BOSSARD ASIA PACIFIC-CRM STRATERGY

By-Hardik Dwivedi

Priyanka Mishra

Harsha Tilak

Sripal

Shruti Drolia

Vasuprada M.

Aditya Mishra

Niladri Chakravarty

Ashish Baharani

ABOUT- BOSSARD Founded in 1831 from a local handwork business in Zug to a

Swiss industrial business and an international trading concern.

The business is being run by the 7th generation in the Bossard family.

Bossard has around 1800 employees, engaged in the global procurement and sale of every type of fastening element.

Bossard also provides engineering and logistical services associated with these products.

Contd. Core Competence-Fastening Technology

Over 75 affiliates in 3 regions namely-

1. Europe

2. America

3. Asia/Pacific

USP – Technical advice on Engineering & Technology

Need For CRM Due to tremendous competition

Cost of Customer Acquisition rising

Margins started eroding

Highly Distributed Operations

FIVE KEY STRATEGIES WITH CRM

1. FOCUS ON EXISTING CUSTOMERS

RETAIN THE RIGHT CUSTOMERS

MAXIMIZE CUSTOMER PROFITABILITY

2. MAXIMIZE REVENUE OPPORTUNITIES

EVALUATE THE MARKETING MIX

RE-PRIORITIZE SALES INVESTMENTS

Contd.

3. DO MORE WITH LESS

STREAMLINE BUSINESS PROCESSES

IMPROVE PERSONAL PRODUCTIVITY

4. REDUCE OPERATIONAL COSTS

RIGHT-SIZE SERVICE COSTS

REDUCE COSTS THROUGH CONSOLIDATION

Contd .

5 . OPTIMIZE EXISTING IT ASSETS

MAXIMIZE THE VALUE OF EXISTING SYSTEMS

CRM INITIATIVE IN BOSSARD

Initiative was taken to face the increasing competition in Asia Pacific region and to reduce the cost of customer acquisition.

Move towards a Dashboard CRM – driven Strategy.

Implementation Risk

High cost involved

DCRM Describes a CRM implementation where customer

related information and key data points are organised in dashboards at a glance.

It contains Contact details, Number of visit, Key profitability indicators such as margin contribution charts.

Important indicators such as KPI are captured in the system

Could be seen as a sophisticated sales management tool

USE Of CRM

Being used for Market identification, segmentation and customer tracking

Use of HYMC Screen as a part of DCRM

Separate screen to analyse whether a company growing , shrinking in conjunction with the margin trend.

Includes a report about new working and market opportunity analyzing the pipeline trend.

As a knowledge base and sales force management tool.

Challenges of DCRM strategy implementation

Development process takes longer

Sufficient manpower is required for operating the system which may be a difficulty for a mid size company like Bossard.

Continuous input from the market is necessary to improve and upgrade the system.

SWOT ANALYSIS

Strengths:• Scott’s confidence on his employees.• Low cost in developing an internal internet based solution.• Bossard employees who have a strong understanding of the business model.• Compatibility to existing ERP systems.

Weaknesses:

Lack of support from Bossard’s headquarters in switzerland.

Employees from the development team have to be taken out from their regular duties.

Lack of experience of DCRM among the employees.

Opportunity Facilitates the sales person knowledge. Strong customer base. High yield margin contribution (HYMC). Increase company's future growth

potential. Improved technology.

Threats

Huge cost involved.

Un cooperation from top to bottom level due to past beliefs and miscommunication.

Cut throat Competition.

Q 1 - ROLE OF CRM

• Enables sales staff to give better advice to customer

• Tracks prospective customer

• Providing Value Added Services

• DCRM – Converting expenditure to opportunity

SEGMENTING EXISTING MARKETS AND DEVELOPING NEW ONES

STEP 1 – Important to look at market segmentation

STEP 2 – Select most profitable customer in that segment.

True Profit = Customer Profit - HYMC

Decides whether the customer should be targeted

Separate screen used for analyzing whether a company was growing or shrinking

Powerful tool to understand in which company Bossard should invest

Pipeline report – overview of potential customers

Contd.

Q 2 - OPPORTUNITIES

Readymade information about the company ‘s performance to the employees

Good track record of customer data Not dependent on one employee Saves cost Consumes less time Serves various uses

PROBLEMS

Initial investment may seem to be high Proper employee training is required for

smooth functioning of the proposed system

Improper usage of the customer data

Q 3 - RECOMMENDATIONS

Implementation of DCRM system

Communicate the value proposition of DCRM

Training of the employees and customers