Customer Relationship Management System2

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British Journal of Marketing Studies Vol.2, No.7, pp.1-13, Nove!er 2"1# $u!lished !% &uropean

'entre for (esear)h *raining and +evelopent ///.ea0ournals.org

CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM: A CASE STUDY OF

FLOOR MILLS IN BAHAWALPUR DISTRICT

Prof. Dr. Abdul Ghfoor A!"

+ean of a)ulties, nstitute of Southern $un0a!, Multan, $akistan.

Muh##d Sl#" A$hr

MS S)holar, nstitute of Southern $un0a!, Multan, $akistan, 4e)turer, the slaia niversit%

of Baha/alpur, Baha/alpur, $akistan.

ABSTRACT:Introduction: Customer Relationship Management is the big issue in business

world because the business and growth of every firms depends upon it. It is very important

field that needs in-depth analysis. The author has intended to investigate it in this research

paper. Obective: The obective of this research paper is to analy!e the Customer

Relationship Management in "lour mills of #ahawalpur and how these mills are managing

their customer relations strategically. Methodology: This is an e$ploratory research in which

deductive approach has been applied. %tructured &uestionnaire techni&ue has been used for

data collection. "indings: The study concludes that CRM is being well strategi!ed for the

long term as it is formulated' implemented and practiced in a systematic manner.

Contribution: This study can be useful in studying the customer relationship practices inother flour mills of (a)istan as this study provides basis for further research.

%EYWORDS: 'ustoer (elationship Manageent, lour Mills, 'ustoer (elationship

Strateg%.


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INTRODUCTION

5hen an organi6ation is going to adopt the '(M it has to see soe potential !enefits and

)osts of '(M also. '(M has an% effe)ts in the organi6ation like the )ustoers are fo)used

and their needs, preferen)es and /ants are the a0or )on)erns for the organi6ation. *he

organi6ation )an retain its )ustoers sipl% !% follo/ing the odels of '(M. *he share of)ustoers also depends upon the )ustoer satisfa)tion and the )oitent of )ustoers to

the organi6ation it )ould also !e enhan)ed !% the usage of '(M in the organi6ation. *hese

in)reased shares of )ustoers /ill also generate the long ter profita!ilit% for the fir. *hese

!enefi)ial effe)ts are got onl% !% the )ost of infrastru)ture )ost and the )ost of investents.

LITERATURE RE&IEW

Cu'(o#)r R)l(*o"'h*+ M",)#)"( Pr-(*-) *" (h) Or,"*$(*o"':

))ording to 8ikund et al 2""3, diensions of '(M /ill lead the organi6ation to the

)ontinuous relationship /ith the )ustoers at the )ost of their priva)%. No/ the organi6ations

)an deal /ith the )ustoers !% finding out the loop holes and filling the gaps of resour)es.

*hese fa)tors or easures /ill lead the organi6ation to the in)reased satisfa)tion of the

)ustoer. 9ere the positive feed!a)k )ould !e stored in the '(M data!ase again. *hese

)on)lusions /ill tell the future prospe)ts of '(M usage 8ikund et al, 2""3.

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n an% organi6ation the pro)ess of )hange is also point of )on)ern. Man% authors refer this

ter to the )hange anageent 5ikstro. '(M:s ain initiative is to anage the risk

asso)iated /ith the )ustoers. nd in this environental a)tivit% e;ternal fa)tors )an also

)reate ha6ards 9o/arth and rederi)ks, 2"12.

t the organi6ational level '(M /ill !e the pro)ess of integrating the people and the

pro)esses to ake the )ustoer satisfied !% the use of inforation regarding the needs and

likings of the )ustoers. t is the developent of relationship arketing at the organi6ational

level. ))ording to Maroofi et al 2"13, '(M is not onl% the relationship of )ustoers. t is

u)h ore like developing the s%ste of integration !et/een the environent, )ustoer

e;pe)tation and the anageent of kno/ledge.

Co"-)+(ul*$(*o" of CRM ' S(r(),

)lear strateg% is the one /hi)h ephasis on the ipleentation of '(M as the ain part of

the pro)ess. t has three levels of planning /hi)h in)ludes idea, planning and )ustoer

orientation. dea ust !e universal and overall a))urate for ipleentation. $lanning is done

on long ter !asis /hi)h involves )ost of tie, one% and resour)es. $lanning is donea))ording to the allo)ated !udget of the departent. 5hile in the )ustoer )entri) vie/ the

fir tries to identif% its )ustoers and their future needs also. *hen the data /ill !e used to

iprove the produ)t and servi)es +arvish et al, 2"12.

f the '(M is taken as the strateg% it )an )reate a differen)e in the perforan)e of the

organi6ation. *o do the strategi) level '(M ntegration 'opan% has to ake a perfe)t

vision /hi)h ust !e related to the '(M pro)ess. 'opan% perforan)e o!0e)tives and

threshold points ust !e deterined, the de)isions regarding the segentation and target)ustoers ust !e predefined. urtherore )opan% also has to de)ide the level of

)ustoi6ation it is going to offer to the )ustoers. t the end )opan% also has to ake

)al)ulations regarding the onetar% !enefit or the advantages derivation fro the

ipleentation of the '(M in the )opan% uar, 2"11.

I#+l)#)"((*o" Pl"

Senior anageent )oitent is ost iportant. Su))ess of '(M is !ased on the

profita!ilit% of it /hi)h has to !e )al)ulated !efore the ipleentation. 9ere at this level

)opanies )onsider that the )ustoi6ed solutions provided to the )ustoers /ill in)rease the


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satisfa)tion of )ustoers as /ell. part fro the )ustoers planning the '(M /ill also !e

regarding the use of inforation !% the anagers and their need of data. 'ustoer intera)tion

/ith the '(M and the de)isions of the anageent are iportant fa)tors for the planning of

'(M ipleentation )riteria. ntera)tions point of !oth )an !e altered then a))ording to the

need of parti)ular organi6ation Bose, 2""2.

(eason for the su))essful ipleentation of the '(M is the in)reent in the !usiness profit,

gaining )ustoer:s satisfa)tion, delivering the personali6ed servi)es to the )ustoers, getting

the )ustoer:s insight a!out their preferen)es, taste and future deands, )reating the

differentiation fro the )opetitors of the !usiness, and at the end to get the ore selling

)han)es for the produ)t of the !usiness. *o get all these purposes !usiness have to )reate the

e;a)t plan /hi)h /ill !e !ased on the perfe)t integration of !usiness pro)ess, te)hnolog%

used, strategies ade, huan resour)e integration, )ouni)ation )hannels integration and

the end the )ultural fa)tors or the )hange anageent uar, 2"11.

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S(r(), For#ul(*o"

oration of the strateg% to ipleent the '(M is started at the level /here the de)isions

are taken regarding the )ustoers groups and their )hara)teristi)s. t this level )opan% /ill

also identif% the individual )ustoers and their groups. n the foration of strateg% three

ain fa)tors are dis)ussed, first is de)iding the purpose of the '(M ipleentation se)ond is

the sele)tion of the parties /hi)h are )ustoers groups and individual )ustoers and third are

the s)hees and progras for the '(M s%ste. *he purpose of '(M is to get the operational

and strategi) level goals of the fir. *o ipleent the progra and strategies parties

)ustoers and eplo%ees are fo)used $arvati%ar < Sheth, 2""2.

+evelopent of '(M strateg% is a ta)ti)al pro)ess involving an% steps at strategi) level,

like/ise first step is the developing the !usiness odel. irst the fir has to design the pro)ess to

attain, a)=uire, retain and in)rease the )ustoers. *hen the odel is related to the !usiness its

dealing /ith. '(M is not the onl% te)hnologi)al )hange in the fir !ut also the eergen)e of the

)ulture to the )ustoer:s. Main reason ipleent the '(M strateg% is to give the )ustoers

ultiate satisfa)tion the% are /anting fro the prospe)tive of )ouni)ation /ith the. f the

strateg% is going good /ith the )ustoers then it /ill in)rease the )ustoer:s lo%alt% as /ell and

in the end the satisfied )ustoer /ill generate ore profits for the )opan%. Strateg% of

ipleentation of '(M )ould !e the ost useful /a% to in)rease the )ustoers !% theirsatisfa)tion. n the aspe)t of )urrent arket and glo!al !usiness environent it is )opulsor% for

the firs to in)rease their value !% soe differentiation of their produ)t or servi)es. nd the

ipleentation of '(M strateg% /ill provide the /in-/in solution for three of the> )ustoer,

)opan% and eplo%ees Jakinsen and Jo)o!s, 2""2.

D)/)lo+*", A"l(*-l CRM A++ro-h

n the !eginning of the '(M ipleentation in the organi6ation fo)us /as not on the anal%ti)al

'(M !ut no/ da%s its iportant is /ide spread. +ata anageent and anal%sis te)hnologies

allo/ the users to anal%6e the inforation of the )ustoers. 'ustoers segents are identified on

the !asis of reports prepared !% the '(M s%stes and then the parti)ular )ustoers are !eing

)ouni)ated. B% the effe)ting anageent of )ustoer relations )ustoer:s retention is done

at strategi) level. nal%ti)al '(M also effe)ts the )ustoer:s lo%alt% !e)ause ore of the

)ustoers are !eing fo)used the% /ill )onsider theselves a valua!le assets and then the% /ill

have in)reent in their lo%alt% Srivastava, 5ang, < 9/ang, 2""2.

nal%ti)al '(M s%ste )an )reate the value of inforation !% doing the anal%sis on the

previousl% )olle)ted data, and !% the anal%ti)al '(M )ustoers segentation and targeting is

done. t )an also strengthen the )ustoer:s relationship anageent. +ate )olle)ted and


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anal%6ed )an !e used in the arketing of produ)ts or servi)es to the target )onsuer

a))ording to the segentation )reated on anal%ti)al '(M !asis and the targeted )ustoers

)an !e pointed out as /ell. Su))essful integration of '(M )an provide the ultiate advantage

of data ining and data )olle)tion and retrieval too Bi!iano, Ma%ol, < $astor.

S(r(),*- I"(),r(*o"

*he $ro)ess of '(M pra)ti)e starts /ith the strateg% forulation of the iproveent in the

!usiness pro)esses. ?rgani6ations have to see first if the strategies of '(M )an !e useful for

the organi6ation and its ipleentation is if possi!le. '(M )hanges the overall !usiness

pro)ess and its strateg%. Business )opeten)es for the ipleentation of '(M are evaluated

3


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for the parti)ular !usiness and then the e;e)ution plan is ade $iskar < raganel, 2""@.

'(M )ould !e the part of overall s%ste of the organi6ation rather than a part of it.?rgani6ations have to identif% /here the s%ste /ill !e ore suita!le, afforda!le and

!enefi)ial. nternet usage leads to the &-'(M and the anageent of &-'(M is ore of

)al)ulated nature rather than anal%ti)al 9arrigan < !!ostan, 2""@.

f the strategi) integration is dis)ussed it is a)tuall% !ased on the long ter de)isions

regarding '(M. Strateg% forulation /ill !e started fro the purpose to in)rease the

effi)ien)% and effe)tiveness of the pro)esses of the )opan%. $rogras /ill !e then de)ided

/hi)h /ill !e adopted a))ording to poli)ies and features of the organi6ation. *hese poli)ies/ill !e surel% a))ording to the !usiness vision. n the ne;t step strategi) partners of the

!usiness are finali6ed /ith /ho fir is going to !e engaged in !usiness. fter these initial

steps de)isions are taken at anageent level regarding the foration of teas, de)iding

roles of the tea e!ers, /a%s of )ouni)ation, otivation of /ork, !lue print of the

/hole pro)ess, atta)hent of eplo%ees and at the end onitoring pro)ess of eplo%ees.

$urpose of doing all these a)tivities are not 0ust to ipleent the '(M in the organi6ation

!ut the purposes )an !e )lassified as strategi) purposes like long run perforan)e, finan)ial

purposes like in)reasing profita!ilit%, sales a)tivit%, (? et). and at the end arketing

purposes of in)reasing the )ustoers lo%alt% and satisfa)tion of )ustoers. *his pro)ess is

also s)rutini6ed all over and dra/!a)ks are founded to reove if there are an% other /ise

further soothing of pro)ess is done $arvati%ar < Sheth, 2""2.

I"for#(*o" M",)#)"( I"(),r(*o"

nforation anageent integration is the ain or )entri) point of '(M ipleentation as

the )ustoers and all other inforation is needed to !e stored, retrieved and used for

anal%ti)al purposes. n the inforation anageent s%ste all the inforation of )ustoer:s

!ehaviors along /ith their )onta)t inforation is stored and then this data is reali6ed for

)ustoer:s insight 0udgent. &;tensive data storage is iportant !enefit of '(M s%ste.

5hen the inforation of )ustoers is stored ele)troni)all% in the inforation s%ste then the

organi6ation )an get the data for the )ustoer:s preferen)es and future !ehaviors of needs and

/ants. n this /a% anageent of proper inforation s%ste )an redu)e the )ost, in)rease

the effe)tiveness of the !usiness and profita!ilit% /hile getting the )opetitive advantage too.

Benefits of inforation s%ste are several if the s%ste is )arried on proper footing /ith the

e;a)t use of internet at the point of need 9arrigan < !!ostan, 2""@.

great pro!le in the ipleentation of '(M is that eplo%ees think it as a te)hnologi)al

advan)eent or soft/are !ut not as a strateg%. Aes the soft/are is used in '(M !ut it is


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)onsidered 0ust as a part of pro)ess !ut not the /hole pro)ess. Soft/are gives the support and it

uses this inforation /hi)h is used to get the )ustoer insight. 'ustoer relationship strateg% is a

ain fa)tor in the enterprise resour)e s%ste. Marketing sales and servi)es departent then )an

use the inforation of )ustoer to ake de)isions regarding )ustoer )oplaints and deands.

Soft/are pa)kages )an !e so effe)tive in the anageent of )ustoers and their inforation that

it )an retrieve the data and an% kind of inor inforation !% the use of anal%sis te)hni=ues.

Soft/are providers have given an% solutions in the shape of ulti-fun)tion solutions to one

single pro!le, like aking reports, autoation, )ustoer intera)tion and anal%sis of inforation

Mando6a, Marius, $are6, < rian, 2""C.

#


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RESEARCH METHODOLOGY

*his is an e;plorator% resear)h in /hi)h dedu)tive approa)h has !een applied. Stru)tured

=uestionnaire te)hni=ue has !een used for data )olle)tion. *he respondents are approa)hed

dire)tl% to fill the =uestionnaire in order to re)ord their response a!out the '(M in SM&:s.

Saple si6e of DD respondents is )al)ulated !% Bartlett *a!le 2""1 at alpha "."D. +ata is

)olle)ted fro 3" lour Mills. +es)riptive statisti)s tools /ere applied after the data entr% to

anal%sis the data.

DATA ANALYSIS

*o illustrate the strateg% of the )opan% a!out '(M follo/ing =uestions /ere asked and the

response re)eived have !een given in the ta!les and figuresE-

Fs '(M in %our organi6ation al/a%s forulated, ipleented and pra)ti)ed in a s%steati)

/a%GH *he response are sho/n as follo/sE

Tbl) 0 S'()#(*- I#+l)#)"((*o" of CRM

Standard

re=uen)%


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$er)ent

Mean

+eviation

Valid

+isagree

1

1.I

+ont no/

#

7.3

gree

##

I"."

#.""

.D"@

Strongl% gree

C


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1".@

*otal

DD

1""."

*a!le 1 represents that @".@K I"."K , 1".@K S. agree /ith the stateent that '(M in

organi6ation is al/a%s forulated, ipleented and pra)ti)ed in a s%steati) anner. 1.IK

disagree /ith it and 7.3K donot kno/ a!out it. *he ean #."" refle)ts that '(M is al/a%s

pra)ti)ed in s%steati) anner. *he standard deviation .D"@ sho/s the a0orit% of respondents

have siilar vie/s. igure 1 refle)ts the graphi)al representation of the sae fa)t.


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D


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F*,ur)10

Fre %our organi6ation ade feasi!ilit% report a!out the the forulation of '(M poli)%GH

*he response is given in *a!le 2

Tbl) 2 F)'*b*l*( R)+or( ' B'*' for CRM For#ul(*o"


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Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

+isagree

2

3.C

+ont no/

C

1".@


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gree

#3

7I.2

3.I@

.DC7

Strongl% gree

#

7.3

*otal

DD

1""."

*a!le 2 sho/s that ID.DK 7I.2K , 7.3K S. agree /ith the stateent that or the

forulation of '(M related a)tivities, their organi6ation usuall% akes feasi!ilit% report.

3.CK disagree /ith it and 1".@K donot kno/ a!out it. *he ean 3.I@ sho/s that flour ills

ake feasi!ilit% reports for the forulation of '(M a)tivities. *he standard deviation .DC7

sho/s that respondents are agreed on this stan)e. igure 2 refle)ts its graphi)al representation


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C


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F*,ur)12 F)'*b*l*( R)+or( bou( CRM for#ul(*o"

Fre the frontline eplo%ees in)luded in the pro)ess of '(M poli)% forulation and

ipleentationGH *he response is sho/n in the *a!le 3E


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Tbl) 3: I"/ol/)#)"( of Fro"( L*") E#+lo))' *" CRM D)-*'*o" M4*",

Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

Strongl% +isagree

3

D.D

+isagree

13

23.C


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+ont no/

D

@.1

gree

33

C"."

3.2@

1."31

Strongl% gree

1

1.I

*otal

DD

1""."


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*a!le 3 refle)ts that C1.IK C"K , 1.IK S. agree /ith the stateent organi6ation de)isionsregarding '(M are taken and ipleented /ith the )olla!oration of front level eplo%ees.

5hereas on the other hand [email protected] D.D S.+., 23.CK +. disagree /ith the stateent and @.1K

donot kno/ a!out it. *he ean 3.2@ refle)ts that '(M de)isions taken /ith the help of front level

eplo%ees is pra)ti)es in organi6ations. *he standard deviation 1."31 sho/s the rare

disagreeent of respondents. igure 3 sho/s the graphi)al representation.

7


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F*,ur)13 Fro"(l*") M",)r' +r(*-*+(*o" *" CRM d)-*'*o" #4*", +ro-)''

Fs there e;isting a proper '(M appraisal s%ste in %our organi6ationGH *he response is

ta!ulated in the follo/ing ta!leE

Tbl) 5 A++r*'l S'()# for CRM


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Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

Strongl% +isagree

D

@.1

+isagree

2#

#3.C


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+ont no/

C

1".@

2.7D

1."DI

gree

2"

3C.#

*otal

DD

1""."

*a!le # sho/s that D2.7K @.1K S.+., #3.CK +. disagree /ith the stateent that in

organi6ation, there proper appraisal s%ste for appraising the '(M. 5hile 3C.#K agree /ith it

and 1".@K donot kno/ a!out it. *he ean 2.7D sho/s that use of appraisal s%stes for '(M is

ver% rare in organi6ations. *he standard deviation 1."DI depi)ts that there is disagreeent aong

the respondents on this stan)e. igure # refle)ts the graphi)al representation of ta!le #.


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I


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F*,ur)15 A++r*'l ''()# for Cu'(o#)r R)l(*o" M",)#)"(

FAour organi6ation assures the proper integration of '(M pra)ti)es in all of its departentsGH

*he ans/ers are as follo/sE

Tbl) 6 I"(),r(*o" of CRM *" ll D)+r(#)"('


26/41

Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

+isagree

#

7.3

+ont no/

#

7.3


27/41

gree

#C

I3.C

3.I"

.D@"

Strongl% gree

1

1.I

*otal

DD

1""."

*a!le D sho/s that ID.#K I3.CK , 1.IK S. agree /ith the stateent that organi6ation

assures the proper integration of '(M pra)ti)es throughout all of its departents. 7.3K

disagrees and sae donot kno/ a!out the stateent. *he ean 3.I" refle)ts that there is

proper integration of '(M throughout all departents in organi6ations. Standard deviation

is .D@" refle)ts agreeent of respondents. igure D sho/s the graphi)al representation of'(M integrations in all departent.


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@


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F*,ur)16 D)+r(#)"(l *"(),r(*o" (hrou,h CRM ''()#

F+o %ou think '(M in %our organi6ation is )ondu)ted through )utting-edge te)hnolog%GH

*he ans/ers are given !elo/E

Tbl)17 E8)-u(*o" of CRM (hrou,h -u((*",1)d,) ()-h"olo,


30/41

Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

Strongl% +isagree

12

21.I

+isagree

2D

#D.D


31/41


32/41


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F*,ur)17 E8)-u(*o" of -u((*", )d,)1()-h"olo,

Fs ea)h )oponent of '(M in %our organi6ation )ontrolled through an internal inforation

anageent s%steGH *he response is given in *a!le 7

Tbl) 9: Co"(roll*", of CRM (hrou,h I"()r"l I"for#(*o" M",)#)"( S'()#


34/41

Standard

re=uen)%

$er)ent

Mean

+eviation

Valid

+isagree

3

D.D

+ont no/

D

@.1


35/41

gree

##

I"."

3.ID

.D@1

Strongl% gree

3

D.D

*otal

DD

1""."

*a!le 7 sho/s that ID.DK I"K , D.DK S. agree /ith the stateent that &a)h )oponent

of '(M in organi6ation is )ontrolled !% an internal inforation anageent s%ste. 5hileD.DK disagree and @.1K donot kno/ a!out the stateent. *he ean 3.ID sho/s that internal

inforation s%ste is used to )ontrol the '(M )oponents. *he standard deviation .D@1

depi)ts that ost of the respondents agreed upon this.


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11


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F*,ur)19 CRM -o"(roll*", (hrou,h *"()r"l *"for#(*o" #",)#)"( ''()#

FINDINGS RESULTS

n addressing the strateg% of the flour ills for '(M, our findings sho/ that '(M is !eing

/ell strategi6ed for the long ter as it is forulated, ipleented and pra)ti)ed in a


38/41

s%steati) anner. n this regard, a feasi!ilit% report is usuall% ade in )olla!oration /ith the

first line eplo%ees> ho/ever, eplo%ees !ear )on)erns regarding this.

*he stud% also finds that the )on)erns of the eplo%ees a% !e due to the fa)t that ver% fe/

efforts have !een ade %et for the appraisal of '(M. *here is no onitoring and )ontrolling

e)hanis /hi)h also leads to )haos in the anageent of )ustoer relation. *he a!sen)e ofproper appraisal s%ste also leads to ulti-diensional undire)ted '(M strategies /hi)h

eventuall% result in )ustoer dissatisfa)tion.

?n the other hand, the stud% also )on)ludes that rather than the presen)e of foregoing

dis)repan)ies, the anageent in flour ills is deterined and is aking ever% possi!le

effort to pra)ti)e '(M a)ross all its fun)tional areas. nd in this regard, ever%!od% in the

flour ill has opportunit% to parti)ipate and give his vie/.

CONCLUSIONS

Baha/alpur is a sall distri)t of $akistan and our stud% is restri)ted to this area and as su)h

its s)ope is liited. 9o/ever, the results o!tained fro this stud% )an !e generali6ed andfurther stud% )an !e )ondu)ted on the !asis of this stud% frae/ork. 5e hope that this

resear)h /ork /ill definitel% add a pie)e of kno/ledge in the literature of 'ustoer (elations

Manageent !e)ause '(M is a pro!le for all !usiness firs /hether the% are sall or !ig.

&ver% fir is striving to esta!lish and aintain )ustoer relationship in order to sustain its

!usiness and profita!ilit%.

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Customer Relationship Management System2

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