1. CRM has been defined in a multiple ways
- A way to identify, acquire, and retain customers
- A way of automating the front office functions of
sales, marketing, and customer services
- Vendors: whatever their current product may be

2. Meeting Customer-Knowledge Management Objectives
- Segment the customer base
- Prioritize customer
- Know what your customer want to know
- Understand your customer behavior
- Engender customer loyalty
- Innovate existing products
- Extend products or services
- Improve success in cross-selling

3. Data Mining It is the search for actionable patterns in data
It rest on three legs:
- Business Needs
- Data
- Data Mining Techniques

4. Data Mining Tools There are a handful of leading tool vendors that
offer powerful algorithms (decision trees, neural
networks, and clustering:
Silicon Graphics (Mineset)
SAS (Enterprise Miner)
IBM (Intelligent Miner)
ISL (Clementine)
Angoss (KnoledgeSTUDIO)
Thinking Machines (Darwin)

5. CRM Is a technology-enabled business strategy whereby
companies leverage increased customer knowledge
to build profitable relationships,
based on optimizing value delivered to
and realized from their customers.

6. CRM - It is a strategy, not an application, technology,
or suite of products
- It is not a grassroots initiative
- It is for B2B and B2C
- No one vendor provides all needed applications

7. A great CRM strategy includes:
- Realign / reinvent business processes
- Use the full range of technology
- Sell the company as well your wares
- Use technology to maximize customer contacts
- Put current application to strategic use

10. A Strategic Framework for CRM Implement targeted customer care
relationship
program
Increased
value-added
for the
customer
Increased
prices
Offer
targeted
products/
services
Capture/
integrate
customer
information
Increased
customer
loyalty
Increased
customer
revenues
Implement
targeted
marketing
programs
Create
customer
profile
Increased
customer
knowledge
Increased
customer
base
Create
flexible
integrated
channel
architecture
Increased
profits
Increased
marketing/sales/
customer care
effectiveness
Segment
customers
by potential/
profitability
Improved
customer
acquisition
Implement
targeted
sales
campaigns
LEGEND
Knowing your customer
Divesting customers
Increasing value-add
Capturing increased value
Customer interaction
Customer base
Ultimate benefits
Increased
marketing/sales/
customer care
efficiency
Decreased
costs
Divest
unprofitable
customers

11. Technological Underpinnings of CRM
- Database --not simply storage capacity,
but the ability to analyze and map data
- Interactivity --Websites, call centers, and any
other means used to interact with customers
- Mass customization --or standardization,
enabling to break products/services into
modules or templates

12. Who Needs CRM? III IV Airlines Pharmacies
Packaged goods mfrs Computer firms
I II
Gas stations Bookstores
differentiated
Uniform Highly
CUSTOMER VALUATIONS
CUSTOMER NEED
Uniform Highly
differentiated

13. Interesting Resources
CRM UNIVERSE
CRM FORUM
ECRM GUIDE

14. Changing Customer Expectations
FROM TO
Focused on making/selling Sensing customer needs and
products responding with products
Mass marketing (e.g. TV) Marketing to segments of one
Business-centric interactions Customer-centric interactions
designed for efficiency and designed for customer’s
convenience efficiency and convenience