Customer Relationship Management At Maruti Suzuki 2q314b
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TABLE OF CONTENTS
1. INTRODUCTION 2. PURPOSE OF RESEARCH STUDY
-RESEARCH STUDY
SCOPE OF THE STUDY
3. RESEARCH METHODOLOGY
-TOOLS OF RESEARCH
-RESOURCE OF DATA
4. RECOMMENDATIONS , FINDINGS AND LIMATATIONS 5. CONCLUSION 6. BIBLIOGRAPHY
INTRODUCTION
ORGANIZATION OVERVIEW
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system.
Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring
to
MUL contemporary
technology
and
Japanese
management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world).
A licence and a t Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
The objectives of MUL then were:
Modernization of the Indian Automobile Industry.
Production of fuel-efficient vehicles to conserve scarce resources.
Production of large number of motor vehicles which was necessary for economic growth. Our Vision
Technological Advantage
We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuelefficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car.
Our other innovation has been the introduction of Electronic Power Steering (EPS) in select models. This results in better and greater maneuverability. In other words, our cars have become even more pleasurable to drive.
Production /R & D
Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two
vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to make a car. More importantly, with an incredible range of 11 models available in 50 variants, there's a Maruti Suzuki made here to fit every carbuyer's budget. And dream.
PRODUCTION MILESTONES i)
1st vehicle produced, December 1983
ii)
1,00,000 vehicles produced by August, 1986
iii)
5,00,000 vehicles produced by June, 1990
iv)
1st vehicle produced, December 1983
v)
1,00,000 vehicles produced by August, 1986
vi)
5,00,000 vehicles produced by June, 1990
vii)
10,00,000 vehicles produced by March, 1994
viii)
15,00,000 vehicles produced by April, 1996
ix)
20,00,000 vehicles produced by October, 1997
x)
25,00,000 vehicles produced by March, 1999
xi)
30,00,000 vehicles produced by June, 2000
xii)
35,00,000 vehicles produced by December 2001
xiii)
40,00,000 vehicles produced by April, 2003
xiv)
45,00,000 vehicles produced by April, 2004
MILESTONES 2005
The fiftieth lakh car rolls out in April, 2005
Growth in overall sales by 15.8%
2004
New (non A/C) variant of Alto
Alto becomes India's new best selling car
LPG variant of 'Omni Cargo'
Versa 5-seater, a new variant
Baleno LXi, a new variant
Maruti closed the financial year 2003-04 with an annual sale of 472122 units, the highest ever since the company began operations 20 years ago
2003
New Suzuki Grand Vitara XL-7
Redesigned and all-new Zen
New upgraded WagonR
Enters into partnership with State Bank of India
Production of 4 millionth vehicle. Listed on BSE and NSE after a public issue oversubscribed 10 times
2002
WagonR Pride
Esteem Diesel. All other variants upgraded
Maruti Insurance. Two new subsidiaries started: Maruti Insurance Distributor Services and Maruti Insurance Brokers Limited
Alto Spin LXi, with electronic power steering
Special edition of Maruti 800, India’s first colour-coordinated car
Maruti True value in Mumbai
Maruti Finance in Mumbai with 10 finance companies
Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 percent
2001
Zen LXi
Maruti True Value launched in Bangalore and Delhi
Maruti Versa, India’s first luxury MPV
Alto Spin LXi, with electronic power steering
Alto Vxi
Customer information centers launched in Hyderabad, Bangalore and Chennai Launch of versa
2000
First car company in India to launch a Call Center
New Alto
Altura, a luxury estate car
IDTR (Institute of Driving Training and Research) launched tly with the Delhi government to promote safe driving habits
1999
Maruti 800 EX ( 796cc, hatchback car)
Zen LX (993cc, hatchback car)
Zen VXi (993cc, hatchback car with power steering)
Omni XL ( 796cc, MUV, high roof)
Baleno (1600cc, 3 Box Car)
Wagon R
Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social initiatives
1998 Maruti launches website as part of CRM initiatives Zen D (1527 cc diesel, hatchback car) Zen VX & Zen VX Automatic New (Omni & Omni E) (796cc, MUV) Launch of website as part of CRM initiatives
1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX
New Maruti 800 (796cc,hatchback Car) Standard and Deluxe
Produced the 2 millionth vehicle since the commencement of production
1996
Gypsy (E) (970cc, 4WD 8 seater)
Omni (E) (796cc, MUV, 8 seater)
Gypsy King (1298cc, 4WD, off road vehicle)
Zen Automatic (993cc, hatchback car)
Esteem 1.3L (1298 cc, 3 box Car)AX
Launch of 24-hour emergency on-road vehicle service
Esteem 1.3L (1298 cc, 3 box car)VX
With the launch of second plant, installed capacity reached
1995
200,000 units 1994
Esteem1.3L (1298cc, 3 box car)LX
Produced the 1 millionth vehicle since the commencement of production
1993
Zen(993cc, hatchback Car), which was later exported in Europe and elsewhere as the Alto
1992
SMC increases its stake in Maruti to 50 percent
Reaches cumulative indigenisation of 65 percent for all
1991 vehicles produced 1990
Maruti 1000(970cc, 3 box), India’s first contemporary sedan
Installed capacity increased to 100,000 units
Exported first lot of 500 cars to Hungary
Maruti 800 ( New Model-796cc, hatchback Car)
Produced 100,000 vehicles (cumulative production)
Launch of Maruti Gypsy (970cc, 4WD off-road vehicle)
Omni, a 796cc MUV
Installed capacity reached 40,000 units
1988
1987
1986
1985
1984
1983
Maruti 800, a 796 cc hatchback, India’s first affordable car.
Production was started under JVA
License and JV agreement signed between Maruti Udyog
1982 Ltd. and SMC of Japan 1981
Maruti Udyog Ltd was incorporated under the provisions of the Indian Companies Act, 1956
2005
Number one in JD Power SSI for the second consecutive year
Number one in JD Power CSI for the sixth time in a row - the only car to win it so many times M800, WagonR and Swift topped
their
segments
in
the TNS
Total
Customer
Satisfaction Study.
Leadership in the JD Power Initial Quality Study - Alto number one in its segment for the 2nd time in a row, Esteem
number one in its segment for the 3rd year in a row, Swift number one in the compact segment
WagonR and Esteem top their segments in the JD Power APEAL study
TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05
Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC (2nd time in a row)-Feb 05
First Indian car manufacturer to reach 5 million vehicles sales
Business World ranks Maruti among top five most respected companies in India-Oct 04
Maruti ranked among top ten (Rank7) greenest companies in India by
Business Today - Sep '04
2004
Maruti Suzuki was No. 1 in Customer atisfaction, No. 1 in Sales Satisfaction No.1 in Product Quality (Esteem and Alto) and No. 1 in Product Appeal (Esteem and Wagon R)
No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
Business World ranked us among the country's five most respected companies
Business World ranked us the country's most respected automobile company
Voted Manufacturer of the year by CNBC
Voted one of India's Greenest Companies by Business Today-AC Nielson ORG-MARG
2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive brands in "Most Trusted Brand survey 2003" J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem
Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row
2001
MUL tops in J D Power CSI (2001) for 2nd time in a row: another international first
2000
Maruti bags JD Power CSI - 1st rank; unique achievement by market leader anywhere in the world
1999
MSM launched as model workshop in India; achieves highest CSI rating.
Central Board of Excise & Customs awards Maruti with "Samman Patra", for contribution to exchequer and being an ideal tax assessee
1998
CII's Business Excellence Award
1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme"
Awarded the Star Trading House status by Ministry of Commerce
1994-95
Engineering
Exports
Promotion
Council's award
for
export
performance
1994
Best Canteen award among Haryana Industries as part of employee welfare
1992-93
Engineering
Exports
Promotion
Council's award
for
export
Exports
Promotion
Council's award
for
export
performance 1991-92
Engineering performance
WHY MARUTI SUZUKI The Quality Advantage
Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the compact car segment and the Esteem in the entry level mid - size car segment across 9 parameters.
The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the compact car segment and the Esteem No.1 in the entry level mid - size car segment. This study measures owner in of design, content, layout and performance of vehicles across 8 parameters.
A Buying Experience Like No Other
Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 trained sales personnel to guide our customers in finding the right car. Our high sales and customer care standards led us to achieve the No.1 nameplate in the J.D. Power SSI Study 2004.
Quality Service Across 1036 Cities
In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters: least problems experienced with vehicle serviced, highest service quality, best in-service experience, best service delivery, best service advisor experience, most friendly service and best service initiation experience.
92% of Maruti Suzuki owners feel that work gets done right the first time during service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while 90% owners would probably repurchase the same make of vehicle.
One Stop Shop
At Maruti Suzuki, you will find all your car related needs met under one roof. Whether it is easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to provide a single-window solution for all your car related needs.
The Low Cost Maintenance Advantage
The acquisition cost is unfortunately not the only cost you face when buying a car. Although a car may be affordable to buy, it may not necessarily be affordable to maintain, as some of its regularly used spare parts may be priced quite
steeply. Not so in the case of a Maruit Suzuki. It is in the economy segment that the affordability of spares is most competitive, and it is here where Maruti Suzuki shines. Lowest Cost of Ownership
The highest satisfaction ratings with regard to cost of ownership among all models are all Maruti Suzuki vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni. We are proud to have the lowest cost of operation/km (among petrol vehicles) - the top 5 models are all Maruti Suzuki models: Maruti 800, Alto, Zen, Omni and Wagon R.
MARUTI CULTURE Our employees are our greatest strength and asset. It is this underlying philosophy that has moulded our workforce into a team with common goals and objectives. Our Employee-Management relationship is therefore characterized by:
Participative Management.
Team work & Kaizen. Communication and information sharing. Open office culture for easy accessibility
To implement this philosophy, we have taken several measures like a flat organizational structure. There are only three levels of responsibilities ranging from the Board Of Directors, Division Heads to Department Heads. Other visible features of this philosophy are an open office, common uniforms (at all levels), and a common canteen for all. This structure ensures better communication and speedy decision making processes. It also creates an environment that builds trust, transparency and a sense of belonging amongst employees.
PURPOSE OF RESEARCH STUDY
1.
RESEARCH STUDY
2.
SCOPE OF THE STUDY
To study and understand various aspects of Customer relationship management at MARUTI SUZUKI. SCOPE OF THE STUDY This study extends its emphasis on studying various economic , social , geographical and political aspects of trade relations between india and the gulf countries. It further extends to suggest possible measures and steps to further strengthen the trade structure between india and the gulf countries. This study is an effort to highlight various strategic factors which are crucial for the trade –ties between india and the gulf countries.
RESEARCH METHODOLOGY
1.
TOOLS OF RESEARCH
2.
RESOURCE OF DATA
A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research
NATURE OF DATA
Secondary data: secondary data that is already available and published .it could be internal and external source of data. Internal source: which originates from the specific field or area
where research is carried out e.g. publish broachers, official reports etc.
External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet.
DATA COLLECTION
Secondary data has been used which is collected through articles, reports, journals, magazines, newspapers reports prepared by research scholars, universities and internet.
TOOLS AND TECHNIQES
Analysis of data has been done with help of various statistical tools like the tables and graphs.
FEATURES OF CRM IMPLEMENTED AT MARUTI CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
Customer Relationship Management (CRM)
Includes the methodologies, technology and capabilities that help an enterprise manage customer relationships. The general purpose of CRM is to enable organizations to better manage their customers through the introduction of reliable systems, processes and procedures. IMPLEMENTING CRM
Customer Relationship Management is a corporate level strategy which focuses on creating and maintaining lasting relationships with its customers. Although there are several commercial CRM software packages on the market which CRM strategy, it is not a technology itself. Rather, a holistic change in an organisation's philosophy which places emphasis on the customer.
Management at
MARUTI believes that a
successful CRM
strategy cannot be implemented by simply installing and integrating a software package and will not happen over night. Changes must occur at all levels including policies and processes, front of house customer service, employee training, marketing, systems and information management; all aspects of the business must be reshaped to be customer driven. To be effective, the CRM process has been integrated with end-to-end across marketing, sales, and customer service. The objectives of CRM at MARUTI:-
To Identify customer success factors
To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve a problem
To Recommend what to tell a customer with a complaint about a purchase
To Track all aspects of selling to customers and prospects as well as customer .
Before implementing the CRM segment the management at MARUTI did a survey to identify what profile aspects it feels are relevant to its business, such as what information it needs to serve its customers, the customer's past financial history, the effects of the CRM segment and what information is not useful. Being able to eliminate unwanted information is a large aspect of implementing CRM systems.
ARCHITECTURE OF CRM AT MARUTI There are three parts of application architecture of CRM at maruti:
Operational CRM - automation to the basic business processes (marketing, sales, service)
Analytical CRM - to analyze customer behavior, implements business intelligence alike technology
Collaborative CRM - ensures the with customers (phone, email, fax, web, sms, post, in person)
OPERATIONAL CRM Operational CRM at Maruti includes customer (sales, marketing and service). Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference. Operational CRM provides the following benefits:
Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration
Enables a 360-degree view of the customer while you are interacting with them
Sales people and service engineers can access complete history of all customer interaction with the company, regardless of the touch point .
The operational part of CRM typically involves three general areas of business at Maruti:
Sales force automation (SFA)
SFA automates the critical sales and sales force management functions of Maruti, i.e., lead/ management, management,
quote
management,
forecasting,
sales
istration, keeping track of customer preferences, buying habits, and demographics, as well as performance management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration.
Customer service and (CSS)
CSS at Maruti automates the service requests, complaints, product returns, and information requests. The
internal help desk and
inbound call-center for customer inquiries have been evolved into the "customer interaction center" (CIC), using multiple channels
(Web,
phone/fax,
face-to-face,
kiosk,
etc).
Key
infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability.
Enterprise marketing automation (EMA)
EMA of the company provides information about the business environment, including competitors of Maruti, industry trends, and macro environmental variables. It is the execution side of campaign and lead management. The intent of EMA applications is to improve marketing campaign efficiencies. Functions include demographic analysis, variable segmentation, and predictive modeling occur on the analytical (Business Intelligence) side.
Integrated CRM software is often also known as "front office solutions." Of Maruti, This is because they deal directly with the customer of the company.
Maruti uses CRM software to store all of their customer's details. When a customer calls at maruti, the system is used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information on a customer in one place, a the management at Maruti aims to make cost savings, and also encourage new customers.
ANALYTICAL CRM In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically leads to targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are:
Acquisition: Cross-sell, up-sell
Retention: Retaining customers who leave due to maturity or attrition.
Information: Providing timely and regular information to customers about Maruti.
Modification: Altering details of the transactional nature of the customers' relationship.
Analysis typically covers but is not limited to:
Decision : Dashboards, reporting, metrics, performance etc.
Predictive modelling of customer attributes
Strategy and research.
Analysis of Customer data relates to the following analyses:
Campaign management and analysis
channel optimization
Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on from earlier analysis and decisions. Therefore, a successful analytical CRM projects take advantage of a data warehouse to provide suitable data.
COLLABORATIVE CRM Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and s coordination of employee teams and channels. It is a solution that brings people, processes and data together so company can better serve and retain their customers. Collaborative CRM provides the following benefits:
Enables efficient productive customer interactions across all communications channels
Enables web collaboration to reduce customer service costs
Integrates call centers enabling multi-channel personal customer interaction
Integrates view of the customer while interaction at the transaction level
PURPOSES OF CUSTOMER RELATIONSHIP MANAGEMENT CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. The CRM program allows Maruti to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good
CRM program can improve customer service by facilitating communication in several ways :
Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week.
Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations.
Provide a fast mechanism for managing and scheduling followup sales calls to assess post-purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies.
Provide a mechanism to track all points of between customer and the company, and do it in an integrated way so that all sources and types of are included, and all s of the system see the same view of the customer (reduces confusion).
Help to identify potential problems quickly, before they occur.
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use internet cookies to track customer interests and personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or realtime customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
The CRM can be integrated into other cross-functional systems and thereby provide ing and production information to customers when they want it.
IMPROVING CUSTOMER RELATIONSHIPS CRM programs also are able to improve customer relationships. Proponents say this is so because:
CRM technology can track customer interests, needs, and buying habits as they progress through their life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as they change.
The technology can track customer product use as the product progresses through its life cycle, and tailor the service strategy accordingly. These way customers get what they need as the product ages.
In industrial markets, the technology can be used to micro-segment the buying centre and help coordinate the conflicting and changing purchase criteria of its .
When any of the technology-driven improvements in customer service (mentioned above) contribute to long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships, increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with customer acquisition and customer “training”), increase sales revenue, and thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction which in turn comes from a deeper understanding of each customer, their individual business challenges and proposing solutions for those challenges rather than a "one size fits all" approach.
CRM software enables sales people to achieve this one on one approach to selling and can automate some elements of it via tailorable marketing communications. However, all of these elements are facilitated by or for humans to achieve - CRM is
therefore a company-wide attitude as much as a software solution.
PURPOSE OF RESEARCH STUDY -RESEARCH STUDY
To study and understand various aspects of Customer relationship
management at MARUTI SUZUKI.
RESEARCH METHODOLOGY
-TOOLS OF RESEARCH -RESOURCE OF DATA
A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research
NATURE OF DATA
Secondary data: secondary data that is already available and published .it could be internal and external source of data. Internal source: which originates from the specific field or area where research is carried out e.g. publish broachers, official reports etc.
External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet.
DATA COLLECTION Secondary data has been used which is collected through articles, reports, journals, magazines, newspapers reports prepared by research scholars, universities and internet.
TOOLS AND TECHNIQES Analysis of data has been done with help of various statistical tools like the tables and graphs.
FEATURES OF CRM IMPLEMENTED AT MARUTI
CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Customer Relationship Management (CRM)
Includes the methodologies, technology and capabilities that help an enterprise manage customer relationships. The general purpose of CRM is to enable organizations to better manage their customers through the introduction of reliable systems, processes and procedures.
IMPLEMENTING CRM
Customer Relationship Management is a corporate level strategy which focuses on creating and maintaining lasting relationships with its customers. Although there are several commercial CRM
software packages on the market which CRM strategy, it is not a technology itself. Rather, a holistic change in an organisation's philosophy which places emphasis on the customer.
Management at
MARUTI believes that a
successful CRM
strategy cannot be implemented by simply installing and integrating a software package and will not happen over night. Changes must occur at all levels including policies and processes,front of house customer service, employee training, marketing, systems and information management; all aspects of the business must be reshaped to be customer driven. To be effective, the CRM process has been integrated with end-toend across marketing, sales, and customer service.
THE OBJECTIVES OF CRM AT MARUTI:
To Identify customer success factors
To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve a problem
To Recommend what to tell a customer with a complaint about a purchase
To Track all aspects of selling to customers and prospects as well as customer .
Before implementing the
CRM segment
the management at
MARUTI did a survey to identify what profile aspects it feels are relevant to its business, such as what information it needs to serve its customers, the customer's past financial history, the effects of the CRM segment and what information is not useful. Being able to eliminate unwanted information is a large aspect of implementing CRM systems.
ARCHITECTURE OF CRM AT MARUTI There are three parts of application architecture of CRM at maruti:
Operational CRM - automation to the basic business processes (marketing, sales, service)
Analytical CRM - to analyze customer behavior, implements business intelligence alike technology
Collaborative CRM - ensures the with customers (phone, email, fax, web, sms, post, in person)
OPERATIONAL CRM Operational CRM at Maruti includes customer (sales, marketing and service). Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference.
Operational CRM provides the following benefits:
Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration
Enables a 360-degree view of the customer while you are interacting with them
Sales people and service engineers can access complete history of all customer interaction with the company, regardless of the touch point . The operational part of CRM typically involves three general areas
of business at Maruti:
SALES FORCE AUTOMATION (SFA)
SFA automates the critical sales and sales force management functions of Maruti, i.e., lead/ management, management,
quote
management,
forecasting,
sales
istration, keeping track of customer preferences, buying habits,
and
demographics,
as
well
as
performance
management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration.
CUSTOMER SERVICE AND (CSS)
CSS at Maruti automates the service requests, complaints, product returns, and information requests. The internal help desk and inbound call-center for customer inquiries have been evolved into the "customer interaction center" (CIC), using multiple channels (Web, phone/fax, face-to-face, kiosk, etc). Key infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability.
ENTERPRISE
MARKETING
AUTOMATION
(EMA)
EMA of the company provides information about the business environment, including competitors of Maruti, industry trends, and macro environmental variables. It is the execution side of campaign
and
lead
management.
The
intent
of
EMA
applications is to improve marketing campaign efficiencies. Functions
include
demographic
analysis,
variable
segmentation, and predictive modeling occur on the analytical (Business Intelligence) side.
Integrated CRM software is often also known as "front office solutions." Of Maruti, This is because they deal directly with the customer of the company.
Maruti uses CRM software to store all of their customer's details. When a customer calls at maruti, the system is used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information on a customer in one place, a the management at Maruti aims to make cost savings, and also encourage new customers.
ANALYTICAL CRM In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically
leads to
targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are:
Acquisition: Cross-sell, up-sell
Retention: Retaining customers who leave due to maturity or attrition.
Information: Providing timely and regular information to customers about Maruti.
Modification: Altering details of the transactional nature of the customers' relationship.
Analysis typically covers but is not limited to:
Decision : Dashboards, reporting, metrics, performance etc.
Predictive modelling of customer attributes
Strategy and research.
Analysis of Customer data relates to the following analyses:
Campaign management and analysis
channel optimization
Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on
from
earlier
analysis
and
decisions.
Therefore,
a
successful analytical CRM projects take advantage of a data warehouse to provide suitable data.
COLLABORATIVE CRM Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and s coordination of employee teams and channels. It is a solution that brings people, processes and data together so company can better serve and retain their customers. Collaborative CRM provides the following benefits:
Enables efficient productive customer interactions across all communications channels
Enables web collaboration to reduce customer service costs
Integrates
call
centers
enabling
multi-channel
personal
customer interaction
Integrates view of the customer while interaction at the transaction level Purposes of Customer Relationship Management
CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. The CRM program allows Maruti to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good CRM program can improve customer service by facilitating communication in several ways :
Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week.
Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations.
Provide a fast mechanism for managing and scheduling followup sales calls to assess post-purchase cognitive dissonance,
repurchase probabilities, repurchase times, and repurchase frequencies.
Provide a mechanism to track all points of between customer and the company, and do it in an integrated way so that all sources and types of are included, and all s of the system see the same view of the customer (reduces confusion).
Help to identify potential problems quickly, before they occur.
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use
internet
cookies
to
track
customer
interests
and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or real-time customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
The CRM can be integrated into other crossfunctional systems and thereby provide ing and production information to customers when they want it.
Improving customer relationships CRM programs also are able to improve customer relationships. Proponents say this is so because:
CRM technology can track customer interests, needs, and buying habits as they progress through their life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as they change.
The technology can track customer product use as the product progresses through its life cycle, and tailor the service strategy accordingly. This way customers get what they need as the product ages.
In industrial markets, the technology can be used to microsegment the buying centre and help coordinate the conflicting and changing purchase criteria of its .
When any of the technology-driven improvements in customer service (mentioned above) contribute to long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships, increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with customer
acquisition and customer “training”), increase sales revenue, and thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction which in turn comes from a deeper understanding of each customer, their individual business challenges and proposing solutions for those challenges rather than a "one size fits all" approach.
CRM software enables sales people to achieve this one on one approach to selling and can automate some elements of it via tailorable marketing communications. However, all of these elements are facilitated by or for humans to achieve - CRM is therefore a company-wide attitude as much as a software solution.
CRM PROCESSES AND FUNCTIONS:
.
technical white paper uses Business Rules (a set of Enterprise Rules that define the “actions” to be taken and are termed as “Customer recommended actions or CRA”). The Decision engine takes as input the Customer Profile, History and applies the stored Business Rules thereby creating a set of one or more Recommended Actions for the customers. The Business Rules Management component enables the creation, deletion, analysis and storage of the Business Rules in a
repository. The Customer Profile component is generated
based
on
the
information
in
the
Customer
Information File (CIF), Customer Information Warehouse (segmentation,
scoring)
The
relevant
customer
conversation//dialogue information is captured and stored
in
Management
component.
The
CRA
Effectiveness Analysis component by using Data Mining technology provides a facility to explore rules, recommended actions and customer interaction effectiveness in general. The Treatment provides unique treatment data for customer, products and services.
FUNCTIONAL COMPONENTS OF CRM ARCHITECTURE FOR ENTERPRISE MARKETING AUTOMATION:
RECOMMENDATIONS AND CONCLUSION
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use
internet
cookies
to
track
customer
interests
and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or real-time customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
BIBLIOGRAPHY
Books
Crm- chattopadhya
Crm-mishra and joshi
Journals
Icfai university press
Business and economy
Web sites
Www.marutiudyog.com
Gurgaon.nic.in/maruti.htm
Auto.indiamart.com
Economictimes.indiatimes.com
En.wikipedia.org/wiki
www.citrix.com
1. INTRODUCTION 2. PURPOSE OF RESEARCH STUDY
-RESEARCH STUDY
SCOPE OF THE STUDY
3. RESEARCH METHODOLOGY
-TOOLS OF RESEARCH
-RESOURCE OF DATA
4. RECOMMENDATIONS , FINDINGS AND LIMATATIONS 5. CONCLUSION 6. BIBLIOGRAPHY
INTRODUCTION
ORGANIZATION OVERVIEW
Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system.
Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring
to
MUL contemporary
technology
and
Japanese
management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world).
A licence and a t Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
The objectives of MUL then were:
Modernization of the Indian Automobile Industry.
Production of fuel-efficient vehicles to conserve scarce resources.
Production of large number of motor vehicles which was necessary for economic growth. Our Vision
Technological Advantage
We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuelefficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car.
Our other innovation has been the introduction of Electronic Power Steering (EPS) in select models. This results in better and greater maneuverability. In other words, our cars have become even more pleasurable to drive.
Production /R & D
Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two
vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to make a car. More importantly, with an incredible range of 11 models available in 50 variants, there's a Maruti Suzuki made here to fit every carbuyer's budget. And dream.
PRODUCTION MILESTONES i)
1st vehicle produced, December 1983
ii)
1,00,000 vehicles produced by August, 1986
iii)
5,00,000 vehicles produced by June, 1990
iv)
1st vehicle produced, December 1983
v)
1,00,000 vehicles produced by August, 1986
vi)
5,00,000 vehicles produced by June, 1990
vii)
10,00,000 vehicles produced by March, 1994
viii)
15,00,000 vehicles produced by April, 1996
ix)
20,00,000 vehicles produced by October, 1997
x)
25,00,000 vehicles produced by March, 1999
xi)
30,00,000 vehicles produced by June, 2000
xii)
35,00,000 vehicles produced by December 2001
xiii)
40,00,000 vehicles produced by April, 2003
xiv)
45,00,000 vehicles produced by April, 2004
MILESTONES 2005
The fiftieth lakh car rolls out in April, 2005
Growth in overall sales by 15.8%
2004
New (non A/C) variant of Alto
Alto becomes India's new best selling car
LPG variant of 'Omni Cargo'
Versa 5-seater, a new variant
Baleno LXi, a new variant
Maruti closed the financial year 2003-04 with an annual sale of 472122 units, the highest ever since the company began operations 20 years ago
2003
New Suzuki Grand Vitara XL-7
Redesigned and all-new Zen
New upgraded WagonR
Enters into partnership with State Bank of India
Production of 4 millionth vehicle. Listed on BSE and NSE after a public issue oversubscribed 10 times
2002
WagonR Pride
Esteem Diesel. All other variants upgraded
Maruti Insurance. Two new subsidiaries started: Maruti Insurance Distributor Services and Maruti Insurance Brokers Limited
Alto Spin LXi, with electronic power steering
Special edition of Maruti 800, India’s first colour-coordinated car
Maruti True value in Mumbai
Maruti Finance in Mumbai with 10 finance companies
Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 percent
2001
Zen LXi
Maruti True Value launched in Bangalore and Delhi
Maruti Versa, India’s first luxury MPV
Alto Spin LXi, with electronic power steering
Alto Vxi
Customer information centers launched in Hyderabad, Bangalore and Chennai Launch of versa
2000
First car company in India to launch a Call Center
New Alto
Altura, a luxury estate car
IDTR (Institute of Driving Training and Research) launched tly with the Delhi government to promote safe driving habits
1999
Maruti 800 EX ( 796cc, hatchback car)
Zen LX (993cc, hatchback car)
Zen VXi (993cc, hatchback car with power steering)
Omni XL ( 796cc, MUV, high roof)
Baleno (1600cc, 3 Box Car)
Wagon R
Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai as social initiatives
1998 Maruti launches website as part of CRM initiatives Zen D (1527 cc diesel, hatchback car) Zen VX & Zen VX Automatic New (Omni & Omni E) (796cc, MUV) Launch of website as part of CRM initiatives
1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX
New Maruti 800 (796cc,hatchback Car) Standard and Deluxe
Produced the 2 millionth vehicle since the commencement of production
1996
Gypsy (E) (970cc, 4WD 8 seater)
Omni (E) (796cc, MUV, 8 seater)
Gypsy King (1298cc, 4WD, off road vehicle)
Zen Automatic (993cc, hatchback car)
Esteem 1.3L (1298 cc, 3 box Car)AX
Launch of 24-hour emergency on-road vehicle service
Esteem 1.3L (1298 cc, 3 box car)VX
With the launch of second plant, installed capacity reached
1995
200,000 units 1994
Esteem1.3L (1298cc, 3 box car)LX
Produced the 1 millionth vehicle since the commencement of production
1993
Zen(993cc, hatchback Car), which was later exported in Europe and elsewhere as the Alto
1992
SMC increases its stake in Maruti to 50 percent
Reaches cumulative indigenisation of 65 percent for all
1991 vehicles produced 1990
Maruti 1000(970cc, 3 box), India’s first contemporary sedan
Installed capacity increased to 100,000 units
Exported first lot of 500 cars to Hungary
Maruti 800 ( New Model-796cc, hatchback Car)
Produced 100,000 vehicles (cumulative production)
Launch of Maruti Gypsy (970cc, 4WD off-road vehicle)
Omni, a 796cc MUV
Installed capacity reached 40,000 units
1988
1987
1986
1985
1984
1983
Maruti 800, a 796 cc hatchback, India’s first affordable car.
Production was started under JVA
License and JV agreement signed between Maruti Udyog
1982 Ltd. and SMC of Japan 1981
Maruti Udyog Ltd was incorporated under the provisions of the Indian Companies Act, 1956
2005
Number one in JD Power SSI for the second consecutive year
Number one in JD Power CSI for the sixth time in a row - the only car to win it so many times M800, WagonR and Swift topped
their
segments
in
the TNS
Total
Customer
Satisfaction Study.
Leadership in the JD Power Initial Quality Study - Alto number one in its segment for the 2nd time in a row, Esteem
number one in its segment for the 3rd year in a row, Swift number one in the compact segment
WagonR and Esteem top their segments in the JD Power APEAL study
TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05
Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC (2nd time in a row)-Feb 05
First Indian car manufacturer to reach 5 million vehicles sales
Business World ranks Maruti among top five most respected companies in India-Oct 04
Maruti ranked among top ten (Rank7) greenest companies in India by
Business Today - Sep '04
2004
Maruti Suzuki was No. 1 in Customer atisfaction, No. 1 in Sales Satisfaction No.1 in Product Quality (Esteem and Alto) and No. 1 in Product Appeal (Esteem and Wagon R)
No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
Business World ranked us among the country's five most respected companies
Business World ranked us the country's most respected automobile company
Voted Manufacturer of the year by CNBC
Voted one of India's Greenest Companies by Business Today-AC Nielson ORG-MARG
2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive brands in "Most Trusted Brand survey 2003" J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem
Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row
2001
MUL tops in J D Power CSI (2001) for 2nd time in a row: another international first
2000
Maruti bags JD Power CSI - 1st rank; unique achievement by market leader anywhere in the world
1999
MSM launched as model workshop in India; achieves highest CSI rating.
Central Board of Excise & Customs awards Maruti with "Samman Patra", for contribution to exchequer and being an ideal tax assessee
1998
CII's Business Excellence Award
1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme"
Awarded the Star Trading House status by Ministry of Commerce
1994-95
Engineering
Exports
Promotion
Council's award
for
export
performance
1994
Best Canteen award among Haryana Industries as part of employee welfare
1992-93
Engineering
Exports
Promotion
Council's award
for
export
Exports
Promotion
Council's award
for
export
performance 1991-92
Engineering performance
WHY MARUTI SUZUKI The Quality Advantage
Maruti Suzuki owners experience fewer problems with their vehicles than any other car manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the compact car segment and the Esteem in the entry level mid - size car segment across 9 parameters.
The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the compact car segment and the Esteem No.1 in the entry level mid - size car segment. This study measures owner in of design, content, layout and performance of vehicles across 8 parameters.
A Buying Experience Like No Other
Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities, with a workforce of over 6000 trained sales personnel to guide our customers in finding the right car. Our high sales and customer care standards led us to achieve the No.1 nameplate in the J.D. Power SSI Study 2004.
Quality Service Across 1036 Cities
In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters: least problems experienced with vehicle serviced, highest service quality, best in-service experience, best service delivery, best service advisor experience, most friendly service and best service initiation experience.
92% of Maruti Suzuki owners feel that work gets done right the first time during service. The J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably recommend the same make of vehicle, while 90% owners would probably repurchase the same make of vehicle.
One Stop Shop
At Maruti Suzuki, you will find all your car related needs met under one roof. Whether it is easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to provide a single-window solution for all your car related needs.
The Low Cost Maintenance Advantage
The acquisition cost is unfortunately not the only cost you face when buying a car. Although a car may be affordable to buy, it may not necessarily be affordable to maintain, as some of its regularly used spare parts may be priced quite
steeply. Not so in the case of a Maruit Suzuki. It is in the economy segment that the affordability of spares is most competitive, and it is here where Maruti Suzuki shines. Lowest Cost of Ownership
The highest satisfaction ratings with regard to cost of ownership among all models are all Maruti Suzuki vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni. We are proud to have the lowest cost of operation/km (among petrol vehicles) - the top 5 models are all Maruti Suzuki models: Maruti 800, Alto, Zen, Omni and Wagon R.
MARUTI CULTURE Our employees are our greatest strength and asset. It is this underlying philosophy that has moulded our workforce into a team with common goals and objectives. Our Employee-Management relationship is therefore characterized by:
Participative Management.
Team work & Kaizen. Communication and information sharing. Open office culture for easy accessibility
To implement this philosophy, we have taken several measures like a flat organizational structure. There are only three levels of responsibilities ranging from the Board Of Directors, Division Heads to Department Heads. Other visible features of this philosophy are an open office, common uniforms (at all levels), and a common canteen for all. This structure ensures better communication and speedy decision making processes. It also creates an environment that builds trust, transparency and a sense of belonging amongst employees.
PURPOSE OF RESEARCH STUDY
1.
RESEARCH STUDY
2.
SCOPE OF THE STUDY
To study and understand various aspects of Customer relationship management at MARUTI SUZUKI. SCOPE OF THE STUDY This study extends its emphasis on studying various economic , social , geographical and political aspects of trade relations between india and the gulf countries. It further extends to suggest possible measures and steps to further strengthen the trade structure between india and the gulf countries. This study is an effort to highlight various strategic factors which are crucial for the trade –ties between india and the gulf countries.
RESEARCH METHODOLOGY
1.
TOOLS OF RESEARCH
2.
RESOURCE OF DATA
A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research
NATURE OF DATA
Secondary data: secondary data that is already available and published .it could be internal and external source of data. Internal source: which originates from the specific field or area
where research is carried out e.g. publish broachers, official reports etc.
External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet.
DATA COLLECTION
Secondary data has been used which is collected through articles, reports, journals, magazines, newspapers reports prepared by research scholars, universities and internet.
TOOLS AND TECHNIQES
Analysis of data has been done with help of various statistical tools like the tables and graphs.
FEATURES OF CRM IMPLEMENTED AT MARUTI CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
Customer Relationship Management (CRM)
Includes the methodologies, technology and capabilities that help an enterprise manage customer relationships. The general purpose of CRM is to enable organizations to better manage their customers through the introduction of reliable systems, processes and procedures. IMPLEMENTING CRM
Customer Relationship Management is a corporate level strategy which focuses on creating and maintaining lasting relationships with its customers. Although there are several commercial CRM software packages on the market which CRM strategy, it is not a technology itself. Rather, a holistic change in an organisation's philosophy which places emphasis on the customer.
Management at
MARUTI believes that a
successful CRM
strategy cannot be implemented by simply installing and integrating a software package and will not happen over night. Changes must occur at all levels including policies and processes, front of house customer service, employee training, marketing, systems and information management; all aspects of the business must be reshaped to be customer driven. To be effective, the CRM process has been integrated with end-to-end across marketing, sales, and customer service. The objectives of CRM at MARUTI:-
To Identify customer success factors
To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve a problem
To Recommend what to tell a customer with a complaint about a purchase
To Track all aspects of selling to customers and prospects as well as customer .
Before implementing the CRM segment the management at MARUTI did a survey to identify what profile aspects it feels are relevant to its business, such as what information it needs to serve its customers, the customer's past financial history, the effects of the CRM segment and what information is not useful. Being able to eliminate unwanted information is a large aspect of implementing CRM systems.
ARCHITECTURE OF CRM AT MARUTI There are three parts of application architecture of CRM at maruti:
Operational CRM - automation to the basic business processes (marketing, sales, service)
Analytical CRM - to analyze customer behavior, implements business intelligence alike technology
Collaborative CRM - ensures the with customers (phone, email, fax, web, sms, post, in person)
OPERATIONAL CRM Operational CRM at Maruti includes customer (sales, marketing and service). Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference. Operational CRM provides the following benefits:
Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration
Enables a 360-degree view of the customer while you are interacting with them
Sales people and service engineers can access complete history of all customer interaction with the company, regardless of the touch point .
The operational part of CRM typically involves three general areas of business at Maruti:
Sales force automation (SFA)
SFA automates the critical sales and sales force management functions of Maruti, i.e., lead/ management, management,
quote
management,
forecasting,
sales
istration, keeping track of customer preferences, buying habits, and demographics, as well as performance management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration.
Customer service and (CSS)
CSS at Maruti automates the service requests, complaints, product returns, and information requests. The
internal help desk and
inbound call-center for customer inquiries have been evolved into the "customer interaction center" (CIC), using multiple channels
(Web,
phone/fax,
face-to-face,
kiosk,
etc).
Key
infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability.
Enterprise marketing automation (EMA)
EMA of the company provides information about the business environment, including competitors of Maruti, industry trends, and macro environmental variables. It is the execution side of campaign and lead management. The intent of EMA applications is to improve marketing campaign efficiencies. Functions include demographic analysis, variable segmentation, and predictive modeling occur on the analytical (Business Intelligence) side.
Integrated CRM software is often also known as "front office solutions." Of Maruti, This is because they deal directly with the customer of the company.
Maruti uses CRM software to store all of their customer's details. When a customer calls at maruti, the system is used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information on a customer in one place, a the management at Maruti aims to make cost savings, and also encourage new customers.
ANALYTICAL CRM In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically leads to targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are:
Acquisition: Cross-sell, up-sell
Retention: Retaining customers who leave due to maturity or attrition.
Information: Providing timely and regular information to customers about Maruti.
Modification: Altering details of the transactional nature of the customers' relationship.
Analysis typically covers but is not limited to:
Decision : Dashboards, reporting, metrics, performance etc.
Predictive modelling of customer attributes
Strategy and research.
Analysis of Customer data relates to the following analyses:
Campaign management and analysis
channel optimization
Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on from earlier analysis and decisions. Therefore, a successful analytical CRM projects take advantage of a data warehouse to provide suitable data.
COLLABORATIVE CRM Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and s coordination of employee teams and channels. It is a solution that brings people, processes and data together so company can better serve and retain their customers. Collaborative CRM provides the following benefits:
Enables efficient productive customer interactions across all communications channels
Enables web collaboration to reduce customer service costs
Integrates call centers enabling multi-channel personal customer interaction
Integrates view of the customer while interaction at the transaction level
PURPOSES OF CUSTOMER RELATIONSHIP MANAGEMENT CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. The CRM program allows Maruti to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good
CRM program can improve customer service by facilitating communication in several ways :
Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week.
Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations.
Provide a fast mechanism for managing and scheduling followup sales calls to assess post-purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies.
Provide a mechanism to track all points of between customer and the company, and do it in an integrated way so that all sources and types of are included, and all s of the system see the same view of the customer (reduces confusion).
Help to identify potential problems quickly, before they occur.
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use internet cookies to track customer interests and personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or realtime customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
The CRM can be integrated into other cross-functional systems and thereby provide ing and production information to customers when they want it.
IMPROVING CUSTOMER RELATIONSHIPS CRM programs also are able to improve customer relationships. Proponents say this is so because:
CRM technology can track customer interests, needs, and buying habits as they progress through their life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as they change.
The technology can track customer product use as the product progresses through its life cycle, and tailor the service strategy accordingly. These way customers get what they need as the product ages.
In industrial markets, the technology can be used to micro-segment the buying centre and help coordinate the conflicting and changing purchase criteria of its .
When any of the technology-driven improvements in customer service (mentioned above) contribute to long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships, increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with customer acquisition and customer “training”), increase sales revenue, and thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction which in turn comes from a deeper understanding of each customer, their individual business challenges and proposing solutions for those challenges rather than a "one size fits all" approach.
CRM software enables sales people to achieve this one on one approach to selling and can automate some elements of it via tailorable marketing communications. However, all of these elements are facilitated by or for humans to achieve - CRM is
therefore a company-wide attitude as much as a software solution.
PURPOSE OF RESEARCH STUDY -RESEARCH STUDY
To study and understand various aspects of Customer relationship
management at MARUTI SUZUKI.
RESEARCH METHODOLOGY
-TOOLS OF RESEARCH -RESOURCE OF DATA
A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study. The appropriate research design formulated is detailed below. Exploratory research: this kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action. The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an exploratory research
NATURE OF DATA
Secondary data: secondary data that is already available and published .it could be internal and external source of data. Internal source: which originates from the specific field or area where research is carried out e.g. publish broachers, official reports etc.
External source: This originates outside the field of study like books, periodicals, journals, newspapers and the Internet.
DATA COLLECTION Secondary data has been used which is collected through articles, reports, journals, magazines, newspapers reports prepared by research scholars, universities and internet.
TOOLS AND TECHNIQES Analysis of data has been done with help of various statistical tools like the tables and graphs.
FEATURES OF CRM IMPLEMENTED AT MARUTI
CUSTOMER RELATIONSHIP MANAGEMENT (CRM) Customer Relationship Management (CRM)
Includes the methodologies, technology and capabilities that help an enterprise manage customer relationships. The general purpose of CRM is to enable organizations to better manage their customers through the introduction of reliable systems, processes and procedures.
IMPLEMENTING CRM
Customer Relationship Management is a corporate level strategy which focuses on creating and maintaining lasting relationships with its customers. Although there are several commercial CRM
software packages on the market which CRM strategy, it is not a technology itself. Rather, a holistic change in an organisation's philosophy which places emphasis on the customer.
Management at
MARUTI believes that a
successful CRM
strategy cannot be implemented by simply installing and integrating a software package and will not happen over night. Changes must occur at all levels including policies and processes,front of house customer service, employee training, marketing, systems and information management; all aspects of the business must be reshaped to be customer driven. To be effective, the CRM process has been integrated with end-toend across marketing, sales, and customer service.
THE OBJECTIVES OF CRM AT MARUTI:
To Identify customer success factors
To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve a problem
To Recommend what to tell a customer with a complaint about a purchase
To Track all aspects of selling to customers and prospects as well as customer .
Before implementing the
CRM segment
the management at
MARUTI did a survey to identify what profile aspects it feels are relevant to its business, such as what information it needs to serve its customers, the customer's past financial history, the effects of the CRM segment and what information is not useful. Being able to eliminate unwanted information is a large aspect of implementing CRM systems.
ARCHITECTURE OF CRM AT MARUTI There are three parts of application architecture of CRM at maruti:
Operational CRM - automation to the basic business processes (marketing, sales, service)
Analytical CRM - to analyze customer behavior, implements business intelligence alike technology
Collaborative CRM - ensures the with customers (phone, email, fax, web, sms, post, in person)
OPERATIONAL CRM Operational CRM at Maruti includes customer (sales, marketing and service). Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference.
Operational CRM provides the following benefits:
Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration
Enables a 360-degree view of the customer while you are interacting with them
Sales people and service engineers can access complete history of all customer interaction with the company, regardless of the touch point . The operational part of CRM typically involves three general areas
of business at Maruti:
SALES FORCE AUTOMATION (SFA)
SFA automates the critical sales and sales force management functions of Maruti, i.e., lead/ management, management,
quote
management,
forecasting,
sales
istration, keeping track of customer preferences, buying habits,
and
demographics,
as
well
as
performance
management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration.
CUSTOMER SERVICE AND (CSS)
CSS at Maruti automates the service requests, complaints, product returns, and information requests. The internal help desk and inbound call-center for customer inquiries have been evolved into the "customer interaction center" (CIC), using multiple channels (Web, phone/fax, face-to-face, kiosk, etc). Key infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability.
ENTERPRISE
MARKETING
AUTOMATION
(EMA)
EMA of the company provides information about the business environment, including competitors of Maruti, industry trends, and macro environmental variables. It is the execution side of campaign
and
lead
management.
The
intent
of
EMA
applications is to improve marketing campaign efficiencies. Functions
include
demographic
analysis,
variable
segmentation, and predictive modeling occur on the analytical (Business Intelligence) side.
Integrated CRM software is often also known as "front office solutions." Of Maruti, This is because they deal directly with the customer of the company.
Maruti uses CRM software to store all of their customer's details. When a customer calls at maruti, the system is used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information on a customer in one place, a the management at Maruti aims to make cost savings, and also encourage new customers.
ANALYTICAL CRM In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically
leads to
targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are:
Acquisition: Cross-sell, up-sell
Retention: Retaining customers who leave due to maturity or attrition.
Information: Providing timely and regular information to customers about Maruti.
Modification: Altering details of the transactional nature of the customers' relationship.
Analysis typically covers but is not limited to:
Decision : Dashboards, reporting, metrics, performance etc.
Predictive modelling of customer attributes
Strategy and research.
Analysis of Customer data relates to the following analyses:
Campaign management and analysis
channel optimization
Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management
Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on
from
earlier
analysis
and
decisions.
Therefore,
a
successful analytical CRM projects take advantage of a data warehouse to provide suitable data.
COLLABORATIVE CRM Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and s coordination of employee teams and channels. It is a solution that brings people, processes and data together so company can better serve and retain their customers. Collaborative CRM provides the following benefits:
Enables efficient productive customer interactions across all communications channels
Enables web collaboration to reduce customer service costs
Integrates
call
centers
enabling
multi-channel
personal
customer interaction
Integrates view of the customer while interaction at the transaction level Purposes of Customer Relationship Management
CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. The CRM program allows Maruti to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good CRM program can improve customer service by facilitating communication in several ways :
Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week.
Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations.
Provide a fast mechanism for managing and scheduling followup sales calls to assess post-purchase cognitive dissonance,
repurchase probabilities, repurchase times, and repurchase frequencies.
Provide a mechanism to track all points of between customer and the company, and do it in an integrated way so that all sources and types of are included, and all s of the system see the same view of the customer (reduces confusion).
Help to identify potential problems quickly, before they occur.
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use
internet
cookies
to
track
customer
interests
and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or real-time customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
The CRM can be integrated into other crossfunctional systems and thereby provide ing and production information to customers when they want it.
Improving customer relationships CRM programs also are able to improve customer relationships. Proponents say this is so because:
CRM technology can track customer interests, needs, and buying habits as they progress through their life cycles, and tailor the marketing effort accordingly. This way customers get exactly what they want as they change.
The technology can track customer product use as the product progresses through its life cycle, and tailor the service strategy accordingly. This way customers get what they need as the product ages.
In industrial markets, the technology can be used to microsegment the buying centre and help coordinate the conflicting and changing purchase criteria of its .
When any of the technology-driven improvements in customer service (mentioned above) contribute to long-term customer satisfaction, they can ensure repeat purchases, improve customer relationships, increase customer loyalty, decrease customer turnover, decrease marketing costs (associated with customer
acquisition and customer “training”), increase sales revenue, and thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction which in turn comes from a deeper understanding of each customer, their individual business challenges and proposing solutions for those challenges rather than a "one size fits all" approach.
CRM software enables sales people to achieve this one on one approach to selling and can automate some elements of it via tailorable marketing communications. However, all of these elements are facilitated by or for humans to achieve - CRM is therefore a company-wide attitude as much as a software solution.
CRM PROCESSES AND FUNCTIONS:
.
technical white paper uses Business Rules (a set of Enterprise Rules that define the “actions” to be taken and are termed as “Customer recommended actions or CRA”). The Decision engine takes as input the Customer Profile, History and applies the stored Business Rules thereby creating a set of one or more Recommended Actions for the customers. The Business Rules Management component enables the creation, deletion, analysis and storage of the Business Rules in a
repository. The Customer Profile component is generated
based
on
the
information
in
the
Customer
Information File (CIF), Customer Information Warehouse (segmentation,
scoring)
The
relevant
customer
conversation//dialogue information is captured and stored
in
Management
component.
The
CRA
Effectiveness Analysis component by using Data Mining technology provides a facility to explore rules, recommended actions and customer interaction effectiveness in general. The Treatment provides unique treatment data for customer, products and services.
FUNCTIONAL COMPONENTS OF CRM ARCHITECTURE FOR ENTERPRISE MARKETING AUTOMATION:
RECOMMENDATIONS AND CONCLUSION
Provide a -friendly mechanism for ing customer complaints (complaints that are not ed with the company cannot be resolved, and are a major source of customer dissatisfaction).
Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction).
Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction).
Use
internet
cookies
to
track
customer
interests
and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or real-time customization.
Provide a fast mechanism for managing and scheduling maintenance, repair, and on-going (improve efficiency and effectiveness).
BIBLIOGRAPHY
Books
Crm- chattopadhya
Crm-mishra and joshi
Journals
Icfai university press
Business and economy
Web sites
Www.marutiudyog.com
Gurgaon.nic.in/maruti.htm
Auto.indiamart.com
Economictimes.indiatimes.com
En.wikipedia.org/wiki
www.citrix.com
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