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PRINCIPLE OF MANAGING

CUSTOMER RELATIONSHIP

Dosen : Drs. HA. ROMADLON, MM, CTP

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Fakultas Ekonomi dan BisnisSchool Economics and Business

Telkom University

2 reating the great b

Kalender Akademik

Tanggal Kegiatan

Heregistrasi :

1. Pembayaran SPP

2. Input mata kuliah pada IGRACIAS

3. Perwalian

11 Januari – 27 Pebruari 2016 Masa Kuliah I

18 – 22 Januari 2016 Perubahan Rencana Studi (PRS)

29 Pebruari – 9 Maret 2016 Ujian Tengah Semester (UTS)

11 Maret – 27 April 2016 Masa kuliah II

28 April – 2 Mei 2016 Hari Tenang

3 – 14 Mei 2016 Ujian Akhir Semester (UAS)

2

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EVOLUTION OF RELATIONSHI

WITH CUSTOMER( CHAPTER 1)

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Telkom University


Referensi

Don Peppers & Martha Rogers, Managing Customer RelatStrategic Framework. Second Edition. John Wiley & Sons, Jersey. 2011

4

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1. Root of Customer Relationship Management 2. Traditional Marketing

3. The view from here (Customer Definition)

4. Definition of Relationship

5. Return on Customer Measurement 6. Technology and Customer Revolution

5

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Root of Custom er Relat ionship

Management

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Definition of Customer

No company can succeed without customers. If you do

have customers, you don’t have a business. You have

hobby.

—Don Peppers and Martha

For many years, enterprises depended on gaining the competitiv

advantage from the best brands.

Brands have been untouchable, immutable, and inflexible parts o

twentieth-century mass-marketing era.

But in the interactive era of the twenty-first century, enterprises

strategizing how to gain sustainable competitive advanta

the information they gather about customers.

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Customers are every company’s source of revenue

Organizations must manage their customer relationsh

effectively in order to remain competitive

Customers have always been at the heart of an enterp

long-term growth strategies, marketing and sales effo

product development, labor and resource allocation, a

overall profitability directives

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Increasing the Value of the Custome

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Operational CRM focuses on the software installations an

changes in process affecting the day-to-day operations of

firm—operations that will produce and deliver differenttreatments to different customers.

Analytical CRM focuses on the strategic planning needed

build customer value as well as the cultural, measuremen

organizational changes required to implement that stratesuccessfully.

C

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Focusing on Customers Is New to Busine

The move to a customer-strategy business model

Coordinated effort to get, keep, and grow valuable customers has

greater and far more relevant role in forging a successful long-termprofitable business strategy

Enterprise resource planning (ERP) systems, supply chain manage

software (SCM), enterprise application integration software (EAI),

warehousing, sales force automation (SFA), marketing resource

management (MRM), have helped companies to have helped com

mass-customize their products and services literally delivering individually configured communications, pro

services to unique customers, in response to their individual fee

specifications.

F k l Ek i d Bi i

T diti l M k ti

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Traditional Marketing

Traditional marketing efforts have centered on the “four

product, price, promotional activity, and place—popular

marketing experts E. Jerome McCarthya and Philip Kotle Four Ps are all about the “get” part of “get, keep, and gro

customers.”

Customer needed to believe that the enterprise’s offerin

would be superior in delivering the “four Cs”: customer v

lower costs, better convenience, and better communicat

Fak ltas Ekonomi dan Bisnis

Q t b t CRM

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Quotes about CRM

CRM is not a software package. It’s not a database. It’s no

center or a Web site. It’s not a loyalty program, a custo

service program, a customer acquisition program, or a wi program. CRM is an entire philosophy.

—Steve Silver

A CRM program is typically 45 percent dependent on th

executive leadership, 40 percent on project managem

implementation, and 15 percent on technology.—Edmund Thompson, Gartner Group

Fakultas Ekonomi dan Bisnis

anag ng us omer e a ons ps s a

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anag ng us omer e a ons ps s a Dimension of Competition


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Grouping of Assignment

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Grouping of Assignment

1.One class devided into 8 groups

2.The member each group about 5-6 person3.Each group focuse on one Telco in Indonesia or

Regional


What Is a Relationship?

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What Is a Relationship?

What does it mean for an enterprise and a customer t

relationship with each other?

Do customers have relationships with enterprises that

know them?

Can the enterprise be said to have a relationship with

customer it does not know?

Is it possible for a customer to have a relationship wit


Learning Relationships

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School Economics and Business


Learning Relationships

1. The customer learns more about his own preferences fr

experience and from the firm’s feedback, and is therefo

to shop, purchase, and handle some aspect of his life mefficiently and effectively than was possible prior to thi

relationship.

2. The enterprise learns more about its own strengths and

weaknesses from each interaction and from the custom

feedback, and is therefore able to market, communicathandle some aspects of its own tactics or strategy more

efficiently and effectively than was possible prior to the

relationship.


Return on Customer

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Return on Customer

Measuring the Efficiency with Which Customers Create Val

o Return on investment quantifies how well a firm creates value

given investmento But what quantifies how well a company creates value from it

customers?

o For this you need the metric of Return on Customers (ROCsm)

o equity, divided by the total customer quity at the beginning of

periThe ROC equation has the same form as an ROI equation.

equals a firm’s current-period cash flow from its customers plchanges in the underlying customer

o Businesses are shifting their focus from product sales transact

relationship equity


The Customer and Technology Revo

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The Customer and Technology Revo


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Quadrant I: Traditional Mass Marketing. Companies that compete p

cost efficiencies based on economies of scale and low price. Compa

quadrant are doomed to commoditization and price competition.

Quadrant II: Niche Marketing. Companies that focus on target mark

niches, and produce goods and services designed for those defined

groups. This more strategic and targeted method of mass marketing

the same thing the same way to everyone, but for a small, relativel

homogeneous group.

Quadrant III: Database Marketing. Companies utilize database man

get better, more efficient use of their mailing lists and other custominformation. Generally focused primarily on continuation of traditio

strategies but at lower costs to serve.

Quadrant IV: One-to-One Learning Relationships. Companies use da

customers to predict what each one needs next and then are able t

different customers differently and increase mutual value with cust

Fakultas Ekonomi dan BisnisS h l E i d B i

CRM ROI in Financial Services

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CRM ROI in Financial Services


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DISSCUSSION TIME

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