Research Questions, Scope, Case, and Charter Assignment

Running head: Phase 3 1

Proposal Project: Phase 3

Jazman Richardson

BMIS 580

Dr. Jeese

Liberty University Online

Deliverable Date: September 29, 2017

Phase 3 2

Table of Contents Research Questions..................................................................................................................................... 3

RQ 1: What are the purposes of developing a Customer Relationship Management..............................3

Objectives about Customers................................................................................................................3

RQ2: What are the objective and benefits of Customer Relationship Management...............................4

Cost Saving.......................................................................................................................................... 5

RQ3: The customer relationship management process...........................................................................5

RQ4: How can customer relationship management be measured...........................................................6

Scope........................................................................................................................................................... 6

Functional Business Requirement............................................................................................................ 7

Non Functional Business Requirement....................................................................................................7

Reporting................................................................................................................................................. 8

References................................................................................................................................................... 9

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Research Questions

RQ 1: What are the purposes of developing a Customer Relationship Management

There are plenty different reasons for developing a Customer Relationship Management.

Customer relationship management can be considered the tool that is used to give benefits to

businesses. The customer relationship management strategy is a critical tool that allows any

business to see the behavior of the customers' interaction or response. When there is a practical

system in place, this allows the businesses to be able to increase profits by providing the product

and services the client's demand, having excellent customer service than competitors, being able

to cross-sell products and services more efficiently, and being able to retain the existing

customers while discovering new clients.

Objectives about Customers

There are three key factors when dealing with a customer which is the customer acquisition,

customer satisfaction, customer retention. Companies improve through either customer

acquisition or perhaps by means of acquiring more from the active customers within the business

(King, Chao and Duenyas, 2016). Customer acquisition is expensive. For every single effective

marketing action (spending dollars and also earning a new customer) there exists a substantial

volume dedicated to promotion. Presence on a company exposition may well entail a huge

selection of time of pricey staff members the perfect time to render a couple of dozens great

potential clients who the only number is usually transformed into money-making customers.

Businesses that lookup for new clients through unwanted collection messages are sometimes

happy should the result minute rates are virtually any more than merely 1 percent (Burke, 2002).

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Customer satisfaction is a key factor in a business success. Having customer satisfaction in

place gives the organization an overall evaluation of the products and services. Understanding

that customer satisfaction can be determined by the needs of the customer, their reaction to the

product and services and objective factors. For example, within the hospitality industry, there

have been much research about the attributes that tourists may find relevant regarding customer

satisfaction (Zaibaf, Taherikia & Fakharian, 2013). Service quality and customer satisfaction are

different perceptions, although they are closely linked together0

RQ2: What are the objective and benefits of Customer Relationship Management

Within a customer relationship management system, it serves a more practical day by day

order process for the customer. When there is a system in place, that makes the customer overall

experience better, then there is no need to contact the company for different issues that occur. In

turn, the customer satisfaction level will increase which generate more revenue.. Through

implementing customer relationship management Companies can remove the confusion that

exists in the productivity, efficiency and control and every level through the appropriate use of

customer relationship management. Benefits will be considered as a critical connection among

customer relationship management initiatives and growth of customer equity. These central

benefits of customer relationship management will be connected hypothetically to the three kinds

of assets which are relationship, value and brand to customer equity. The key advantages are

being able to enhance the ability to target more profitable customers, integrating the assistance

across all channels of the organization, being able to improve the sales force efficiency and

effectiveness. Another factor is being able to improved pricing, customized the different products

and services that the organization has to offer, being able to improve customer experience

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efficiency and effectiveness, being able to individualize different marketing messages. All seven

of these benefits are critical factors to customer relationship management.

Cost Saving

Once the organization starts to fully understand the current customer demand by the

different reports and customer profiling, then the customer relationship management system can

run smoother. By doing this step, it will strengthen the bonds of the customer and organization.

When strengthening the relationship, this allows the team to see the insight on the different

promotions, any operation participation, communication preferences and the sales history dealing

with the customer. Organizations will be able to uncover cross-sell opportunities within the

customer relationship management that will boost sales (Jack, Powers and Skinner, 2010). Also,

this will make the organization run a lot easier for the individuals within the organization to be

more productive instead of always having to search for serval databases or folders for any

information. Having a proficient customer management information will increase the sales.

Within the updated customer relationship management system will show are the workflow

activities that will automatically be generated. Implementing the new regime will decrease the

amount of administrative burdens and any paper costs. Another key factor is having everyone

work from the same system will help many sure employees follow the same protocols and have a

constant positive impact on the customer’s experience (Jack, Powers and Skinner, 2010).

RQ3: The customer relationship management process

Understanding the customer relationship management system process has to be able to

recognize the different relationships change with separate phases. These relationships cannot be

viewed as several independent connections. Understanding the interdependency of the

transactions that generates its dynamic system over time. Furthermore, the customer relationship

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management processes are lengthy. Within this process of relationship, growth can always be

subject to closure at any point through customer causes. These causes can be ending a product or

service, competitive purposes such as another organization having better prices, service issues

that occur which is considered internally unintended or even internally intended causes.

Companies should be able to interact with their customers and manage those relationships

differently at every stage (Grewal, Levy & Kumar, 2009). The goal of customer relationship

management is to be able to manage the different stages of the relationship analytically and

maintain proactively.

RQ4: How can customer relationship management be measure?

The customer relationship management scorecard is a way that the relationship can be

measured. The Customer Scorecard is a screenshot of the organization's satisfaction factor with

customers, any marketing techniques, sales revenue, performance meter and sale objectives are

being met. The overall foundation of the customer relationship management scorecard is a tactic

tree that contains the categorized levels of strategy components (Keramati & Shapouri, 2015).

Strategy components are the elements that make up the flow that the organization would like to

go such as the vision, strategic thrusts, and critical success. These factors would be considered

the components of the strategy phase. Having those components will also so the goals that the

organization is trying to accomplish. The key performance indicator measures how efficient the

team is by exceeding their goals. The predetermined data that is generated from the customer

scorecard is just a general idea to know what needs to be improved on in each section.

Scope

The focus of the entire project is able to create value for the customer and the company over a

long period. The value observations of the customer service as bonds, or exit barriers, which inhibit the

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search for alternative sources of supply (Buttle, 1999). Within the era today, many organization will

compete with offerings that are created and delivered by networks, especially within the rendering

industry. Retaining customers is essential to any performance analysis the team runs.

Functional Business Requirement

• Contact management • Outlook integration • Google Apps integration • Account management • Opportunity Management • Reports • Field service • Workflow • Escalations • Email marketing integration

Non Functional Business Requirement

 Compliance  Configuration Management  Response Time  Price  Privacy  Scalability  Security  Usability

Reporting

The new customer relationship management will be able to show the insight of pre-defined and

bespoke reports. Within these reports, it will be able to pull any data from the system. The new

customer relationship management will allow trained users to be able to drag and drop fields from the

available dataset. Also, this will allow spreadsheet documents and graphical reports be produced a lot

quicker and easily compared to the old system. Furthermore, it will be easy to train internal staff or

administrators with the technology to generate the reports for end users on request.

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References

Burke, R. R. (2002). Technology and the customer interface: What consumers want in the physical and

virtual store. Academy of Marketing Science.Journal, 30(4), 411. Retrieved from

http://ezproxy.liberty.edu/login?url=https://search-proquest-

com.ezproxy.liberty.edu/docview/224874693?accountid=12085

Grewal, D., Levy, M., & Kumar, V. (2009). Customer Experience Management in Retailing: An

Organizing Framework. Journal Of Retailing, 85(1), 1-14.

http://dx.doi.org/10.1016/j.jretai.2009.01.001

Jack, E., Powers, T., & Skinner, L. (2010). Reverse logistics capabilities: antecedents and cost

savings. International Journal Of Physical Distribution & Logistics Management, 40(3),

228-246. http://dx.doi.org/10.1108/09600031011035100

Keramati, A., & Shapouri, F. (2015). Multidimensional appraisal of customer relationship

management: integrating balanced scorecard and multi criteria decision making

approaches. Information Systems And E-Business Management, 14(2), 217-251.

http://dx.doi.org/10.1007/s10257-015-0281-8

King, G., Chao, X., & Duenyas, I. (2016). Dynamic Customer Acquisition and Retention

Management. Production And Operations Management, 25(8), 1332-1343.

http://dx.doi.org/10.1111/poms.12559

Zaibaf, M., Taherikia, F., & Fakharian, M. (2013). Effect of Perceived Service Quality on

Customer Satisfaction in Hospitality Industry: Gronroos’ Service Quality Model

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Development. Journal Of Hospitality Marketing & Management, 22(5), 490-504.

http://dx.doi.org/10.1080/19368623.2012.670893