PLANNING FOR CRM * To Discuss the Concept of CRM Planning * To Explain Various Steps in CRM Planning * To Describe the Elements of CRM Plan “Until you understand your customers deeply and genuinely, you can't truly serve them.” Rasheed Ogunlaru INTRODUCTION Identifying and understanding the needs and demands of customers is the prime focus of modern organizations. With the passage of time, organizations have realized the fact that ‘Customers’ are not optional for a business; they are meant to be dealt efficiently, as sustainability depends on them. Therefore, maintaining long term relationships with them is the need. CRM has emerged as an interface between organization and public. The effectiveness with which organization plans its CRM program determines its success or failure in the long run. FACRM PLANNING Itis rightly said “the task which is well planned is half done”. While planning, a detailed action plan is decided in advance with the aim to achieve desired goal. A CRM plan is all about recognizing valuable customers, understanding their needs logically and aligning organizational capabilities to optimally fulfil those needs. An effective CRM plan is comprehensive in nature and covers variety of aspects such as: * Plan for collecting critical customer informationPlanning for Cry + Targeting the most profitable/promising customers * Plans for enhancing customer loyalty + Personalizing products and services * Planning for increasing customer value and organizational revenue [DE] CAM PLANNING PROCESS OF STEPS IN CRM PLANNING It must be kept in mind that CRM planning is a strategic task which is quite challenging for any organization. It requires expert knowledge, careful analysis and commitment of huge costs. An organization takes several key steps that are essential for successful formulation of CRM plan, which are as follows: 1, Justifications While CRM Planning: The organizations have to justify the following aspects while initiating to plan for a CRM program: (‘Need of CRM in Organization: Does the company really needs a CRM program or can i work effectively even without CRM? (ii) Justification of the Cost Involved: Will the benefits evolved after CRM Implementation be more than the costs planned? (ii) Necessary Modifications in Strategies and Processes: Are the existing process and strategies flexible enough to be modified to incorporate CRM requirements? Gv) Suitability with Organizational Design and Structure: Will CRM be suitable with the organizational structure and design? (¥) Changes in Technology: How occasionally can uj ipcoming technologies may affect CRM program? What will be the effect of technologies on CRM? What is the What types need of CRM of CRM, program ? structure will be suitable? eras oat Cutt Peay‘Planning or CRM [Page + 10.3] 2, Building Customer Centricity: The orientation of modern organizations have shifted from ‘Product’ to ‘Customer’. The process of revenue generation in the contemporary organizations starts from understanding the needs and expectations of customers. To survive in this world of competition, commitment towards the customers must be clearly understood and acknowledged. In the words of Craig Bailey and Kurt Jensen,” customer centricity involves aligning organizational resources for effectively responding to ever changing needs of customers, while building mutually profitable relationships.” The process of CRM planning starts with creating a culture of customer centricity in the organization. Ways to Develop Customer Centricity in Organization Customer focused thinking can be developed in the organization by following ways: ‘Customer Satisfaction Customer Retention Cee irre os recut Profitability by Customer ‘Segments Profitability by Customers * Motivating personnel to adopt customer centric behavior © Recognizing and rewarding customer centric behavior * Providing training to every staff member for customer centricity © Ensuring the decision making hinges on customers * Highlighting firm’s progress in customer centricity * Taking the customers’ requests and feedback seriously * Involving the customers in organizational crucial decisions| | Pero Planning for cry + Implementing customer focused changes * Analyzing customer information thoroughly Conducting customer surveys, interviews and recording observations (mystery shopping) * Responding to customers via emails, websites * Putting employees in customer shoes For detailed discussion on Customer Centricity, refer to chapter no. 9 of this book. 3. Setting the CRM Objectives: in any organization, plans are designed at corporate level, business level and at departmental level. The third stage in the Process of CRM planning is the designing of CRM objectives, Objectives are designed for aligning employees, CRM process and technology to attain overall organizational vision. Here, the organizational CRM goal must be reflected in the overall Business Plan. This stage includes the following key aspects: * In this stage, CRM objectives are designed by the organization These objectives are set at organizational level as well as at departmental level. At the organizational level, CRM objectives are integ, rated with the grand level strategy of the organization, also known as Corporate Level Strate; ‘BY: organization. Requirements of Effective CRM Objectives Effective CRM objectives must fulfil the following requirements: 1. Guiding Action: Objectives must guide the CRM actions of organization. It should work as a guideline for designing, implementing and meas ‘uring the CRM program, 2. Aligned with Organizational Vision: CRM objecti the overall organizational vision, means the objective should be clear and unambiguous; without confusion and chaos. To make the objectives specific, the CRM team must be briefed exactly wh, at is expected, why it is important, who is responsible, where iti S going to happen and which attributes are * Why: What are the specific reasons, Purposes or benefits of accomplishing the objectives?panning for CRM [Page + 10.5] Who: Who is responsible for what? + Where: Where to do the task ie. identify a location? Which: Which resources are available and which requirements are to be met? 4, Achievable: This criterion stresses the importance of CRM objectives that are realistic and also attainable. An attainable objective may stretch a CRM team in order to achieve it. Thus, the objective should neither be out of reach nor below standard performance. The organization must develop the attitudes, abilities, skills and financial capacities to reach their objectives. Relevant and Realistic: The fifth criterion stresses the importance of choosing a relevant CRM objective which will be compatible with overall organizational objectives. 6. Measurable: The criterion stresses the need for concrete standards for measuring progress towards the attainment of the objective. Measurable CRM objectives assure that the team is making progress towards its successful completion or not. 7. Time bound: Last criterion stresses the importance of grounding CRM objectives within a time frame, giving it a target date. The commitment to a deadline helps a CRM team to focus its efforts on completion of the goal on or before the due date. This criterion is intended to prevent the team from being overtaken by the day-to-day crises that invariably arise in an organization. A time-bound plan is intended to establish a sense of urgency. CRM objectives must be aligned with the CRM strategy. Objectives bind the strategies and processes together and functions as a link between them. 4. Planning for Resources Alignment: Various organizational resources have to be planned in this stage to be prepared with a fool proof CRM plan. Following resources must be carefully planned and aligned: Personnel: Alignment of personnel towards customer centricity Operating practices and procedures Internal and external systems Products and services Defining Data Requirements: Organizations have to maintain huge amount of customers’ data, and that requires having @ strong database technology and hardware platform. This step in CRM planning deals with the analysis of data requirements. ‘To create an emotional connect with their customers, organizations maintain the data bases, where they store their customers’ information. It helps them to keep up-to-date customer data and[Page + 10.6 ] formation. This data can be used anytime for different purposes. To take TUcial decisg, informa nay Planing, 5‘ this is analyzed and used by the organizations. ‘ Customer Databese —~ Lo Previous Purchase Contat Intrmation aes we cas ae sae Personal Dia) — Sarg Hants ~~ Pal Complaint Records ‘Tastes and Preferences WS Ww —~ lteractonnitony wih Sales poopie ese Customer data bases helps an organization to with customer helps in building loyalty and repea can be identified and contacted with special offer needs; * Toconnect with the customers * Customer satisfaction * Customer retention The data requirements must be cen up with these requirements 6. Planning for Coordination; This stage involves communicating 4, departments such as Marketing, Sales, Finances management as well as various functional areas is the k project. ly defined, e need Keep regular contacts with customers, Connecting t business. Loyal, consistent and Tepeat customer, *s. Customer database are used for the following 4d, So that CRM tool can be customized to matt 7 of formulating CRM plan with differ Accounting and Operations ete, Support from “Y 10 successfully plan and implement‘Planting for CRM 7, Planning for CRM Project Team: A valuable project team is the need for successful CRM in any organization. This team will be accountable for key decisions related to CRM plan. The effectiveness of CRM project largely depends upon the efficiency of development team that works for CRM. Development team consists of group of specialized people from different departments of an organization such as Marketing, Sales, IT, Production, Finance etc. This team is concerned with taking strategic decisions related to CRM strategy formulation and works towards an integrated objective. Major responsibilities of CRM team include the following: + Uanderstanding the needs of every department and implementing CRM program accordingly. * Determining the need of implementing CRM in the organization. * Making key decisions and offering recommendations, wherever necessary in CRM planning and implementation phase. * Communicating the benefits of CRM in the entire organization. © Arranging the funds for CRM project. ‘* Taking decisions on the matters where technical assistance have to be outsourced. CRM team is headed by the CRM Project Manager, who is the overall in-charge of the CRM project in an organization. His team members are given specialized tasks and every member is responsible for specific set of tasks. Generally, the team consists of Project Sponsor, Implementation Manager, Database Developer, Technical Experts, Security and Information Manager and many others depending upon the requirements of CRM program as well as the organization. 8. Designing Plan of Action: It will show what and how the organization aspires to turn its CRM vision into reality. This stage deals with developing and defining CRM strategy. Elements of A CRM Plan Applan of action is designed which will show how the CRM vision will be attained. This plan will show the logical sequence of steps that CRM team and other departments will be following to attain the final objective. Generaily, a plan of action contains the following information: «Target market * Selection of CRM tool * Method to attain customer loyalty * Sales Force Automation Lead Management Implementation Roadmap(rage 2108] Planing fry, 9. Planning Desired Outputs: CRM system is described on the basis of its actual outputs. The o, which they believe to be attained. Desig xy define the CRM success criteria, ‘The success of any have certain expectations from a CRM program, | are the targets expected from CRM program. As the outputs should be specific and measurable as far as possible. BaNizatig, 2d Outps Pe hese desis ‘There are various methods to measure the outputs of a system e.g. quantitative me qualitative methods. Application of these methods depends upon the nature of CRM syst | requirements. Generally, the following outputs are expected from a CRM progra thods an fem and © To solve the existing certain problems of an organization * To facilitate the working towards relationship management * To build a positive organizational image in market + Toattract new customers and retain the existing ones + Tounderstand the customer requirements well The output of CRM program is planned by setting performance standards, generally known x success metrics. The organizational experts set certain metrics for CRM program functionality base on their expectations. These standards work as the guidelines against which the actual performance | of a CRM application can be assessed in the future. | SoU Oe ieee ae Improvement in the customer service rato Reduction in the time of customers’ data collection and analysis Minimising the time required for data integration Improvement in data quality Generating and ex porting the cust data in24 hours CRM team measures the improvements that came CRM program through these planned outcomes at later st ad (actu performance of CRM application is compared with the magne em te menue : the i © pre-designed expected functionalities comparison facilitates in finding the gap area, pe lies E S, what was expected and what has been delivered Ee ——— —APlanning for CRM Page : 10.9] the CRM program. Finally, the deviations are identified and action plan is prepared accordingly to required improvements. ‘The output of CRM program is planned on the basis of various subjective and objective measures. These CRM measures are the grounds to calculate the success rates of CRM strategy. The organization must answer the following questions regarding CRM measures: «Are the sufficient CRM measures (Subjective and Objective measures) in place? + Is the data of CRM measures collected accurately, organized effectively and shared with the right people in organization? Does CRM measures reflect the CRM strategy accurately? Subjective + Customer satistaction surveys cRM + Tracking customer complaints Measures * Asessing customer compliments Objective * Average length of customer transactions CRM ‘+ Customer transaction accuracy Measures + Solving customer issues in first contact Planning the outcomes in the initial stages ensures that CRM strategies are targeted at right customers and confirms the compatibility of organizational vision, plans and processes with the CRM strategy. jo-Relevant Issues while Planning for Output While planning for CRM program outcomes, following issues must be considered seriously: (1) CRM system must be planned in such a way that its outcomes are measured on regular basis and grey areas are pin pointed at the earliest. (2) Organization must design a realistic CRM budget in the planning stage itself, so that outcomes can be forecasted accurately. The budget must be made keeping into consideration the expected rate of return (return on investment) from the CRM project, as, ROI is the indicator of project value. (3) The risk involved in the CRM project must also be considered seriously and probability of risk in expected outcomes must be ascertained. EEQQY SETTING THE CRM PROJECT FOUNDATION With the introduction of CRM project in any organization, various changes have to be incorporated, some of which a1 (i) Working culture shifts from traditional way to automated customer interactions. (i) People in the organization may resist change, they need to be educated about the use of CRM. This training will differ from one department to other.[Page 110.10 ] Pl Page 10.10 ] m8 ge (ii) The expectations of top management changes drastically, as they expect high level be “eg, from CRM program. (iv) Setting clear vision, mission, goals and priorities is must. (v) Clear priorities are to be set for objectives, processes and activities, (vi) Clear budget has tobe designed and responsibility for funds is aso assigned i required to perform various (vii) IT department has to be made proactive. They are req Perform various Cay a roles e.g. database management. (viii) Assessment of various risk factors is to done carefully. HOG] ELEMENTS oF cRM PLAN CRM plan shows the path regarding how an organization would tum its CRM Vision into rig Tt portrays a logical sequence of steps that CRM team and other departments will be attain the final objective of customer satisfaction. Generally, a plan of action contains ¢ following, he fllowsg elements: 1. Target Market: CRM is designed for the customers and their satisfa depict the segment of customers for whom the target audiences. ction. CRM plan sou Plan is going to be designed ie. who are te 2. CRM Tool: CRM is a specialized task, wi hich is handled by automated software in te modem times. CRM plan will discuss the ci titeria for selection of CRM tool. 3. Method to Attain Customer Loyalty: Focus for every CRM plan is to hi It would highlight the methods that company wi and loyalty such as loyalty programmes, ave customer loyal ill be using to attain customer satisfaction 4. Sales Force Automation: One of the Most crucial components of CRM plan is sales fore automation. Sales Force Automation Real-Time Opportunity Powerful Forscasti ‘Quotes & Orders ‘Management Capabilities Functionality Full Cycle Lead Management Sales Performance Management with Reports & Dashboards Sales Force ‘Automation Key Features0.11 | Planning for CRM Pag 5. Human Resource Management: Human resource management involves managing the human resources and their skills at the specific moments of truth and service encounter. 6. Lead Management: It involves keeping track of sales leads. Leads are attained through successful campaigns, 7. Customer Information: CRM deals with collecting customer information, their past purchase history, trend of purchases etc. All this information is given to concerned departments. 8, Promotion and Marketing: It includes the activities undertaken by a company in order to promote its products or services. Business Reporting: Customer relationship managers have to create a balance between sales, marketing and customer care reports. These customer care reports assist executives to gain an insight into daily work management and operations. 10. Analytics: It is the process of studying and presenting the data with the aim of observing the market trend. Analysis is done with the help of graphic presentation (histogram, charts, pie charts, diagrams etc.) or application of statistical tools (correlation, regression, trend lines etc.) The analysis is done with the help of current data and past figures, which will “ lead to meaningful outcomes in the form of trends. 11, Implementation Roadmap: CRM plan would also describe the implementation roadmap, which will show how the planned tasks would be implemented.Chapter | ewe _——— Ley vete a Oli taaecece "To Discuss the Meaning of CRM Strategy * To Discuss the Essentials of An Effective CRM Strategy * To Describe Need of A CRM Strategy * To Explain the Process of CRM Strategy Development "To Describe Customer Strategy Grid “A business absolutely devoted to Customer Service Excellence will have only worry about profits. They will be embarrassingly large.” Sir Henry Ford INTRODUCTION It must be well understood that every organization needs effective CRM approach irrespective of its nature of products and services, type of customers and forces working in the marketplace, CR managers must be able to maintain customers’ relations optimally. A key to successful customer relations is knowing the clients, answering their doubts, offering fruitful advice and recommendations and in all these functions, CRM strategy can be of great use. Getting and keeping customers for long requires an effective CRM strategy. Having a clear and appropriate CRM strategy is inevitable. Besides that, CRM strategy must be in synchronization with the overall business goals and strategies. The managers must plan the time period of CRM strategy setting in advance. As far as possible, a written plan must be made to follow through, Moreover, setting CRM strategy must be made crucial part of organizational annual objectives. Top management people and related staff must be involved in this setting stage to propose the changes required.“ty ERE] cr sTRATEGY | Strategy is a plan to reach at desired outcome crea ted keeping into consideration avai ! resources. A CRM strategy is designed to create and maintain strong relationship with Organization’ customers. It defines the way to acquire new customers and retain the existing ones, It jg inpenet for an organization to have sound CRM strategy. In the words of Gartner, aM iS a business Sttateg, whose outcomes optimize profitability, revenue and customer satisfaction by implementing cue” centric processes.” It must be noted that CRM strategy can’t be designed in isolation, 1 : relevant and linked to the corporate strategy. CRM Strategy & Implementation Model MUS be “CRM Readiness Assessment Process 1: Strategy Development 7 5 Enabling Processes 2 S — 3 e Process 2: Process 3: Process 4: § | | 3 Value Creation Mutti-Channel Information = | g Integration Management 8 e : é = & Process 5: Performance Assessment ‘Source: Adrian Payne & Pennie Frow, Customer Rela tionship Management EREJ ESSENTIALS OF EFFECTIVE CRIM STRATEGY Following are the essentials of an effective CRM strategy: 1. Customer Orientation: CRM strategy must be on the requirements and expectations of cus clearly mention objectives of customer relation completely customer centric. It should an tomers. Besides that, CRM strategy shot! ship. 2. Alignment of CRM strategy with Organizati in i lonal Goals: CRM strategy must go had! hand with the organizational goals. It should s ‘upport organizational vision and mission A 3. Transparent: CRM strategy should be kept transparent forall organizational employ should be apparently discussed with staff within the organization.ron State Page ? 11.3] 4, Top Management Support: CRM strategy should be such that it is designed with the support of top management. 5, Technology: In today’s competitive world, technology plays vital role in the growth of organization. Implementation of CRM requires an organization to have advanced technology and making use of CRM software. It helps in collecting required customer information in the most suitable manner. Moreover, the technology has to be updated from time to time. 6. Service and Support: CRM strategy must focus on customer service and support at every stage. 7. Match with Offering: It should match with the expected products to be offered to customers in present as well as in the future. Aligned with Organisational Match with the Products: and Services Offered Customer eon Ci) Canecag 8. Other Essentials: A CRM strategy must have the following essentials as well: © It should be rational and logic based and should not be designed haphazardly. © CRMstrategy should be based on facts. * Itshould be time bound. * — Itmust consider the resource constraints of organization. (J NEED OF CRM STRATEGY anizations need CRM strategy. The fact is CRM strategy is formulated with certain objectives, which must be clearly set and defined. In addition to that, CRM objectives must be in synchronization with overall organizational strategy. The objectives for which CRM strategy is designed are being covered under following heads: wide direction to various functional operations ete. They get clear idea The question arises why org: 1, Providing Direction: CRM strategy is designed to proy areas of the organization such as marketing, finance,- Sharing Harmonized Information among Channels: It is imy . Clear Customer View: CRM strate; . Eliminating Confusions: CRM nature and size of organization for which it has te be designed. Following is the CRM stratesy development process, which is applied by CRA Sta bout what is expected from them and how they are supposed to fulfil CR about wha while fulfilling other organizational respons . Object, ilities. CRM strategy directs the org ‘s ization, about various strategic aspects such as: * Which markets to cater? * What kind of activities to be performed? * How to acquire new leads? * How to retain existing customers? * How to strengthen the relationship with loyal customers? erative that the information shared by different channels must be same and synchr ‘onized. A prospect receive information about organizational products and services through various channels such as Rewspapers, websites, advertisements, internet, telephone etc. All the information shared via different resources must be same. CRM. strategy ensures that customers Set same knowledge and information across different communication channels By helps in better understanding the needs of ever degree customers view to different organizational cted in detail and is stored in data bases, which can be uused throughout the organization for taking. different decisions. It includes customer Personal information, orders placed, billing information, Payment details, emails, purchase frequency, customer service calls etc. Di take strategic decisions, individual customer. Tt offers 360 departments. Customers’ data is colle ‘ganization faces threats from other organizations in the luite challenging. CRM strategy directs a path to the Strong customer base and enhance revenues. same industry, which may be q organization about how to have a Strategy simplifies the processes of organization and confusions are minimized, cesses: Logically designed CRM strategy facilitates best practices among 'mployees and directs them to work in the most effective way. Improving the Pro, organizational e CRM STRATEGY DEVELOPMENT PROCESS. (/ There is no fixed procedure designed for 5 the developing CRM strategy, rather it depends upon #! " cRM majority of the organizations to have a sound‘cae Strategy Deciding a Pian of Action Analyzing Business Requirements Creating CRM Project Team Seeking Organizational Support Deciding the CRM Vision Situation Analysis CRM Strategy Development Process 1. Situation Analysis The organization must conduct Situation analysis in the CRM Planning Phase itself. It helps in knowing whether the business is ready for CRM program or not. The managers can analyze and appraise the existing business strategies, plans, processes with this analysis. After this analysis, CRM manager can plan for the strategies logically. Situation analysis is nothing, but the technique of SWOT, which was developed in 1960s at Stanford Research Institute. SWOT is acronym of: S- Strengths W- Weaknesses O- Opportunities T- Threats While opportunities and threats are external to an organization, strengths and weaknesses are internal in nature. Every component of SWOT matrix plays a vital role in planning stage. ‘The components of SWOT matrix are: (@) Opportunity: An opportunity is a favorable condition in the organization's external environment which enables it to strengthen its position due to CRM implementation. (b) Threat: A threat is an unfavorable condition in the organization's external environment which causes a risk for, or damage to the organization's position after CRM implementation. (©) Strength: Strength is an inherent/internal capability of the organization which it can use to gain strategic advantage over its competitors. (€) Weakness: A weakness is an inherent limitation or constraint of the organization which creates strategic disadvantage to it.CRiy. Bk SWOT Matrix Strengths - 5 Weaknesses —W List Strengths List Weaknesses | Opportunities-O | SO Strategies WO Strategies List Opportunities | Use strengths to take |Overcoming weaknesses advantage of by taking advantage of opportunities opportunities Threats ~T ST Strategies WT Strategies i List Threats [Use strengths tol Minimize weaknesses and avoid threats avoid threats Situation analysis answers various questions such as which se gments organization is handing successfully, extent of customer awareness, successful channels etc. This serves as a foun, dation Know what organization wants to achieve by implementing CRM. 2. Analyzing Business Requirements: ‘To analyze the current target market trends ; cts what alysis of CRM vision. Vision depicts w™ i ons i irm’s "It is a packa, i i 1d aspirati regarding the firm’s purpose and values that Project an ae 7 \Be of ideals, beliefs a ae It must be kept in mind that CRM visi '8e Of what the business wil iON must be i . tional vision. ™ complete synchronization with organiza(CRM Strategy Page : 11.7 4, Seeking Organizational Support and Commitment: CRM strategy can be effectively formulated if the coordination from top management and other departments is achieved. Following aspects are quite crucial: + Top management must be committed towards CRM plan and must be ready to invest in it. + All functional departments such as marketing, finance, sales, production etc. must coordinate while formulating CRM strategy. © Organizational wide commitment i, successful CRM strategy. . commitment from top to bottom is the key for + CRM team must be dedicated enough to pursue its goals and mission. * Sufficient resources must be available and a special budget must be allocated to CRM project. ‘Specifying Strategy ‘Statement ‘Making Strategic 4 4 iaentiying || Sate A Conducing| | Suategie tuctinal| Options A ‘Seeking | |Meeting a Setting || Suppo" 4 senoo Use ‘Checking Commitment Business U Vision and Capability Objectives Require- Analysis U Peas Detailed Strategy Development Process 5. Conducting Meetings with CRM Team: CRM team must meet for the development of suitable CRM strategy. Before meeting a summary of various information, strategy statements and business objectives must be sent to team mates. Balanced Scorecards may be used to summarize the information regarding various metrics in this stage 6, Developing Strategic Option! In this phase, various options for CRM strategy implementation are identified with their respective positive and negative aspects. These are the options out of which a final strategy would be selected after thorough analysis and discussions. 7. Strategic Choice: ‘The strategic choices are narrowed down on various criteria and last CRM strategy is finalized. In this stage selection criteria are finalized and all alternatives are evaluated.[Page # 11.8 CRM Strategy Page 2118 | 8, Specify Strategy Statement: A strategy draft is written and finalized. It will include CRM vision, mission and strategy to be publicized. 9. Review ‘The task of organizations doesn’t end with the implementation of a successful CRM program, CRM initiative needs to keep moving forward. After the implementation of an effective CRM program, the organization is supposed to apply a process for assessing, aligning, and continually renewing the CRM strategy. The organizational business plans must be checked regularly and also its suitability with strategy. The purpose of this review stage is to find alignment between what customers want, what organizational strategy tells to do, and the tactics company has chosen to implement that strategy. [GEA customer strarecy crip So Designing customer strategy is a specialized process. Customer Strategy grid is a framework which describes various components that must be considered for developing and creating effective customer strategy. The model contains following seven elements: Staff Training and Development Structure Roles and Responsibilities @ Service Cultures ees tae Penton Performance Measurement alt) Performance Measurement Facilities and Work Processes an Environment i Work Practices Technology 1. Staff Training and Development: ‘The fundamental Customer experience. Employees of strategy implementation and del developed, staff must know the sa; aim of CRM system is to improve an organization are the ones who would be involved in “ery phase. Therefore, whenever CRM strategy is me in detail. Team members must be involved and the must also be given training regarding practical CRM aspects, ifCRM Strategy Pag 2, Service Culture: Successful CRM strategy requires supportive organizational 3. infrastructure, customer centric culture and formalized business processes. When CRM initiative is supported by the top management, it is bound to be successful. Service culture emphasizing on great customer value is the foundation for effective CRM strategy. Performance Measurement: For comparing the success of CRM strategy, certain CRM metrics must be decided. For example, the number of customers who don’t defect from the company can be taken as a base for checking the performance of CRM system. Increase in visits and number of orders placed by customers can also measure the success of CRM. Process and Execution: CRM process is a strategy for keeping every customer interaction personalized and meaningful. The process and implementation of CRM system must be clearly defined and communicated. The roles and responsibilities, outcomes expected, deadlines, definition of customer satisfaction, CRM metrics and ways to improve customer experience need to be precisely described. Technological Software: CRM technology software helps in customer database in order to nurture and sustain long term relationships. Basic function of CRM technology is gathering and storing customer data. More sophisticated software also enables data analysis and facilitates decision making on the basis of purchase history and customer log ins. Selection of software depends on CRM objectives of an organization. Structure and Roles of Employees: CRM is a team task, which requires coordination of various organizational departments, where everyone knows his roles and accountability for relationships effectively. Generally, the responsibility for design and managing of CRM system rests with both business sponsors and IT personnel who implementation ensure successful implementation. Facilities and Work Environment: Organization heads need to manage their facilities and make the work more organized for successful implementation of CRM plan. A positive work environment is the pre-condition to manage, track and store customer (present and potential) information optimally. yy requires investment of lot of time and efforts of organizational ith CRM project manager must discuss the complexities in strategy development process in advance. The major challenge in front of any organization is the selection of appropriate CRM tool, as different business processes have to be integrated. The selection of technology must be done with care so that it can ensure Developing CRM strateg} staff. The top management along wit