MASTER OF BUSINESS ADMINSTRATION CUSTOMER RELATIONSHIP MANAGEMENT
First Published in 2021 All rights reserved. No Part of this book may be reproduced or transmitted, in any form or by any means, without permission in writing from Chandigarh University. Any person who does any unauthorized act in relation to this book may be liable to criminal prosecution and civil claims for damages. This book is meant for educational and learning purpose. The authors of the book has/have taken all reasonable care to ensure that the contents of the book do not violate any existing copyright or other intellectual property rights of any person in any manner whatsoever. In the event the Authors has/ have been unable to track any source and if any copyright has been inadvertently infringed, please notify the publisher in writing for corrective action. 2 CU IDOL SELF LEARNING MATERIAL (SLM)
CONTENT Unit 1 - Introduction To Customer Relationshipmanagement (Crm) ...................................... 4 Unit 2 - Introduction To Crm .............................................................................................. 20 Unit 3 - Types Of Customer Realtionship Management (Crm) ............................................ 37 Unit 4 - Introduction To Customer Relationship Management (Crm)................................... 58 Unit 5 - Planning And Implementing Crm Strategy ............................................................. 75 Unit 6 - Planning And Implementation Of Crm Strategy ..................................................... 98 Unit 7 - Planning And Implementating Crm Strategy ........................................................ 117 Unit 8 - Planning And Implementation Of Crm ................................................................. 132 Unit 9 - Planning And Implemntation Of Crm Strategy ..................................................... 150 Unit 10 - Information Technology For Crm....................................................................... 167 Unit 11 - Information Technology For Crm....................................................................... 178 Unit 12 - Information Technology For Crm....................................................................... 191 Unit 13 - Information Technology For Crm....................................................................... 223 Unit 14 - Information Technology For Crm....................................................................... 248 3 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT 1 - INTRODUCTION TO CUSTOMER RELATIONSHIPMANAGEMENT (CRM) STRUCTURE 1.0 Learning Objectives 1.1 Introduction 1.2 Meaning of Customer Relationship Management 1.3 Scope of Customer Relationship Management 1.4 Types of Customer Relationship Management 1.5Summary 1.6Keywords 1.7Learning Activity 1.8Unit End Questions 1.9References 1.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Describe the three major perspectives on CRM: Strategic, Operational and Analytical DefineCustomer Relationship Management Understand the Scope of Customer Relationship Management Learn the Types of Customer Relationship Management Explain the Dominant Characteristic of Customer Relationship Management 1.1INTRODUCTION The expression, Customer Relationship Management (CRM) has been in use since the early 1990’s/ since then, there have been many attempts to define the domain of CRM, by many Scientists. As a discipline hotly contested by various Information Technology (IT) vendors, consultants and academics, a clear consensus has not yet emerged. Even the meaning of the three-letter acronym CRM is contested. For example, although most people would understand that CRM mean Customer Relationship Management, others have used the acronym to mean Customer Relationship Marketing. Information Technology companies have tended to use the term CRM to describe the software applications that are used to support the marketing, selling and service functions of 4 CU IDOL SELF LEARNING MATERIAL (SLM)
businesses. This equates CRM with technology. Although the market for CRM software is now populated with many players, its commercialization was greatly boosted in 1993 when Tom Siebel founded Siebel Systems Inc. (now part of Oracle). Use of the term CRM can be traced back to that period. Gartner Inc., the information technology research and advisory firm, estimated that annual spending on CRM technology was $14 billion in 2013, and predicted that it would top $18.4 billion in 2016. Others, with a managerial rather than technological emphasis, claim that CRM is disciplined approach to developing and maintaining profitable, customer relationships, and that technology may or may not have a role. That said, it is hard to conceive of a large organisation dealing with millions of customers across multiple channels that can implement a customer strategy cost-effectively without the use of Information Systems technology and carefully designed business processes. 1.2MEANING OF CUSTOMER RELATIONSHIP MANAGEMENT Customer Relationship Management (CRM) is a sound idea or approach for strengthening customer relationships while lowering costs and increasing productivity and profitability in the workplace. Definition of CRM CRM is an information industry term for methodologies, software and usually internet capabilities that help an enterprise manage customer relationships in an organised way. CRM is the process of managing all aspects of interaction a company has with its customers, including prospecting, sales and service. CRM applications attempt to provide insight into and improve the company / customer relationship by combining all these views of customer interaction into one picture. CRM is an integrated approach to identifying, acquiring and retaining customers. By enabling organisations to manage and coordinate customer interactions across multi channels, departments, lines of business and geographies, CRM helps organisations maximize the value of every customer interaction and drive superior corporate performances. CRM is an integrated information system that is used to plan, schedule and control the pre- sales and post-sales activities in an organisation. CRM embraces all aspects of dealing with prospects and customers, including the call centre, sales force, marketing, technical support and field service. The primary goal of CRM is to improve long-term growth and profitability through a better understanding of customer behaviour. CRM aims to provide more effective feedback and improved integration to better gauge the return on investment (ROI) in these areas. CRM is a business strategy that maximises profitability, revenue and customer satisfaction by organizing around customer segments, fostering behaviour that satisfies customers, and implementing customer-centric processes. 5 CU IDOL SELF LEARNING MATERIAL (SLM)
DEFINING CRM CRM is the core business strategy that integrates internal processes and functions, and external networks, to create and deliver value to targeted customers at a profit. It is grounded on high-quality customer-related data and enabled by information technology. CRM is a “core business strategy” that aims to create and deliver value to targeted customers at a profit. This clearly denoted that CRM is not just about IT. CRM integrates internal process and functions. That is, it allows departments within businesses to dissolve the silo walls that separate them. Access to customer related data allows selling, marketing and service functions to be aware of each other’s interactions with customers. Furthermore, back- office functions such as operations and finance can learn from and contribute customer- related data. Customer related data allow suppliers and members of their ‘external network’, for example distributors, value-added resellers and agents, to align their efforts with those of the focal company. Underpinning this core business strategy in the majority of cases is IT – software applications and hardware. Historically, most companies we located close to the markets they served, and knew their customers intimately. Very often there would be face-to-face, even day-to-day, interactions with customers, through which knowledge of customer requirements and preferences grew. However, as companies have grown larger, they have become more remote from the customers they serve. The remoteness is not only geographic, it may be cultural also. Even some of the most widely admired American companies have not always understood the markets they served. Disney’s development of a theme park near to the French capital, Paris, was not an initial success because they failed to deliver to the value expectations of European customers. For example, Disney failed to offer visitors alcohol on-site. Europeans, however, are accustomed to enjoying a glass or two of wine with their food. Geographic and cultural remoteness, together with business owner and management separation from customer contact, means that many companies, even small companies, do not have the intuitive knowledge and understanding of their customers so often found in micro- businesses such as neighbourhood stores and hairdressing salons. This has given rise to demand for better customer-related data, a cornerstone of effective CRM. In summary, we take the view that CRM is a technology-enabled approach to management of the customer interface. Most CRM initiatives expect to have impact on the costs-to serve and revenues streams from customers. The use of technology also changes the customer’s experience of transacting and communicating with a supplier. For that reason, the customer’s perspective on CRM is an important consideration in this material. CRM influences customer experience, and that is of fundamental strategic significance. 6 CU IDOL SELF LEARNING MATERIAL (SLM)
1.3 SCOPE OF CUSTOMER RELATIONSHIP MANAGEMENT CRM, or Customer Relationship Management, is concerned with the development and maintenance of mutually beneficial relationships with strategically significant partners. Its focus is the creation of long-term value, and not just short-term profits, for the company and all it works with. The scope of CRM can thus be defined according to its constituencies, how long-term value can be created for and with them and the benefits of doing so. The Customer The customer is of key importance because only relationships with customers generate revenues for a company. Establishing a good long-term relationship with customers can take the form of the provision of benefits such as special prices and preferential treatment. Doing so can bring about drastic increases in value due to frequent sales from satisfied customers, positive word of mouth, a reduced need for product sampling and advertising, and increased possibility of cross-selling or purchasing of other products. The Suppliers Suppliers provide input, such as raw materials, technologies, components, investment, human resources and expertise, to the company’s value chain. In 2010 companies have tended to shift to a smaller number of suppliers and create and maintain long-term relationships with them. Enhanced performance can result from improved communication and coordination with this set of suppliers. Purchasing costs can be reduced thanks to elimination of the need to constantly seek cheaper sources. With fewer vendors, increased cooperation between the remaining parties in the form of management-information system alignment and customer- information sharing becomes possible. The Owners Companies may remain private for the duration of their lifespan, remaining the property of single proprietors or many owners. Other companies may start out that way, but at certain points may elect to go public and sell shares in order to spread liability or raise funds for future expansion. Whichever category a company may fall under, it is paramount for its management to establish productive relationships with its owners and create value for them in the form of enduring company and stock value in the long run. A poor long-term relationship can result in investors selling out and in drops in stock value, or in changes of ownership if the company is sold. The Employees Employees are central to CRM practitioners. Many businessmen, such as Bill Marriott and Richard Branson, claim that their employees or “internal customers” are their most important constituency, not the customers per se. should employees be satisfied and happy with their jobs, and they will be more apt to provide noteworthy service to the company’s external 7 CU IDOL SELF LEARNING MATERIAL (SLM)
customers. In short, employee satisfaction drives customer satisfaction. A positive climate for service is less rule-driven, more customer-orientated, and more supportive of personal initiatives. Other Partners Establishing a partnering relationship with another company, such as a strategic alliance or joint venture, is done through sharing complementary strengths such as technological expertise, market reach, supplier networks, customer data and customer bases. Partnering with another firm can thus support the creation and delivery of value through increasing efficiency, sharing product development, marketing and distribution costs, and sharing key resources. 1.4 TYPES OF CUSTOMER RELATIONSHIP MANAGEMENT We can resolve the debate between managerial and technological schools by conceiving of CRM as taking three main forms: 1. Strategic CRM 2. Operational CRM and 3. Analytical CRM. As summarized in below Table and described below: Table 1.1showing Types of CRM Types of CRM Dominant Characteristic Strategic Strategic CRM is a core customer-centric business strategy that aims at winning and keeping profitable customers. Operational Operational CRM focuses on the automation of customer-facing processes such as selling, marketing and customer service. Analytical Analytical CRM is the process through which organisations transform customer-related data into actionable insight for either strategic or tactical purposes. STRATEGIC CRM Strategic CRM is focused upon the development of a customer-centric business culture dedicated to winning and keeping customers by creating and delivering value better than competitors. Then culture is reflected in leadership behaviours, the design of formal systems of the company, and the myths and stories that are created within the firm. In a customer- 8 CU IDOL SELF LEARNING MATERIAL (SLM)
centric culture you would expect resources to be allocated where they would best enhance customer satisfaction and retention, and customer information to be collected, shared and applied across the business. The heroes of customer-centric businesses deliver outstanding value or service to customers. Many businesses claim to be customer-centric, customer-led, customer-focused or customer-oriented but few are. Indeed, there can be very few companies of any size that do not claim that they are on a mission to satisfy customer requirements profitably. Customer-centricity competes with other business logics. Kotler identifies three other major business orientations: Product, Production and Selling. Product-oriented Business believe that customers choose products with the best quality, performance, design or features. These are often highly innovative and entrepreneurial firms. Many new business start-ups are product oriented. In these forms it is common for the customer’s voice to be missing when important marketing, selling or service decisions are made. Little or no customer research is conducted. Management makes assumptions about what customers want and / or provides visionary leadership for the market. Perhaps the most iconic example of product- orientation is APPLE. Apple has created huge demand for products that customers did not know they needed, for example the iPad. Leading fashion houses tend to be product-oriented and try to establish new fashion trends rather than respond to consumer research about what should be next year’s look. However, these are exceptional. Product-oriented companies often over-specify or over-engineer for the requirements of the market, and therefore are too costly for many customers. The subset of relatively price-insensitive customers marketers dub ‘innovators’, who are likely to respond positively to company claims about product excellence, is a relatively small segment, perhaps 2.5% of the potential market. Production-oriented businesses focus on operational excellence. They seek to offer the customers the best value for money, time and / or effort. Consequently, they strive to keep operating costs low, and develop standardized offers and routes to market. Complexity, customization and innovation are very costly and unappealing to production-oriented businesses. Production-oriented firms rarely are first to market with the best new offer. They focus their innovation on supply chain optimization and simplification. They tend to serve customers who want good-enough, low-priced products and services. Production-oriented businesses choose not to believe that customers have unique needs or wants. It is possible to be highly profitable by being the lowest cost business player, for example Wal-Mart. There is a price and convenience segment in most markets, but the majority of customers have other requirements. Moreover, an excessive focus on operationally efficiency might make you blind to disruptive changes just over the horizon; making cheap products that no one wants to buy is not a sustainable strategy. 9 CU IDOL SELF LEARNING MATERIAL (SLM)
Sales-oriented businesses make the assumption that if they invest enough in advertising, selling, public relations and sales promotion, customers will be persuaded to buy. Very often, a sales orientation follows a production orientation. The company produces low-cost products and then has to promote them heavily to shift inventory – a make and sell approach. The dealmaker and persuader is king in such firms. In markets that are growing rapidly, such an approach can promote strong market share growth and attendant economies of scale. Many large technology forms have promoted an emphasis on selling. The risks of this orientation are two-fold: (1) winning large contracts is not the same thing as making money from them and (II) focus on the immediate sale rarely allows enough slack resources to experiment and innovate to serve emerging needs wants not yet articulated. A customer or market-oriented company shares a set of beliefs about putting the customers first. It collects, disseminates and uses customer and competitive information to develop better-value propositions for customers. A customer centric firm is a learning firm that constantly adapts to customer requirements and competitive conditions. There is an evidence that customer-centricity correlated strongly to business performance. OPERATIONAL CRM Operational CRM automates customer-facing business processes. CRM software applications enable the marketing selling and service functions to be automatic and integrates. Some of the major applications within operational CRM. Appearin below Table. 10 CU IDOL SELF LEARNING MATERIAL (SLM)
Table 1.2showing Operational CRM – Some Applications Marketing Automation Campaign management Event-based (trigger) marketing Marketing optimization Sales Force Automation Account Management Lead management Opportunity management Pipeline Management Contact Management Quotation and proposal generation Product configuration Service Automation Case (Incident or issue) management Customer communications management Queuing and Routing Service Level Management Marketing Automation Marketing automation applies technology to marketing processes. Campaign management modules allow marketers to use customer-related in order to develop, executive and evaluate targeted communications and offers. Customer segmentation for campaigning purposes is, in some, cases, possible at the level of the individual customer, enabling unique communications to be designed. In multi-channel environments, campaign management is particularly challenging. Some fashion retailers, for example, have multiple transactional channels including free standing 11 CU IDOL SELF LEARNING MATERIAL (SLM)
stores, department store concessions, e-tail websites, home shopping catalogues, catalogue stores and perhaps even a television shopping channel. Some customers may be unique to a single channel, but most will be multi-channel prospects, if not already customers of several channels. Integration of communication and offer strategies, and evaluation of performance, requires a substantial amount of technology-aided coordination across these channels. Even-based, or trigger, marketing is the term used to describe messaging and offer development to customers at particular points in time. An event triggers the communication and offer. Event-based campaigns can be initiated by customer behaviours, or contextual conditions. A call to a contact centre is an example of a customer-initiated event. When a credit-card customer calls a contact centre to enquire about the current rate of interest, this can be taken as a indication that the customer is comparing alternatives, and may switch to a different provider. This event may trigger an offer designed to retain the customer. Examples of contextual events are the birth of a child or a public holiday. Both of these indicate potential changes in buyer behaviour, initiating a marketing response. Event-based marketing also occurs in the business-to-business context. The event may be a change of personnel on the customer-side, the approaching expiry of a contact or a request for information (RFI). Real-time marketing (automation), combining predictive modelling and work-flow automation, enables companies to make relevant offers to customers as they interact with company technologies at different touch points such as websites and retail outlet. As consumers share more data with companies, and as the company’s ability to analyse those data improves, online marketing increasingly occurs in real time. The choices the customer makes as she navigates through the Web, the enquiries she makes and her profile enable firms to predict which products and services will be most appealing to her: the co-called Next Best Offer or NBO. This offer can be refreshed in real time as a result of customer behaviour online. E-retailers such as Amazon continually refresh their recommendations as a result of customer searches, and Google changes the advertising it pushes to you as a function of your location and search behaviours. Sales Force Automation Sales Force Automation (SFA) was the original form of operational CRM. SFA systems are now widely adopted in business-to-business environments and are seen as a ‘competitive imperative’ that offers ‘competitive parity’. SFA applies technology to the management of a company’s selling activities. The selling process can be decomposed into a number of stages such as lead generation, lead qualification, lead nurturing, needs identification, development of specifications, proposal generation, and proposal presentation, handling objections and closing the sale. SFA software can be configured so that it is modelled on the selling process of any industry or organisation. Automation of selling activities is often linked to efforts to improve and standardize the selling process. This involves the implementation of a sales methodology. Sales 12 CU IDOL SELF LEARNING MATERIAL (SLM)
methodologies allow sales team members and management to adopt a standardized view of the sales cycle, and a common language for discussion of sales issues. SFA software enables companies to assign leads automatically and track opportunities as they progress through the sales pipeline towards closure. Opportunity management lets users identify and progress opportunities to sell from lead status through to closure and beyond, into after-sales support. Opportunity management software usually contains lead management and sales forecasting applications. Lead management applications enable users to qualify leads and adding them to the appropriate salesperson. Sales forecasting applications generally use transactional histories and salesperson estimates to produce estimates of future sales. Contact management lets users manage their communications programme with customers. Digital customer records contain customer contact histories. Contact management applications often have features such as automated customer dialling, the salesperson’s personal calendar and email functionality. Quotation and proposal generation allow the salesperson to automate the production of prices and proposals for customers. The salesperson enters details such as product codes, volumes, customer name and delivery requirements, and the software automatically generates a priced quotation. Product configuration applications enable sales people, or customers themselves, automatically to design and price customized products, services or solutions. Configurators are useful when the product is particularly complex, such as IT solutions. Configurators are typically based on an ‘if…then’ rules structure. The general case of this rule is ‘If X is chosen, then Y is required or prohibited or legitimated or unaffected’. For example, if the customer chooses a particular feature (say, a particular hard drive for a computer), then this rules out certain other choices or related features that are technologically incompatible or too costly or complex to manufacture. Service Automation Service automation involves the application of technology to customer service operations. Service automation helps companies to manage their service operations, whether delivered through a call centre, contact centre, field service, the Web or fact-to-face, with high levels of efficiency, reliability and effectiveness. Service automation software enables companies to handle inbound and outbound communications across all channels. Software vendors claim that this enables users to become more efficient and effective, by reducing service costs, improving service quality, lifting productivity, enhancing customer experience and lifting customer satisfaction. Service automation differs significantly depending upon the product being serviced. The first point of contact for service of consumer products is usually the retail outlet, or a call centre. People working at these touch points often use online diagnostic tools that help identify and resolve the problem. A number of technologies are common in-service automation. Call 13 CU IDOL SELF LEARNING MATERIAL (SLM)
routing software can be used to direct inbound calls to the most appropriate handler. Technologies such as Interactive Voice Response (IVR) enable customers to interact with company computers. Customers can input to an IVR system after listening to menu instructions either by telephone keypad (key 1 for option A, key 2 for option B), or by voice. If first contact problem resolution is not possible, the service process may then involve authorizing a return goods, or a repair cycle involving a third-party service provider. Companies are beginning to learn to respond to customer complaints in social media such as Facebook and Twitter in close to real time. Social media have greatly increased the risks of consumer complaints remaining unanswered. Real-time engagement in the social conversation enables companies to intervene immediately and resolve an issue before a social media storm erupts. A case can be made that companies consider employing people and/or technologies to monitor and respond to tweets and other social media content. However, other participants in the conversation, for example users of Twitter, might also be able to contribute to the resolution of a consumer’s problem, through what is known as Crowd- sourced Customer Service. Service automation for large capital equipment is quite different. This normally involves diagnostic and corrective action taken in the file, at the location of the equipment. Examples of this type of service include industrial air conditioning and refrigeration. In these cases, Service automation may involve providing the service technician with diagnostics, repair manuals, inventory management and job information on a laptop or mobile device. This information is then synchronised at regular intervals to update the central CRM system. Many companies use a combination of direct and indirect channels especially for sales and service functions. When indirect channels are employed, operational CRM supports this function through partner relationship management (PRM). This technology allows partners to communicate with the supplier through a portal, to manage leads, sales orders, product information and incentives. Analytical (Or Analytic CRM) Analytical CRM, also called analytic CRM, is concerned with capturing, storing extracting, and integrating, processing, interpreting, distributing, using and reporting customer-related data to enhance both customer and company value. Analytical CRM builds on the foundation of customer-related information. Customer -related data may be found in enterprise wise repositories: sales data (purchase history), financial data (payment history, credit score), marketing data (campaign response, loyalty scheme data) and service data. To these internal data can be added from external sources: geo-demographic and lifestyle data from business intelligence organisations, for example. These are typically structured datasets held in relational databases. A relational database is like Excel spreadsheets where all the data in any row is about a particular customer, and the columns report a particular variable such as name, postcode and so on. With the application of data 14 CU IDOL SELF LEARNING MATERIAL (SLM)
mining tools, a company can then interrogate these data. Intelligent interrogation provides answers to questions such as: who are our most valuable customers? Which customers have the highest propensity to switch to competitors? Which customers would be most likely to respond to a particular offer? In recent years, we have seen the emergence of ‘big data’. Although the expression big data has been around since 2000, it is only since 2010 that businesses have become seriously interested in these huge datasets. According to IBM, Big data comes from everywhere: from sensors used to gather climate information, posts to social media sites, digital pictures and videos posted online, transaction records of online purchases and from cell phone. GPS signals to name a few. Big data extends beyond structured data, including unstructured data of all varieties text, audio, video, click streams, log files and more. The tools for searching making sense of, and acting on unstructured data differ from those available for data-mining structured datasets. Analytical CRM has become an essential part of many CRM implementations. Operational CRM struggles to reach full effectiveness without analytical information about customer. For example, an understanding of customer value or propensities to buy underpins many operational CRM decisions, such as Which customers shall we target with this offer? What is the relative priority of customers waiting on the line, and what level of service should I focus my sales effort? Analytical CRM can lead companies to decide that selling approaches should differ between customer groups. Higher potential value customers may be offered face-to-face selling: lower value customers may experience telesales. From the customer’s point of view, Analytical CRM can deliver timely, customized solutions to the customer’s problems, thereby enhancing customer satisfaction. From the company’s point of view Analytical CRM offers the prospect of more powerful cross-selling and up- selling programmes, and more effective customer retention and customer acquisition programmes. 1.5 SUMMARY CRM is a business strategy that maximises profitability, revenue and customer satisfaction by organizing around customer segments, fostering behaviour that satisfies customers, and implementing customer-centric processes. The scope of CRM can be defined according to its constituencies, how long-term value can be created for and with them and the benefits of doing so. Three major types of CRM have been identified: Strategic, Operational and Analytical. 15 CU IDOL SELF LEARNING MATERIAL (SLM)
Strategic CRM is focused upon the development of a customer-centric business culture dedicated to winning and keeping customers by creating and delivering value better than competitors. Operational CRM automates customer-facing business processes. CRM software applications enable the marketing selling and service functions to be automatic and integrates. Marketing automation applies technology to marketing processes. Automation of selling activities is often linked to efforts to improve and standardize the selling process. Service automation involves the application of technology to customer service operations. Analytical CRM, also called analytic CRM, is concerned with capturing, storing extracting, and integrating, processing, interpreting, distributing, using and reporting customer-related data to enhance both customer and company value. 1.6 KEYWORDS CRM – Customer Relationship Management (CRM) is a “core business strategy” that aims to create and deliver value to targeted customers at a profit. Strategic CRM is a core customer-centric business strategy that aims at winning and keeping profitable customers. Operational CRM focuses on the automation of customer-facing processes such as selling, marketing and customer service. Analytical CRM is the process through which organizations transform customer- related data into actionable insight for either strategic or tactical purposes. 1.7LEARNING ACTIVITY 1. Define Customer Relationship Management ___________________________________________________________________________ _______________________________________________________________________ 2. List the scope of Customer Relationship Management ___________________________________________________________________________ ___________________________________________________________________________ 3. List the types of Customer Relationship Management 16 CU IDOL SELF LEARNING MATERIAL (SLM)
___________________________________________________________________________ ___________________________________________________________________________ 1.8UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. Define Customer Relationship Management 2. State the scope of CRM. 3. What is Strategic CRM? 4. What is Operational CRM? 5. What is Analytical Customer Relationship management? Long Questions 1. Explain Customer Relationship Management? 2. Explain the Different types of Customer Relationship Management? 3. Explain Strategic Customer Relationship Management? 4. Explain Operational Customer Relationship Management? 5. What is Analytical Customer Relationship Management? B. Multiple Choice Questions 1. Customer Relationship Management isabout a. Acquiring the rightcustomer b. Instituting the bestprocesses c. Motivatingemployees d. All of these 2. CRM technology can helpin a. Designing direct marketingefforts b. Developing new pricingmodels c. Processing transactionsfaster d. All of these 3. A is an organized collection of detailed information about individual customers or prospects that is accessible, actionable and current for marketing purposes such as lead generation and others. a. Customerdatabase b. Customer mailinglist 17 CU IDOL SELF LEARNING MATERIAL (SLM)
c. Businessdatabase d. None of these 4. Uses sophisticated mathematical and statistical techniques such as neutral networking and clusteranalysis. a. Datamining b. Datasurvey c. CRM d. None of these 5. The main drawback of CRMis a. Implementing CRM before creating a customerstrategy b. Rolling out CRM before changing the organization tomatch c. potentially hidden costs d. All of these Answers 1-d, 2 –d, 3 -a, 4 –a, 5 –d 1.9REFERENCES References Books Sheth, J.N., Atul, P. and Shainesh, G. 2117. Customer Relationship Management: Emerging Concepts, Tools and Applications, 1st Edition, McGraw Hill Education. ISBN: 978-0070435049. Customer Relationship Management (CRM) by Dr K Govinda Bhat Mukerjee K, Customer Relationship Management: A Strategic Approach to Marketing Text Books References Francis Buttle and Stan Maklan, Customer Relationship Management: Concepts and Technologies, Third Edition, Special Indian Edition, 2015 Gupta, S. and Lehmann, D. 2105. Managing Customers as Investments: The Strategic Value of Customers in the Long Run, Prentice Hall. ISBN: 978-0131428959. Rai, A.K. 2112. Customer Relationship Management: Concepts and Cases, Prentice Hall India. ISBN: 978-8121346956. Gamble P Stone M and Woodcock N 1999, Customer Relationship Marketing up close and personal. London: Kogan Page: Jain S C 2005. 18 CU IDOL SELF LEARNING MATERIAL (SLM)
CRM Shifts the paradigm, Journal of Strategic Marketing, 13 December, 275-91: Evans, M. O’Malley, L and Patterson M 2004, Exploring direct and Customer Relationship Marketing, London: Thomson Website http://whatis.techtarget.com/definition//0.289893,sid9_gci213567,00.html http://onlinebusiness.about.com/cs/marketing/g/CRM.htm http://www.siebel.com/what-is-crm/software-solutions.shtm http://computing-dictionary.thefreedictionary.com/CRM http://www.destinationcrm.com/articles/default.asp?ArticleID=5460 19 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT 2 - INTRODUCTION TO CRM STRUCTURE 2.0 Learning Objective 2.1 Introduction 2.2 Types of CRM 2.3 Strategic CRM 2.4 Operational CRM 2.5 Summary 2.6Keywords 2.7Learning Activity 2.8Unit End Questions 2.9References 2.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Describe CRM Describe the Types of CRM Understand the strategic CRM Analyses the collaborative CRM Understand the benefits of Operational CRM Software 2.1 INTRODUCTION The purpose of CRM is not limited to merely improving customer service, it also allows companies to acquire customers and serve them, increase the value of the customer to the organization, retain good customers and determine which customers can be retained or given a higher level of service. There are four principal stakeholders who play a major role in the entire process of customer relationship management: Customers: They, of course, are the most important persons in the CRM design for whose delight the whole exercise is conducted. 20 CU IDOL SELF LEARNING MATERIAL (SLM)
Employees: They are the set of people who execute the CRM design. They include those right from the frontline staff who actually execute to the top management who design the CRM. Suppliers: They are the part of system who provide input to a company's value chain. Partners: They are the creators of additional value for the customers. 2.2TYPES OF CRM Majorly there are three types of CRM which are used nowadays. There are Operational CRM, Collaborative/Strategic CRM, and Analytical CRM. Operational CRM It focuses on three aspects of corporate processes: computerization, augmentation, and service improvement. These sectors are mostly focused on providing customer service. There are many key automation programmes that complement CRM systems and help with the computerization of the marketing, selling, and service processes. These automation applications are: Marketing automation: It concentrates on automating the marketing processes. The use of a specific customer's real information in defining, analysing, and producing messages aimed at customers in a multilevel, multichannel, or individual context is referred to as marketing campaign management. The campaigns are typically basic and employ one-of-a-kind messaging. The techniques utilized at the multichannel environmental level are a bit difficult and represent a challenge to many. A communication strategy's execution and integration is difficult. Each channel's performance evaluation and campaign quality should be automated and transparent. Sales force automation CRM systems are utilized in the acquisition of new customers as well as the management of current clients. The system recognizes a customer and stores all of their information. The information may be sent to several stages, including lead generation for additional prospects. Service automation: This application deals with managing. Actual contacts with customers, including as websites, data gathering systems, direct sales, call centres, and blogs, are examples of operational CRM. It provides real-time views of client requirements and allows anybody in the business to access customer information. Collaborative CRM: This is also known as Strategic CRM which helps your organization to share the information of customers to various business units like marketing team, sales team, support team, technical support, etc. For example, feedback from the Sales team could be useful for the marketing team to approach and handle the targeted customers with customized products and 21 CU IDOL SELF LEARNING MATERIAL (SLM)
services. It is seen that every business unit works independently as a separate group and rarely shares the information of customers with other teams which often causes a loss in business. Collaborative CRM helps to unite all the separate entities within the business for only one goal – to analyze and use all the information obtained to improve the quality of customer service and to retain existing customers and to acquire new customers by an increase of sales. Various applications have been used for collaborative CRM. Before implementing any system that is crucial for a business to decide the strategy and future goal. Analytical CRM: Analytical CRM helps to analyze the data of customers that is generated by the operational CRM apps. Analytical CRM also helps to understand the behavior of customers and help to derive their true value to the business. This helps the company to approach customers with useful information and proposals which addresses their needs and helps to satisfy them. The applications in analytical customer relationship management use the analytical marketing tools like data mining to get meaningful information like the buying patterns of existing customers, spending patterns of potential customers, the target market, highly profitable and low profitable customers, non-customers, customer conversion in a specific period of time etc. This data helps the senior management to make better decisions and implement better marketing campaigns in the market. CRM helps in gathering information of customers from different channels and has to analyze the data in a structured way. It also helps the organization to set a proper business methodology which helps in sales and marketing decisions. It also helps to improve the effectiveness of CRM and helps analysis of key performance indicators which are set by various businesses. Benefits of CRM CRM is a company-wide project that will be carried out throughout the firm. CRM's return on investment is overstated in the near term and understated in the long term. But one thing is certain: CRM adoption provides businesses with a number of distinct benefits. Perpetual Stream of Revenue: A happy and well-served consumer grows loyal over time. Client loyalty is earned when a customer stays with a firm for a long time and proves to be a constant source of income and profit, typically rising over time. Positive Referral Creation: A happy client is more likely to tell others about the company's good qualities. Such good feedback is more trustworthy and real than corporate propaganda, such as ads, and as a result, more customers are attracted. Provides Premium: A client who is happy with a firm's service is willing to pay a small premium for its products/services and does not want to take a chance with a new company. 22 CU IDOL SELF LEARNING MATERIAL (SLM)
Helps Customer Retention: One of the biggest advantages of CRM is that through personal and effective customer care and service, it helps the company keep customers for life. Retaining customers with the company helps in many ways and contributes straight away to the company's bottom line. Lowers Cost of Sale: A satisfied customer does not require to be lured every time by the company and, hence, his subsequent acquisition cost to the company decreases. This helps the company lower cost of sales. Helps Understanding Consumer Behavior: By offering personalised service to its clients, the firm gains a better understanding of its customers and is better able to react to their changing needs. This also enables businesses to provide clients with a comprehensive range of tailored solutions. Provides Opportunity to Cross-Sell and Up-Sell: A happy client is more likely to return to the same business for future purchases. In the event of a cross-sell or up-sell, the client returns to the same firm, and the company is able to obtain him for more items at no additional cost. Reduces Marketing Time: Customer acquisition gets simpler as a result of good recommendations and chances to cross-sell and up-sell, resulting in decreased marketing time. Channel Cost Rationalization: Companies can assess the cost of multiple channels in terms of profitability with an efficient CRM, and customers may be supplied via a channel that is both cost-effective for the firm and ideal for the customer. CRM solutions provide for business process re-engineering by giving a firm information into individual customers and assisting in the evaluation of a company's profitability. The organization may then re-engineer its business process by re-designing its offer to diverse clients based on their profitability for the company. The above advantages itself elucidate that implementing an organization-wide customer relationship management is of huge importance in modern businesses. These advantages provide reasons strong enough to ignore. The success of modern business is dependent on how successfully the firms implement the customer relationship management and how long they are able to keep their customers happy. 2.3STRATEGIC CRM The purpose of this CRM type is to focus on and increase customer knowledge, as well as to use it to enhance and personalize customer interactions in order to maintain a strong relationship with them. Several steps are involved in developing CRM strategies: The current notion of customer service may be traced back to the 1800s Craftsman Economy, when individuals and small groups of manufacturers fought for business. 23 CU IDOL SELF LEARNING MATERIAL (SLM)
The economies were small and so were the transactions. The manufacturer was able to meet the customers on one-to-one basis and talk to customer to understand the minute details. Customer care and service were highly personalized. But then the economics swing was setting in. The technology was increasing and so was it difficult to cater to the individualistic needs of the customer. Gradually, the era of mass production came in. Amplifying commitment: The purpose of this CRM type is to focus on and increase customer knowledge, as well as to use it to enhance and personalise customer interactions in order to maintain a strong relationship with them. Several steps are involved in developing CRM strategies: The current notion of customer service may be traced back to the 1800s Craftsman Economy, when individuals and small groups of manufacturers fought for business. Building a valuable project team After obtaining organisational commitment, the next step is to design strategies and put together a strong and useful project team. Members of the project team are always specialists and professionals who participate in corporate decision-making. Requirement analysis The strategy focuses and focuses on the business's genuine needs. It entails conducting questionnaires and surveys with high-level sales, finance management, and marketing personnel in order to rectify all consumer information and expectations in order to improve the firm. This activity is critical for the development of successful CRM systems that aid in the fulfilment of corporate objectives. 24 CU IDOL SELF LEARNING MATERIAL (SLM)
A Customer Relationship Management strategy is a plan to grow sales and improve customer service through a combination of processes, actions, and technology. It typically involves the sales, marketing, and customer service functions of a business. What was once the traditional buyer-seller model has shifted from transactional to customer- centric. Customer relationships today require higher levels of maintenance, which is why businesses now have entire CRM strategies dedicated to managing them. One of the reasons is that consumers have bigger expectations than ever when it comes to customer service. They’re not going to think twice about going elsewhere if yours isn’t up to scratch. When we hear the words ‘CRM strategy’, we’re inclined to think about CRM software. But software is only one piece of a much larger puzzle. The best customer relationship management strategy incorporates both people and software. What will CRM strategy do for my business? There a number of reasons why your business needs a CRM strategy. A good CRM strategy will help you: Provide an enjoyable customer experience at all touchpoints of the customer journey Strengthen collaboration between sales, marketing, and customer service teams Clearly and quickly identify the most worthwhile leads and opportunities Keep track of your leads and customers as they move through the buyer funnel Carry out targeted marketing campaigns Produce concrete figures and data insights to inform and guide your future business strategies How to create a CRM strategy from zero? There are 8 essential steps to follow when creating a CRM strategy from scratch. Step 1: Define your CRM strategy vision and goals The first thing to do before creating a CRM strategy is to revisit your overall business strategy and high-level business goals. Create a vision of what you want to achieve from the CRM strategy. That way it has a clear purpose from the very beginning. Think about how you want to contribute to the success of your business. Increased customer satisfaction, higher productivity and efficiency, and decreasing customer churn rates are all examples of common CRM strategy goals. Remember, your CRM strategy is not an end in itself. It exists to drive business goals. So you need to integrate it into the overall strategy of the business. 25 CU IDOL SELF LEARNING MATERIAL (SLM)
Step 2: Define your target customer with buyer personas Create a buyer persona that represents your ideal customer. Make it as detailed as possible. Include information such as demographic and behavioral characteristics, as well as interests, challenges, and aspirations. Here are some research methods you can use: Interview your sales and customer service teams Study different customer profiles and even interview customers directly Send customer surveys To maintain strong customer relationships and attract quality leads, you need to understand exactly who is purchasing from you and why. Having a clearly defined buyer profile is essential to becoming a customer-centric business. It’s key to ensuring your teams are focused on the true needs and expectations of your customers. That’s not all. Knowing exactly who to target will also ensure your sales and marketing don’t waste time on unsuitable leads. Step 3: Define your customer journey Figure 2.1 Showing Customer Journey example from GCH Hotel Group (Source) 26 CU IDOL SELF LEARNING MATERIAL (SLM)
To master customer relationship management, you need to know each and every step of the customer journey. Then you need to ensure a top notch customer experience at each of those touchpoints. Start at the beginning. Map every single customer interaction from the moment they first discover you. It might be through digital ad campaigns, email marketing, direct contact with team members, or other processes. This is where you’ll highlight areas for improvement and establish who is responsible for what. When mapping each stage of the buyer journey, ask yourself: Which team/process is interacting with the customer at that moment? How can these interactions be improved? Look at the buyer personas developed in Step 2. Based on what you know about your customer, is this his or her preferred means of communication? Could there be a more effective way to get your message across? What’s the customer trying to achieve? What challenges does the customer face? How can you offer better support? What content is the customer coming into contact with? Step 4: Establish the processes for a 360° customer experience Your CRM strategy planning so far should have highlighted the areas that need improvement. Now you’re going to look at the structure of your internal processes. Do you have the resources in place to provide a 360-degree customer experience? Do an audit of roles and responsibilities to check all the necessary bases are being covered . Here are examples areas to optimize processes: Presales: How are you doing when it comes to analyzing customer needs, gathering information, and putting together business cases? Sales processes: What sales tasks can be automated to increase efficiency? Customer relationship management: Are your offers tailored to your customers’ needs? Are your communications personalized and relevant? After-sales: Have you got the necessary support systems in place to resolve customer problems quickly? What feedback do you receive on the quality of your customer service? In short, ask yourself ‘How can I do it better?’ and then make the necessary changes within your organization. 27 CU IDOL SELF LEARNING MATERIAL (SLM)
Step 5: Study the market and know your positioning It’s always a good idea to look to the competitive landscape for inspiration when developing CRM strategies. Ask yourself: Where does your company fit into the market? What is your unique selling proposition (i.e. what makes you different from others in your space?) How do your competitors differentiate themselves? What opportunities exist? Can you learn anything about how your competitors handle customer relationships? What are the trends in your industry right now? Step 6: Knowing your product or service Take the time to revise and develop your product/service narrative and elaborate your value proposition. What are the messages you want to transmit? What benefits do you want to highlight? Why should a customer choose you over your competitors? Communicate this narrative internally and implement employee training where necessary. Everyone needs to be on the same page, relaying the same message. This is also a good opportunity to define your brand tone of voice and put in place best practice guidelines for communicating with customers. Step 7: Invest in CRM software One of the best ways to drive forward your CRM strategy is to invest in a CRM software for your business. It’s great for collaborating between teams, storing customer data and keeping track of all interactions between you. 28 CU IDOL SELF LEARNING MATERIAL (SLM)
Define your CRM software needs by evaluating your existing business processes and getting input from teams. The main factors to be considered when choosing a CRM software are price, capabilities, and ease of use. It’s also important that your CRM can integrate with your existing tools. Marketing integrations aren’t an issue with Sendinblue’s CRM as it’s part of the all-in-one marketing platform. If you already use Sendinblue for marketing, campaign history will appear in contact profile along with engagement metrics. You can also set task reminders and send emails directly from the contact profile page. Once you have the software, you need to define rules for using it. Designate an admin to manage user access. When and how will your teams use this software? You also have to define what constitutes a lead, prospect, or opportunity, etc. It’s a good idea to put in place a pilot committee that’ll be responsible for training people how to use the CRM software. Remember to clean your contact list before importing it so that you’re starting off with an organized and up to date database. Step 8: Setting Key Performance Indicators (KPIs) for each team 29 CU IDOL SELF LEARNING MATERIAL (SLM)
All strategic actions need to be backed up by figures and data – and your CRM strategy is no exception. You need to be able to measure its progress. You outlined your CRM strategy goals back in Step 1. Now you’re going to give your team some concrete targets to work towards. When setting objectives for your teams remember to make them S.M.A.R.T (i.e. Specific, Measurable, Achievable, Realistic, and Time-bound). Examples of performance metrics you may wish to include are: Customer satisfaction Customer retention Customer churn (when a customer leaves the company) Profits (overall total, totals per customer/account) The success of your CRM strategy depends on the levels of engagement and collaboration of your teams. Get your employees on board from the beginning. Keep them informed, educated, and up to date on all aspects of your CRM strategy. 2.4 OPERATIONAL CRM Operational CRM helps you store customer information, deals, and leads in a unified repository. It boosts efficiency via service automation, allowing businesses to make the most out of limited resources. 30 CU IDOL SELF LEARNING MATERIAL (SLM)
Objectives of Operational CRM Operational CRM is mainly concerned with the processes that businesses can leverage to ensure customer satisfaction and retention. It also serves as a solution for high customer support costs. Here are the objectives of operational CRM: Automation of processes helps implement best practices and cut down costs while driving revenue. Enhancement of processes empowers businesses to offer a superior customer experience without spending a fortune. This leads to a higher return on investment for businesses. Operation CRM Software Operational CRM is used to integrate and automate workflows in customer service, marketing, and sales. It is majorly concerned with customer-centric processes. It is used to integrate and automate workflows in customer-centric processes. Let us now explore how operational CRM streamlines processes across the customer lifecycle: Sales-force Automation It helps businesses to automate the entire sales cycle. Sales-force automation identifies new prospects, keeps track of customer interactions, makes sales projections, and manages documentation. Sales reps can specify conditions for workflows to optimize time. This allows them to build lasting relationships with their customers and spend time on essential activities instead of mundane tasks. Lead generation is a significant focus of Sales-force automation apart from serving existing customers. Operational CRM assists you in documenting all communication with prospects and leads to convert them to customers. Marketing Automation It helps businesses to automate and evaluate marketing tasks to accelerate sales growth. With operational CRM, it is easy to create tailored promotional campaigns that cater perfectly to your audience’s needs. You can leverage customer-specific information to achieve the personalization of campaigns. Campaign management allows you to design your campaign, choose specific communication channels, allocate a budget, and evaluate the effectiveness of the campaign. Sales reps can segregate their database and decide on which type of campaign they should use. Event-based marketing is for marketing products to customers that are relevant to the events happening in their lives. Operational CRM improves your sensitivity to customer requirements and helps you provide specific deals based on individual needs. Service Automation 31 CU IDOL SELF LEARNING MATERIAL (SLM)
It empowers businesses to provide the highest quality of customer service by improving the speed and efficiency of responses. Support representatives can leverage interaction history to provide faster service for customer questions, problems, and service requests. By providing access to customer information to all employees, operational CRM boosts visibility across your business departments. As a result of this, customer complaints get faster resolution than usual. Additionally, service requests can also be assigned to specific people. Benefits of using Operational CRM Software Operational CRM bridges the gap between the business and its customers. It allows you to segment customer data enabling you to channelize your marketing activities and simplify sales processes. Here are the key benefits of using operational CRM: Superior Customer Service: Provides easy access to relevant customer data. The easy reach of key information to all employees empowers them to offer excellent customer service and improves your business’s agility. The reduction in the efforts of finding relevant data means that you greatly simplify your customer relationship management. Greater Sales: The enhanced user interface and customer data support result in business processes adopting best practices. With increased customer retention and higher conversions on new leads, sales are bound to be good. 2.5SUMMARY Customer relationships today require higher levels of maintenance, which is why businesses now have entire CRM strategies dedicated to managing them. To maintain strong customer relationships and attract quality leads, you need to understand exactly who is purchasing from you and why. To master customer relationship management, you need to know each and every step of the customer journey. It’s always a good idea to look to the competitive landscape for inspiration when developing CRM strategies. One of the best ways to drive forward your CRM strategy is to invest in a CRM software for your business. Operational CRM helps you store customer information, deals, and leads in a unified repository. Operational CRM is used to integrate and automate workflows in customer service, marketing, and sales. It is majorly concerned with customer-centric processes. Sales-force automation identifies new prospects, keeps track of customer interactions, makes sales projections, and manages documentation. 32 CU IDOL SELF LEARNING MATERIAL (SLM)
Service Automation empowers businesses to provide the highest quality of customer service by improving the speed and efficiency of responses. 2.6KEYWORDS Customer Relationship Management (CRM) is the process of finding, attracting, and maintaining the most valued customers in order to maintain profitable growth. Strategic CRM is a type of CRM in which the business puts the customers first. Operational CRM is the lifeline connecting your brand, team of employees, and prospective customers. Sales force automation (SFA) or sales automation means using sales automation software and creating workflows to make sales management smoother for everyone involved. Service automation is the process that works as a supporting system for the service staff and managers to achieve their work-related objectives. Marketing Automation is more focused on orchestrating one-to-one communication with early-stage prospects and routing new prospects to manage subsequent marketing and sales actions 2.7 LEARNING ACTIVITY 1. What is Service Automation? ___________________________________________________________________________ ___________________________________________________________________________ 2. What is Marketing Automation? ___________________________________________________________________________ ___________________________________________________________________________ 2.8UNIT END QUESTIONS A. Descriptive Questions Short Questions 1.What is Strategic CRM? 2. What do you mean by Operational CRM? 3. What is Sales Force Automation? 33 CU IDOL SELF LEARNING MATERIAL (SLM)
4. Write short note on Marketing Automation. 5. List the benefits of using Operational CRM Software? Long Questions 1. Explain the different types of CRM? 2. What are the various uses of CRM? 3. Explain the Objectives of Operational CRM? 4. List the benefits of using Operational CRM Software? 5. Explain the steps in creating a CRM strategy? B. Multiple Choice Questions 1. Apersons are all the groups that have a direct or indirect influence on their attitudes or behaviour. a. Inspirationalgroups b. Reference groups c. Dissociativegroups d. None of these 2.Process of manage information about customers to maximize loyalty is said tobe a. Company RelationshipManagement b. SupplierManagement c. RetailersManagement d. Customer RelationshipManagement 3 In buyer decision process, percentage of potential customers in a given target market iscalled a. CustomerFunnel b. CompanyFunnel c. MarketingFunnel d. RetailersFunnel 4. Aggregate value of customer's base is classifiedas 34 a. ShareholderValue b. BaseValue c. RetentionValue d. Marketers Base Value CU IDOL SELF LEARNING MATERIAL (SLM)
5. Uses sophisticated mathematical and statistical techniques such as neutral networking and clusteranalysis. e. Datamining f. Datasurvey g. CRM h. None of theabove Answers 1-b, 2 –d, 3 -c, 4 –a,5 - a 2.9REFERENCES References Books Sheth, J.N., Atul, P. and Shainesh, G. 2117. Customer Relationship Management: Emerging Concepts, Tools and Applications, 1st Edition, McGraw Hill Education. ISBN: 978-0070435049. Customer Relationship Management (CRM) by Dr K Govinda Bhat Mukerjee K, Customer Relationship Management: A Strategic Approach to Marketing Text Books References Francis Buttle and Stan Maklan, Customer Relationship Management: Concepts and Technologies, Third Edition, Special Indian Edition, 2015 Gupta, S. and Lehmann, D. 2105. Managing Customers as Investments: The Strategic Value of Customers in the Long Run, Prentice Hall. ISBN: 978-0131428959. Rai, A.K. 2112. Customer Relationship Management: Concepts and Cases, Prentice Hall India. ISBN: 978-8121346956. Gamble P Stone M and Woodcock N 1999, Customer Relationship Marketing up close and personal. London: Kogan Page: Jain S C 2005. CRM Shifts the paradigm, Journal of Strategic Marketing, 13 December, 275-91: Evans, M. O’Malley, L and Patterson M 2004, Exploring direct and Customer Relationship Marketing, London: Thomson Websites https://www.slideshare.net/jaiserabbas/customer-relationship-management-crm- 10974369?next_slideshow=1 35 CU IDOL SELF LEARNING MATERIAL (SLM)
https://www.marketing91.com/3-types-of-customer-relationship-management/ https://www.slideshare.net/itsvineeth209/chapter-3-strategic-crm https://www.sendinblue.com/blog/steps-to-creating-a-crm-strategy/ https://www.vtiger.com/operational-crm/ 36 CU IDOL SELF LEARNING MATERIAL (SLM)
UNIT 3 - TYPES OF CUSTOMER REALTIONSHIP MANAGEMENT (CRM) STRUCTURE 3.0 Learning Objective 3.1 Introduction 3.2 Analytical CRM 3.3Collaborative CRM 3.4 Summary 3.5 Keywords 3.6Learning Activity 3.7Unit End Questions 3.8References 3.0 LEARNING OBJECTIVES After studying this unit, you will be able to: Understand the Customer-related database in Analytical CRM Develop a customer-related database Describe the aspects of Collaborative CRM. List the Features and Benefits of Collaborative CRM Explain the advantages of Collaborative CRM 3.1 INTRODUCTION Analytical CRM, sometimes known as Analytic CRM is the process through which organisations transform customer-related data into actionable insight for either strategic or tactical purposes. Those strategic purposes might include finding out which customers have the highest lifetime value, so that the business can ring-fence them, or segmenting the customer the customer base so that different value propositions can be created for the identified segments. Tactical uses of analytical CRM might include identifying which customers are at risk of churning so the business can create an offer that encourages them to remain customers, or identifying the next best offer that will cross-sell a customer, and therefore grow customer value. 37 CU IDOL SELF LEARNING MATERIAL (SLM)
Customer-related databases are the foundations for the execution of CRM strategy. Proficiency at acquiring, enhancing, storing, analysing, distributing and using customer- related data is critical to CRM performance. Strategic CRM, which focuses on wining and keeping profitable customers, relies on customer related data to identify which customers to target, win and keep, and which to allow to churn. Operational CRM, which focuses on the automation of selling, marketing and customer service processes, needs customer-related data to be able to deliver excellent service, run successful marketing campaigns and track sales opportunities. We use the expression ‘customer-related databases’ instead of ‘customer databases’ deliberately. The data that are employed for CRM purposes are not only about customers (i.e. ‘customer databases’), but also for customers. Data that are for customers include data about products and solutions to service issues. These data are typically store in a searchable knowledge base and made available to customers and partners through portals. Commercially sensitive or confidential information is usually password protected. Data about customers are not only available in corporate databases maintained in functional area such as marketing, sales, service, logistics and accounts, but are also available from third parties such as market research firms and credit scoring agencies and increasingly in social media such as face book, twitter and you tube. Our uses of the expression ‘customer-related’ covers data that are both about and for customers. 3.2 ANALYTICAL CRM Corporate Customer Related Data Companies typically do not have just one customer database. Instead, they have a number of customer related databases. These databases capture customer related data from a number of different functional perspective – Sales, marketing, service, logistics and accounts – Each of which serves different operational purposes. These databases might record quite different customer related data – opportunities, campaigns, enquiries, deliveries and billing respectively. Customer related data might be independently maintained by managers running operations in channels such as company owned retail stores, third retail outlets and online. Similarly, different product managers might maintain their own customer related data. Customer related data can have a current, past or future perspective, focusing for example upon the current sales pipelines, historic sales or potential opportunities. Customer related data might be about individual customers, customers segment, market segment, or entire markets. They might also contain product information, competitor information, regularity data or anything else pertinent to the development and maintenance of customer relationships. Structured and Unstructured Data 38 CU IDOL SELF LEARNING MATERIAL (SLM)
Structured Database Most of the data maintained in corporate databases are structured. Data stored in a fixed and named field in a record or file are called structured data. Structure is provided by a pre- defined data model that specifies the data to be stored in each field, how the data should be recorded and how the fields are related to each other. Commercial CRM applications usually comes with predefined data models. The types of data that are relevant to a banking industry CRM application are quite different fromlife science CRM application, and data models are therefore quite different. CRM uses within particular industries often customize pre-defined models to make them fit better with their own particular business and customer contact. Structured related data are stored in three different types of databases: 1. Hierarchical 2. Network 3. Relational Hierarchical: Hierarchical Model as an organisation chart or family tree, in which a child can have only one parent, but a parent can have many children. The only way to get access to the lower levels is to start at the top and work downwards. When data are stored in Hierarchical format, you may end up with working through several layers of higher-level data before getting the data you need. Generally Hierarchical are product databases. The major product category will be sub-divided repeatedly until all forms of the product have their own record. Network: The network database allows children to have one parent, more than one parent, or no parent. Before the network database had the chance to become more popular, the relational database superseded it, eventually becoming an ANSI standard in 1971. Relational:Relational database are the standard architecture for CRM applications that use structured data. Relational databases store data in two dimensional tables, comprised of rows and columns, like a spreadsheet. Relational database has one or more fields that provide a unique form of identification for each record. This is called the primary key. For sales databases, companies that have other databases for marketing, service, inventory, payments, and so on, use the customer’s unique identifying number to connect the data held in the various databases. Files hold information’s on a single topic such as customers, product, transaction or service request. Each file contains a number of records. Each record contains a number of elements of data. These elements are arranged in a common set of fields across the table. Unstructured Database Unstructured data, by comparison, data that do not fit a pre-defined data model. Unstructured data take the form of textual or no-textual files. Textual corporate unstructured data includes e-mails, power point presentations, word documents, SMS instant messages, PDF, spreadsheets, faxes and agent notes on a customer’s service history. Non-textual data include recorded telephone calls, and others MP3 files, images in JPEG and other formats, video in 39 CU IDOL SELF LEARNING MATERIAL (SLM)
Flash and other formats, and multimedia messages. The massive increase in unstructured corporate data not only create storage costs, but also presents challenges to privacy and confidentiality. Imagine the consequences of internal emails about product specifications and cost finding their way into competitor’s hands. In addition, there has been a huge lift in the amount of unstructured data produced by users of social media. These data include metering data, climate data, mobile phone GPS signals and stock sticker data. The momentum in the growth of unstructured data is expected to accelerate into the future. This type od data has become known as ‘big data’. It suggests that many applications of big data are years from being useful, let alone mature. Some big data technologies useful to CRM practitioners – voice recognition, predictive analytics, social media monitoring and text analytics, for example – are with has today. DEVELOPING A CUSTOMER-RELATED DATABASE Whilst unstructured data present some serious challenges and opportunities for CRM practitioners, the ‘bread and butter’ in CRM is still the relational database. We therefore explore in more detail how to develop and manage structured customer-related databases. There are six major steps as shown in figures. Steps in creating a relational database Define the database Define the Identify the Select the database Populate the Maintain the functions information information sources technology and database database requirements operating systems Figure3.1 showing steps in creating a relational database Step 1: Define the database functions: Databases support the four forms of CRM – strategic, operational, analytical and collaborative. Strategic CRM needs data about markets, market offerings, customers, channels, competitors, performance and potential to be able to identify which customers to target for customer acquisition, retention and development, and what to offer them. Collaborative CRM implementations generally use the operational and analytical data as described below, so that partners in distribution channels can align their efforts to serve end- customers. Customer-related database is necessary for both operational and analytical CRM 40 CU IDOL SELF LEARNING MATERIAL (SLM)
purposes. Operational CRM uses customer-related database to help in the everyday running of the business. For example: I. a telecoms customer service representative (CSR) needs to access a customer record when she receives a telephone query ii. A hotel receptionist needs access to a guest’s history so that she can reserve the preferred type of room – smoking or non-smoking, standard or deluxe iii. A salesperson needs to check a customer’s payment history to find out whether the account has reached the maximum credit limit. iii. Analytical CRM uses customer-related database to support the marketing, sales and service decisions that aim to enhance the value created for and from customers. For example: iv. The telecoms company might want to target a retention offer to customers who are signal-ling an intention to switch to a different supplier V. the hotel company might want to promote a weekend break to customers who have indi-cated their complete delight in previous customer satisfaction surveys vi. A sales manager might want to compute his sales representatives ‘customer profitability, given the level of service that is being provided. Customer-related database are typically orga-nized into two subsets, reflecting these operational and analytical purposes. Operational data resides in an OLTP (online transaction processing) database, and analytical data resides in an OLAP (online analytical processing) database. The information in the OLAP database is normally a summarized, restructured, extract of the OLTP database, sufficient toper forms the analytical tasks. The analytical database might also draw in data from a number of internal and external sources. OLTP data needs to be very accurate and up to date. When a customer calls a contact centreto enquire about an invoice, it is no use the CSR telling the customer what the average invoice is for a customer in her postcode. The customer wants personal, accurate, contemporary, information. OLAP data bases can perform well with less current data. Step 2. Define the Information Requirements: The people best placed to answer the question’ what information is needed?’ are those who interact or communicate with customers for sales, marketing and service purposes, and those who have to make strategic CRM decisions. A direct marketer who is planning an e-mail campaign might want to know open and click- through rates, and click-to-open rates (CTOR) for previous e-campaigns, broken down by target market, offer and execution. She would also want to know e-mail addresses, e-mail preferences (html or plain text), and preferred salutation (first name? Mr? Ms?). 41 CU IDOL SELF LEARNING MATERIAL (SLM)
Operational and analytical needs like this help define the contents of customer-related databases. Senior managers reviewing your company’s strategic CRM decisions will require a completely different set of information. They may want to know the following. How is the market segmented? Who are our current customers? What do they buy? Who else do they buy from? What are our customers ‘requirements, expectations and preferences across all components of the value proposition, including product, service, channel and communication? With the advent of packaged CRM applications, much of the database design work has been done by the software vendors. The availability of industry-specific CRM applications, with their corresponding industry specific data models, allows for a much closer fit with a company’s data needs. Where there is a good fit out of the box, the data base design process for both operational and analytical CRM applications becomes one of implementing exceptions that have been overlooked by the generic industry model. Some CRM vendors have also built in the extract, transform and load processes to move information from OLTP to OLAP databases although it is highly likely that a client will need to modify and customize the standard processes. Customer information fields: Most CRM software has predefined fields in different modules, whether for sales, marketing or service applications. For example, in a sales application, a number of fields (columns) of information about customers are common: contact data, contact history, transactional history, current pipeline, future opportunities, products and communication preferences. Contact data: Who is the main contact (name) and who else (other names) is involved in buying decisions? What are their roles? Who are the decision-makers, buyers, influencers, initiators and gatekeepers? What are the customer’s invoice addresses, delivery addresses, phone numbers, fax numbers, e- mail addresses, street addresses and postal addresses? Contact history: Who has communicated with the customer, when, about what, in which medium and with what outcome? Transactional history: What has the customer bought and when? What has been offered to the customer, but not been purchased? Current pipeline: What opportunities are currently in the sales pipeline? What is the value of each opportunity? What is the probability of closing? Is there a10 per cent, 20 per cent … 90 per cent chance of 42 CU IDOL SELF LEARNING MATERIAL (SLM)
making a sale? Some CRM applications enable sales people to allocate red, amber or green signals to opportunities according to the probability of success. Opportunities: Whereas ‘transactional history ‘looks backwards, ‘opportunity ‘looks forwards. This is where opportunities that have not yet been opened or discussed are recorded. Products: What products does the customer have? When these products were purchased, and when are they due for renewal? Have there been any service issues related to these products in the past? Communication preferences: What is the preferred medium of communication – mail, telephone, email, face-to-face, etc.? If it is e-mail, is plain text or html preferred? What is the preferred salutation? And the preferred contact time and location? Customers may prefer you to contact them by phone for some communications (e.g. an urgent product recall), by mail for others (e.g. Invoicing), by e-mail (e.g. for advice about special offers) and face-to face for other reasons (e.g. news about new products). These preferences can change over time. When a customer’s preferences are used during customer communications, it is evidence that the company is responsive to customer expectations. Many companies allow customers to opt in to, or out of, different forms of communication. Customers may prefer to adjust their own preferences. Amazon(dot)com, for example, allows customers to opt to receive e-mail about six different types of content: terms and conditions of shopping at Amazon; new products; research surveys; magazine subscription renewal notices; information about and from Amazon’s partners and special offers. Step 3. Identify the Information Sources: Information for customer-related databases can be sourced internally or externally. Prior to building the database it is necessary to audit the company to find out what data are available. Internal data are the foundation of most CRM programmes, though the amount of information available about customers depends on the degree of contact that the company has with the customer. Some companies sell through partners, agents and distributors and have little knowledge about the demand chain beyond their immediate contact. Internal data can be found in various functional areas. i. Marketing might have data on market size, market segmentation, customer profiles, cus-tomer acquisition channels, marketing campaign records, product registrations and requests for product information. 43 CU IDOL SELF LEARNING MATERIAL (SLM)
ii. Sales might have records on customer purchasing history including regency, frequency and monetary value, buyers ‘names and contact details, account number, SIC code, important buying criteria, terms of trade such as discounts and payment period, potential customers(prospects), responses to proposals, competitor products and pricing, and cus-tomer requirements and preferences. iii. Customer service might have records of service histories, service requirements, customer satisfaction levels, customer complaints, resolved and unresolved issues, enquiries, and loyalty programme membership and status. i. Finance may have data on credit ratings, accounts receivable and payment histories. ii. Your webmaster may have click-stream data. Enhancing the data: External data can be used to enhance the internal data and can be imported from a number of sources including market research companies and marketing database companies. The business intelligence company Clarita’s, for example, offers clients access to their Behaviour bank and Lifestyle Selector databases: These databases are populated with data obtained from many millions of returned questionnaires. Experian, another intelligence company, provides geo-demographic data to its clients. External data can be classified into three groups: 1. Compiled List Data 2. Census Data 3. Modelled Data. 1. Compiled list data: Compiled list data are individual level data assembled by list bureaux or list vendors. They build their lists from a variety of personal, household and business sources. They might use local or council tax records, questionnaire response data, warranty card registrations or businesses published annual reports. Lists can be purchased outright or rented for a period of time and a defined number of uses. Once the list or its permitted use has expired, it must be removed from the database. If you were a retailer thinking of diversifying from leisurewear into dancewear and had little relevant customer data of your own, you might be interested in buying or renting data from an external source. i. Data could have been compiled by the bureau or vendor from a variety of sources, such as: ii. Memberships of dance schools 44 CU IDOL SELF LEARNING MATERIAL (SLM)
iii. Student enrolments on dance courses at school and college iv. Recent purchasers of dance equipment lifestyle questionnaire respondents who cite dance as an interest v. Subscribers to dance magazines vi. Purchasers of tickets for dance and musical theatre. 2. Census data: Census data are obtained from government census records. In different parts of the world, different information is available. Some censuses are unreliable; others do not make much data available for nongovernmental use. In the USA, where the census is conducted every ten years, you cannot obtain census data at the household level, but you can at a more aggregated geo demographic level, such as zip code, census tract and block group. Census tracts are subdivisions of counties. Block groups are subdivisions of census tracts, the boundaries of which are generally streets. In the USA there are about 225 000 block groups, with an average of over 1000 persons per group. Census data available at geo demographic level includes: a. Median income b. Average household size c. Average home value d. Average monthly mortgage e. Percentage ethnic breakdown f. Marital status g. Percentage College educated. For the UK census there are 155 000 enumeration districts, each comprising about 150 households and ten postcodes. The enumeration district is the basis for much geo demographic data. Individual-level data are better predictors of behaviour than aggregated geo demographic data. However, in the absence of individual-level data, census data may be the only option for enhancing your internal data. For example, a car reseller could use census data about median income and average household size to predict who might be prospects for a purchase promotion. 3. Modelled data: Modelled data are generated by third parties from data that they assemble from a variety of sources. You buy processed, rather than raw, data from these sources. Often they have performed clustering routines on the data. For example, Claritas has developed a customer classification scheme called PRIZM. 45 CU IDOL SELF LEARNING MATERIAL (SLM)
In Great Britain, PRIZM describes the lifestyles of people living in a particular postcode. Every postcode is assigned to one of 72 different clusters on the basis of their responses to a variety of lifestyle and demographic questions. Eighty per cent of the data used in the clustering process is less than three years old. Step 4. Select the Database Technology and Operating System: Customer-related database can be stored in a database in a number of different ways: 1. Hierarchical 2. Network 3. Relational. 1. Hierarchical database: Hierarchical and network databases were the most common form between the 1960s and 1980s. The hierarchical database is the oldest form and not well suited to most CRM applications. You can imagine the hierarchical model as an organization chart or family tree, in which a child can have only one parent, but a parent can have many children. The only way to get access to the lower levels is to start at the top and work downwards. When data is stored in hierarchical format, you may end up working through several layers of higher-level data before getting to the data you need. Product databases are generally hierarchical. A major product category will be subdivided repeatedly until all forms of the product have their own record. To extend the family tree metaphor, the network database allows children to have one, none or more than one parent. Before the network database had the chance to become popular, the relational database superseded it, eventually becoming an ANSI standard in 1971. 2. Relational databases: Relational databases are now the standard architecture for CRM applications Relational databases store data in two dimensional tables comprised of rows and columns. Relational databases have one or more fields that provide a unique form of identification for each record. This is called the primary key. For sales databases, each customer is generally assigned a unique number which appears in the first column. Therefore, each row has a unique number. Companies also have other databases for marketing, service, inventory, payments and so on. The customer’s unique identifying number enables linkages to be made between the various databases. Let’s imagine you are a customer of an online retailer. You buy a book and supply the retailer with your name, address, and preferred delivery choice and credit-card details. A record is created for you on the ‘Customer ‘database, with a unique identifying number. An ‘Orders received ‘database records your purchase and preferred delivery choice. 46 CU IDOL SELF LEARNING MATERIAL (SLM)
An‘Inventory ‘database records that there has been a reduction in the stock of the item you ordered. This may trigger a re-ordering process when inventory reaches a critical level. A ‘Payment ‘database records your payment by credit-card. There will be one-to-many linkages between your customer record and these other databases. With the advent of enterprise suites from vendors such as Oracle and SAP, all of these databases may reside in the one system and be pre-integrated. The choice of hardware platform is influenced by several conditions: 1. The size of the databases. Even standard desktop PCs are capable of storing huge amounts of customer data. However, they are not designed for this data to be shared easily between several users. 2. Existing technology. Most companies will already have technology that lends itself to data-base applications. 3. The number and location of users. Many CRM applications are quite simple, but in an increasingly global marketplace the hardware may need very careful specification and pe-riodic review. For example, the hardware might need to enable a geographically dispersed, multilingual, user group to access data for both analytical and operational purposes. 3. Relational database management system (RDBMS): A relational database management system can be defined as follows: An RDBMS is a software programme that allows users to create, update and administer a relational database. There are a number of relational database management systems available from technology firms that are well suited to CRM applications. Leading RDBMS products are Oracle, DB2 from IBM, and Microsoft’s SQL Server. Most RDBMS products use SQL to access, update and query the database. The selection of the CRM database can be done in parallel with the next step in this process, selection of CRM applications. Modern database applications come together with their own database schema, which predetermines the tables and columns in the database structure. Each CRM vendor then supports a specified list of database technologies, for example, Oracle or SQL server. Indeed, it is possible to buy an entire platform, consisting of integrated hardware, operating system (OS), database and CRM applications. Leading platforms include UNIX, Microsoft and IBM. The UNIX platform offers a number of hardware/OS/database options, such as Hewlett- Packard hardware, Digital UNIX operating system and Oracle database. The IBM platform employs AS/400 hardware, OS/400operating system and DB2/400 database. Microsoft NT servers are becoming more popular for CRM applications, due to the ease with which they can be scaled and expanded. Step 5. Populate the Database: 47 CU IDOL SELF LEARNING MATERIAL (SLM)
Having decided what information is needed and the database and hardware requirements, the next task is to obtain the data and enter it onto the database. CRM applications need data that are appropriately accurate. We use the ‘appropriately‘because the level of accuracy depends upon the function of the database. Operational CRM applications generally need more accurate and contemporary data than analytical applications. You may have personally experienced the results of poor- quality data. Perhaps you have received a mailed invitation to become a do nor to a charity, to which you already donate direct from your salary. This could have happened when a prospecting list that has been bought by the charity was not checked against current donor lists. Perhaps you have been addressed as Mrs. although you prefer Ms. this is caused because the company has either not obtained or not acted or checked your communication preferences. One of the biggest issues with customer data is not so much incorrect data as missing data. Many organizations find it difficult to obtain even basic customer data, such as e-mail addresses and preferences. The main steps in ensuring that the database is populated with appropriately accurate data are as follows: 1. Source the data 2. Verify the data 3. Validate the data 4. De-duplicate the data 5. Merge and purge data from two or more sources. Sourcing: Organizations must develop explicit processes to obtain information from customers, such as on initial sign-up or when concluding a service call. Organizations cannot rely on customer goodwill; data must be collected whenever interaction occurs. Verification: This task is conducted to ensure that the data has been entered exactly as found in the original source. This can be a very labour-intensive process since it generally involves keying the data in twice with the computer programmed to flag mismatches. An alternative is to check visually that the data entered match the data at the primary source. Validation: this is concerned with checking the accuracy of the data that are entered. There are a number of common inaccuracies, many associated with name and address fields: misspelt names, incorrect titles, inappropriate salutations. A number of processes can improve data accuracy. i. Range Validation: does an entry lie outside the possible range for a field? 48 CU IDOL SELF LEARNING MATERIAL (SLM)
ii. Missing Values: the computer can check for values that are missing in any column. iii. Check against External Sources: you could check postcodes against an authoritative external listing from the mail authorities. De-duplication: Also known as De-Duping. Customers become aware that their details appear more than once on a database when they receive identical communications from a company. This might occur when external data is not cross-checked against internal data, when two or more internal lists are used for the mailing or when customers have more than one address on a database. There may be sound cost reasons for this (de-duplication does cost money), but from the customer’s perspective it can look wasteful and unprofessional. De-duplication software is available to help in the process. The de-duplication process needs to be alert to the possibility of two types of error: 1. Removing a record that should be retained. For example, if a property is divided into unnumbered apartments and you have transactions with more than one resident, then it would be a mistake to assume duplication and delete records. Similarly, you may have more than one customer in a household, bearing the same family name or initials. 2. Retaining a record that should be removed. For example, you may have separate records for a customer under different titles such as Mr and Dr. Merge and purge also known as merge-purge, this is a process that is performed when two or more databases are merged. This might happen when an external database is merged to an internal database, when two internal databases are merged (e.g., marketing and customer service databases), or when two external lists are bought and merged for a particular purpose such as a campaign. There can be significant costs savings for marketing campaigns when duplications are purged from the combined lists. Step 6. Maintain the Database: Customer databases need to be updated to keep them useful. Consider the following statistics: a. 19% of managing directors change jobs in any year b. 8% of businesses relocate in any year c. in the UK, 5% of postcodes change in an average year d. in western economies about 1.2% of the population dies each year e. in the USA, over 40 million people change addresses each year. It does not take long for databases to degrade. Companies can maintain data integrity in a number of ways. 49 CU IDOL SELF LEARNING MATERIAL (SLM)
1. Ensure that data from all new transactions, campaigns and communications is inserted into the database immediately. You will need to develop rules and ensure that they are applied. 2. Regularly de-duplicate databases. 3. Audit a subset of the files every year. Measure the amount of degradation. Identify the source of degradation: is it a particular data source or field? 4. Purge customers who have been inactive for a certain period of time. For frequently bought products, the dormant time period might be six months or less. For products with a longer repeat purchase cycle, the period will be longer. It is not always clear what a suitable dormancy period is. Some credit-card users, for example, may have different cards in different currencies. Inactivity for a year only indicates that the owner has not travelled to a country in the previous year. The owner may make several trips in the coming year. 5. Drip-feed the database. Every time there is a customer contact there is an opportunity to add new or verify existing data. 6. Get customers to update their own records. When Amazon customers buy online, they need to confirm or update invoice and delivery details. Remove customers ‘records when they request this. 7. Insert decoy records. If the database is managed by an external agency, you might want to check the effectiveness of the agency’s performance by inserting a few dummy records into the database. If the agency fails to spot the dummies, you may have a problem with their service standards users with administrative rights can update records. Database updating and maintenance is also enabled by database query language. Common languages are SQL (Structured Query Language) and QBE (Query by Example). Maintenance queries available in SQL include UPDATE, INSERT and DELETE commands. You can use the commands to update your customer- related database. INSERT, for example, adds a new record to the database. 3.3COLLABRATIVE CRM Collaborative Customer Relationship Management (Collaborative CRM or CCRM) is a CRM approach in which the customer interaction data of an organization is integrated and synchronously shared to enhance customer satisfaction and loyalty for maximized profitability and revenue. Collaborative CRM integrates customers, processes, strategies and insight, allowing organizations to more effectively and efficiently serve and retain customers. Collaborative CRM, a highly effective method of communication as it covers direct interaction with customers including feedback and issue reporting. Interaction can take place through web pages, email and Automated Voice Response. As an important approach to customer relationship management, Collaborative CRM greatly improves on services offered 50 CU IDOL SELF LEARNING MATERIAL (SLM)
Search
Read the Text Version
- 1
- 2
- 3
- 4
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- 14
- 15
- 16
- 17
- 18
- 19
- 20
- 21
- 22
- 23
- 24
- 25
- 26
- 27
- 28
- 29
- 30
- 31
- 32
- 33
- 34
- 35
- 36
- 37
- 38
- 39
- 40
- 41
- 42
- 43
- 44
- 45
- 46
- 47
- 48
- 49
- 50
- 51
- 52
- 53
- 54
- 55
- 56
- 57
- 58
- 59
- 60
- 61
- 62
- 63
- 64
- 65
- 66
- 67
- 68
- 69
- 70
- 71
- 72
- 73
- 74
- 75
- 76
- 77
- 78
- 79
- 80
- 81
- 82
- 83
- 84
- 85
- 86
- 87
- 88
- 89
- 90
- 91
- 92
- 93
- 94
- 95
- 96
- 97
- 98
- 99
- 100
- 101
- 102
- 103
- 104
- 105
- 106
- 107
- 108
- 109
- 110
- 111
- 112
- 113
- 114
- 115
- 116
- 117
- 118
- 119
- 120
- 121
- 122
- 123
- 124
- 125
- 126
- 127
- 128
- 129
- 130
- 131
- 132
- 133
- 134
- 135
- 136
- 137
- 138
- 139
- 140
- 141
- 142
- 143
- 144
- 145
- 146
- 147
- 148
- 149
- 150
- 151
- 152
- 153
- 154
- 155
- 156
- 157
- 158
- 159
- 160
- 161
- 162
- 163
- 164
- 165
- 166
- 167
- 168
- 169
- 170
- 171
- 172
- 173
- 174
- 175
- 176
- 177
- 178
- 179
- 180
- 181
- 182
- 183
- 184
- 185
- 186
- 187
- 188
- 189
- 190
- 191
- 192
- 193
- 194
- 195
- 196
- 197
- 198
- 199
- 200
- 201
- 202
- 203
- 204
- 205
- 206
- 207
- 208
- 209
- 210
- 211
- 212
- 213
- 214
- 215
- 216
- 217
- 218
- 219
- 220
- 221
- 222
- 223
- 224
- 225
- 226
- 227
- 228
- 229
- 230
- 231
- 232
- 233
- 234
- 235
- 236
- 237
- 238
- 239
- 240
- 241
- 242
- 243
- 244
- 245
- 246
- 247
- 248
- 249
- 250
- 251
- 252
- 253
- 254
- 255
- 256
- 257
- 258
- 259
- 260
- 261