Medreich CRM

A study to understand the concept of customer relationship management with reference to
medreich life care ltd., bombay

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Chapter 1
INTRODUCTION

MARKETS:
The concepts of exchange and relationships lead to the concept of a
market. A market is the set of actual and potential buyers of a product.
These buyers share a particular need or want that can be satisfied through
exchange relationships.
Marketing means managing markets to bring about profitable customer
relationships. However, creating these relationships takes work. Sellers must
search for buyers, identify must first create a need-satisfying marketing offer
(product). It must decide how much it will charge for the offer (price) and how
it will make the offer available target consumers (place).Finally, it must
communicate with the target customers about the offer and persuade them of
its merits (promotion).

MARKETING:
Marketing is the business function that identifies customer needs and
wants. Creating customer value and satisfaction are the heart of modern
marketing thinking and practice. Marketing is the delivery of customer
satisfaction at a profit.
Many people think of marketing only as Selling & advertising. But
selling & advertising are Only the tip of marketing. Marketing means
managing markets to bring about exchanges and relationships for the
purpose of creating value and satisfying needs & wants.
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Today, marketing must be understood not in the old sense of making a
sale telling and selling but in the new sense of satisfying customer
needs. If the marketer does a good job of understanding consumer needs;
develops products that provide superior value; and prices, distributes, and
promotes them effectively, these products will sell very easily. Thus, selling
and advertising are only part of a larger marketing mix a set of marketing
tools that work together to satisfy customer needs and build customer
relationships.
Broadly defined, marketing is a social and managerial process by
which individuals and groups obtain what they need and want through
creating and exchanging value with others. In a narrower business context,
marketing involves building profitable, value laden exchange relationships
with customers. Hence, we define marketing as the process by which
companies create value for customers and build strong relationships in order
to capture value from customers in return.

CUSTOMER NEEDS, WANTS, AND DEMANDS:
The most basic concept underlying marketing is that of human needs.
Human needs are states of felt deprivation. They include basic physical
needs for food, clothing, warmth, and safety: social needs for belonging and
affection: and individual needs for knowledge and self expression.
Marketers did not create these needs: they are a basic part of the human
makeup.
Wants are the form human needs take as they are shaped by culture
and individual personality. An American needs food but wants a Big Mac,
French fries, and a soft drink. A person in Mauritius needs food but wants a
mango. Rice, lentils, and beans. Buying power shapes wants, wants become
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demands. Given their wants and resources, people demand products with
benefits that add up to the most value and satisfaction.

MARKETING MANAGEMENT:
The analysis, planning, implementation and control of programs design
to create, build and maintain beneficial exchanges with target buyers for the
purpose of achieving organizational objectives.

Production concept:
Management should focus on improving production and distribution
efficiency. When the demand for a product exceeds the supply, management
should looks for ways to increase production. When the products cost is too
high, improved productivity is needed to bring it down.
Product concept:
Consumer will favour products that offer the most quality, performance
and innovative features. Thus, an organization should devote energy to
making continues product improvements.
Selling concept:
Consumers will not buy enough of the organizations products unless its
under takes large-scale selling and promotion effort.
MARKETING MANAGEMENT CONCEPTS
Production Product Selling Marketing Societal
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Selling:
Selling is also important function of marketing. It is the process where
by goods and services finally flow to the customers who need them. Selling
focuses on the needs of the seller.

Marketing concept:
The marketing concept holds that achieving organizational goals
depends on determining the needs and wants of target markets and delivering
the desired satisfaction more effectively and efficiently than to competitors.

Marketing means obtaining customers. Marketing focuses on the
needs of the purchaser. Makes profits by creating long term customer
relationships based on customer value and satisfaction.

Existing Selling & Profits through
Factory products promoting sales volume

Customer Integrated Profits through
Market needs marketing customer satisfaction
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Societal concept:
The societal marketing concept holds that the organization should
determine the needs, wants and interests of target markets.

CUSTOMER RELATIONSHIP MANAGEMENT
Customer Relationship Management entails all aspects of interaction a
company has with its customer, whether it is sales or service related; it starts
with the foundation of relationship marketing. CRM is a systematic approach
towards using information and ongoing dialogue to built long losing mutually
beneficial customer relationship. The use of CRM technology forms the crucial
front-end of any e-business strategy, essentially CRM has emerged as
convivial weapon in the hands of the industry laggards as well as leaders to
cascade the business suites; the only touch point which is formulating this
base is the awareness amongst the corporatists to suffice the customers
already available to the companies to large extent.
In todays first-paced competitive business environment its more
important than ever to create and maintain long-losing business relationships.
Today, Customer Relationship Management (CRM) manages business
process spanning sales, support, and marketing creating effective customer
interactions. Given the purpose of CRM, the functionality is straightforward,
and the benefits of successful deployments clearly generate value and
profitability for any company. Grate CRM solutions need to encourage users
to interact with the application as well as be in-tune with the business and IT
cost-saving needs.
For the modern-day CRM to be world class it needs to be
revolutionary in market incursion and evolutionary in technological up
gradation.
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Today the major business focus is towards endowing value addition to
the sales cycle, and customer retention rather than constructing a new
customer base which is costlier and also an uncertain chase from business
perspective. The basic philosophy behind CRM is that a companys
relationship with the customer would be the biggest asset in the long-run.
It is now vital for CRM vendors to develop a sound understanding of
their target organizations customer and deliver them with solutions which help
in achieving long-term business relations with their customers. Vendors must
also build long-term customer relationship management strategies with the
end-user organizations to assure a series of deployments, and hence
ensuring a regular revenue stream for themselves as well as their customers.
Before implementing any Customer Relationship Management solution
in the organization there are many questions which need a comprehensive
explanation from the users point of view.
o What is the added value preposition of the CRM to the organization?
o What would be the environment under which the implementation
done?
o How would the synergies be reflecting in the processes of the
company?
These are mere stencils of the holistic scenario prevalent right now, and
are to a great extent a factor which harms the opportunities of long-term
survival for any CRM vendor.
CRM stands for Customer Relationship Management. It is a strategy
used to learn more about customers' needs and behaviors in order to develop
stronger relationships with them. After all, good customer relationships are at
the heart of business success. There are many technological components to
CRM, but thinking about CRM in primarily technological terms is a mistake.
The more useful way to think about CRM is as a process that will help bring
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together lots of pieces of information about customers, sales, marketing
effectiveness, responsiveness and market trends.

GOALS OF CRM:
The idea of CRM is that it helps businesses use technology and human
resources to gain insight into the behavior of customers and the value of
those customers. If it works as hoped, a business can:
Provide better customer service
Make call centers more efficient
Cross sell products more effectively
Help sales staff close deals faster
Simplify marketing and sales processes
Discover new customers
Increase customer revenues
It doesn't happen by simply buying software and installing it. For CRM to
be truly effective, an organization must first decide what kind of customer
information it is looking for and it must decide what it intends to do with that
information. For example, many financial institutions keep track of customers'
life stages in order to market appropriate banking products like mortgages or
IRAs to them at the right time to fit their needs.
Next, the organization must look into all of the different ways
information about customers comes into a business, where and how this data
is stored and how it is currently used. One company, for instance, may
interact with customers in a myriad of different ways including mail
campaigns, Web sites, brick-and-mortar stores, call centers, mobile sales
force staff and marketing and advertising efforts. Solid CRM systems
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Link up each of these points. This collected data flows between
operational systems (like sales and inventory systems) and analytical systems
that can help sort through these records for patterns. Company analysts can
then comb through the data to obtain a holistic view of each customer and
pinpoint areas where better services are needed. For example, if someone
has a mortgage, a business loan, an IRA and a large commercial checking
account with one bank, it behooves the bank to treat this person well each
time it has any contact with him or her.

NEED FOR A CRM PROJECT:
Not really. But one way to assess the need for a CRM project is to
count the channels a customer can use to access the company. The more
channels you have, the greater need there is for the type of single centralized
customer view a CRM system can provide.
How long will it take to get CRM in place
A bit longer than many software salespeople will lead you to think.
Some vendors even claim their CRM "solutions" can be installed and working
in less than a week. Packages like those are not very helpful in the long run
because they don't provide the cross-divisional and holistic customer view
needed. The time it takes to put together a well-conceived CRM project
depends on the complexity of the project and its components.
CRM cost:
A recent (2001) survey of more than 1,600 business and IT
professionals, conducted by The Data Warehousing Institute found that close
to 50% had CRM project budgets of less than $500,000. That would appear to
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indicate that CRM doesn't have to be a budget-buster. However, the same
survey showed a handful of respondents with CRM project budgets of over
$10 million.

What are some examples of the types of data CRM projects
should be collecting?
Responses to campaigns
Shipping and fulfillment dates
Sales and purchase data
Account information
Web registration data
Service and support records
Demographic data
Web sales data
SUCCESSFUL CRM IMPLANTATION
Break your CRM project down into manageable pieces by setting up
pilot programs and short-term milestones.
Starting with a pilot project that incorporates all the necessary
departments and groups that gets projects rolling quickly but is small
enough and flexible enough to allow tinkering along the way.
Make sure your CRM plans include a scalable architecture framework.
Don't underestimate how much data you might collect (there will be
LOTS) and make sure that if you need to expand systems you'll be
able to.
Be thoughtful about what data is collected and stored. The impulse will
be to grab and then store EVERY piece of data you can, but there is
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often no reason to store data. Storing useless data wastes time and
money.
Recognize the individuality of customers and respond appropriately. A
CRM system should, for example, have built-in pricing flexibility.
CRM projects to fail:
Many things from the beginning, lack of a communication between
everyone in the customer relationship chain can lead to an incomplete picture
of the customer. Poor communication can lead to technology being
implemented without proper support or buy-in from users.
For example, if the sales force isn't completely sold on the system's
benefits, they may not input the kind of demographic data that is essential to
the program's success. One Fortune 500 company is on its fourth try at a
CRM implementation, primarily because its sale force resisted all the previous
efforts to share customer data.
10 Tips for implementing customer self-service
Learn everything about your customers.
Conduct focus groups to ensure that they want self-service.
Define clear business goals.
Evaluate the technology for its technical and financial merits.
Does it match your customer base? Will it boost profitability?
Offer training to employees.
Expect this to be an iterative process that requires making changes
as
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you learn more about your customers.
Develop an effective way to measure results.
Under promise and over deliver.

Customer relationship management is a business strategy to select
and manage the most valuable customer relationships. CRM requires a
customer-centric business philosophy and culture to support effective
marketing, sales, and service processes. CRM applications can enable
effective customer relationship management, provided that an enterprise has
the right leadership, strategy, and culture. -The CRM Primer,
www.crmguru.com

BENEFITS OF A CRM PROGRAM
Cultural changes
The four phases of implementation
a. Research & Best practices: Ben
b. Casino case: Jason

ITs role in CRM:
Improved customer retention
Greater retention results in a larger future customer base
CRMs relation to the supply chain

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Chapter 2
INTRODUCTION TO ORGANISATION

INTRODUCTION
Medreich is a fully integrated pharmaceutical company with an
established presence across the globe. The company is involved in the
manufacturing and marketing range of pharmaceutical preparations in various
dosage forms catering to diverse Therapeutic categories, across various
geographies.
Medreich has state of the art Formulation Development centre housing
competence to develop products with a focus on NDDS.
Medreich has in house capability to ensure regulatory compliance in regulated
markets across the globe.
With a client base spread across 54 countries, the company is involved
in manufacturing of formulations for multinationals like GSK, Pfizer, Sanofi
Aventis, Wyeth, Adcock Ingram, Mylan, Actavis and many other customers.
With more than 2000 employees worldwide, Medreich has built a
reputation for raising the bar on product quality while maintaining high
standards of service levels.

ABOUT MEDREICH
Medreich facilities have received the seal of approval from leading
global regulatory bodies such as -UK MHRA, Australia TGA, SA MCC, Health
Canada, and French AFSSAP, GCC, PIC, regulatory bodies of various
countries in the African continent and independent bodies like UNICEF and
MSF.
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A blend of manufacturing, research and development, documentation
services, deep insights in the pharmaceutical domain, enduring partnership,
and above all the passion to win, translates into the Medreich advantage in
the areas of Quality, Innovation, Value addition and Every Time - On Time
deliveries.
The specialized and premier positioning is the result of years of
planned investment in manufacturing facilities, client servicing, people and
technology.
Medreich has six manufacturing facilities in India and one in Spain built
to comply with standards stipulated by international regulatory bodies and
multinational pharmaceutical companies.
Medreich was one of the early companies to have a dedicated
betalactam manufacturing facility in early 90's. In addition to this betalactam
facility Medreich now has two dedicated Cephalosporin manufacturing
facilities.

HISTORY
In 1994, when Smithkline Beecham tasked Medreich plc to source
quality generic drugs, for its Africa operations, it came upon a little company
that had world class quality parameters. This company was guided by the
Beecham technical and regulatory protocols that it used in its own facility in
UK. The little company, Medreich, has come a long way since then. But the
guiding principles remain the same - aim to make a difference through
leveraging technological excellence by way of building partnerships with
strong and vibrant local partners, around the globe.
GLOBAL REACH - Local Partnerships
The combination of worldwide scale and local insight gives the
organisation solid foundations on which to grow. Good internal and external
communication between the partners and the centre will help ensure long-
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term prosperity. The organisation nurtures the key values of customer,
performance, innovation and sense of urgency in the way we work.

SUBSIDIARIES & JOINT VENTURES
MEDREICH FRANCE SARL
LDP LABORATORIOS TORLAN SPAIN SA
MEDREICH PLC
MEDREICH NIGERIA LTD.
MEDREICH SA (PTY) LIMITED
MEDREICH FAR EAST LIMITED
MEDREICH KALI MACAU LIMITED
PHARMAZEN MEDICALS PTE LIMITED
MEDREICH AUSTRALIA PTY LIMITED
MILESTONES
2011 Medreich Lifecare
2009 Entry to Domestic Market
2008 Formation of GENOVO JV with Substipharm. France;
Commissioning of New R&D facility.
2007 JV with Adcock Ingram, South Africa; Commissioning of new
Cephalosporin site (Hyderabad); Additional solid dose site.
2005 Globalisation Medreich Ltd. formation; Internationl investor
(Temasek, Singapore)
2004 Technology driven: Formulation Development, Regulatory
Affairs, Clinical Research.
2000 Exclusive Manufacturer of branded products for MNC's in India;
GSK, Pfizer, Sanofi.
1999 Leading Manufacturer of Generics for Developed Markets:
(MHRA, MCC, TGA approved)
1994 Preferred partner to produce products for Smithkline Beecham
HSA program.
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FAST FACTS ABOUT MEDREICH
1) The Antibiotics Specialist
2) We make 2 of the top selling drugs in the Indian Market place for Pfizer
and GSK.
3) Regulatory approvals from the MHRA in UK, TGA in Australia.
4) AUGMENTIN for GSK is made by us in a dedicated Betalactum facility.
5) Formulations include solid dosages tablets and capsules as well as
injectables. We Produce products exclusively for Wyeth and Sanofi
Aventis.
6) We have a dedicated CEPHALOSPORIN facility.
7) We have a capability to produce over 500 products.
8) Our R& D venture Genovo employs over 75 scientists.
9) Our Regulatory team has around 25 people with expertise in Dossiers.
10) Fifteen nationalities across the globe.
11) Renowned names like Actavis, Pfizer, Wyeth, Merck, GSK, Sanofi
Aventis, Pharmacare and Adcock Ingram are just a few of the
growing list of global pharma majors that have strong and
synergistic partnerships with us.
12) We also offer Tropicalized Packaging, Slow release palatables and
Soft Gels.
13) Expertise in Advanced Released Technologies (SR, IR, ER..etc) and
Codeine based products
14) International Scientific Advisory Board with reputed scientists from UK,
Europe and Asia.
15) Large number of Stock Keeping Units, internationally approved.

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PRODUCTS:
PENICILLINS
FLEMING - Co-Amoxiclav
PROMOX - Amoxicillin
REICHLOX - Ampicillin and cloxacillin
RYFLOX - Flucloxacillin
REICHLIN - Ampicillin
PENVIN - Phenoxy Methyl Penicillin
CEPHALOSPORINS
AXACEF - Cefuroxime Axetil
ROXICEF - Cefuroxime Sodium
ZAFALEX - Cephalexin
ZOXIM - Cefixme
ZIDIM - Ceftazidime
ZOXON - Ceftriaxone
ZOTAX - Cefotaxime
ZOCEF - Cefradine
QUNILONES
NORZOL - Norfloxacin & Tinidazole
PROXACIN - Ciprofloxacin
SURFLOX - Norfloxacin
CARDIOVASCULAR & DIABETES
CORSTAT - Simvastatin
GUAMET - Metformin
CAREDIN - Nifedipine
AMEDIN - Amlodipine
MAPRIL - Ramipril
LIPRIL - Lisinopri
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EURIL - Enalapril
TELOL - Atenolol
ANTI FUNGALS
LUCON - Fluconazole
FUNGRAL - Ketoconazole
TEBINISIL - Terbinafine
ANALGESICS
UNCLE JOE - Paracetamol
DYMOL - Diclofenac Sodium + Paracetamol
IBEX - Paracetamol, Ibuprofen & Caffeine
MYOLIEVE - Chlorzoxazone + Paracetamol
BRUMED - Ibuprofen
PARAFLAM - Ibuprofen And Paracetamol
COLDEEZ - Paracetamol + Chlorphenamine Maleate + Phenylephrine
Hydrochloride
TRUGESIC
ANTIHISTAMINES
HISTACET - Cetirizine
CEZINE - Promethazine
LOTIN - Loratadine
ESLOTIN - Desloratadine
OTC RESPIRATORY
MUCODIL SYRUP - Terbutaline Sulphate,
Bromohexine Hcl & Guaiphenisin Expectorant
TUSSEX SYRUP - Paracetamol, Dextromethorphan Hbr, Guaiphenisin
& Menthol

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ANTIMALARIALS
MALAREICH - Sulfadoxine& Pyrimethamine
MALAFIN - Sulfamethoxypyrazine & Pyrimethamine
LOQUIN - Amodiaquine Hydrochloride
QUINORAL - Quinine Sulphate
QUININJECT - Quinine Dihydrochloride
ARMACT - Amodiaquine Hydrochloride & Artesunate
ARTRIN - Artemether + Lumefantrine
ANTI ULCERANTS
OMIZEC - Omeprazole
ULTICER - Ranitidine
CETIDINE - Cimetidine
OTHER ANTI INFECTIVES
C-CIN - Clindamycin
TRIMOPRIM - Co - Trimoxazole
BIOZOLE - Metronidazole
ELISCA - Chloramphenicol
RYCIN - Erythromycin
XYCLIN - Doxycycline
EVRIL - Gentamycin
AZIMAX - Azithromycin
MEDREICH LIFECARE PRODUCTS
ARGINITRIC- L-arginine
BENZOCLAV - Co-amoxiclav
AXACEF - Cefuroxime Axetil
EZYFLEX - Phenyramidol Hydrochloride
REOSTIN - Glucosamine Hydrochloride
TRABICAL TABLETS - Calcium, osteominerals and osteovitamins
with calcitriol
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TRABICAL SYRUP - Calcium, Calcitriol
DUORANDIL - Nicorandil
MEDVITE DROPS - Syrup and Tablets Multivitamin, multiminerals
METACROME - Multivitamin, multimineral with Chromium picolinate
and biotin
FEROLACT TABLETS AND SYRUP - Iron, folic acid, vitamin B12
NATOLAC - Docosahexanoic Acid
NATOLAC - FM - Docosahexanoic acid, Folic acid and
Methylcobalamin
VAGIMYCIN - Clindamycin & Clotrimazole
COMENSAL - Saccharomyces Boulardii
GLYCLAMIN - Metformin & Gliclazide
FRUTCEE - Mineral Ascorbate
TRAPCID - Rabeprazole Sodium
SUPRACID - Supracid
NATOZ - Antioxidants
GISSICOR - Marine source omega 3 fatty acids

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Chapter 3
REVIEW OF LITERATURE

1) A LEADING PHARMACEUTICAL COMPANY USES CRM AND
BI TO DRIVE BUSINESS RESULTS; Company Name Pliva International
d.o.o. www.pliva.com
Story of Success
PLIVA is the European subsidiary of Barr Pharmaceuticals, Inc., a
global specialty pharmaceutical company engaged in the development,
manufacture and marketing of generic and proprietary pharmaceuticals,
biopharmaceuticals and active pharmaceutical ingredients. Barr
Pharmaceuticals is the third largest manufacturer of generic pharmaceuticals
in the world. PLIVA was established in 1921 and with headquarters in
Zagreb, Croatia, it is the leading Central and Eastern European
pharmaceutical company with a portfolio of more than 1,200 products
competing in over 30 countries worldwide, including the key markets of
Croatia, Germany, Poland and Russia. PLIVAs success in the highly
competitive pharmaceuticals market is highly dependent on its sales team,
working with customers that include hospitals, pharmacies and other medical
care institutions using PLIVA products. To ensure success of their sales
force, PLIVA is constantly looking to provide them with the tools they need to
do their work. In providing these tools, the company has faced a number of
challenges. Sales teams in different countries were using different software
tools to support their business processes. All of the solutions used had
specific limitations and the company was looking to replace them with a
unified solution that would provide all the necessary functionalities.

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2) Customer Relationship Management in the Pharmaceutical
Industry; T. Puschmann R. Alt
Customer centricity has long been a guiding principle for many
businesses. However, it is usually limited to marketing existing products with
as strong a customer focus as possible. Corporate strategy remains product-
centered. Customers typically have a fractured view of an enterprise.
Conversely, the enterprise has only a splintered view of the customer,
determined by different customer contact points, as customer information is
usually locked in departmental silos. This article argues that trends like
electronic commerce drive the need for a more customer-centric view.
Customer relationship management, which is built on an integrated view of
the customer across the whole organization, is currently being discussed as
an appropriate concept for achieving this. To illustrate the elements of the
concept, a case study undertaken at a pharmaceutical company provides the
necessary empirical evidence.

3) Perspective: The Changing Face of Pharma CRM; Eric
Newmark
This IDC Health Insights Perspective evaluates the changing
landscape of CRM and SFA in the pharmaceutical industry and
discusses manufacturers' needs and challenges and the software
applications most broadly utilized.
IDC Health Insights recently finished conducting a six-month research
effort to review the current vendor landscape in the pharmaceutical CRM
space. This effort was conducted in response to a significant increase in
inquiries received by IDC Health Insights' clients around pharma CRM and
SFA. Inquiries were foremost focused on the United States but also
contained significant international concerns due to increasing globalization
occurring within many pharmaceutical companies along with many
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manufacturers looking to reduce CRM to a single global instance. To update
and confirm existing IDC market share data on this space, IDC Health
Insights spoke with dozens of pharmaceutical companies and surveyed all
major CRM vendors serving this market on both their current customer list
and their user install base. Each vendor was willing to share this
information to varying degrees. IDC Health Insights combined this information
with its own research to calculate the projected market share data discussed
in this report.

4) Is pharma serious about customer relationship management?;
Kevin Dolgin
In our marketing excellence focus month, Kevin Dolgin compares the
role of a sales rep in the financial industry with the pharmaceutical industry. In
particular, Kevin looks at how customer-facing personnel build and maintain
relationships and how the introduction of predictive analysis could affect
pharma.
Years ago, the job of a pharmaceutical sales representation was to visit
doctors as much as possible. During the visit, the rep was supposed to deliver
the same pre-determined message as every other rep consistency was key
and the same message was delivered to all the reps physicians. Reps were
also expected to contribute substantially to the question of who, exactly to
see; they could re-assign doctors to different segments, within certain
limitations.
Of course, these days, everything is different. Most reps are expected
to make as many calls as possible to physicians, taking care to present the
same thing to everyone while providing significant input into the constitution of
their target lists.
Oh, wait, nothing much seems to have changed. Strange, really, since
direct sales are an extraordinarily expensive channel of promotion and
physicians themselves are increasingly limited in their prescription discretion.
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Of course, thats one of the principle reasons there are fewer reps, but its
rather striking that the underlying nature of the job hasnt really changed much
at all.
I can hear you protesting its totally different being a rep now than it
was ten or fifteen years ago. There are far more restrictions on what can be
done with physicians, for one thing. True enough, but this is just restricting the
industry in its movements, not redefining the reps role, and for the most part,
the reaction has been to try to figure out how to maintain the old model
despite these restrictions. Not much of a change, that.
But wait, back then our systems werent as sophisticated. Now, reps
have computers, some have iPads. We spent millions with Siebel and
Cegedim to buy ourselves some customer relationship management, youll
say. But lets face it, you cant buy customer relationship management any
more than you can buy respect, all you can do is buy the systems that should
make it easier, and in the end, most of those systems were primarily used to
generate key performance indicators (KPIs) about reach and frequency and
coverage at frequency, or whatever KPIs you use. Thats not CRM, CRM is a
way of doing business, and it involves managing the relationship between the
customer and the company.

5) Transformation in the Pharmaceutical Industry Developing
Customer Orientation at Pharma Corp ; Rainer Alt
Abstract
The pharmaceutical industry is in the midst of a fundamental
transformation. Institutional regulations that have been in place for decades
are being removed and competitive pressures force pharmaceutical
companies to adopt customer-oriented strategies. Information technology
which has traditionally been applied to many processes in this industry is an
important enabler for the interaction with key customer segments such as
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physicians and patients. However, developing and transforming customer
relationships is merely a technological undertaking. Changes are required
regarding strategy, processes as well as the systems architecture. To
develop an integrated customer relationship management strategy this
research draws on elements from established business redesign. The
emphasis is on portals that bundle services for the patients and physicians
customer processes. This architecture framework has been elaborated in
cooperation with nine companies and applied at a major pharmaceutical
company.
Summary and Outlook
Deregulation, cost pressures, and new Internet channels are forcing
pharma companies to adopt customer-oriented strategies and to reflect the
sustainability of their existing strategies. CRM systems and customer process
portals are becoming strategic necessities that determine customer retention
as well as the operational efficiency of sales and marketing processes.
Pharma companies face transformations on three levels. The business
architecture supports the positioning regarding the target customer segments
and electronic intermediaries. The process architecture identifies customer
processes for each segment and derives portal services which can also be
sourced from external service providers. Finally, the system architecture
reflects the organizational culture and enables interoperability across
eterogeneous applications. Pharma Corp estimates that the CRM architecture
leads to benefits in two areas.

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6) SOCIAL CRM AND ITS IMPACT ON PHARMACEUTICAL
INDUSTRY MR. SHUVAM CHATTERJEE
ABSTRACT
In the recent years, the rise of social networking has not only created a
new social structure where individuals across geographies are tied up more
cohesively, but has also given rise to a fresh area of study in Sociology, which
gives a new tool to scholars and practitioners for understanding human, and
more importantly consumer behavior. Social networking tools have started
acting as a repository of information contributed by linked customers. A focus
study of the content can actually help companies in understanding the
customers experience with the companys product or service which in turn
can be translated to enhanced customer satisfaction. Socially created content
could also be used to attract new customers. Moreover, a check on such
content can also help companies avoid any possible damage to their brand
equity. This paper tries to analyze the current customer relationship
management concepts and set of difficulties that they face. The paper tries to
point out the new possibilities offered by social networking tools and it would
map the solution to the listed problems with these possibilities. The paper tries
to pinpoint the effects of increasing adaptation of viral marketing on the CRM
practices and would therefore study the implications of a tie up in one of the
important vertical such, Pharmaceuticals.
CONCLUSION
Social networking provides a great opportunity for the pharmaceutical
industry to come near to their customer and reach out to new customers. The
enormous growth in the social networking will be replicated in the developing
countries like India after an extensive coverage in the developed markets. The
social networking could be a very strong and effective medium for the pharma
industry to communicate their values and strategies to their customers.
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7) CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY (A
TEACHING CASE STUDY) ; Tamilla Curtis; Donald Barrere; Tom Griffin
Despite the benefits offered by the integration of customer relationship
management (CRM) strategy with advanced technology, many companies
still fail to see competitive advantage results promised by CRM. This case
study provides a platform for student analysis and discussion in this area.
This case study is presented in two parts. The first part describes the
unsuccessful implementation of an integrated CRM system within a midsize
financial firm based in the US; the second part provides an overview of CRM
development in Russia of two telecommunication companies. Suggested
questions for discussion are presented. Appendix A provides an overview of
CRM that can be employed at the option of an instructor to transition between
a specific curriculum and the case. Teaching notes (including example
responses for each discussion question) are available by contacting the
corresponding author.
With the growing emphasis on customer knowledge in service
industries CRM strategy can be a very useful tool for managers. Whether or
not a business focuses its effort on production innovation, operation
efficiency or low price, companies must have customers (Peppers and
Rogers, 2004). CRM helps companies realign their resources in order to
increase operational activity and place the consumer at the center of the
business. A CRM strategy is aimed at delivering a superior customer
experience in order to create stronger customer relationships, which lead to
customer loyalty.
In a global arena it seems that customer relationship is understood in a
similar way (Ramaseshan et al., 2006). However, in emerging economies,
customer service will continue to be ignored until finances become available
to secure a firm's existence (Hisrich, 1996). CRM strategies, including the
technological aspect, are not as simple as they seem. Though there is
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sufficient empirical research to design and implement a successful CRM
strategy, it does not guarantee a desired outcome though causes of high
failure rates of CRM can be isolated and effectively managed. Despite a large
number of success stories, many companies face a number of problems with
CRM implementation even within a single market (Ramaseshan, et al., 2006).
8) CUSTOMER RELATIONSHIP MANAGEMENT
IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR
Elizabeth A. Sea; Trevor G. Hartland;, Mohamed S. Abdel-Wahab and
Christopher G. Miller
Construction Skills (CS), Sector Skills Council for the construction
industry, has a remit of addressing the skills and training needs of the
construction sector. With employers being the key customers for CS it is
essential to have a Customer Relationship Management (CRM) programme in
place to address employers training needs. The aim of this study is to
investigate the factors that would aid successful implementation of a CRM
programme at CS. A succession of in-depth interviews together with a focus
group revealed the importance for a commonly agreed understanding of what
constitutes a successful CRM programme, and that this process should be
clearly defined and communicated across the whole organisation. It was
further found that there is a need for top management commitment and a
supportive organisational structure in order to successfully implement a CRM
programme at CS. An efficient CRM programme is seen as a prerequisite to
CS' effective engagement with construction employers so that it can respond
effectively to their skills and training needs.
CONCLUSION
This research aimed to identify and investigate the success factors for
the implementation of a CRM programme at CS. It was found that there was
a need for a structured process to support the implementation of CRM to
ensure all parties involved have a common understanding of how they need to
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input a clear strategic plan to underpin the organisational, cultural and
process changes in order to support the application of new technology.

9) CRM Case Study: The Analytics That Power CRM at Royal Bank
[of Canada]; Kathleen Khirallah
Introduction
Royal Bank [formerly Royal Bank of Canada] has led an aggressive
effort to manage the quality of its interactions with customers. In pursuing a
customer relationship management (CRM) business strategy, the stated
objective of the bank is to capture the full potential of our customer base
through the use of customer information to deliver the right solutions in a
consistent, professional manner at every point of contact.This TowerGroup
Research Note investigates the steps Royal Bank has taken to build and
fortify its CRM capabilities within the realm of customer knowledge. This Note
also investigates the analytics and customer decisioning capabilities that
provide the backbone of the banks CRM activities.Royal Bank has embraced
CRM as a critical business strategy and has been actively pursuing this
mission for approximately three years. While the bank has pursued
technologies that enable CRM through both customer interaction and
customer knowledge, it has made particular strides in the areas of customer
knowledge, decisioning, and the use of advanced analytics. At Royal Bank,
gathering and mining customer data to better understand and serve
customers is a critical imperative that is yielding success.
Conclusion
Serving the consumer market in Canada for financial services is an
enormous undertaking. The geographic span of the country is huge, and the
needs of consumers are varied and complex. These realities have forced
Royal Bank to rely upon technology to meet the requirements of the consumer
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financial services market. And as the bank has sought to refine its business
strategies to include a relationship management component, the need for
technology has become even more critical. Yet the bank recognizes that
technology alone will not provide it with a comprehensive CRM business
strategy.
An interesting aspect of Royal Banks approach to CRM is that it does
reflect a balance among technology, people, and business processes. While
technology powers the advanced analytics that allow the bank to create
meaningful and appropriate sales and service strategies, it must also rely
upon well-trained personnel and CRM-based business processes if it is
to be successful in building relationships with clients. The acknowledgment of
this reality and the willingness to allocate resources accordingly separates
Royal Bank from most other FSIs.

10) CRM in Russia and U.S. -- Case Study from American
Financial Service Industry; Dr. Tom Griffin, Tamilla Curtis, Donald
Barrere
Abstract
This paper discusses Customer Relationship Management in two
sharply contrasting business cultures: the United States and Russia. Included
in the present work is a case study of a midsized American financial services
firm that illustrates a common path to the decision to have a CRM system: the
planning, selection, and the implementation of the CRM program, including a
discussion of the likelihood of success. The clients in this case are Financial
Advisors, who in turn sell the investment products to the end user individual
investors. CRM in Russia is yet in its infancy as the economy emerges from
200 years as a pure commodity economy with little customer service much
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less customer relationship management as part of management philosophy.
The study concludes with implications and suggested research.
CONCLUSION
The most frequent causes of the high failure rate of CRM
implementations in America can be isolated and effectively managed. Early
recognition, planning, and control of these aforementioned causes of failure
should increase the probability of success of the CRM system. In Russia,
where CRM systems are in their infancy, it remains to be seen if there are
sufficient cross-cultural similarities in the challenges in the implementation
phase to accelerate the success of Customer Relationship Management in
Eastern Europe by learning through the mistakes of their Western
counterparts. This is an area in need of further research.
11) Understanding a Customer Relationship Management System;
http://www.robabdul.com
OVERVIEW
Customer Relationship Management system is also known as
Customer Relationship Management System or abbreviated as CRM., eCRM
refers to an electronic Client Relationship Management System that it
computer based.
CHALLENGE
My target audience for this Case Study is for the faint-hearted non-
technical individuals that have little or no technical knowledge of electronic
systems.

SOLUTIONS
In a broad sense or the term, CRM is a holistic process, governed by
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information technologies, which focus on creating two-way communication
with customers so that organizations have an intimate knowledge of their
needs, wants, and buying patterns.
In this way, CRM helps companies understand, as well as anticipate,
the needs of current and potential customers. Critical business processes are
transparent to the decision makers in the organization. For example, a CRM
system can tell you, the current financial status of your finances, anticipate re-
ordering of goods, or how well a marketing campaign has done.
CRM should bring all key business processes that support the
business which include sales, marketing, customer service, training,
professional development, performance management, human resource
development, and compensation. Many CRM project fail because they
implemented without being customer focused.
12) Social CRM Connects Customers and Drives $5M Benefit
About Best Buy
Best Buy is a multinational retailer of technology and entertainment
products and services. With operations in the United States, Canada, Europe,
China, and Mexico, the Best Buy family of brands and partnerships
collectively generates more than $45 billion in annual revenue and includes
brands such as Best Buy; Audiovisions; The Carphone Warehouse; Future
Shop; Geek Squad, Jiangsu Five Star; Magnolia Audio Video; Napster; Pacific
Sales; The Phone House; and Speakeasy. Approximately 155,000 employees
apply their talents to help bring the benefits of these brands to life for
customers through retail locations, multiple call centers and websites, inhome
solutions, product delivery, and online communities.

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Business Challenge
How does one of the leading electronics retailers in the world engage
its audience, provide support, build advocacy, and provide recommendations
across multiple channels, in a scalable and manageable way?
Solution
In early 2008, Best Buy took the initial step to begin engaging
customers, publicly and transparently, outside of the traditional channels of
retail stores and customer support (phone, email, and direct mail).The Best
Buy team, which would ultimately become the Social and Community team,
proactively monitored the blogosphere for customers in need of either
customer service support or technical assistance and then helped resolve
their questions or guided them to the answer.
In 2008, the team took a big step forward launching the new Best Buy
Community, powered by Lithium Technologies. The community offers a place
where customers can engage in conversations with Best Buys advocates
including Blueshirts, Geek Squad Agents, and the community teams, as well
as with other customers. Users interact with peers; ask questions, rate
answers by giving them kudos, and mark the best replies as accepted
solutions

13) Customer Relationship Management (CRM) in Banking: A Case
Study of ICICI Bank; http://www.mbaknol.com/management-case-studies/
ICICI Banks CRM Initiatives
ICICI Bank has to manage more than 13 million customers. The bank
has over 550 branches, a network of 2025 ATMs, multiple call centres,
Internet banking and mobile banking. Its customers often use multiple
channels, and they are increasingly turning to electronic banking
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options. Business from the Internet. ATMs and other electronic channels now
comprises more than 50 per cent of all transactions.
In the process of making its business grow to this level, ICICI Bank has
distinguished itself from other banks through its relationship with customers.
The Teradata solution focuses on a Customer Relationship
Management (CRM) platform. Information from various legacy and
transaction systems is fed into a single enterprise called wide data
warehouse. This allows the bank to generate a single view of its
customers. The warehouse has the capability to integrate data from multiple
sources comprising Oracle and flat files. The Behaviour Explorer enables
profiling of customers and querying on various parameters. These enable the
bank staff create suitable campaigns for targeting individual customers on the
basis of their requirements.
The logistics in the system have also led to other benefits like
interactive reports, unearthing cross-selling opportunities as well as finding
out about the channel usage undertaken by a segment. The data access was
facilitated through the use of Cognos Power Cubes.
14) Customer Relationship Management in Call Centers: The
uneasy process of re(form)ing the subject through the people-by-
numbers approach; Catrina Alferoff and David Knights
Abstract
Real-time technology has the capability of symbolising both customers
and call center representatives (and the moment of interaction), purely by/as
numbers, or forms. The pinnacle of this data processing is Customer
Relationship Management (CRM), where the digitized data is assembled so
as to reproduce a mimetic model of the customer. This could be seen as a
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metamyth (Adams & Ingersoll 1990) that, in its concealed appearance within
corporate databases, seems to cuts loose from any critical inquiry. In this
paper, we offer an embryonic form of such a critique through the analysis of a
number of original call center case studies. It seeks to analyze the nature of
abstraction at the heart of IT-based CRM practices, and the contradictions
that such abstraction can foster.
15) Strategic Issues in Customer Relationship Management (CRM)
Implementation.; Christopher Bull
Abstract
A number of Customer Relationship Management (CRM)
implementations has grown dramatically in recent years. However, few
academic studies of the issues associated with the implementation of the
concept are available. In this paper, the author offers a modest contribution
through the analysis of a case study of a CRM implementation at a United
Kingdom based manufacturing company. The case study illustrates that CRM
is a complex and holistic concept, organised around business processes and
the integration of information technologies. The study also highlights that
implementing CRM requires effective leadership, sourcing, targeting and
evaluation strategies
Conclusion
The results of the study are cause for concern for they support the
findings of other surveys that show a high failure rate for CRM. This research
was conducted because of the relative lack of CRM empirical studies,
particularly within this business sector. This modest contribution has identified
and analysed some of the approaches and theories relating to CRM and CRM
project implementation. The study confirms that CRM is a complex and
holistic concept requiring appropriate business processes and integrated
systems. In addition the study demonstrates the relevance of the need for
effective leadership, sourcing, targeting and evaluation within CRM strategies.
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The ELMS case is an archetypal study of a CRM implementation that has
failed to deliver in these core areas and where many lessons can be learnt by
other adopters. It is an interesting example of the affect of CRM and how it is
forcing companies to change. Despite a decade of developments in respect of
business process change, systems integration and information sourcing, it is
only now with the threat of CRM centric competition, targeting customers
effectively, that ELMS are exposed by their indifference to change in such
areas. The impact of CRM is real and the failure to implement it effectively
seems to be typical. This is a disturbing scenario because of the accumulation
of factors that now need to be tackled, the lack of expertise to resolve them
and the lack of time in which to respond appropriately. Thus there is a great
need for additional empirical research within CRM to identify the extent of
such issues, the state of organisational effectiveness and for further or new
insights. This particular research is ongoing and will aim to develop and
expand upon the issues raised by conducting more empirical studies.

16) An organizational perspective on cri tical success factors
for customer relationship management A descriptive case study; Nora
Kamprath, Maximilian Rglinger
ABSTRACT
Despite much IS research on CRM in general and CRM-related critical
success factors (CSFs) in particular, CRM projects are still subject to high
failure rates. Most current CSF studies focus on a project or technological
perspective. What they neglect, for instance, is an organizational perspective,
i. e. the setting in which people execute operational CRM processes and
which should be considered and/or established during CRM projects. In order
to provide deeper insights into the organizational perspective, we conducted a
descriptive case study within a CRM project at the German sales department
of a globally acting company from the electronics and electrical engineering
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industry. We also had the chance to analyze two of the companys so-called
sales business types (SBTs), namely product sales and solution sales. We
identified 13 organizational CSFs, compiled a ranking for each SBT, and
conducted a cross-SBT analysis.
SUMMARY AND CONCLUSION
We intended to gain a better understanding of CRM by taking on an
organizational perspective on CSFs. As a result of a descriptive case study,
we identified 13 organizational CSFs. We also proposed a ranking for each
SBT and a cross-SBT analysis. For product sales, the top three CSFs are
Early technical involvement in calls for tenders, Back office as customer
contact point, and Long-term customer care by the same sales
representative. For solution sales, the top three CSFs are Topicality of
order/project list, Consideration of win/loss analyses, and Early technical
involvement in calls for tenders. We hope that the identified CSFs constitute
a step towards a holistic approach to CRM and help companies to achieve
overall CRM objectives. Companies may implement the CSFs, for instance,
by following the rankings as well as by successively reengineering
organizational CRM processes and CRM systems.
According to the case studys context, the findings are supposed to
hold for sales departments, especially for those that serve business
customers by area-covering direct sales. We admit that this is a restricted
scope. Nevertheless, we deliberately accepted this restriction because we
aimed at identifying concrete CSFs. In order to gain further insights, e. g. with
respect to other SBTs, marketing departments, or other perspectives on CRM,
further empirical research is necessary. This may be conducted by means of
multiple-case studies or field experiments.

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17) A Customer Relationship Management Roadmap: What Is
Known, Potential Pitfalls, and Where to Go William Boulding, Richard
Staelin, Michael Ehret, & Wesley J. Johnston
The goal of this preface is to describe how the special section on
customer relationship management (CRM) was developed. In May 2003,
Richard Staelin, Executive Director of the Teradata Center for Customer
Relationship Management at Duke University, proposed that Journal of
Marketing (JM) publish a special section. The proposalincluded activities that
were designed to promote interactions among marketing academics and
practitioners; the goal was to stimulate dialogue and new research on CRM. I
found the proposal attractive because CRM is a broad-based topic that
interests many marketers. After extensive discussion, the American Marketing
Association (AMA) and the Teradata Center formally agreed to cosponsor the
special section. Subsequently, there was a conference on Relationship
Marketing and Customer Relationship Management (cochaired by Michael
Ehret, Wesley Johnston, Michael Kleinaltenkamp, and Lou Pelton) that took
place at Freie Universitt Berlin in the summer of 2003;1 a conference on
Customer Management (cosponsored by the Marketing Science Institute and
the Teradata Center) that was held at Duke University in March 2004; and two
special sessions on CRM that were featured at the AMA Winter Educators
Conference held in San Antonio, Tex., in February 2005. The conferences
provided many opportunities for dialogue, and the response from marketers
who attended these events was enthusiastic. I also invited Richard Staelin
and William Boulding (Executive Codirector of the Teradata Center) to work
with me as consulting editors for the special section, and they agreed. A call
for papers requested that authors submit their manuscripts to JM by May
2004. The consulting editors and I evaluated every submission with the
assistance of an expert panel that included Leonard Berry, John Deighton,
Michael Ehret, Christian Grnroos, Sunil Gupta, Wayne Hoyer, Wagner
Kamakura, Wesley Johnston, Donald R. Lehmann, Charlotte Mason, Carl
RIMS Chandrapur 38

Mela, Scott Neslin, Roland Rust, Michel Wedel, and Valarie Zeithaml. All
submissions underwent JMs standard double-blind review process, and
members of JMs editorial review board served as reviewers. I would like to
express my appreciation to everyone who participated in the development of
the special section. The culmination of our work together is a set of nine
articles and two essays that advance the science and practice of CRM. I hope
that these articles stimulate new intellectual discoveries.

18) CRM EXCELLENCE AT KLM ROYAL DUTCH AIRLINES; Stijn
Viaene
ABSTRACT
This teaching case tells the story of the rebirth of CRM at KLM Royal
Dutch Airlines since 2002 and its successful liftoff during 2003, for which KLM
received Gartners 2004 CRM Excellence Award. The Award presents a
natural moment of reflection on past CRM achievements and future plans.
The case allows us to (1) dissect a CRM success story, that contrasts nicely
with many of the CRM horror stories of the 1990s, and identify key success
factors;
(2) focus attention on the viability of the planned approach KLM uses
for implementing CRM; (3) introduce and show the importance of program
management as a construct for structurally growing and governing
enterprise-wide investment in CRM; and (4) help reinforce lessons around
CRM and business-ICT alignment.

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19) A Case Study: CRM Adoption Success Factor Analysis and
Six Sigma DMAIC Application Zhedan Pan, Hoyeon Ryu, and
Jongmoon Baik
Abstract
With todays increasingly competitive economy, many organizations
have initiated customer relationship management (CRM) projects to improve
customer satisfaction, revenue growth and employee productivity gains.
However, only a few successful CRM implementations have successfully
completed. In order to enhance the CRM implementation process and
increase the success rate, in this paper, first we present the most significant
success factors for CRM implementation identified by the results of literature
reviews and a survey we conducted. Then we propose a strategy to integrate
Six Sigma DMAIC methodology with the CRM implementation process
addressing five critical success factors (CSF). Finally, we provide a case
study to show how the proposed approach can be applied in the real CRM
implementation projects. We conclude that by considering the critical success
factors, the proposed approach can emphasize the critical part of
implementation process and provide high possibility of CRM adoption
success
Conclusion
A well-defined business process/implementation process can increase
customer satisfaction with a companys high-quality products or services, and
be regarded as a key factor to a companys success as well as long-term
competitiveness in the market. In this paper, we focused on process
improvement to achieve the high success rate of CRM implementations.
First, we identified 5 critical success factors for CRM implementations based
upon the results of the literature review and the survey. Then, we proposed a
strategy to integrate the Six Sigma DMAIC methodology with the CRM
implementation process addressing these 5 critical success factors. Finally,
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we provided a case study, in which the proposed approach was used for the
CRM adoption at a human service company in China. Not only all the project
goals were achieved and the project was successfully completed with the
standardized sales process and efficient service process, but also the
business goals of the company in that year were also achieved. By
considering the critical success factors, the proposed approach can
emphasize the critical parts of CRM implementation processes and provide
high possibility to succeed the CRM adoption.

20) Towards a holistic perspective of customer relationship
management (CRM) implementation: A case study of the Housing and
Development Board, Singapore Thompson S.H. Teo, Paul Devadoss,
Shan L. Pan
Abstract
Organizations have increasingly recognized the importance of
managing customer relationships, and many rganizations are turning to
customer relationship management (CRM) to better serve customers and
facilitate closer relationships with them. This paper examines the
implementation of CRM at the Housing and Development Board (HDB) in
Singapore. The CRM architecture (comprising operational CRM, collaborative
CRM and analytical CRM) deployed at HDB reflects a holistic approach to
CRM implementation that integrates three key perspectives of CRM, namely,
the business, technology and customer perspectives. Drawing from the case
study, we present a holistic framework for CRM that binds information
technologies with business processes for the delivery of high service quality.
The importance of developing an integrated strategy towards CRM has
long been emphasized in the literature [39]. However, researchers have
emphasized the importance of business processes in CRM [10], or technology
RIMS Chandrapur 41

as an enabler in CRM [24]. In this paper, we have presented a holistic
framework integrating all three perspectives of CRM, namely, business,
customer and technology. Drawing on the successful CRM experience of a
government agency in Singapore, we have shown how a holistic approach to
CRM delivers remarkable results. HDB, the organization in our case study,
approached CRM in a manner that encompasses operational CRM,
collaborative CRM and analytical CRM. HDB invested much time and funds in
its goal to better serve its customers, and this has led to the implementation of
an integrated CRM architecture to support its corporate objective of providing
quality services to its customers. The end result has been the successful
implementation of CRM. The achievement is reflected in the numerous
awards that HDB has won: In January 2002, HDB was one of the 20
organizations selected for the Intelligent20 Award for the innovative use of
technology. In March 2002, the CIO of HDB was named IT Person of the year
by the Singapore Computer Society in recognition for his leadership in the use
of IT within HDB and promoting IT certification within the industry. HDB thus
serves as an instructive case of successful IT and CRM deployment.
However, other viable approaches to CRM may also exist. Future research
can examine the different approaches used by various organizations in
implementing CRM and improve on the holistic framework proposed in this
study. Previous CRM research has generally focused on the private sector.
Though public sector organizations are not profit oriented and are more
concerned with cost reduction, the objective of CRM as a means to achieving
superior service quality is relevant to both private and public sector
organizations. Future research can examine differences in CRM practices
among private and public sector organizations. This case study contributes
towards better understanding of CRM implementation and expands the
paradigm of customer service to include integration with business processes
and technology adoption. Overall, this case study should be useful in helping
researchers and practitioners better understand the importance of a holistic
approach to CRM as well as the potential impact of CRM on the organization.
RIMS Chandrapur 42

The study also fills a void in the literature as there are few cases of successful
CRM implementation in the public sector published in academic journals. By
examining successful cases of CRM implementation, practitioners can adapt
and learn from other firms' experiences.

21) A Case for Analytical Customer Relationship Management
Jaideep Srivastav Jau-Hwang Wang Ee-Peng Lim and San-Yih Hwang
Abstract. The Internet has emerged as a low cost, low latency and
high bandwidth customer communication channel. Its interactive nature
provides an organization the ability to enter into a close, personalized dialog
with individual customers. The simultaneous maturation of data management
technologies like data warehousing, and data mining, have created the ideal
environment for making customer relationship management (CRM) a much
more systematic effort than it has been in the past. In this paper we described
how data analytics can be used to make various CRM functions like customer
segmentation, communication targeting, retention, and loyalty much more
effective. We briefly describe the key technologies needed to implement
analytical CRM, and the organizational issues that must be carefully handled
to make CRM a reality. Our goal is to illustrate problems that exist with current
CRM efforts, and how using data analytics techniques can address them. Our
hope is to get the data mining community interested in this important
application domain.
Conclusion
The Internet has emerged as a low cost, low latency and high
bandwidth customer communication channel. In addition, its interactive nature
provides an organization the ability to enter into a close, personalized dialog
with its individual customers. The simultaneous maturation of data
management technologies like data warehousing, and analysis technologies
RIMS Chandrapur 43

like data mining, have created the ideal environment for making customer
relationship management a much more systematic effort than it has been in
the past. While there has been a significant growth of software vendors
providing CRM software, and of using them, the focus so far has largely been
on the relationship management part of CRM rather than on the customer
understanding part. Thus, CRM functions such as e-mail based campaigns
management; on-line ads, etc. are being adopted quickly. However, ensuring
that the right message is being delivered to the right person, that multiple
messages being delivered at different times and through different channels
are consistent, is still in a nascent stage. This is often leading to a situation
where the best customers are being over communicated to, while insufficient
attention is being paid to develop new ones into the best customers of the
future. In this paper we have described how Analytical CRM can fill the gap.
Specifically, we described how data analytics can be used to make various
CRM functions like customer segmentation, communication targeting,
retention, and loyalty much more effective. Our hope is that the data mining
community will address the analytics problems in this important and
interesting application domain.

22) Customer relationship management: A case study of a Greek
bank; Evangelia Blery, Michalis Michalakopoulos
Abstract Today, banks are facing an aggressive competition and
they have to make efforts to survive in a competitive and uncertain market
place. Banks have realised that managing customer relationships is a very
important factor for their success.Customer relationship management (CRM)
is a strategy that can help them to build long-lasting relationships with their
customers and increase their pro ts through the right management system
and the application of customer-focused strategies. CRM in the banking
sector is of strategic importance. In this study, a single descriptive case study
RIMS Chandrapur 44

of one major Greek bank that has implemented CRM is presented. The aim
of this study is to analyse the design and implementation of CRM in the bank,
identify the bene ts, the problems, as well as the success and failure factors
of the implementation and develop a better understanding of CRM impact on
banking competitiveness as well as provide a greater understanding of what
constitutes good CRM practices.
THE CONTRIBUTION OF THIS STUDY
This study contributes to the nancial services literature as it is one of
the very few that have examined CRM applications, a comparatively new
technology, in the Greek banking sector, where very limited research has
taken place on the implementation of CRM. The results of the study support
the ndings of other studies mentioned in the literature and they can be of
de nite interest and potential value to managers responsible for
implementing CRM in banking as well as beyond the speci c context of
nancial services. Academically, further research based on these ndings can
add to the present pool of knowledge by further examining CRM application
in other banks.

23) CASE STUDY OF INVESTIGATE AND IMPROVE CUSTOMER
RELATIONSHIP MANAGEMENT FOR SALES AND EVENTS
MANAGEMENT DEPARTMENT IN SHANGRI LA HOTEL CHIANG MAI
Aticha Kwaengsopha
Abstract
Most of the Hotel companies all shapes and sizes are facing the
challenge of maximizing results in a fast changing hospitality marketplace,
where the decisions you make daily on groups and meetings directly impact
your on-going performance. The customer relationship Management (CRM)
had become an importance topic for both academicians and business people.
RIMS Chandrapur 45

There are many existing academic literature of customer relationship
management, which mostly not provided a clear indication of what specifically
constitutes CRM process. This article is about investigating the CRM in
Shangri La hotel, Chiang Mai in Sales and Event management department to
find what should be improve to make the sale process more efficiency, rising
of revenue and customer satisfaction. Involved in creating customer
knowledge competence. The questions are addressed in three sectional
studies focusing on the Sales and Event Management department in
Shangri-La hotel, Chiang Mai. The first how CRM process retain the
customer in hotel industry, the second what are The best practice support
the CRM and the third how the CRM effect to the ROI of the hotel
Conclusion and Recommendation
Since the result of the management level and the employee level have
a significant difference on the CRM perception and in each part of the CRM
categories for example process, technology, people and the business culture.
This show that implemented a CRM is not really success. To be known and
apply effectively, the training needs to be involved. Customized system will be
full of timesaving, moneymaking features; but without training, no one will be
able to take advantage of them. Without a doubt, training can make or break
an automation implementation. Successful CRM projects set plan 2 full days
for training for each 52 users when the system is rolled out The study is to
improve the Customer Relation Management in Events Sales Management to
be more effective and efficiency: The case study in Customer relationship
management in Shangri la hotel Chiang Mai, focus on the lacking element of
the CRM and planning the training program and developing the sales process
to be more efficiency. This research is aiming for the perception of internal
CRM. The issue is one of problem of Sales and Marketing Department of
Shangri La, Chiang Mai. This training and improvement will help the sales
creating the well relationship between sales team and the customer, which
means the result is the high satisfaction of customer especially the repeater
RIMS Chandrapur 46

customer that are the main customer of Shangri La Chiang Mai. This will lead
to the increasing of hotels revenue and reducing of complaints. Lastly, the
reputation of hotel will be phenomenal in the longterm that benefit to customer
retention. In order to have a successful CRM system, the further research
should include the entire department in Shangri-la to see more perception
and bring to the conclusion for implementation for the next step of improving
the CRM. This will give them the opportunity to respond faster and provide
better service. But some companies overrely on technology and they forget
that at the end of the day, CRM has to do with people and depends a lot on
the quality of their employees work. The success of a CRM strategy is often
easured in terms of customer retention

24) CUSTOMER-RELATIONSHIP MANAGEMENT A CASE STUDY
OF COMMERCIAL BANKS IN JAMMU AND KASHMIR; S. Tandon
CUSTOMER satisfaction is one of the formidable challenges in
marketing of services in banking industry in our country. The thrust on
customer service has increased after liberalisation of Indian economy.
Customer satisfaction is an urgent need of the hour. This can be achieved by
efficient customer service and immediate tactful handling of customers
grievances. Better customer-management relationship leads to customer
satisfaction and a good public image is to win over the customers. Hence,
public relations should be one of the strategies to achieve customer
satisfaction. Banking system has a significant role to play in the rapid growth
of the economy. Effectiveness of Banking system depends upon the
customers satisfaction and in fact customer is the kingpin of the banking
industry. No industry can afford to ignore its customers and banks are
required to give top priority in providing satisfactory and efficient service to
their customers. The purpose of this paper was to study the actual level of
customer satisfaction in four commercial Banks in Jammu and to make a
RIMS Chandrapur 47

comparative analysis of the level of customer satisfaction through five point
likert scale. Study has revealed that customers are highly satisfied with the
employees and the management of the banks. Comparative analysis of level
of customer satisfaction in four banks shows that employees in the Central
Bank of India are the most satisfied lot. The paper provides an opportunity to
the employees of the all the four banks to understand the requirement of
providing prompt and quality service to their customers. Effort should be made
to raise the level of customers satisfaction amongst all the Banks.

25) Customer Relationship Management (CRM) in the Banking
Sector of Pakistan: Problems and Challenges; Shahzeb Ali Malik, Trevor
Wood-Harper
Abstract
Customer Relationship Management (CRM) came into the power when
banking institutions were getting more and more competitive. The focus of
CRM helped banks to understand the customers current needs, what they
have done in the past, and what they plan to do in the future to meet their own
goals (Xu, et al., 2002). Even though most of the banks in the developing
countries such as: Pakistan, India etc. have realised the importance of CRM
and implemented its applications, but the initial investigations of the current
research have shown that quite a number of CRM goals does not produce
required results and even worse, in some cases users say that CRM has
damaged customer relationships. Therefore, this paper is based on
highlighting the problems and challenges in the banking sector of Pakistan
using CRM. Also, some of the major problems in the banking sector of
Pakistan are identified using the qualitative interviews from different bank
employees and customers and their findings are presented in this paper.

RIMS Chandrapur 48

Conclusions and Future Work
This paper is a part of ongoing PhD project which is based on
improving the use of customer relationship management (CRM) in the
banking sector of developing countries such as: Pakistan. In this paper, we
have presented the background knowledge of CRM and uncover some of
the major problems and weaknesses while using the CRM applications in the
banking sector of Pakistan. Pakistan has been selected for the purpose of
current research since the current CRM strategy in the banking sector is not
acquiring desired results. To highlight some of the major problems, we have
conducted several interviews from different bank customers and employees
of some well known banks in Pakistan. The findings of these interviews are
presented in this paper. However, in order to improve the current CRM
strategy, we have to perform a comparative analysis between the banks in
Pakistan (developing country) and U.K (developed country). U.K banks are
selected since they are more advance in terms of CRM implementation and
the country is considered as one of the leading developed country. Listed
below are a few targets which would be used for future work.

26) CUSTOMER REALTIONSHIP MANAGEMENT (CRM)
IMPLEMENTATION A BEST PRACTICES PERSPECTIVE AND A
PROPOSED MODEL; http://www.meqa.org/
This report examines and provides a detailed analysis of Customer
Relationship Management (CRM) with respect to its implementation in the
organisations. The study investigates market trends, levels of its current
practice, levels of successes and failures and the factors associated with the
implementation of the same. In order to gain proper understanding of the
subject matter research, two different case studies are discussed in detail. At
the end, the study presents a proposed model of successful implementation of
CRM along with a set of recommendations following the conclusion. The
paper then discusses two different case studies with respect to the
RIMS Chandrapur 49

implementation of CRM in the financial services industry Robeco Bank
(Switzerland) & a German Bank (Anonymous). Thus, analysing the issues
practically involved and raised in the implementation of the management
system aimed at creating customer value, and also putting forward the
experiences of two different companies in the same industry. Therefore,
looking into the challenges created for the management, causes/factors
associated with and resulting in the success/failure of CRM as a means of
creating customer value, and overall experience of the companies attempting
to implement CRM. The discussion therefore leads to a roadmap for uccessful
implementation of CRM with a recommendation of Ten Key Steps for
uccessful implementation of CRM in an organisation. Lastly, in the light of the
analysis presented and case studies discussed, an independent conclusion
under the subject matter research is formed along with a set of
recommendations/suggestions.

27) Customer Relationship Management: A key Success Factor in
Services Marketing; (A Case Study of Tourism (Hotel) Services in Navi
Mumbai) Ms Vani Kamath*, Ms Shweta Bhonsale* and Dr. Pradip
Manjrekar
Introduction
In order to survive in this present world of competition, hotels will have
to formulate marketing strategies in a way to not only woo customers toward
them but also retain them. The secret here is that retention cost is very low
when compared to the cost of attracting new customers. Some of the basic
problems facing hotels today are provision of better service alternatives to its
customers, generation of more income from non core based services,
improving the profitability of the hotel system and above all the "Customer
Retention". The root cause of all these problems lies in the failure to adopt
marketing approach. This is so because the marketing concept will facilitate
them to be more scientific in solving their business problems, satisfy their
customer's requirements or needs and maintain a profitable win-win relation
RIMS Chandrapur 50

with their customers, which will enable hotels to stay closer to their
customers, maintain as well as increase market share and counter the
competition successfully.
The Navi Mumbai Scenario: Hotels in Navi Mumbai are facing high
competition both from within the area and also from other hotels. In order to
succeed under existing conditions, hotels will have to perceive the needs of its
customers and devise better means of fulfilling them. In general, most of the
studies on hotel sector deal with an analysis of financial aspects such as
profitability, productivity and financial performance without much
concentration on the customer retention, loyalty, etc., which has now changed
in the recent years, with attempts being made to study certain aspects of
marketing in hotels. However, a majority of these studies have been on
customer service satisfaction, without much focus on customer relationship
management. Very few attempts have been made to assess the marketing
function from a hoteler's point of view. With a dearth of literature on marketing
of hotel services in Navi Mumbai, it is hoped that the present study makes a
humble contribution in this area.
The changes in the present day hotel environment has led to
introduction of a marketing philosophy in banks. The 7 Ps, viz., product, price,
promotion, place, people, process and physical evidence of a hotel can help
in meeting customer needs as well as tackling competition and establishing a
strong customer base with customer relationship management as a core
function. With the emergence of liberalization in the Indian hotel system, there
is a great change in the future hotel market scenario. The organization
structures have become more customer focused and any further
reorganization would depend on future strategy which would surely have
customer relationship management as a focus area. This means that the
hotels are now obliged to make a serious attempt to deal with the problems
affecting their future growth and profitability, with customer orientation being a
non-negotiable strategy.

RIMS Chandrapur 51

28) Integration of customer relationship management: status quo
and implications for research and practice; MATTHIAS MEYER, LUTZ M.
KOLBE
This paper assesses the state-of-the-art research on CRM integration.
After introducing the concepts of customer relationship management (CRM)
and integration, it argues that CRM integration is vital to corporate
performance on the project or enterprise level. Based on results of own and
third-party market studies as well as on a systematic literature review of
selected papers in top journals spanning five disciplines, it shows that
research has mainly been confined to the specifics of those domains.
Interestingly, applicable theories of the firm are not widely employed as a
foundation from which to explain CRM integration. This paper identifies
research gaps for researchers and practitioners alike and suggests areas that
need further consideration in future Motivated by third-party market studies,
this paper has used empirical data in conjunction with an extensive literature
review of leading journals in different disciplines to assess the coverage of
CRM integration. First, we showed that there is a link between good CRM
integration practices and a companys success. Then different perspectives
on CRMintegration and on related theoretical foundations were assessed. The
review then revealed that CRM integrationthough theoretically important for
a companys performanceis largely regarded as an isolated issue of the
relevant domain. Based on current insights from practice, we affirm that this is
a reflection of the current situation in the corporate realm and that it is a major
shortcoming in most projects.

RIMS Chandrapur 52

29) Customer Relationship Management: One European Bank's
Experiences Dr. Adam Lindgreen and Michael Antioco
Abstract
Businesses across all sectors, it has been argued, will have to change
their approach to marketing, which should now be carried out through
relationships, networks, and interactions. This article is about customer
relationship management (CRM), which seeks to establish closer
relationships and interactions between a business and its most important
customers. Our literature review shows that although the promises of how
CRM can improve the performance of a business are many, the practical
guidelines on how to design and implement CRM successfully are few, and
that, as a result of this, practitioners have been struggling. The present article
addresses the problem by way of discussing a CRM program that one
European bank recently designed and implemented and, in doing so, the
article adds empirical evidence to what constitutes good CRM practice. We
employed the case study method since this research method is particularly
useful for probing questions such as 'how' type questions. The CRM program
is described in detail, and includes an implementation procedure consisting of
18 actions grouped in five large categories that each has an impact on the
different business units and IT systems. Shortcomings of the CRM program
are considered, and avenues for future research are suggested

Conclusions
This case study reveals a certain number of key issues in order to
implement good CRM within the banking sector. The idea of the
implementation is to succeed in establishing a single identity card per client in
order to fully serve, satisfy, and retain them. It is, therefore, essential to
integrate information collected from all the distribution channels in a
wellorganized datamart. However, it makes little sense doing so if all the
parties involved are not part of the evolution. That is why the bank is
restructuring every single department with one thing in mind: the client. After
RIMS Chandrapur 53

having checked the fluidity of the information, built a framework, recruited the
right people, and implemented the relationships, it is crucial for any
organization a bank in this case to continuously upgrade the data and the
IT tools, as well as train the human resources in constantly making efficient
use of the precious information gathered

30) CUSTOMER RELATIONSHIP MANAGEMENT AND CUSTOMER
RETENTION. A CASE STUDY CAPITAL SHOPPERS SUPER MARKET ;
NATUKUNDA GLORIA
This study was about Customer Relationship Management and
Customer Retention taking the case of Capital Shoppers Supermarket
Nakawa Branch. The objectives of the study were; toidentify the different
ways of relating with customers, to establish the level of customer retention in
Capital Shoppers Supermarket, to examine the relationship between
customer relationship management and customer retention.The study was
cross sectional using descriptive research design. The study was carried out
on 50 respondents who were selected using simple random sampling. Self
administered questionnaires were the main instrument of data collection used.
Data was analyzed using frequencies, percentages, regression model and
Statistical package for social sciences was used to establish the relationship
between CRM and Customer retention in Capital Shoppers Supermarket.
Findings on Customer Relationship Management were; the channels of
customers getting information are not efficient, complaints are not handled
very well, limited training and the basic information is only asked from those
who apply for the reward cards. Findings on customer retention were; Capital
Shoppers supermarket is not a monopoly, emotional bonds are not due to
wishing well to customers but the quality of the products and commitment has
a very strong impact. The study showed a very strong positive relationship
this was evidenced by pearsons
RIMS Chandrapur 54

correlation coefficient r = 0.317 at a significant level 0.05Recommendations
on the ways of CRM were; concessions with management to find better ways
through which they can implement CRM ways like weekly questionnaires.
Recommendations on the level of customer retention were; training of staff
mostly those who handle customer complaints.

RIMS Chandrapur 55

Chapter 4
RESEARCH METHAODOLOGY

RESEARCH DESIGN:
Research design is the plan, structure. And strategy of
investigation conceived so as to obtain answers to research questions and
to control variance
KERLINGER
The research designs are both descriptive and exploratory in nature.
The objectives of this study is to answer the who, what, when, where and
How of the subject under investigation.

SAMPLEING PLAN AND SIZE FOR CONSUMERS:
Sampling plays a vital role in deciding the quality of any project
while doing this survey it is felt to conduct the survey for consumers under
convenient sampling method. Convenience sampling was adopted both for
consumers where the sample unites are chosen primarily on the basis of
the convenience of the investigators. The sample size was determined as
100 consumers.

SAMPLE TERRITORY:
The survey has been conducted and restricted to the city of
Chandrapur.

RIMS Chandrapur 56

SOURCE OF DATA:
Data, which is to be used for the project, has come both from primary
sources as well as secondary sources

PRIMARY DATA SOURCES:
The crux of the report is based on the information collected from the
respondents with the help of questionnaires. The primary source of
information have been consumers who have filled up the questionnaire
Consumer who interviewed separately and the respondents jotted
down in the questionnaire for the purpose.
SECONDARY DATA SOURCES:
Information has also been borrow from both internal sources such as
company records and external sources like internet browsing and book on
marketing research

DATA COLLECTION METHOD:
The survey method employed for primary data collection. The medium
of date collection was through personal interviews. Where the respondents
were questioned in face-to-face meeting the consumers were met either in
their homes (or) place of work. Some of respondents were questioned
through telephones,

RIMS Chandrapur 57

TOOLS FOR DATA COLLECTION
The data was collected through structured questionnaire.
Questions can be categorized into multi-choice and open-ended
questions. Questionnaires were designed for consumers. Care was taken
to ensure that the questions framed were compatible with research
objectives.
Firstly, by taking the sample questionnaires, a pilot survey has been
conducted among the various sections of the people. Wording and
sequencing of questions, choice of respondents, information sought and
instruments clarity as a whole, were tested. After taking the exactness and
correctness the final version of the questionnaire has been drafted and
was taken up for field survey purposes.

OBJECTIVES OF THE STUDY:
To find out the factors that influences the buying decision of a Medreich
Life Care Ltd., Bombay
To identify and study the problems faced by the consumers of
Medreich Life Care Ltd., Bombay
To study the satisfaction level of existing consumer of Medreich Life
Care Ltd., Bombay
To assess the role of brand image in the purchasing decision of
Medreich Life Care Ltd., Bombay

RIMS Chandrapur 58

SCOPE OF WORK AND LIMITATION
Scope Of Studies
The scope is confirmed only to examine the Customer relationship
management with reference to Medreich and to find possible remedies to
counteract their competition in the mar.

Limitation
1) This study is limited only for the purpose of knowing Customer relation
management at Medreich Life Care Ltd.
2) The study is only focused on the Customer relationship management,
3) The study is limited only for the Chandrapur city.
4) Only 100 peoples in Chandrapur city are selected for this study.

HYPOTHESIS
1) Marketing activity boosts the sales of Medreich Life Care Ltd. Bombay
2) The company which have good marketing campaign have major share
in market and popularity.
3) Effectiveness of marketing strategy is depend upon on the pattern of
marketing.

RIMS Chandrapur

DATA ANALYSIS AND INTERPRETATION:
Sources of awareness:
The customer was enquired about the sources of awareness with
regard the Medreich Life Care products
sources is playing a major role in creating awareness among the customers.

12
28
Doctors
S .NO ADVERTISEMENT
1 Doctors
2
Medical Shop Owners
3
Friends
4
Other

Total

Mean

DATA ANALYSIS AND INTERPRETATION:
Sources of awareness:
ich Life Care products. This will help to know us to which

35
25
Doctors Medical Sho O!"ers #rie"ds Other
ADVERTISEMENT RESPONDENTS
35
Medical Shop Owners 25
12
28
100

life care ltd., bombay
59
. This will help to know us to which

%
35%
25%
12%
28%
100%

RIMS Chandrapur 60

Interpretation:
Out of the responses obtained from 100 customers 28% said that
they became aware from other sources of information. And through the
friends 35% of the customers are aware from the Doctors. And another 25%
are aware of by the Medical Shop Owners. And only 12% are aware by the
Friends.

RIMS Chandrapur

3. Level of satisfaction:
The customer was enquired about the level of satisfaction
to the Medreich Life Care products

Interpretation:
Out of the responses obtained from 100 customers 65% said th
are EXCELLENT satisfied and 20% were GOOD and 10% were AVERAGE
and 5% were vehicle is poor. This data is obtained by most of members were
satisfied by Medrich Life Care Products.

Good
20%
Average
10%
S NO SATISFACTION
1 Excellent
2 Good
3 Average
4 Poor
Total
Mean

3. Level of satisfaction:
The customer was enquired about the level of satisfaction
Medreich Life Care products.
Out of the responses obtained from 100 customers 65% said th
Medrich Life Care Products.
Excellent
65%
Poor
5%
1 Excellent
2 Good
3 Average
4 Poor
SATISFACTION RESPONDENT
30
10
50
10
100

61
The customer was enquired about the level of satisfaction with regard

Out of the responses obtained from 100 customers 65% said that they
1 Excellent
2 Good
3 Average
4 Poor
%
65%
20%
10%
5%
100%

RIMS Chandrapur

4. What are the voluble attributes you normally look while
purchasing Medrich Life Care Products
S NO ATTRIBUTES
1 Quality
2 P
3 Packaging
4 Other
Total
Mean

Interpretation:
From the above it can be stated that general normally any one while
purchasing Medrich most of the members are seeing 50% of members are
seeing Quality and 30% of members are seeing
are seeing Packaging and 10% of members are Others.

3$
1$

What are the voluble attributes you normally look while
Medrich Life Care Products?
ATTRIBUTES RESPONDENTS Percentage
Quality 50
Price 30
Packaging 10
Other 10
Total 100
Mean
most of the members are seeing 50% of members are
and 30% of members are seeing Price And 10% of members
and 10% of members are Others.
5$
1$
%&alit' Price Pac(a)i") Other
62
What are the voluble attributes you normally look while
Percentage
50%
30%
10%
10%
100%

most of the members are seeing 50% of members are
And 10% of members
5$
RIMS Chandrapur

5. SUGGESTING TO FRIENDS:
The following table is regarding the cu
this showroom to other friends. This is an indicator of customer satisfaction
also.

S NO SUGGEST FRIENDS
1
2

Interpretation:
A look at the chart shows that 90% of the members are s
and 10% of the members are not suggesting.

0
10
20
30
40
50
60
70
80
90

5. SUGGESTING TO FRIENDS:
The following table is regarding the customer likeliness in suggesting
SUGGEST FRIENDS RESPONDENTS
YES 90
NO 10
A look at the chart shows that 90% of the members are s
and 10% of the members are not suggesting.
YES NO
1 2
90%
10%
RESPONDENTS
63
stomer likeliness in suggesting
%
90
10

A look at the chart shows that 90% of the members are suggesting
RESPONDENTS
RIMS Chandrapur

6) SALSE EXECUTIVE PERFORMENS:
The following table shows sales executive role in explaining the
features of the cat to customer. This helps to know how effective he is in his
job lets see the respon
S NO EXPLANATION
1
2
3
Interpretation:
Out of 100 respondents 60 % of them felt the explanation to be
EXCELLENT. And 35% of them VERY GOOD and rest of 5% felt to be
POOR. According to t
POOR this kind of responses need to be considered with seriousness.

VERY
GOOD
25%

6) SALSE EXECUTIVE PERFORMENS:
job lets see the response.
EXPLANATION IN NUMBERS
Excellent 70
Very Good 25
Poor 5

POOR. According to them sales executives does knotty explain all feature
EXCELLENT
70%
POOR
5%
RESPONDENTS
1 EXCELLENT
2 VERY GOOD
3 POOR
64
%
70
25
5

hem sales executives does knotty explain all feature
1 EXCELLENT
2 VERY GOOD
RIMS Chandrapur 65

7) DELIVERY TERMS:
One of the major factors, which has great role in CRM, is the delivery
terms with regard to customer query or grievance.
S.N.
DELIVERY TERMS IN NUMBERS
Percentage
1
TIMELY/PROMPTLY
70

70%
2
SAFELY 25
25%
3
INCONDITION 5
05%

Total 100
100%

Mean

Interpretation:
From the above chart we conclude that most of the customer that is
70% of found the delivery process is to be TIMELY and 25% of delivery
process to be SAFELY and 5% of delivery process to INCONDITION.

0
10
20
30
40
50
60
70
80
IN NUMBERS
TIMELY/PROMPTLY
SAFELY
INCONDITION
RIMS Chandrapur 66

8) What is your opinion about Network?

S NO OPINION RESPONDENTS %
1 EXCELLENT 50 50
2 GOOD 30 30
3 AVERAGE 15 15
4 POOR 5 5

Interpretation:
Out of the 100 respondents 50% of them told EXCELLENT and 30%
of them told GOOD and 15% of them told AVERAGE and 5% of them told
POOR.

$
1$
2$
3$
*$
5$
+$
E,CE--ENT GOOD A.ERAGE POOR
Series1
Series2
RIMS Chandrapur 67

9) About sales persons contact:
S.NO SCALE RATING RESPONDENTS %
1 Once 55 55%
2 Twice 25 25%
3 More than Twice 05 05%
TOTAL 100 100
Mean

Interpretation:
From the above graph we can conclude that 55% said that sales
person used to contact shop once in a month, 25% said that sales person
used to visit shop twice in a month while 5% said they used to visit the shop
more than twice a month.

RIMS Chandrapur 68

Chapter 5
FINDINGS, CONCLUSION AND SUGGESTIONS

1. Most of the respondents were aware by the friends and relatives
(48%).Advertisements (28%) also helped in providing information to the
respondents.
2. 82% of the respondents were aware of Medreich Life Care products.
3. In advertisement media newspapers (56%) were much affective and motor
(38%) was also a major advertising media.
4. Many factors like family members advertising were responsible for
influencing the customers to buy Medreich Life Care products.
5. 6% of the customers were very much satisfied with Medreich Life Care
products. Whereas 58% was satisfied with Medreich Life Care products.
6. 39% of the respondents were satisfied with the service of the Medreich
Life Care products.
7. After sales service at door step 38% was one of the factors which help the
purchaser to buy a Medreich Life Care products. Prompt service 52% also
help to attract the purchaser.
8. 54% of the respondents considered the price of the Medreich Life Care
products. As higher where as only 8% considered as economical and 38%
of the respondent said it as reasonable.

RIMS Chandrapur 69

CONCLUSION
A study was useful in understanding the customer relationship
management of Medreich Life Care products among a various customers
launching new formulations.
Most of the customers agree that Medreich Life Care products is best
quality with reasonable price the attitude 50% of customers towards price of
Medreich Life Care products is reasonable. But 10% of the customers of
asking for improvement in the quality.

SUGGESTION
Suggestion based on the study according to dissertation is given
below.
1) Introduction of new product is demand of todays era. This introduction
should be planned.
2) There should be proper gap between introductions of two product only
product should be launched at once.
3) The competitive pricing is necessary for the growth of product. Before
introduction of the product sales.

RIMS Chandrapur 70

QUESTIONNAIRE FOR CUSTOMERS

Name of Respondent: ________________________________________
Designation: ________________________ Income: _____________
Address: ______________________________________________________
Phone No._________________ Email id: ________________________

1. Do you use Medreich products? (yes / no)
2. Sources of awareness of Medreich products?
(a) T.V (b) newspaper (c) friends (d) dealers
3. Level of satisfaction with performance of Medreich Pharmaceuticals
(a)excellent (b) good (c) average (d) poor
4. What are the voluble attributes you normally look while purchasing
Medreich Pharmaceuticals?
(a) service (b) price (c) 3g (d) others
5. Do you suggest to friends to purchase Medreich Pharmaceuticals product:
(yes/no)
6) satisfaction with sales executive Medreich Pharmaceuticals: ( )
(a)excellent (b) good (c) average (d) poor
7) delivery terms (new\service): ( )
(a) timely/promptly (c) safely (c) in condition
8) ambience of show room: ( )
(a) showroom ambience (b) distance
(c) appeal (c) others
9. Are you satisfied with your Medreich Pharmaceuticals? (yes / no)
10. Please rate over all experience with regard to the above
Ans: ___________________________________
11. Post purchase:
(a) did the sales personnel contact you about the satisfaction level
after using Medreich Pharmaceuticals? (yes / no)
RIMS Chandrapur 71

i) how many times )
a) once b) twice c) more than twice
ii) were they friendly (yes / no)
11. Please mention your valuable suggestions:
______________________________________________________________
______________________________________________________________
______________________________________________________________
_____________________

RIMS Chandrapur 72

BIBLIOGRAPHY

PHILIP KOTLER 2000/e - MARKETING MANAGEMENT

PHILIP KOTLER &
GARY ARMSTRONG - PRINCIPLES OF MARKETING

G.C. BERI - MARKETING RESEARCH

www.airtel.com

www.troyee.com

Medreich CRM

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