approach. Services have now become a special business proposition and thus a separate branch of study Services Marketing. The pre and post experience on a service offer are more important than the service itself. With internet and broadband becoming more accessible to a wide population base, e-marketing is an inevitable development.

List of Key terms Customer relationship management Relationship marketing Customer development process Rural marketing E-marketing

14.13 Terminal Questions

1. 2. 3. 4. Define customer relationship marketing. State the various forms of customer relationship marketing. What are the various reasons for losing customers by organizations? State the significance of customer relationship management.

14.14 Answers
Answers to Self Assessment Questions: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Customer catching; Customer keeping True The prospects Clients Advocates Humanistic relationship development; utilitarian instrumentalism True Customers ; stakeholders True Physical shopping
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Answers to Terminal Questions: 1. 2. 3. 4. Refer to 7.3 Refer to 7.4 Refer to 7.6 Refer to 7.7

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