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ADM6274 E-Business Strategies

Group Project Report

“CRM and E-Business applications”

Submitted by:
Shruthi Madhurika Naomi (7564806)
Helena Sefcovicova (7942514)
Kevina Geoffrey (7550660)
Akhere Areghan (7150003)
Anees Shahzad ()

To
Professor: Nour El Kadri
Submitted on: November 25th, 2014
Table of Contents
YIntroduction to eCRM…………………………………………………………………………………..………………………3 Business models from CRM perspective……………………..…………………………….………………………….1 Opportunities………………………………………………………………………….……………………………………………1 Benefits………………..………………………………………………………………………………………………………………1 Challenges……………….……………………………………………………………………………………………………………1 e-CRM strategy : How to develop a customer asset base………………………………………..……………1 Case study:The Case of Hawthorn Football Club of Australian Rules…………………………….………1 Conclusion……………………………………………………………………………………………………………………………1 References……………………………………………………………………………………………………………………………7

Business Models from a CRM Perspective
Various CRM business models exits to help businesses, organization and companies evaluate their processes and organizational structures. Companies can leverage on these models in order to see where the company processes create or destroy value for customers. There are five main models of CRM

The IDIC model
The CRM Value Chain
The Gartner competency model
The QCI Model
Payne’s five-process model
We would talk briefly about the first three listed and elaborate mostly on the model that our case study used in turning around its company loss into a success story. The IDIC Model: The model was developed by a consultancy firm “Peppers and Rogers” in 2004, the main aim of this model is to provide companies with four actions that they should take in order to build closer one-to-one relationship with their customers. The acronym IDIC (stands for I- Identify, D- Differentiate, I- Interact, C-Customize). The relationship between the mention acronyms can be represented graphically as see in figure 1

Figure 1. (Grazdane, 2013)
Identify: The company should Identify who their customers are and build a deep understanding of them Differentiate: The Company should differentiate its customers in order to identify which customers have the most value, and which customers have tendency for bigger values. This would help them formulate, target and implement customer specific individual strategies such as loyalty and reward programs Interact: The Company should interact with its customers to ensure that they understand their customer expectations, and interaction allows companies evaluate their customers relationships with other suppliers or brands in order for them to make informed decisions that would ensure the customer gets the best experience and also to enable them offer better service than their competitors Customize: The Company should tailor its offer and communications to ensure that the expectations of customers are met. Companies should be willing to incorporate to their customers’ needs and value, by adapting some aspects of their customer’s behaviour into its vision and mission.

The CRM Value Chain: This was model was developed by Francis Buttle. The model, as shown in Figure 2, consists of five primary stages that create and deliver value propositions that acquire and retain profitable customers. There are Four supporting conditions that leads towards the end goal of enhanced customer profitability. The primary stages of customer portfolio analysis, customer intimacy, network development, value proposition development and managing the customer lifecycle are sequenced to ensure that a company, with the support of its network of suppliers, partners and employees, creates and delivers value propositions that acquire and retain profitable customers. The supporting conditions of leadership and culture, data and IT, people and processes enable the CRM strategy to function effectively and efficiently.

Figure 2. (Grazdane, 2013)

The Gartner...
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