CUSTOMER

RELATIONSHIP
MANAGEMENT
(CRM)
Introduction to CRM

LESSON 1
Content

• What Is Customer Relationship Management?

• Technology & Strategy
• CRM Software
• Frameworks for CRM Implementation
• Eight Building Blocks Of CRM
• Process Based Conceptual Framework
• Consumer Psychology and Behaviour
• Maslow’s Hierarchy Of Needs
• Success Factors Of CRM
• Customer Loyalty
• Managing Better Customer Relationships
What Is Customer Relationship Management (CRM)?
• Customer Relationship Management or CRM is an approach for creating, maintaining
and expanding relationships with customers.

• This is done using data analysis to study large amounts of information. Businesses and
companies need to recognize the importance of establishing and sustaining mutually
beneficial relationships with customers.

• There is no specific department in a company that is responsible for CRM. It is, in fact,
the responsibility of all the departments in a company. CRM must be a way of doing
business that touches all areas.

• In a company, when a department or area is left out during CRM planning, it defeats the
purpose of CRM the company is trying to achieve. Similarly, if only 1 or 2 departments
manage CRM, it puts their whole idea of CRM at risk.
What Is Customer Relationship Management (CRM)?
• There are 2 important aspects in Customer Relationship Management (CRM), which are
approach and strategy. According to Webster, approach is “a way of treating or dealing
with something.”

• CRM is a way of using an approach to handle customers. It also examines the role that
stakeholders, such as internal staff, suppliers and influence groups, play in shaping
relationships with customers.

• There should also be a strategy in CRM, that serves as a benchmark for other
strategies in the company. CRM needs a clear plan, thus strategy is important. Strategy
sets the direction for a company. Any strategy that gets in the way of customer
relationships is going to send the organization in a wrong direction.
What Is Customer Relationship Management (CRM)?
• This can also be looked at from a department or area level.

• Large organizations has strategies for many aspects, such as shareholder

management, logistics, and marketing,

• Similarly, a department must have its own set of strategies for employee retention,
productivity, scheduling and such.

• Each of these strategies must support management of customer relationships.

What Is Customer Relationship Management (CRM)?
• When implementing a CRM strategy, companies will capture and analyze data about
their targeted customers and their targeted buying habits.

• From this wealth of information, companies can understand and predict customer
behaviour.

• When marketing efforts are combined with this customer information, companies will be
more successful at both finding new customers, also making customers spend more
money with them.
What Is Customer Relationship Management (CRM)?
• This is valid for both external and internal customers. External customers are customers
from outside who buy goods and services from a company. Example, when a person
walks into a supermarket and purchase toiletries, they are external customers for the
supermarket.

• Internal customers are people inside the organization whose work depends on the work
of a certain department. Therefore, they are internal “customers”. It’s the responsibility
of this department to deliver what their customers need so they can do their jobs
properly.

• Example, the cashiers in the supermarket need to know how to use their Point Of Sale
system. The training department must train them on how to use it. Thus, the cashiers
are customers to the training department.
What Is Customer Relationship Management (CRM)?
• CRM today is about creating value in a technologically savvy environment. Example,
thousands of people buy from Amazon daily. Amazon does not give customers the
options of talking to a human being during a purchase. Yet, customers have a sense of
relationship with Amazon. This is because the CRM tools that Amazon uses allows
Amazon to achieve certain aspects:

• They add value to customer transactions by identifying related items with their
“customers who bought this book also bought” feature, in much the same way that a
retail clerk might suggest related items to complete a sale.

• Reinforce a sense of relationship by recognizing repeat shoppers and targeting

them with thank you’s ranging from thermal coffee cups to one-cent stamps to ease
the transition to new postal rates.
Case Study 1
Patients Are Customers, Too

In the early 1990s Midwest Community Hospital (not its real name) recognized that managed care
plans dictated where patients went for their first hospitalization. However, it was the quality of caring
during their patient experience that determined whether individuals and families would choose MCH for
their next healthcare need or move heaven and earth to have their managed care plan send them
somewhere else. Insert text

So, a “Guest Relations” program was launched to increase patient satisfaction and loyalty. It involved all
patient contact areas, from the security personnel who patrolled the parking ramp, to the nurses and
aides, to the facilities management team, to the kitchen and cafeteria staff. It forgot finance.

Accounting staff, accustomed to dealing with impersonal policies and government-regulated DRG
(diagnostic related groups) payment guidelines, took a clinical and impersonal approach to billing and
collections. MCH found that all the good will created during the patient stay could be, and often was,
undone when a patient or family member had an encounter with the finance group. MCH learned the
hard way that managing the customer relationships extends beyond traditional caregivers, and that to
work CRM must involve all areas.
Technology & Strategy
• Over the years, CRM has evolved and has become more advanced, especially through
software applications. However, companies often confuse technology with strategy.

• In both large and small-scale efforts, it is common to see the term CRM used as
shorthand for the technology that supports the strategy implementation.

• A CRM Strategy must create an impact in a company’s organizational structure, and this
organizational structure must drive the choices for technology implementation.

• However, companies tend to depend heavily on technology applications, and forget that
they must start with a CRM strategy.
Technology & Strategy
Technology & Strategy
• To gain clarity about the intention CRM is supposed to bring in, companies can ask
themselves the following questions:

• What drives customers to do business with them?

• When managing an internal support area, do customers choose to do business with
them or are they there because they don’t have a choice?
• What do customers need and want to have happen during their communication with
companies?
• What will drive customers to continue doing business with the companies?
• What information about your customers will help identify ways companies can grow
the amount of money customers spend with them?
CRM Software
• CRM started with handwritten notes and Rolodexes, but with the advent and
proliferation of digital technology, it eventually evolved into databases stored on
individual computers, and then the CRM definition shifted into something far more
complex.

• Managing a company’s relationships with customers became a complicated process.

Now, in order to compete in any industry, a reliable system is built on CRM software.

• A CRM Software is a platform that connects different departments, from marketing to

sales to customer service, and organizes their notes, activities, and metrics into one
cohesive system.
CRM Software
• Every user has easy, direct access to the real-time client data they need. This not only
allows for unparalleled coordination across teams and departments, but also makes it
possible for businesses to provide their customers with something extra ordinary:
personalize, one-to-one customer journeys.

• CRM Software give companies the ability to revolutionize the way they connect with
customers. Components such as SaaS and cloud computing are important in a CRM
Software, both of which work together to allow CRM platforms to be available wherever
a user has internet.

• Because of these technologies, cloud-based CRM software can grow with a business,
so every company, no matter the size, can benefit from a CRM-software based system.
Frameworks for CRM Implementation
• As CRM needs strategies and plans in order to work efficiently, companies can use
frameworks to identify what they need and how can CRM help them to become
customer centric.

• A proven framework ensures that projects are approached on a balanced, integrated

and strategic basis. Applying such a framework will help application leaders responsible
for CRM projects to reduce the risk of failure.

• There are many types of frameworks, so companies need to choose a framework that is
ideal for them.
Frameworks for CRM Implementation
• Gartner is a Connecticut-based technology research and consulting company that has
developed a CRM framework, which is called Eight Building Blocks of CRM. This is a
proven framework and was built to help companies see the big picture and develop
successful CRM implementations.

• The Eight Building Blocks that are the fundamental components of a successful CRM
initiative according to Gartner are: Vision, Strategy, Valued Customer Experience,
Organizational Collaboration, Processes, Information, Technology and Metrics.

• On the other hand, Payne and Frow (2005) came up a process-based conceptual
framework for strategic CRM and identify key elements within each process.
Eight Building Blocks of CRM
Eight Building Blocks of CRM
Creating CRM Vision
• CRM vision is essential for creating a successful CRM program. Successful CRM
implementations require a clear CRM vision that reflects the value proposition of the
company, the nature of the customer experience and target customers with which the
company wants to build relationships.

• To develop a clear and actionable CRM vision, a company needs to ensure that its
leadership is committed to fostering a customer-centric focus and creating corporate
culture that supports the company’s customer-centric objectives.

• The vision should motivate employees to work together, generate customer loyalty, and
gain greater wallet share and market share.
Eight Building Blocks of CRM
Developing CRM Strategies
• The objectives of a CRM strategy are to target, acquire, develop and retain valuable
customers to achieve corporate goals.

• Creating a strategy is different from developing a vision. Strategy addresses the “how”,
while vision states the “what” and “why”. CRM strategy guides company to turn its
customers into assets.

• Hence, CRM strategy must include objectives and determine how resources are going
be used to interact with customers in order to turn the customer base into an asset by
delivering customer value propositions.
Eight Building Blocks of CRM
While developing a CRM strategy, the company requires to:
• Assess their current position in the market and its relations with its customers
• Understand its current customers
• Identify target segments by segmenting the customer base
• Set customer objectives for each acquisition, development and retention stages
• Define metrics for checking the implementation of the strategy and performance of
achieving the objectives such as satisfaction, loyalty, and cost to serve
• Outline the strategy to customize products, pricing, communication and channels to
create customer value proposition
• Develop strategy to manage segments, customer service, channels and contacts to
deliver customer value and customer experience
• Identify the required capabilities, skills, people, data and infrastructure
Eight Building Blocks of CRM
Designing Customer Experience
• Designing an excellent customer experience is significant to ensure that the company’s
offerings and interactions deliver ongoing and consistent value to customers.

• Understanding the key dimensions of the customer experience and meeting the
customer expectations result in more satisfied and loyal customers and higher sales,
whereas poor customer experience causes customer loss.

• Companies must look from the eyes of customers and set expectation based on what
customers want.
Eight Building Blocks of CRM
• It is important to deliver what the customers expect, and this can be possible by
ensuring multichannel feedback systems and listening voice of customers.

• Feedback is critical in designing and improving the customer experience.

• Companies must listen and take feedback from its customers and employees to design,
personalize and improve the customer experience.
Eight Building Blocks of CRM
Enabling Organizational Collaboration
• Successful CRM implementation requires organizational culture that is compatible with
CRM vision and strategy.

• Organizational Collaboration is needed for CRM implementations.

• Whole organization and employees must become more focused on the needs and
preferences of customers.

• A company which fails to provide organizational collaboration faces high risks of CRM
failure.
Eight Building Blocks of CRM
• It is essential to align the organizational structure with customer focus, building
customer-centric understanding within the company, create an environment of
collaboration, maintain the employee satisfaction, and identify the areas of change for
management and update them.

• Aligning the organization based on the philosophy of CRM requires ongoing change
management in internal processes, organizational structures, employees’ skills,
competencies and behaviours, incentives and compensations, and leadership.
Eight Building Blocks of CRM
Redesigning Processes
• Functionally fragmented processes lead to poor experiences and cause failure in
delivering the customer value.

• Successful customer process reengineering is necessary for meeting the customers’

expectations, delivering great customer value and experience, and providing
competitive differentiation.

• The aim of customer process re-engineering is to improve relationships with customers.

CRM programs require effective management of customer life cycle processes as well
as analytical and planning processes that build knowledge of the customers.
Eight Building Blocks of CRM
• Customer process re-engineering efforts of a company must start with mapping the
touch points and processes in attempt to identify the processes that cause most
dissatisfaction from the perspective of customers.

• A company must focus on re-engineering the weak points of the processes to make
them more customer centric and deliver greater customer value. Not all processes are
considered as equally important for customers. Thus, companies can quantify and
prioritize the processes based on their contributions to customer value and their impact
on the company’s strategic CRM objectives.

• Companies can take feedback from customers about their priorities and based on the
feedback, they can make necessary changes in the front and back office to improve the
processes.
Eight Building Blocks of CRM
• Customer process re-engineering must focus on creating processes that meet
customers’ expectations, support the customer value proposition, provide competitive
differentiation and contribute to delivering outstanding customer experience.
Eight Building Blocks of CRM
Creating Customer Information Strategy
• Customer information is considered as the lifeblood of CRM. It is the key to build
profitable relationships with customers.

• Since customer information is the basis of customer insight and effective customer
interaction, they must be sourced, managed and deployed strategically.

• Customer information and insight must be attainable across touch points to support
consistent customer interactions. Creating accurate, complete, consistent and timely
customer information and insight is the foundation of CRM and enables company to
enhance customer interactions and deliver consistent customer experiences.
Eight Building Blocks of CRM
• Success of CRM strategies depends on the ability of a company to ensure high quality,
accurate, and complete customer data.

• It should also create a single view of the customer for operational and analytical
purposes, identify insight needs for the different customer life cycle stages, and
leverage customer information.

• Failure to provide and obtain information in the right place, in the right format, and at the
right time, and lack of customer data quality are among the top causes of CRM failure.

• Fragmented databases and systems may hurt the CRM information capabilities of a
company. Poor CRM information capabilities can cause costs about storing and
managing duplicated data.
Eight Building Blocks of CRM
• Companies that has fragmented and inadequate CRM information cannot:

• Handle customer interactions efficiently, effectively and accurately

• Estimate the customers’ current and potential value
• Predict the likely future behavior and requirements of customers
• Accurately segment and profile customers for offering customized products
• Measure ROI and CRM strategy success
Eight Building Blocks of CRM
• Companies that can source, manage and leverage the customer information are more
likely to achieve their CRM goals and objectives and gain a competitive advantage.

• To improve the CRM information system, companies must focus on:

• Maintaining and improving data quality

• Integrating data that come from all channels
• Creating an integrated, multichannel, customer-facing view for customer interaction
• Determining what information is needed to get customer insight
• Creating analytical customer view by obtaining the data that are extracted from the
different data sources, transforming into a consistent and usable format, and
integrating it with other data
Eight Building Blocks of CRM
• Storing customer data for analytic purposes
• Analyzing customer data and creating insight
• Applying customer insight to customer interactions and optimize customer
relationships (such as using customer insight for pre-planned outbound
communications, event-driven outbound communications, and guiding incoming
interactions in real time
Eight Building Blocks of CRM
Enabling CRM Through Technology
• Although CRM is more than technology, role of CRM technologies cannot be ignored.
CRM technologies enable CRM business strategies.

• The aim of CRM applications is to deliver integrated functionality to support seamless

customer centric processes throughout the company and its partners.

• CRM technology bases of a company must be integrated across channels and business
units. Companies that want to achieve their objectives of CRM strategies must
integrate their fragmented operational and analytical capabilities and create a set of
enterprise integration standards to ensure conformity.

• They must also consider the integration of CRM applications with other companies’
applications such as Enterprise Resource Planning (ERP), Supply Chain Management
and other internal applications.
Eight Building Blocks of CRM
Defining & Monitoring CRM Metrics
• Performance of CRM programs and strategies must be evaluated systematically to see
whether they meet expectations. Performance evaluation enables companies to match
the CRM objectives and performance measures by taking corrective actions or
modifying CRM objectives.

• To build profitable relationships with customers, companies need to set measurable

CRM metrics and monitor the metrics in order to evaluate their performance. Without
performance management, a CRM strategy cannot be successful.

• CRM metrics assess the level of success as well as provide feedback mechanism for
the change management, modifying the CRM strategy and implementation, and
improving customer experience.
Eight Building Blocks of CRM
• CRM performance management metrics can be used to measure the company’s
performance and success with CRM. Corporate (market share, revenue and profit),
customer strategic (acquisition rate, retention rate and customer lifetime value),
operational & process (complaint levels and response levels), and infrastructure inputs
(call answering times and data accuracy levels) metrics are considered as the CRM
performance management metrics.

• However, marketing measures such as market share and total volume of sales may not
be suitable for evaluating the CRM performance. A balanced scorecard, which involves
the performance evaluation metrics related with the objectives of the CRM program, can
be more suitable to evaluate CRM performance.

• Measuring the relationship satisfaction help the company see to what extent its
relational partners are satisfied and estimate the customers’ intention of continuing or
terminating the relationship.
Process-Based Conceptual Framework
• In the Process-Based Conceptual Framework, there are five key cross-functional CRM
processes. They are:

• Strategy Development Process

• Value Creation Process
• Multichannel Integration Process
• Information Management Process
• Performance Assessment Process

• The proposed CRM process-based framework provides deeper insight for achieving
success with CRM strategy and implementation.
Process-Based Conceptual Framework
Process-Based Conceptual Framework
Strategy Development
• In the strategy development process, company develops its business and customer
strategy which affects the success of its CRM strategy.

• Companies takes into consideration its business and customer strategy while
developing and implementing its CRM activities.

• Companies can develop its business strategy based on its vision and industrial and
competitive environmental analysis.

• As a part of customer strategy process, company identifies its target segments by

analyzing the existing and potential customers’ preferences and characteristics.
Process-Based Conceptual Framework
Value Creation
• After the strategy development process, companies determine the value for its
customers.

• With this value, companies must maximize the lifetime value of desirable customer
segments and achieve competitive advantage.

• Since the company can interact with its customers through a growing number of various
channels, the multichannel integration process becomes as one of the most important
elements in CRM.
Process-Based Conceptual Framework
Multi-Channel Integration
• The multichannel integration process includes determining the right combination of
channels to interact with customers and ensuring outstanding customer experiences
across various channels.

• A company’s ability to manage multichannel integration and create excellent customer

experience is dependent on its ability to create a single unified view of the customer and
deliver it across channels.
Process-Based Conceptual Framework
Information Management
• During the information management process, company must focus on gathering and
intelligently using customer information from all channels and integrate it with other
relevant information to generate customer insight, build a consistently superior customer
experience and long-term customer relationships.

Performance Assessment
• Lastly, as a part of the performance assessment process, companies must ensure
whether their strategic aims in terms of CRM are being fulfilled or not.
Consumer Psychology and Behaviour
Consumer Psychology
• Consumer Psychology refers to the processes used by clients and customers to select,
purchase, use and or discard products and services.

• In the business world, consumer psychology research helps firms improve their
products, services and marketing strategies in order to bolster sales.
Consumer Psychology and Behaviour
Consumer Behaviour
• Consumer Behavior refers to the study of how customers, both individuals and
businesses satisfy their needs and wants by choosing, purchasing, and using goods,
ideas and services.

• Studying consumer behaviour is important because it helps a company and its

marketers understand what influences consumers' buying decisions.

• By understanding how consumers decide on a product or service, they can fill the gap in
the market and identify the products that are needed, and which products are obsolete.
Consumer Psychology and Behaviour
• Consumer Behaviour is a general concept used in different academic disciplines such
as Sociology, Psychology and Marketing.

• It consists of three basic steps:

Maslow’s Hierarchy Of Needs
• In 1943, Abraham Maslow, a psychiatrist, introduced a theory of human motivation which
proposed that people are motivated to satisfy several needs, and that some of those
needs take more importance over others.

• Maslow argued that human needs are arranged in a hierarchy, with basic physiological
needs (food, water, etc.) at the lowest level, and self-actualization at the highest.

• The hierarchy of needs is usually depicted as a pyramid. Maslow contended that people
must satisfy the lower-level needs before they will be motivated to satisfy the needs on
the next higher level of the hierarchy.

• This theory has been widely used in the social sciences and in business to conceptualize
important principles, and a version of the hierarchy can provide an effective framework for
describing and organizing the building blocks of customer experience.
Maslow’s Hierarchy Of Needs
Maslow’s Hierarchy Of Needs
• Customers will focus first on the needs at the bottom of the hierarchy. Once those lower-
level needs have been met, their attention will shift to the need in the next higher level of
the hierarchy.

• It's important for marketing and customer experience leaders to understand that lower-
level customer experience needs don't disappear once they have been initially satisfied.
They must continue to be satisfied, or they will again become customers' primary focus.

• The following diagram depicts the six factors that collectively define an exceptional
experience for customers.

• Each element in the diagram is a type of need, or an outcome, or a condition that most
customers want to satisfy, achieve, or experience in their relationship with a company.
Maslow’s Hierarchy Of Needs
Maslow’s Hierarchy Of Needs
• As the diagram indicates, these customer experience needs are arranged in a hierarchy,
but as with Maslow's model, the hierarchy is not based on the absolute importance of the
needs.

• Instead, the hierarchy describes the sequence in which customers focus on and prioritize
each type of need.

• Customers will focus first on the needs at the bottom of the hierarchy. Once those lower-
level needs have been met, their attention will shift to the need in the next higher level of
the hierarchy. The hierarchy reflects the natural and common-sense way that most
customers think about their experiences with a company, product, or service.

• Example, when customers first encounter a product or service, their attention will be on
functional performance and economic impact. Once customers have determined that the
product or service is providing an acceptable level of functional and economic
performance, they will focus more on whether the vendor is easy to do business with.
Maslow’s Hierarchy Of Needs
A brief description of each element:

• Functional quality/performance - The company's products or services provide the

expected level of functional benefits and exhibit a high level of reliability.

• Economic impact - The company's solution was (or can be) purchased at a reasonable
price. The solution has an acceptable total cost of ownership and delivers an acceptable
return on investment.

• Ease of doing business - This element encompasses the functional aspects of the
customer-company relationship. It includes attributes such as convenience and
responsiveness.
Maslow’s Hierarchy Of Needs
• Trustworthiness - Information provided by the company is accurate and reliable, and the
company consistently keeps its promises and fulfills its commitments. In addition, they put
the customer's interests ahead of their own.

• Strategic insight - The company regularly provides insights that help the customer
address major strategic challenges, sharpen its competitive differentiation, and identify
new growth opportunities.

• Personal value - Personal value refers to the benefits that are experienced by the
customers who has done their initial purchase of the company’s and how the company
can influence the decision for customers to continue the relationship with the company.
Some of the most important personal value benefits are enhanced self-esteem and
professional reputation.
Success Factors Of CRM
• While clear intention fuels the power of CRM, there are several other success factors to
consider. Companies that implement CRM with a strong return on investment share these
characteristics.

Strong Internal Collaboration Around The CRM Strategy

• Management and all departments in a company need to form strong internal partnerships
around CRM.

• If the company is early on the road to CRM implementation, now is the time to bring CRM
needs to the table, and to be open to listening to the CRM needs of other areas. If the
company has gone off the road in CRM, it must come back together and rebuild those
areas.

• Companies must appreciate staff and what they have done. It must also let them know
what data it has to offer and help them understand to plan to use the data that is
available.
Success Factors Of CRM
Accurate Information Collection
• Employees are most likely to comply appropriately with a CRM system when they
understand what information is to be captured and why it is important. They are also more
likely to trust and use CRM data when they know how and why it was collected.

CRM Tools Are Customer & Employee Friendly

• CRM tools should be integrated into systems as seamlessly as possible, making them a
natural part of the customer service interaction.

Report Out Only Data That Is Necessary

• Just because a CRM tool can run a report doesn’t mean it should. Refer to the CRM
strategy, and then run the data that is really needed. This saves a lot of time, and
eventually save cost.
Customer Loyalty
• Customer Loyalty describes an ongoing emotional relationship between the business and
its customer, manifesting itself by how willing a customer is to engage with and repeatedly
purchase from company versus their competitors.

• Loyalty is the byproduct of a customer's positive experience with the business or

company and works to create trust. It can be measured in two parts: Customer Loyalty
Behaviour and Customer Loyalty Attitude.

• Behaviour is measured by how many customers repurchase a brand's products, rather

than choosing a competitor.

• Attitude is measured by the public's opinions on repurchasing a particular product or

service.
Managing Better Customer Relationships
• In order to develop and manage better customer relationships, there should be:

• A willingness from both the business and the customer to stay committed to the
relationship which is based on mutual benefits.
• A ‘non-transactional’ orientation that involves a combination of strategies which
build up the relationship between the business and customer over a period of
time.
• A willingness from the business to invest in an infrastructure that can help
implement the CRM system. The infrastructure could include web-based
hardware/software which could effectively harness the advantages of CRM.
• Implementation of a well-balanced transaction-based loyalty program.
Case Study 1
Consumer Product Contact Centre

Sonjia manages a consumer product call center for a food manufacturing company. Her group responds
to approximately 800 calls and e-mail requests offered by product users. Sonjia knows that her
customers often choose these products because these are the brands their mothers and grandmothers
used. She also knows that most of them don’t even think about her or her group, until they have a
Insert
product question or concern. In the event there is text
a problem with a cake mix, cereal, or other product,
the members of Sonjia’s team need to obtain product codes from the customer. Beyond resolving
problems and answering questions, the 800 over call or e-mail contact is a great opportunity to
reinforce customer loyalty and gather more information about this new generation of users.

Therefore, Sonjia is clear that for her team CRM must:

• Create a sense of relationship and reinforce brand loyalty with customers who seldom contact the
company directly.
• Quickly and effectively turn around a product problem or concern.
• Gather product code information so that the potential impact of problems and concerns on other
customers— those who don’t make direct contact—can be assessed and corrections and
improvements can be made.
Case Study 1

Working Together for CRM

At the Consumer Product Call Center, the market research group wanted to add a short customer
survey to the end of each customer call. Sonjia worried that both customers and staff would resent
spending additional time - customers because itInsert textthe purpose of their call and staff because of the
wasn’t
pressures to handle a particular number of calls each shift.

Engaging in dialogue with her marketing peer about their needs and her concerns helped the CRM
team to produce a workable strategy. Using the power and flexibility of the existing software
applications, callers are randomly selected to participate in surveys.

Customers are asked if they would be willing to spend an additional few minutes answering three
questions in return for a thank-you coupon. Customers who agree are transferred to an automated
survey system, while service representatives are freed to respond to the next call.
Q&A Session