Section 5
Planning Guide Sheets
Page 5-1
Knowledge/
Skill
Statement
Understands the techniques and strategies used to foster positive, ongoing
relationships with customers
Instructional
Area
Customer Relations
Performance
Element
Reinforce company’s image to exhibit the company’s brand promise
Performance
Indicator
Identify company’s brand promise (CR:001)
Level
Career-sustaining
SCANS
Information 5-7; Systems 15; Basic Skills 1-2, 5-6; Thinking Skills 7, 10, 12
21st Century
Skills
Critical Thinking and Problem Solving 1
Objectives
a.
b.
c.
d.
Sample
Activity
Divide the class into groups of three to five students. Ask each group to select a local
business and identify its brand promise. Each group should record the brand
promise, write a rationale for its findings, and share its findings and rationale with the
class. Students should remain in these groups when studying ways of reinforcing
company image through employee performance.
Define the terms touch points, brand, and brand promise.
Explain the importance of a company’s brand promise.
Describe factors impacting a company’s brand promise.
Demonstrate how to identify a company’s brand promise.
Resources
Textbooks
Chiaravalle, B. & Schenck, B.F. (2007). Branding for dummies (pp. 96-98).
Indianapolis: Wiley Publishing, Inc.
Grewal, D. & Levy, M. (2008). Marketing (pp. 271-272, 274-285). New York:
McGraw-Hill/Irwin.
Kotler, P. & Keller, K.L. (2006). Marketing management (12th ed.) [pp. 274-278].
Upper Saddle River, NJ: Prentice-Hall.
O’Guinn, T.C., Allen, C.T., & Semenik, R.J. (2009). Advertising & integrated brand
promotion (5th ed.) [pp. 21-24, 212-213]. Mason, OH: South-Western Cengage
Learning.
Perreault, W. D., Cannon, J. P., & McCarthy, E. J. (2008). Basic marketing: A
marketing strategy planning approach (16th ed.) [p. 249]. Boston: McGrawHill/Irwin.
Software/
Online
Asacker, T., VanAuken, B. & Daye, D. (2008, February 6). The language of
branding: “Brand promise”. Retrieved May 10, 2011, from
http://www.brandingstrategyinsider.com/2008/02/the-language-of.html
George, R. (2000-2011). Tapping into brand touchpoints. Retrieved May 10, 2011,
from http://www.marketingprofs.com/3/george2.asp
Krueger, J.R. (2007, March 1). Brand promise: Providing the “second wow”.
Retrieved May 10, 2011, from
http://www.jckonline.com/article/CA6429130.html
Smith, G. (2000-2010). A brand is the sum of all touchpoints. Retrieved May 10,
2011, from http://www.marketingprofs.com/4/smith1.asp
1
Section 5
Planning Guide Sheets
Page 5-2
Turner, M.R., Wiseman, G., & Goldsmith A. (2007). Delivering on your brand
promise—one location at a time. Retrieved May 24, 2011, from
http://www.maritz.com/~/media/Files/MaritzDotCom/White%20Papers/
Research/Delivering-on-Your-Brand-Promise.ashx
2
Section 5
Planning Guide Sheets
Page 5-3
Knowledge/
Skill
Statement
Understands the tools, techniques, and systems that businesses use to create
exchanges and satisfy organizational objectives
Instructional
Area
Marketing
Performance
Element
Acquire foundational knowledge of customer/client/business behavior to understand
what motivates decision-making.
Performance
Indicator
Discuss actions employees can take to achieve the company’s desired results
(MK:015, MK LAP 2)
Level
Career-sustaining
SCANS
Information 5; Systems 15; Basic Skills 1-2;Thinking Skills 12
21st Century
Skills
Communication & Collaboration 1, 3, 4; Leadership & Responsibility 2, 4
Objectives
a.
b.
c.
d.
e.
Sample
Activity
Ask each group of four students to develop two short case studies. One case study
should present a situation in which employee actions negatively impact a business,
and the other should explain a situation in which employee actions positively impact
a business. Each group to explain its case studies in a presentation to the class.
Explain the importance of employees to company operations.
Describe types of results that businesses try to achieve.
Discuss how employee actions can negatively impact businesses.
Explain how employee actions can positively impact businesses.
Describe positive actions employees can take to help a business achieve its
goals.
Resources
LAP
Marketing Education Resource Center (2008). Act now [LAP: MK-002]. Columbus,
OH: Author.
Marketing Education Resource Center (2008). Act now: Instructor copy [LAP: MK002]. Columbus, OH: Author.
Textbooks
Clark, B., Sobel, J. & Basteria, C.G. (2010). Marketing dynamics: Teacher’s edition
(2nd ed.) [pp. 624-625]. Tinley Park, IL:Goodheart-Willcox.
Bailey, L.J. (2007). Working (4th ed) [pp. 94-97]. Mason, OH: South-Western
Cengage Learning.
Ludden, L.V. (2003). Job savvy: How to be a success at work (3rd ed.) [pp. 14-15,
118, 159, 163, 189]. Indianapolis: JIST Publishing.
Kimbrell, G., & Vineyard, B.S. (2006). Succeeding in the world of work (pp. 174-179,
182-185). New York: Glencoe/McGraw-Hill.
Pride, W. M., Hughes, R. J., & Kapoor, J. R. (2008). Business (9th ed.) [p. 234].
Boston: Houghton Mifflin.
Wallace, H.R., & Masters, L.A. (2006). Personal development for life & work (9th ed.)
[p. 300]. Mason, OH: South-Western Cengage Learning.
Williams, J.W., & Eggland, S.A. (2005). Human relations for career success (6th ed.)
[pp. 9, 84-86, 89-91, 95-98]. Mason, OH: South-Western Cengage Learning.
3
Section 5
Software/
Online
Planning Guide Sheets
Page 5-4
DiGirolamo, R. (2011). How to be a good employee. Retrieved May 16, 2011, from
http://ezinearticles.com/?How-to-Be-a-Good-Employee&id=1241091
Estes, A. (2011). Top 7 tips to improve: Profitability and employee productivity
statistics. Retrieved May 27, 2010, from http://top7business.com/?id=10900
Marketing Education Resource Center (2008). Act Now [LAP: MK-002—Presentation
Software]. Columbus, OH: Author.
Mercer LLC. (2007). Engaging employees to drive global business success: Insights
from Mercer’s What’s Working™ research. Retrieved May 16, 2011, from
http://www.mmc.com/knowledgecenter/Engaging_Employees_To_Drive
_Business.pdf
Regier, S. (n.d.). 12 tips to increase productivity with better time management.
Retrieved May 16, 2011,
http://www.evancarmichael.com/Marketing/94/12-Tips-To-IncreaseProductivity-With-Better-Time-Management.html
Rhoads, G. (2009, January 20). Employee engagement: An essential ingredient for
business success. Retrieved May 16, 2011, from
http://blog.allegiance.com/2009/01/employee-engagement-an-essentialingredient-for-business-success/
Sullivan, R. (n.d.). Cut costs to increase profits. Retrieved May 16, 2011, from
http://www.isquare.com/cutcosts.cfm
4
Section 5
Planning Guide Sheets
Page 5-5
Knowledge/
Skill
Statement
Understands the techniques and strategies used to foster positive, ongoing
relationships with customers
Instructional
Area
Customer Relations
Performance
Element
Reinforce company’s image to exhibit the company’s brand promise.
Performance
Indicator
Determine ways of reinforcing the company’s image through employee performance
(CR:002)
Level
Career-sustaining
SCANS
Information 5, 7; Systems 15; Basic Skills 2, 5-6; Thinking Skills 8-9, 12, 13,
15, 17
21st Century
Skills
Critical Thinking and Problem Solving 1, 3
Objectives
a.
b.
c.
d.
e.
Sample
Activity
Discuss types of company images.
Describe factors that affect a company’s image.
Explain the importance of reinforcing the company’s image.
Describe ways that employees can reinforce the company’s image through their
performance.
Demonstrate how to determine ways to reinforce the company’s image through
employee performance.
Students should remain in the groups they formed when identifying a company’s
brand promise. Each group should use the local business and its brand promise
previously identified to determine ways that the company’s employees reinforce the
business’s image through their performance. The group should record its findings
and suggest additional ways for employees to reinforce the company’s image.
Resources
Textbooks
Clow, K.E, & Baack, D. (2010). Integrated advertising, promotion, and marketing
communications (4th ed.) [pp. 360-367]. Upper Saddle River, NJ: Prentice Hall.
Evenson, R. (2007). Award-winning customer service (pp. 14-15, 70-71, 114-115).
New York: AMACOM.
Kotler, P., & Armstrong, G. (2008). Principles of marketing (12th ed.) [p. 206, 434].
Upper Saddle River, NJ: Prentice-Hall.
Kotler, P. & Keller, K.L. (2006). Marketing management (12th ed.) [pp. 320-322].
Upper Saddle River, NJ: Prentice-Hall.
O’Guinn, T.C., Allen, C.T., & Semenik, R.J. (2009). Advertising & integrated brand
promotion (5th ed.) [pp. 399, 409-410]. Mason, OH: South-Western Cengage
Learning.
Performance Research Associates. (2007). Delivering knock your socks off service
(4th ed.) [pp. 3-7]. New York: AMACOM.
Zeithaml, V.A., Bitner, M.J., & Gremler, D.D. (2009). Services marketing: Integrating
customer focus across the firm (5th ed.) [pp. 492-508]. New York: McGraw-Hill
Irwin.
5
Section 5
Software/
Online
Planning Guide Sheets
Page 5-6
Devarajan, R. (2003). Image is everything. Retrieved May 12, 2011, from
http://www.blonnet.com/2003/05/28/stories/2003052800180900.htm
Encyclopedia of Business (2nd ed.). (2011). Corporate identity. Retrieved May 12,
2011, from http://www.referenceforbusiness.com/encyclopedia/Con-
Cos/CorporateIdentity.html#IMPORTANCE_OF_CORPORATE_IMAGE
Hromadka, E. (2011). Brand awareness: Tips on building your company’s image.
Retrieved May 12, 2011,, from http://www.allbusiness.com/north-
america/united-states-indiana/1194553-1.html
Jena, C. (Feb. 26, 2007. Linking employees to organisational brand. Retrieved May
12, 2011, from
http://www.aspiresys.com/newsevents/webpages/ExpressComputer/Linki
ng_employees.htm
Marken Communications. (2011). Corporate image, we all have one, but few work to
protect, project it. Retrieved May 12, 2011, from
http://www.markencom.com/docs/03mar13.htm
Robles, L. (2008, October 14). Employee image essential aspect of growing your
business. Retrieved May 12, 2011, from
http://utahpulse.com/featured_article/employee-image-essential-aspectgrowing-your-business
6
Section 5
Planning Guide Sheets
Page 5-7
Knowledge/
Skill
Statement
Understands the tools, techniques, and systems that businesses use to create
exchanges and satisfy organizational objectives
Instructional
Area
Marketing
Performance
Element
Acquire foundational knowledge of customer/client/business behavior to understand
what motivates decision-making.
Performance
Indicator
Explain factors that influence customer/client/business buying behavior (MK:014)
Level
Specialist
SCANS
Information 5; Systems 15; Basic Skills 1-2; Thinking Skills 12
21st Century
Skills
Critical Thinking & Problem Solving 1, 3; Communication & Collaboration 1
Objectives
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
Sample
Activity
Define the following terms: behavior, perception, drive, cues, attitudes, beliefs,
and expectations.
Discuss the role that needs and wants play in behavior.
Explain the selective processes that consumers use to respond to stimuli.
Distinguish between attitudes and beliefs.
Explain how cultural influences affect consumer behavior.
Describe how social influences impact consumer behavior.
Discuss how a person’s individual differences impact consumer behavior.
Explain how psychological influences impact consumer behavior.
Discuss situational influences that impact consumer behavior.
Describe ways that final consumer behavior differs from that of business
customers.
Explain how environmental influences affect business-customers’ behavior.
Discuss how organizational influences affect business-customers’ behavior.
Explain why business professionals attempt to satisfy both a company’s needs
and those of individuals when working with business customers.
Arrange for a local business manager to speak to the class about factors that
influence customer/client/business behavior in her/his industry both locally and
globally. Ask the guest speaker to discuss what his/her business and others in the
industry have done or plan to do to accommodate and/or eliminate some of the
factors influencing customer/client/business behavior. Each student should write a
one-paragraph summary of the speaker’s presentation.
Resources
Textbooks
Boone, G., & Kurtz, D.L. (2009). Contemporary marketing 2009 (pp. 158-170).
Mason, OH: South-Western Cengage Learning.
Bovée, C. L., & Thill, J.V. (2008). Business in action (4th ed.) [pp. 222-224]. Upper
Saddle River, NJ: Pearson Prentice Hall.
Burrow, J.L. (2006). Marketing (2nd ed.) [pp.146-155]. Mason, OH: Thomson/SouthWestern.
Clark, B., Sobel, J., & Basteri, C.G. (2010). Marketing dynamics: Teacher’s edition
(2nd ed.) [pp. 205-212, 215-221]. Tinley Park, IL: Goodheart-Willcox Company,
Inc.
Etzel, M.J.; Walker. B.J.; & Stanton, W.J. (2007). Marketing (14th ed.) [pp. 96-107,
130, 131-136]. Burr Ridge, IL: McGraw-Hill Irwin.
7
Section 5
Planning Guide Sheets
Page 5-8
Farese, L. S., Kimbrell, G., & Woloszyk, C. A. (2009). Marketing essentials (pp. 2829, 31-32, 263, 743). Woodland Hills, CA: Glencoe/McGraw-Hill.
Grewal, D. & Levy, M. (2008). Marketing (pp. 132-143, 159-166). New York:
McGraw-Hill Irwin.
Kotler, P. & Armstrong, G. (2008). Principles of Marketing (12th ed.) [pp. 130-145,
162-163, 167-169]. Upper Saddle River: NJ: Prentice-Hall.
Lamb, C.W., Jr.; Hair, J.F., Jr.; & McDaniel, C. (2003). Essentials of marketing (3rd
ed.) [pp. 110-115]. Mason, OH: South-Western.
Peppers, D. & Rogers, M. (2004). Managing customer relationships: A strategic
framework (pp. 138-152). Hoboken, NJ: John Wiley & Sons, Inc.
Perreault, W.D., Jr.; Cannon, J.P.; & McCarthy, E.J. (2008). Basic marketing: A
marketing strategy planning approach (16th ed.) [pp. 152-168, 178-186]. Burr
Ridge, IL: McGraw-Hill Irwin.
Sheth, J. & Mittal, B. (2004). Customer behavior: A managerial perspective (2nd ed.)
[pp. 80-86, 333-344]. Mason, OH: South-Western.
Soloman, M. R., Marshall, G. W., & Stuart, E. W. (2008). Marketing: Real people,
real choices (5th ed.) [pp. 147-165, 180-182]. Upper Saddle River, NJ: Pearson
Prentice Hall.
Software/
Online
Chapter 6—analyzing consumer markets and buying behavior. (n.d.). Retrieved May
16, 2011, from http://lsb.scu.edu/~kfox/KotlerChapters/CH06.html
Kacen, J., & Lee, J. (2002). The influence of culture on consumer buying behavior.
Retrieved May 16, 2011, from
http://www.bauer.uh.edu/kacen/documents/KacenLee_ImpulseBuyingJC
P.pdf
KnowThis.com (1998-2011). Business buying behavior. Retrieved May 16, 2011,
from http://www.knowthis.com/tutorials/principles-of-
marketing/business-buying-behavior.htm
KnowThis.com (1998-2011). Consumer buying behavior. Retrieved May 16, 2011,
from http://www.knowthis.com/tutorials/principles-of-
marketing/consumer-buying-behavior.htm
KnowThis.com (1998-2011). Consumer buying behavior: External influences.
Retrieved May 16, 2011, from
http://www.knowthis.com/tutorials/principles-of-marketing/consumerbuying-behavior/influences-culture-and-groups.htm
O’Brien, S. (2006, February 1). Marketing factors: Consumer buying behavior.
Retrieved May 16, 2011, from
http://www.associatedcontent.com/article/19593/marketing_factors_cons
umer_buying_behavior.html?cat=35
Storace, O. (2009, July 11). Revealing the why in consumer buying behavior.
Retrieved May 16, 2011, from
http://businessmanagement.suite101.com/article.cfm/revealing_the_why_
in_consumer_buying_behavior
Utomo, D.S. (2007, July 16). Characteristics affecting consumer buying behavior.
Retrieved May 16, 2011, from http://bizcovering.com/marketing-and-
advertising/characteristic-affecting-consumer-purchase-behavior/
8
Section 5
Planning Guide Sheets
Page 5-9
Knowledge/
Skill
Statement
Understands the techniques and strategies used to foster positive, ongoing
relationships with customers
Instructional
Area
Customer Relations
Performance
Element
Understand the nature of customer relationship management to show its
contributions to a company.
Performance
Indicator
Discuss the nature of customer relationship management (CR:016, CR LAP 2)
Level
Specialist
SCANS
Information 5; Systems 15; Basic Skills 1-2; Thinking Skills 12
21st Century
Skills
Critical Thinking & Problem Solving 1, 3; Communication & Collaboration 1
Objectives
a.
b.
c.
d.
e.
f.
g
h.
i.
j.
k.
l.
Sample
Activity
Define the following terms: customer relationship management (CRM),
customer experience management (CEM), customer-centric strategy, touch
points, continuous improvement, and business process management (BPM).
Discuss the nature of customer relationships in today’s society.
Explain goals of customer relationship management (CRM).
Discuss the importance of formulating a CRM strategy prior to implementing
CRM processes and tools.
Describe common CRM processes.
Describe the role of customer experience management (CEM) in customer
relationship management (CRM).
Discuss the use of customer information in customer relationship management.
Discuss the role of corporate culture in customer relationship management.
Explain the impact of organizational structure on customer relationship
management.
Describe the relationship of customer relationship management and continuous
improvement.
Discuss the relationship of customer relationship management and business
process management.
Explain ways in which customer relationship management can benefit a
business.
Review and present the Customer Relationship Management Briefing (pp. 5-151 to
5-153) to students in a lecture or discussion format.
Invite a guest speaker to talk with the class about the use and benefits of customer
relationship management strategies. The speaker should also discuss the role of the
corporate culture in customer relationship management and the connection among
customer relationship management, continuous improvement, and business process
management. Each student should write and submit a short summary of the
discussion.
9
Section 5
Planning Guide Sheets
Page 5-10
Resources
LAP
MBAResearch and Curriculum Center. (2010). Know when to hold ’em (Nature of
Customer Relationship Management) [LAP: CR:002]. Columbus, OH: Author.
MBAResearch and Curriculum Center. (2010). Know when to hold ’em (Nature of
Customer Relationship Management): Instructor copy [LAP: CR:002].
Columbus, OH: Author.
Textbooks
Daft, R.L., & Marcic, D. (2009). Understanding management: Instructor’s edition (6th
ed.) [p. 29, 55-56, 235]. Mason, OH: South-Western Cengage Learning.
Jones, G.R., & George, J.M. (2008). Contemporary management (5th ed.) [pp. 350352]. New York: McGraw-Hill/Irwin.
Kotler, P., & Armstrong, G. (2008). Principles of marketing (12th ed.) [pp. 16-18, 45,
112-113, 468]. Upper Saddle River, NJ: Prentice-Hall.
Peppers, D. & Rogers, M. (2004). Managing customer relationships: A strategic
framework (pp. 17-32, 111, 488-497). Hoboken, NJ: John Wiley & Sons, Inc.
Perreault, W. D., Cannon, J. P., & McCarthy, E. J. (2008). Basic marketing: A
marketing strategy planning approach (16th ed.) [pp. 81-82, 379]. Boston:
McGraw-Hill/Irwin.
Robbins, S.P., & Coulter, M. (2007). Management (9th ed.) [pp. 70-71, 74, 228-229,
312-313]. Upper Saddle River, NJ: Pearson Prentice Hall.
Sheth, J. & Mittal, B. (2004). Customer behavior: A managerial perspective (2nd ed.)
[pp. 362-385]. Mason, OH: South-Western.
Soloman, M.R.; Marshall, G.W.; & Stuart, E. W. (2008). Marketing: Real people, real
choices (5th ed.) [pp. 224-227]. Upper Saddle River, NJ: Pearson Prentice Hall.
Workbooks/
Manuals
Odgers, P. (2004). The world of customer service (pp. 7-8, 167-169, 190). Mason,
OH: South-Western.
Software/
Online
Brendler, B. (2001-2011). Why does corporate culture matter. Retrieved May 12,
2011, from http://www.crm2day.com/editorial/EpyZukylZpqlLzXaev.php
Bueren, A., Schierholz, R., Kolbe, L., & Brenner, W. (n.d.). Customer knowledge
management—Improving performance of customer relationship management
with knowledge management. Retrieved May 12, 2011, from
http://web.iwi.unisg.ch/org/iwi/iwi_pub.nsf/wwwPublRecentEng/9E047
CC0ED6401CDC1256E18003A2D73/$file/Customer%20Knowledge%2
0Management%20%20Improving%20Performance%20of%20Customer%20Relationship%
20Management%20with%20Knowledge%20Management.pdf
Chow, D. (2008, June 12). What exactly is touchpoint? Retrieved May 12, 2011, from
www.customerthink.com/blog/what_exactly_touchpoint
(2005, Fall). CRMA roundtable: Customer experience management. Retrieved
May 12, 2011, from
http://www.realmarket.com/required/CRMA_Roundtable_CEM.pdf
Cobb, R. (n.d.). Want value from your acquisition? Try a customer-centric approach.
Retrieved May 6, 2011, from
http://www.oocities.org/shaw4545/aa/marketing03636.htm
Duncan, L. (2006, January 10). Just what is customer experience management,
anyway? Retrieved May 12, 2011, from
www.marketingprofs.com/6/duncan3.asp
Kenealy, B. (2008, January). Customer relationship management: CRM rises again.
Retrieved May 12, 2011, from
http://www.insurancenetworking.com/issues/2008_45/CRM_customer_r
elationship_management_insurance_technology10339-1.html
10
Section 5
Planning Guide Sheets
Page 5-11
Knowledge@Wharton. (2001, May). Making customer relationship management
work. Retrieved May 12, 2011, from
http://knowledge.wharton.upenn.edu/article.cfm?articleid=390
MBAResearch and Curriculum Center. (2010). Know when to hold ’em (Nature of
Customer Relationship Management) [LAP: CR:002: Presentation software].
Columbus, OH: Author.
Pivotal CRM. (2008). Surviving and thriving in a challenging market. Retrieved May
5, 2011, from
http://viewer.bitpipe.com/viewer/printDocument.do?accessId=9320831&
pagesToPrint=1,2,3,4,5,6,7,8&gotoPage=2&pageNum=2&method=recor
d&resourceId=1222447195_860
Reichold, A., Kolbe, L., & Brenner, W. (n.d.). Performance measurement of CRM in
financial services. Retrieved May 12, 2011, from
http://web.iwi.unisg.ch/org/iwi/iwi_pub.nsf/wwwPublYearGer/30FE4CB
AD9E0A387C1256EF300791D44/$file/PM%20in%20CRM%20of%20F
S_IWI_HSG_final.pdf
11
Week 13 Sheets
Topic
Customer Relationship Management
Key Points
Define the term customer relationship management (CRM):
 Strategies, processes, and policies used by businesses to build, maintain,
and maximize the long-term value of customer relationships
o Helps businesses to understand and respond to customers’
changing needs
o Emphasizes positive, meaningful, and long-term communication and
interaction with customers
o Involves the collection of customer information to draw conclusions
about the customer’s needs and wants as well as predict the
customer’s loyalty and value in the future
Explain goals of customer relationship management (CRM).
 To maximize the value and effectiveness of all customer touch points
o Touch points: All the opportunities that businesses have to connect
with customers and reinforce their brand value
 To provide outstanding service to customers
 To maximize customer satisfaction
 To attract and retain loyal customers
 To cultivate and maintain positive, profitable relationships with customers
 To develop individualized relationships with customers
 To gather and track information about customers for use in business
decision-making
 To understand customers and their needs so that these needs can be
fulfilled in a manner satisfactory to customers and businesses
 To develop products that meet or exceed customer expectations
 To increase business profit
 To develop a competitive advantage
Describe common CRM processes.
 Campaign management (usually conducted by the marketing department)
o Targeting prospective customers
o Distributing promotional materials to targeted prospects
o Tracking response to promotional materials
o Generating leads for sales
 Sales management (sometimes divided into lead management, offer
management, and contract management)
o Recording lead information
o Qualifying leads
o Prioritizing leads
o Contacting leads
o Making sales
 Service management
o Providing after-sales services, such as:
 Maintenance and repair services
 Warranties and guarantees
o Retaining customers
 Complaint management
o Receiving customer complaints
o Resolving customer problems
o Communicating customer complains to the organization
o Retaining customers
12
Week 13 Sheets
Discuss the use of customer information in customer relationship
management.
 By gathering and organizing customer information, a business can better
determine and fulfill its customers’ needs and wants.
 Customer information is also used to identify the most profitable, loyal
customers. After identifying these customers, the business may provide
higher, better service to these customers to maintain their loyalty and
increase their profitability.
Discuss the nature of customer relationships in today’s society.
 Because customers now have so many different choices in the marketplace,
they have become more selective about whom they do business with. When
given the choice to do business with one of two businesses that sell nearly
identical products at similar prices, customers often choose to purchase from
the business that offers better customer service. As a result, customers’
expectations for customer service are higher.
Describe the role of customer experience management (CEM) in customer
relationship management (CRM).
 The business world has become increasingly focused on the customer
versus the product.
 Many businesses have adopted customer-centric attitudes and strategies.
o Customer-centric strategy: A plan of action used by businesses that
shifts the focus from businesses and their products to customers
and their needs
 An important component of CRM is customer experience management
(CEM).
o Customer experience management (CEM): Strategies, processes,
and policies used by businesses to meet or exceed customer
expectations for service and to provide customers with outstanding
experiences/interactions at every touch point throughout their
business transactions
Explain the impact of organizational structure on customer relationship
management.
 The organization should be structured so that customers have “seamless,”
easy interactions with the company.
 To ensure that customers have “seamless” interactions with the company, all
customer information must be available in one location to all employees who
require it (usually using CRM technology).
 Companies with superior customer relationship management processes are
much more likely to be organized according to customer segment or group.
Discuss the role of corporate culture in customer relationship management.
 For customer relationship management to be successful, it must be
supported by the corporate culture.
 Senior executives must believe and demonstrate that building and
maintaining customer relationships is a corporate priority.
 Corporate values must be understood and embraced by all employees.
 Employee incentives can help ensure that employees embrace CRM
strategies and processes.
 Also, employees must be given leeway to do what is necessary to satisfy
customers.
13
Week 13 Sheets
Discuss the importance of formulating a CRM strategy prior to implementing
CRM processes and tools.
 Each company should design a unique CRM strategy that directly addresses
its needs, organization, and customers.
 An important step in developing a CRM strategy is identifying the
objectives/goals of the CRM program (e.g., to increase customer retention,
to improve product offerings, etc.).
 Before implementing CRM processes and tools, each company must
determine which members of its organization will be involved in CRM so that
these individuals can be trained.
 CRM technology and tools should be selected after determining the
company’s CRM strategy, objectives, and program participants.
Discuss the relationship of customer relationship management and business
process management.
 Customer relationship management and business process management
work together to satisfy customers.
 Business process management: A type of management that focuses on the
design and improvement of business processes (including CRM processes) to
make them as efficient and effective as possible; strives to align business
processes with customers’ needs and wants
 Business process management ensures that CRM processes meet the
needs, wants, and expectations of customers, while CRM processes can gather
customer information that can be used to ensure that business processes are
designed with the end user—the customer—in mind.
Describe the relationship of customer relationship management and
continuous improvement.
 Continuous improvement: The activity of regularly updating one’s processes
for better efficiency
 After developing a CRM strategy and implementing CRM processes,
continuous improvement must occur to ensure that:
o Company values remain in line with the CRM strategy
o CRM processes remain effective
Explain ways in which customer relationship management can benefit a
business.
 Increased customer satisfaction and loyalty
 More customers and customer referrals
 Reduced costs
 Fewer complaints
 Lower employee stress levels
 Increased access to customer information (for use in business decisionmaking)
 Long-term profitability
14
Week 13 Sheets
Knowledge/
Skill
Statement
Understands the techniques and strategies used to foster positive, ongoing
relationships with customers
Instructional
Area
Customer Relations
Performance
Element
Utilize technology to facilitate customer relationship management.
Performance
Indicator
Describe the use of technology in customer relationship management (CR:018)
Level
Specialist
SCANS
Information 5; Systems 15; Basic Skills 1-2; Thinking Skills 12
21st Century
Skills
Critical Thinking & Problem Solving 1, 3; Communication & Collaboration 1; ICT
Literacy 1
Objectives
a.
b.
c.
d.
e.
f.
g.
h.
Sample
Activity
Define the following terms: client intelligence, cross-selling, up-selling,
relationship mapping, personalization, segmentation, and clustering.
Explain the difference between customer relationship management technology
and customer relationship management.
Describe types of customer relationship management tools (e.g., CRM
applications, databases, data warehouses, etc.).
Discuss customer relationship management software approaches (e.g.,
operational, analytical, collaborative, sales force automation, etc.).
Explain types of data commonly stored in a CRM system (e.g., contact data,
demographic data, transactional data, relationship data, etc.).
Discuss the benefits and drawbacks associated with CRM technology.
Explain how CRM technology can be used to create a “single view” of a
customer.
Explain the importance of cleansing, standardizing, and updating data in a CRM
data warehouse.
Instruct each student to either visit a local business or talk with a business partner to
discuss how the use of technology has impacted customer relationship management
at that business. Each student should determine the types of technology the
business uses and how their use has benefited the business. Students should report
their findings to the class.
Resources
Textbooks
Anderson, R.E., & Dubinsky, A.J. (2004). Personal selling: Achieving customer
satisfaction and loyalty (pp. 40-45, 325-326, 386-387). Boston: Houghton Mifflin.
Clark, B., Sobel, J., & Basteri C.G. (2010). Marketing dynamics: Teacher’s edition
(2nd ed.) [pp. 493-494]. Tinley Park, IL: Goodheart-Willcox.
Farese, L. S.; Kimbrell, G.; & Woloszyk, C. A. (2009). Marketing essentials (pp. 206,
227, 326-327, 594-595). Woodland Hills, CA: Glencoe/McGraw-Hill.
Hoffman, K.D., & Bateson, J. (2006). Services marketing: Concepts, strategies, &
cases (3rd ed.) [pp. 291-296]. Mason, OH: Thomson South-Western.
Peppers, D. & Rogers, M. (2004). Managing customer relationships: A strategic
framework (pp. 8-9, 17-19, 191-195, 287-294, 384-385, 489-497). Hoboken, NJ:
John Wiley & Sons, Inc.
Weitz, B.A., Castleberry, S.B., & Tanner, J.F. (2004). Selling: Building partnerships
15
Week 13 Sheets
Workbooks/
Manuals
(5th ed.) [pp. 170, 387-388, 480-481]. Boston: Irwin/McGraw-Hill.
Odgers, P. (2004). The world of customer service (pp. 167-169). Mason, OH: SouthWestern.
Software/
Online
Ambler, S. (2002-2010). Mapping objects to relational databases: O/R mapping in
detail. Retrieved May 12, 2011, from
http://www.agiledata.org/essays/mappingObjects.html
Binary Spectrum. (2011). Aspects of a CRM—customer relationship management
software. Retrieved May 12, 2011, from
http://www.binaryspectrum.com/industries/retail/Customer-relationshipmanagement.html
Baker, P. (2009, April 30). Is CRM data an asset in its own right? Retrieved May 12,
2011, from http://www.insidecrm.com/features/crm-data-asset-043009/
Boyle, B. (2009). Using CRM software effectively. Retrieved May 12, 2011, from
http://www.nysscpa.org/cpajournal/2004/704/perspectives/p17.htm
Hall, C. (2005, February 17). The importance of quality for data warehousing and
CRM. Retrieved May 12, 2011, from
http://searchdatamanagement.techtarget.com/news/article/0,289142,sid91
_gci1139347,00.html#
ILTA. (2009, March). Client intelligence: Answering the call for greater productivity.
Retrieved May 12, 2011,
http://www.twostep.com/assets/documents/papers_articles/ILTA_Client_
Intelligence.pdf
Lassar, W.M., Lassar, S.S., & Rauseo, N.A. (2008, August 1). Developing a CRM
strategy in your firm: Size up clients to build a competitive advantage. Journal of
Accountancy, 206(2), 68-73. Retrieved May 12, 2011, from
http://www.allbusiness.com/company-activitiesmanagement/operations/11477600-1.html
Levit, M. (1999-2011). Is CRM technology living up to the hype? Retrieved May 12,
2011, from http://www.businessknowhow.com/marketing/crm.htm
Maximizer Software. (2011). Building profitable client relationships. Retrieved May
12, 2011, from http://www.usfst.com/article/Issue-2/Customer-
First/Building-Profitable-Client-Relationships/
Oracle. (2008, August). Sales 2.0: How businesses are using online collaboration to
spark sales. Retrieved May 12, 2011, from
http://whitepapers.techrepublic.com.com/abstract.aspx?docid=389353&p
romo=100510
Salesboom.com. (n.d.). Introduction to CRM sales force automation. Retrieved May
6, 2011, from http://www.slideshare.net/Jackieken/word-document-
introduction-to-crm-sales-force-automationdoc
Wollan, R.E. (2006, March 2). Service in the customers’ eyes. Retrieved May 12,
2011, from http://www.crmproject.com/documents.asp?d_id=3781
16