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select an appropriate organisation from the potential sectors/organisations listed below and investigate the overall Customer Relationship Management (CRM) strategy of the organisation. This investigation should include relevant components of CRM including aspects of consumer behaviour, segmentation, tactics for acquisition, retention and development, application of technologies, channel strategies and consistency, communications and other relevant organisational issues regarding structure or management (where applicable).

The report should address the following major areas in detail, in addition to any other
areas that your group considers relevant to the organisation and its CRM.The following questions serve as a guide and may not be relevant to all organisations. However, as far as possible groups should seek to address this questions in a suitable narrative (don’t just answer each question one by one but weave the answers into a story with evidence for support)

(1) What is the general product/service being offered by the organisation? What are the characteristics (size, competitors, activity etc) of the market in which the organisation is operating? What are the sources of value for customers in general for the products/services being offered by the organisation? Does the organisation appear to segment its customer base and if so what are the segments the organisation targets?How satisfied do customers appear to be with the organisation and the organisations products/services? To what extent are the organisations customers “loyal”?

(2) What is the type of CRM strategy the organisation currently has in operation and what do its objectives appear to be? To what extent has the organisation implemented the particular CRM strategy? To what extent does the strategy appear to influence organisational structure and culture? What are the potential resource implications for the organisation? Does the current CRM strategy employed by the organisation appear to be successful? If sowhy, if not why not. How does the organisations current CRM strategy and implementation compare to its direct competitors?

(3) What appear to be the overall strategies concerning customer acquisition, retention and development? What tactics are employed by the organisation for acquisition, retention and development? Do these tactics employed by the organisation differ by customer segment or extent of customer relationship? Are the tactics consistent with the customer analysis in (1) and the CRM strategy in (2)? How do these tactics compare to the tactics being used by the organisation’s competitors?

(4) To what extent does the organisation use multiple channels to deliver sources of value (can be product/service related, process related or communication related) to its customers? To what extent are these channels integrated and/or consistent in delivering value? How does the channel strategy integrate with customer segments? How does the channel strategy integrate with relationship strategies regarding acquisition, retention and development? To what extent does the organisation use its network and partner relationships to deliver value across various channels?

(5) To what extent has the organisation employed technology with respect to its CRM strategy? How does the organisation use technology to deliver customer value? How does the organisation use technology to communicate with customers? To what extent has the organisation automated relevant customer related processes? Is there consistency with the level of process automation and customer value, segmentation and relationship development? What appears to be the organisation’s presence in social media? How does the organisation use social media, if at all, to enhance customer relationships?

Possible Organisations:
Sectors/Organisations to Choose From

Samsung

 

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