CRM Case Studies

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CASE STUDY ON

• LEVERAGING CUSTOMER FEEDBACK TO BUILD LOYALTY

MEGAPATHS NETWORKS

• CRM CASE STUDY OF RAYMOND

• CRM AT ICICI BANK Ltd.

• DEVELOPMENT OF CONSUMER RELATIONSHIP

MANAGEMENT SYSTEM FOR INDIAN AUTOMOBILE GIANT

XYZ LIMITED

Name ! t "e Lea#$e# %

Re& '( t #a t '$ N . %

P # &# am N am e% P OS T G RA DU ATE D IP LO MA I N

BUSINESS MANAGEMENT

S)e* 'a + ' ,a t '$% CUSTOMER RELATIONSHIP

MANAGEMENT

S-m't t

1



SYMBIOSIS CENTRE OF DISTANCE LEARNING /SCDL0

/12234250

DECLARATION

This is to declare that I have carried out these case studies myself in part fulfilment of the

P(t G#ad-ate D')+ma '$ B-('$e(( Adm'$'(t#at'$ S)e*'a+',at'$ '$ C-(tme#

Re+at'$("') Ma$a&eme$t of SCDL.

The work is original, has not een copied from anywhere else and has not een sumitted to

any other !niversity"Institute for an award of any degree"diploma.

Date# Signature#

$lace# %ame#

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Case Study 1#

LEVERAGING CUSTOMER FEEDBACK TO BUILD LOYALTY

MEGAPATHS NETWORKS

Name ! t"e Cm)a$6% Me&a)at"( Net7#8(

T6)e ! t"e Cm)a$6% Net7#8 S+-t'$(

T"e B-('$e(( Ca(e%

'egapaths %etworks delivers secure access and managed network solutions that enale

usiness of all si(es to cost)effectively connect ranch officers, moile workers and home)

ased workers to centrali(ed corporate resources. 'egapaths wanted to get a solid fi* on

customer feedack and find a way to translate it into loyalty.

+hen drienne Dale -oined the company, she rought with her a great deal of e*perience

aout estalishing a formal survey process for gaining customer satisfaction data as well as

processes for analysing and acting upon the data. s a result, 'egapaths has een ale to tie

customer satisfaction levels to things such as response time to ueries and numer of

interactions with support / then takes appropriate action.

In her previous -o, drienne Dale worked at a company that religiously captured customer

satisfaction data ut did 0asolutely nothing with it, said Dale, who is now senior vice

president at 'egapaths %etworks, Inc. and who rought the lessons learned and programs

estalished in her prior employment to her current work environment.

2efore she started at 'egapaths, Dale devoted considerale effort to 0marrying the customer

satisfaction data with transactions and other data that we had to make actionale, get

actionale data and get results, Dale said. +hen she got to 'egapaths, the company didn3t

have a format customer satisfaction program in place, ut instead got feedack from

customers in a more random fashion. 2ecause it was only random customers or those

customers who felt so strongly that they proactively were going to contact us, either the

feedack was diminished or it was inflated eyond its significance where we were -umping

through hoops ecause of what one customer thought, she e*plained.

4



T"e S+-t'$

• De9e+) a F#ma+ C-(tme# Sat'(!a*t'$ S-#9e6

5ne of her first moves was to implement a formal customer satisfaction survey program that allows the company to put the information in conte*t so the company

response could e appropriate to the feedack. 6irst and foremost, she developed a

survey that focused on the customers of the company as a whole, sort of resist the

pressure or we3re eing seduced, and we3re -ust going to survey this little it. She

needed to see how the sales operation was doing, so I3m -ust going to survey the sales

operations piece, 0+hen a customer3s giving you feedack, get the whole picture,

understand as much as you can, she advised.

2ut, she cautioned, the information had to e linked up to transactions so it has

meaning and is traceale 7See graphics elow8. 6reuency of data collection is

critical, too. 0Something that3s once a month -ust feels glacial and if it3s slower than

that, gosh99.. attain, in contrast, if you have very large accounts with really ig

relationships, once a uarter, twice a year is proaly enough, and you need a little

time for your changes, ecause you3ve got now your ocean liner, are going to e

slower. Dale said.

T'me t Re(+-t'$

F'$d'$&% 5verall satisfaction generally falls as the numer of interactions with

support rises.

A*t'$% nalysing why issues remain unsolved at first and second contact: develop

training to increase early contact resolution

;



Re()$(e T'me Im)a*t

F'$d'$&% 5verall satisfaction falls as response time lengthens.

A*t'$% 6ocus on response time management to drive down response time.

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Dale noted that when designing a survey, a company must keep its end o-ectives in mind.

=eally key for your designing your survey program is to identify what are your end

o-ectives> +hat do you want to e ale to measure, and uild that in> If you haven3t

designed that up front, you3re going to find yourself frustrated. I want to answer this uestion

ut I can3t connect all the dots, and very simple stuff, ut map the data sources, She

contended. nd companies should ensure that the length and tone of a survey doesn3t turn

customers off.

It:( $t ;-(t 7"at 6- D< -t t"e Wa6 Y- D It

The mechanism, too, has an impact. 5nline surveys are fine though 0it doesn3t work for

every industry, ut when it does, it3s the est way to go. The intention is important. ?ow do

you solicit customers to participate> she said. nd, it should e a very personal message

over the signature of the highest level involved e*ecutive.

Currently, 'egapaths is using =ight %ow Technology 'etrics and, Dale noted, 0There are a

lot of great companies out there. This is a really cost effective way to go.

%o matter what vendor solution is selected. Dale urged companies to look for certain

features. 0@ou want to look for are uild)it)yourself uestionnaires so that you3re not having

to stand in line to get someody to uild it for you plus pay them for it, she said. 05nline

statistical and graphical reports, you should e ale to get that out of whatever product you3re

using, and the aility to download that data so you can do more with it, ecause you3ll find

that once you get gong, there is more you want to do.

+hile granular data can let companies drill down to individual situations, it can e

overwhelming. 0It3s real easy to -ust get lost in those details, so an important alance is to

look for patterns and rise up to say, 4A,AAA feet.

A$a+6,e t"e Data

5nce collected a company can scrimp on analysis, 0@ou have to commit resources to this,

said Dale. 0+hat is the point of saying, B5h our customer satisfaction is , or customer

loyalty factor is @,3 if you are not trying it to things that you can then do something aout.

nd Dale cautioned that C' is 0a continual thing. +ith any kind of satisfaction or loyal

improvement effort, it is continuous: it takes relentless effort and sustained focus. said Dale.0There is no -oke here, it3s -ust a lot of hard work, and you have to e ready for that. B5E, we

F



are going to look at the data every other week, we are going to look at the data once a week,

we3re going to look at the data every other week, we3re going to look at the data once a week,

we3re going to roll things up.3 nd when these kinds of issues come to us, we need to develop

knowledge so we3re handling it etter, so that regardless who fields that call, who interacts

with that customer, we3re telling them the est answer, the est solution, the first time, that

may e a knowledge issue, so if you have a knowledge development team, that would e their

ay. Dale encouraged companies to coach and train employees so they are all on the same

page when it comes to dealing with information and different scenarios. 0+hat I3ve done and

at 'ega$ath and at companies efore, is that this is something that once a week, a group of

people cross)functional looking at the data, with everyone coming ack. BLook here3s my

action.3 nd doing something where they3re putting that into action fast enough like

tomorrow or the ne*t day, so that y the time we meet ne*t week or maye if you3re in a

slightly slower cycle, in two weeks, we can see, did what you do make a difference> Do we

need to fine tune it> @ou know that3s why I3m talking aout that rapid response, rapid action,

and fast rapid feedack so you actually can make some changes.

+ithout rapid response, parts of the company can ecome frustrated. They will feel 0like

operations is dragging down all our efforts to increase customer loyalty and to increase our

stickiness with our customers, why are they moving so slow, so it3s a real ig imperative thatyou are getting the data fast enough, acting fast, and then getting that feedack on the impact

of the actions that you were taking, she said.

5verall, though, relentless focus is critical. 0It is -ust never ending, it can3t e 5E, this

uarter we3re going to do customer satisfaction, it3s week after week, and really, for your

frontline people, it3s day after day, hour after hour. It has to e something that3s in their

rains, that constant feedack, and it3s feedack as fast as possile, here3s what you heard,

this is what customers are saying aout you, really important for people to have that.

S'dea#% Ste) 6 Ste)

Turn measurement into results

1. Cost)effective and easy to use# we)ased surveys

&. G)mail invitation over signature of highest)level involved e*ecutive 7$ or aove8

a. ffirm commitment to customer satisfaction and ask for feedack

H



. Include link to on)line survey and opt)out link.

4. Gnsure completed surveys are tied to customer contact record ID for tracking and

analysis.

E(ta+'(" a *$t'$--( )#*e((

1. Gstalish a continuous uality improvement process

&. 5n an on)going asis, consolidate and present current results and trends.

4. Identify correlations etween satisfaction and loyalty to other factors

) $roduct

) Issue type

) =esponse time

;. Search for patterns )4A,AAA ft view

<. Seek actionale data) ground)level view / details.

Case Study &#



CRM CASE STUDY OF RAYMOND

A-t t"e *m)a$6%

=aymond India is, a chain of retail stores offering wardroe solutions for men. This includes rands like =aymond, $ark venue, $ar*, 'an(oni and now Colour $lus. Started aout five

decades ago, =aymond has een one of the pioneers of Indian retail. The =aymond Shop

network started with a small corner shop in 2allard Gstate, 'umai. It has grown multi)fold

with a dedicated team making it the largest retail store chain in the country with over 4AA

stores in prime locations in 1<A Indian cities. They have also e*tended their network overseas

with around &< shops in 1< plus cities of the 'iddle Gast, Sri Lanka, 2angladesh and %epal.

The =aymond Shop retail chain occupies a space of 1 million suare feet uilt)up area. The

=aymond Shop offers over 4,AAA ualities, shades and designs of =aymond faric.

5ne of India3s oldest te*tile manufacturers and retailers, =aymond India operates across

cities and deals with different cultures and people. Enowing all these customers and doing

usiness accordingly is not a cakewalk. To deal with this scenario =aymond India decided to

implement C=' 7customer relationship management8 across most of its retail outlets.

K$7 6-# C-(tme#%

=etail is all aout knowing your customers thoroughly in order to serve them etter. It is an

age old philosophy of Indian usinessmen that if you know your customers etter, you can

en-oy a etter competitive position in the market. 2efore making e*tensive use of IT at its

outlets, =aymond3s usiness used to run on a manual asis. In order to know its customers

etter, a team was formed to survey prospective uyers as well as e*isting customers. fter

surveying them they would know the pattern of their purchases, their likes and dislikes etc.

This process was cumersome for the surveying team and at times people were apprehensive

aout replying to uestions related to their personal choices. +ith the growing use of IT in

the retail segment, =aymond decided to implement C=' to know its customers etter and in

a more sophisticated way. The need was to understand the customers and provide services

suitale to them.

T"e S+-t'$%

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Customer =elationship 'anagement was implemented y =aymond to solve the prolems of

knowing the customers etter. C=' helps the company understand the colour and design

preferred y a particular age group or why a particular group or individual did not uy or did

uy a particular product. s a result of the implementation, regular customers get a premium

card which has all the details of a particular customer and the purchase patterns of that person

can e studied efficiently.

The C=' implementation is named B$remium Circle3. Customers using it are known as

premium users and are given a premium card. This is offered to =aymond customers at &F<

out of 4F< =aymond Shops in India. +ith the help of this solution, a central repository of

information is created aout premium customers whose details are accessile at any retail

outlet where this system has een implemented.

T"e 'm)+eme$tat'$%

The technology part of the C=' implementation was outsourced to $ro*imity which owns

the infrastructure that provides touch points to the customer through the +e site.

=aymond3s in)house team was responsile for devising the schemes and plans. Since only the

technology part was given to a third party to manage, cost and uality of service provided y

the vendor were considered while short listing a vendor.

The =etail head from the usiness side was the champion of the pro-ect and he was assisted

y the IT department to provide the technological e*pertise that was reuired.

T"#ee )#'$*')+e(%

The aim of this implementation was to ensure three principlesKavailaility, reliaility and

scalaility of the solution. Concentrating on availaility meant that the solution had to e

availale at all times and that downtime had to e negligile. 6ailsafe software would ensure

the reliaility aspect of the solution. Lastly scalaility ensured that the system would work

efficiently irrespective of the numer of locations at which it was rolled out. +ith organi(ed

retail in the midst of a oom, it is natural that the numer of outlets will grow rapidly putting

more pressure on ensuring scalaility across the chain.

P"a(e(%

1A



The time line for the entire pro-ect was close to three months and it was completed in three

phases. The first phase consisted of the $roof of concept. In this phase the pro-ect was cleared

through internal research to prove that the core ideas were workale efore going any further.

This use of proof of concept helps estalish viaility, technical issues are uncovered, and

overall direction is set. It also helps in providing feedack for udgeting and other forms of

commercial discussion and control.

The second phase involved running a pilot model created y the pro-ect team. This was to

ensure that the core solution has een developed satisfactorily and was running as per the

reuirements.

In the final phase, the entire +e ased pro-ect went live across &F< shops. Initially only 1Ashops went live ut soon &F< shops were on the network.

Ha#d7a#e%

The entire solution runs on ?$ servers on +indows Server with the SL Server dataase.

The dataase for the C=' is located on a we dataase server hosted y the vendor at an IS$

IDC.

The servers are in high availaility mode with redundancy at the server link level. In case of a

reakdown of the link, the recovery time is appro*imately an hour.

C-(tme# Re()$(e%

Since this pro-ect was +e ased, many customers are using it across India. This pro-ect

helped evaluate customer choices to a large e*tent. +ith the use of this software, the product

lines kept changing according to the customer needs and patterns and the end result has een

satisfied customers. The repeat visits made y each customer increased with the help of C='

solution. The only time customers were left a it dissatisfied was when the dataase of that

customer was not updated properly during the initial days after going live. The overall

happiness of the customer has oosted usiness y a sustantial margin.

E$"a$*eme$t(%

11



Looking at the success of this C=' implementation =aymond decided to e*tend the similar

e*ercise to its other product lines and rands such as kids wear. This implementation is going

to e implemented across 1,AAA shops.

Case Study 4#

1&



CRM AT ICICI BANK Ltd.

The 2ank went on to cross)sell and up)sell its products aggressively, growing into India3s

second largest ank. 2ut ICICI was not only looking at anking. In 1JJ4, the company set)up

ICICI Securities and 6inance Company Limited in a -oint venture with M$ 'organ, and the

same year, it set up ICICI sset 'anagement Company. This was the -ust the eginning:

several mergers, acuisitions and -oint ventures followed

ICICI is one of the leading private sector anks in India, which comines financial strength

with a reputation for innovation and a universal culture that emraces change. ICICI, a

colossal presence on the Indian financial scene, has an element of enormity in all that it does

from amition to pro-ections and achievements. =anked as the numer one ank in India

several times, this institution appears virtually unstoppale, ut can it, in fact, fall prey to

weakness>

ICICI3s impressive rise over the last couple decades cannot e denied, ut now as the rand

starts to over e*tend with a di((ying array of products and services, one worries that an

impressive fall may follow.

ICICI 2ank is IndiaNs second)largest ank with total assets of =s. 4,F4;.AA illion 7!SO 1

illion8 at 'arch 41, &A1A and profit after ta* =s. ;A.&< illion 7!SO JF million8 for the year

ended 'arch 41, &A1A. The 2ank has a network of &,<&J ranches and F,1A& T's in India,

and has a presence in 1J countries, including India.

ICICI 2ank offers a wide range of anking products and financial services to corporate and

retail customers through a variety of delivery channels and through its specialised

susidiaries in the areas of investment anking, life and non)life insurance, venture capital

and asset management.

The 2ank currently has susidiaries in the !nited Eingdom, =ussia and Canada, ranches in

!nited States, Singapore, 2ahrain, ?ong Eong, Sri Lanka, atar and Duai International

6inance Centre and representative offices in !nited ra Gmirates, China, South frica,

2angladesh, Thailand, 'alaysia and Indonesia. 5ur !E susidiary has estalished ranches

in 2elgium and Permany.

14



ICICI 2ankNs euity shares are listed in India on 2omay Stock G*change and the %ational

Stock G*change of India Limited and its merican Depositary =eceipts 7D=s8 are listed on

the %ew @ork Stock G*change 7%@SG8.

SWOT ANALYSIS

STRENGHTS%

18 5nline Services# ICICI 2ank provides online services of all it3s anking facilities. It also

provides D)'art account facilities on)line, so a person can access his account from anywhere

he is.

QD)'art is a demateriali(ed account opened y a salaried person for purchase R sale of

shares of different companies.

&8 dvanced Infrastructure# 2ranches of ICICI 2ank are well euipped with advanced

technology to provide the customers with taster anking services. ll the computeri(ed

machines are located in suitale manner R are very useful to the customers R staff of the

ank.

48 6riendly Staff# The staff of ICICI 2ank in all ranches is very friendly R help the

customers in all cases. They provide faster services along with onding R personal

relationship with the customers.

;8 1& hrs. 2anking services# Compared to other ank ICICI ank provides long hrs. of

services i.e. ) services to the customers. This service is one of it3s kind R is very helpful for

the customers who are in urgent need of money.

<8 5ther 6acilities to the Customers R Gmployees# ICICI 2ank also provides other facilities

like drinking water facilities, proper sitting arrangements to the customers. nd there are also

proper entilation R sanitary facilities for the employees of the ank.

F8 Late night T' services# ICICI ank provides late night T' services to the customers.

The T' centers of ICICI ank works even after 11#AApm. at night in certain ranches.

1;



WEAKNESS%

18 ?igh 2ank Service Charges# ICICI ank charges highly to customers for the services

provided y them when compared to other ank R that is why it is only in the reach of

higher class of society.

&8 Less Credit $eriod# ICICI ank provides credit facilities ut only upto limited period.

Gven when the credit period is not over it sends reminder letters to the customers which may

annoy them.

OPPORTUNITIES%

18 2ank /Insurance services# The ank should also provide insurance services. That means

the ank can have a tie)up with a insurance company. The ank will advertise R promote the

different policies introduced y the insurance company R convince their customers to uy

insurance policies.

&8 Increase in percentage of =eturns on increase# The ank should provide higher returns on

deposits in comparison of the present situation. This wills also upto large e*tent help the ank

earn profits R popularity.

48 =ecruit professionally guided students# 2ank R Insurance is a special non)aid course

where the students speciali(e in the functioning R services of the ank R also are knowledge

aout various ta* policies. The ank can recruit these students through tie)ups with colleges.

Such students will surely prove as an asset to the ank.

;8 ssociate with social cause# The ank can also associate itself with social causes like

providing relief aid patients, funding towards natural calamities. 2ut this falls in the ;thuadrant so the ank should neglect it.

THREATS%

1<



18 Competition# ICICI 2ank is facing tight competition locally as well as internationally.

2ank like CITI 2ank, ?S2C, 2', Standered Chartered, ?D6C also provide euivalent

facilities like ICICI do and also ICICI do not have consistency in its international operation.

&8 %et Services# ICICI 2ank provides all kind of services on)line. There can e easy access

to the e)mail ids of the customers through wrong people. The confidential information of the

customers can e leaked easily through the e)mail ids.

48 Decentrali(ed 'anagement# Gach ranch manager is given the authority of taking

decisions in their respective ranches. The decisions made y different managers are diverse

and any one wrong decision can laid to heavy losses to the ank.

;8 %o $roper 6acilities To !neducated customers# ICICI 2ank provides all services through

electronic computeri(ed machines. This creates prolems to the less educated people. 2ut this

threat falls in the ;th uadrant so its negligile. The company can avoid this threat.

=-e(t'$%

>0 E?)+a'$ t"e '$'t'at'9e( ta8e$ 6 ICICI a$8 t )#mte CRM@

10 D'(*-(( t"e e$e!'t( ! t"e '$'t'at'9e( ta8e$ 6 ICICI a$8 t )#mte CRM@

0 W"at ("-+d e t"e *#e e+eme$t( ! CRM t"at ICICI a$8 '$ 6-# )'$'$

("-+d !++7< e('de( 7"at t"e6 a#e a+#ead6 !++7'$& t ma8e t"em(e+9e( a d'(t'$*t

a$8 !#m t"e'# *m)et't#(@

0 O-t(-#*'$& CRM '( $e a*t'9't6 t"at m(t #&a$',at'$( !++7. I( 't a 9'a+e

)t'$@ G'9e 6-# 9'e7( 8ee)'$& '$ m'$d t"e *(t '$9+9ed '$ 'm)+eme$t'$& CRM

a$d e$"a$*'$& -('$e(( a+(.

A$(7e# >%

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The important steps which were taken y ICICI ank to promote C=' are as following#

MOBILE ATM( Fa*'+'t6%

T's are kept in vans and parked at high traffic areas at specified timing to facilitate

standard services.

B-+8 de)('t !a*'+'t6 t"#-&" ATM(%

ICICI ank issues a special card Bdeposit only card3 to facilitate deposition of large amount at

one time though T's unlike conventional T's which allows deposition of only 4A notes

at one time.

Ca(" )'*8 -) (e#9'*e%

It also facilitates cash pick up service for usiness customers under usiness anking

segment.

ATM( !# 9'(-a++6 *"a++e$&ed%

ICICI ank has launched special voice) guided systems, which guide a visually challenged

person to avail T' services without any help. ?eadphone can e connected to T' -ack

who gives voice command to the customer to transact usiness.

DEMAT A* Fa*'+'t6%

ICICI ank gives an option of opening D)'T "c and trading "c simultaneously with

saving "c through which customer can do share trading online.

Ot"e# (e#9'*e( t"#-&" ATM(%

• $repaid moile recharge

• 2uying and renewing internet packs.

• 'aking donations for Shri 'ata vaishnodevi shrine and Tirupati, nathdwara temple.

• 'utual funds transaction R

• 2ills payments.

C#ed't *a#d !a*'+'t6 t"#-&" m'+e%

1H



irtel, ICICI 2ank, and IS launched a new service mCh, which is a credit card using a

moile phone.

S*'a+ e9e$t(%

It organises the domestic invitational amateur golf event for high net)worth individual

customers.

M'+e a$8'$& e$e!'t(%

It enales customers to avail following facilities y -ust sending an S'S.

• Locating T'

• Locating 2ranch

• Locating drop o*

• lert facilities like salary credit etc.

• ueries on anking R Demat "c.

A$(7e# 1%

Due to the initiatives taken y ICICI ank to promote C=' it got following enefits#

1



>. Ide$t'!'*at'$ ! *-(tme# -(a&e )atte#$4

ICICI ank3s C=' data warehouse enales users to find out customer3s various

transactions and regarding the customer3s channel usage.

1. De9e+)me$t ! $e7 )#d-*t(4

C=' data warehouse enales analysis and ehavioural e*plorer, which help in

customer profiling using adhoc ueries. +hich facilitates new product

development according to customer needs and desire>

. Ce$t#a+ dataa(e ma$a&eme$t4

C=' data warehouse helps in analysing its customer dataase which includes

information from eight separate operation systems like retail anking, onds,

credit cards etc.

A$(7e# %

'any have confused C=' as a technology initiative, and assigned the C=' implementation

pro-ect to their information system or information technology group. Technology is needed in

1J



order to implement C=' / particularly the customi(ation part / ut technology is not the

driver of C=', or the solution to successful C=' implementation.

5ther core elements of C=' which ICICI should follow are as following#

De+'9e# $ *-(tme#:( 9a+-e de!'$'t'$% Customers change as they move through differing

life stages: so they have to e alert for the changes and e prepared to modify the service and

value proposition as customer change.

P#'#'t'('$& *"a$&e(% 2ecause there might e many gaps, therefore many changes that an

organisation will need to make, prioriti(ation was critical.

A$(7e# %

Gvery usiness is distinct from another, and its nature of operation matters a lot when it

comes to decide strategies, it should adopt. 5utsourcing C=' is a strategy which is currently

adopted y many companies due to high capital investment and technicality reuired in

operating it on their own. 5utsourcing C=' has its own advantages and drawacks which

are as following#

BENEFITS#

• It reduces capital investment in implementing C='.

• Company can concentrate on its core competency area rather than involving in C='

implementation.

• It prevents from doing ma-or changes in operation process.

• ?ighly efficient service can e availed ecause service providing companies already

have a good setup and they have good e*perience of managing C='.

• It reduces operating cost of C=' ecause service providing companies distriute

their operating cost y providing services to other firms simultaneously.

DRAWBACKS%

• It prevents from estalishing own C=' operating system

• Customi(ed information may not e availale due to outsourcing of C='.

&A



• 6or a large firm which have high numer of customers, outsourcing can ecome an

impediment. 2ecause in such case it is more eneficial to do one time long term

investment in implementing C=' rather than outsourcing.

I$ (-mma#6< t"e *"'*e '( $ +$&e# et7ee$ a$ -t(-#*ed a$d a$ '$4"-(e (+-t'$<

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Ca(e St-d6 %

DEVELOPMENT OF CONSUMER RELATIONSHIP MANAGEMENT

SYSTEM FOR INDIAN AUTOMOBILE GIANT XYZ LIMITED

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The idea of this case study is to develop a CRM system having 360-degree view of automobile

Customers for X! "td# an $ndian %utomotive company&

@ Ltd is one of the largest four)wheeler passenger car manufacturing company in India. It

has more than 1,AAA,AAA happy customers and operates through <; sales dealers in &A states

in India.

Currently this company does not have its own customer dataase and for all customers related

analysis, sales forecasting, marketing campaign, customer ehavior etc, it has to procure the

details from following three companies.

A. Ca# Dea+e#( I$d'a Ltd

B. D P7e# I$d'a

C. Ca# Data I$*

These companies gather customer, dealer and product data from various sources like

independent marketing agencies, survey companies, wesites, dealers etc, process them with

different analytic instruments and sell them on a monthly asis to @ Ltd as various form

of reports.

@ Ltd pays a huge amount to these companies for these formatted processed data. These

data are crucial as they are used for various reporting, analysis, campaigning and sales andmarketing forecasting.

To overcome the data latency, reduce cost of processed customer data, tracking, monitoring

and controlling it3s own customer information real time and uilding a consolidated 4FA

degree view of customer, @ Ltd decided to develop and implement it3s own C='

application.

This system will help @ ltd to#

• $rovide etter understanding of its customer

• $rovide etter services to its customer

• Improve relationship with customer

• Improve ottom line revenue increase.

In the new system @ Ltd will only procure the daily files from these three companies

and load them through a daily atch process to it3s C=' application repository. Then a

C=' administration tool needs to e developed to which will run on this repository. The

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tool will have various usiness functionalities to e*tract various different reports for Sales

and marketing forecasting and customer analysis.

The C=' system will have a repository with following core areas#

• Customer • Dealer

• $roduct

The details of these three core areas are descried elow#

Customer:

Customer Data comes in various formats from following different sources

utomoile Sales 6ile 7@ Ltd itself8

Service ?istory 6ile / 7y Car Data Inc8

Customer Communication 6ile/ 7y MD $ower India8

+hen any customer information gets entered into the C=' system through the interface files,

it will e checked for it3s e*istence in the dataase. If the same customer already e*ists, a

0est record will e created appending with the new customer information. If the customer

is determined to e new, a new customer record is created and an uniue ID 7customer ID8 is

assigned to it. These events occur as the information is loaded into the system. The same rule

applies to Dealer, product and service event records also.

The format of the input file is given in ppendi*.

Dealer:

Dealer information is loaded in the system through the dealer file received from Car Dealers

India Ltd and the file format is given in ppendi*.

Product:

$roduct information is loaded from the files mentioned aove respective to the various data

element to the product only.

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ll these files will e ftp)ed in the system and the data will e loaded into the C='

repository through a daily atch process. ny ad data"unformatted data will e re-ected with

proper reason code and a separate file will e created with proper reason in the re-ect file.

The CRM application tool will enable different business users# sales and mar'eting users to

view the following relationship in different tabs of the ()$ application& The name of the

application tool would be *%utomobile Customer +ortal, an %uto CRM application.&

>. C-(tme# a$d P#d-*t #e+at'$("').

1. C-(tme#< )#d-*t a$d Dea+e# #e+at'$("')

. C-(tme# a$d (e#9'*e e9e$t #e+at'$("')

. C-(tme# a$d Cmm-$'*at'$ #e+at'$("')

. C-(tme# a$d dea+e# #e+at'$("')

The tool should have capability of performing following actions/

1. To view the dataase updates done y the flat files

&. To search customer y

• %ame and address line

• %ame and $hone

• %ame and Gmail address

• Gmail address and phone numer

4. To view the customer and product relationship with products per customer

;. To view the list of customers under specific dealer

<. To view how many products sold y each dealer in a given month or uarter of in a

specific year.

F. To view how many services done y specific customer. That means service history of

the customer

H. To view the communication history for any specific customer and that is for each

communication channel

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The Customer# +roduct# ealer# Communication event and 1ervice event should have uni2ue

value identification& That means each of these data should be uni2uely identified& or

e4ample all customer data should be uni2ue and a separate system generated number will be

attached to each record&

The system could e developed in two different technology platforms.

• 5racle dataase and Mava ase P!I system 7using MS$ and Mava platform8

• 'ainframe D2& dataase with CICS as front end .

A))e$d'?

Sa+e( !'+e.

Customer 6irst %ame

Customer 'iddle %ame

Customer Last %ame

Customer 2irth Date

Customer Se*

Customer G)'ail

Customer ddress 7Split in ddress line1, ddress line /&, City, State, $ostal code8

$hone

ehicle Chassis %umer ) 1H char long field) G*ample / I%A1JD6T1&4;<FH

Dealer numer / ; digit uniue numer for dealers

=etail Sales Date / 7when the vehicle actually sold to the customer8

ehicle 'odel / G*ample / Indica &, Indogo PS, eta PSI etc

'odel @ear

G*terior Color

Interior color

6inanced flag 7@"%8

6inanced 2y

Loan mount

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Loan tenure

Salesman %ame

Dealer $re inspection date

Se#9'*e H'(t#6 !'+e

Servicing Dealer %umer

Customer 6irst %ame


Customer Last %ame

Customer 2irth Date

Customer Se*

Customer G)'ail

Customer ddress 7Split in ddress line1, ddress line /&, City, State, $ostal code8

$hone

ehicle I%

ehicle =egistration %umer

'ileage of the ehicle

=epair 5rder date

Technician %ame

Service Description

Laor mount

Service mount

mount

Service 6eedack

C-(tme# Cmm-$'*at'$ F'+e

Customer can initiate various Communication events and these are#

. 2rochure =euests

2. $rice uote =euests

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C. Loan payoff Inuiries

D. dditional 5n) line customer events 7+esite signup, newsletter signup8

G. 'iscellaneous ad hoc communication events

The content of the file 7from MD $ower8#

Communication channel type / e*ample / +e, $hone, Survey, mail etc

Customer 6irst %ame


Customer Last %ame

Customer 2irth Date

Customer Se*

Customer G)'ail

Customer ddress

2rochure reuest Date

$rice =euest Date

Loan $ayoff Date

dhoc Communication Date

ehicle 'odel @ear

ehicle 'odel Type

5wn any ehicle / @"%

'ethod of contact

+hen planned to uy

+hen planned to loan pay)off

Communication content

Dea+e# !'+e

Dealer ID

Dealer Start Date

Dealer Gnd Date / Default / 41"1&"JJJJ

&H



Dealer one for Service

Dealer District for Service

Dealer %ame

Dealer ddress

Dealer City

Dealer State

Dealer $ostal Code

Dealer $hone

Dealer $hone G*t

Dealer 2illing %ame

Dealer 2illing ddress

Dealer 2illing City

Dealer 2illing State

Dealer 2illing $ostal Code

&

Documents

CRM Case Studies