Project On CRM in Banks

Customer Relationship Management in Banks
CHAPTER – 1
CUSTOMER RELATIONSHIP
MANAGEMENT
INTRODUCTION TO CRM
1.1 Introduction
1.2 Meaning and Definition
1.3 Objective of CRM
1.4 CRM Architecture
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1.1 INTRODUCTION
CRM, or Customer relationship management, is a number of strategies and

technologies that are used to build stronger relationships between companies and their
customers. A company will store information that is related to their customers, and they
will spend time analyzing it so that it can be used for this purpose. Some of the methods
connected with CRM are automated, and the purpose of this is to create marketing
strategies which are targeted towards specific customers. The strategies used will be
dependent on the information that is contained within the system. Customer relationship
management is commonly used by corporations, and they will focus on maintaining a
strong relationship with their clients.
There are a number of reasons why CRM has become so important in the last 10
years. The competition in the global market has become highly competitive, and it has
become easier for customers to switch companies if they are not happy with the service
they receive. One of the primary goals of CRM is to maintain clients. When it is used
effectively, a company will be able to build a relationship with their customers that can
last a lifetime. Customer relationship management tools will generally come in the form
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of software. Each software program may vary in the way it approaches CRM. It is
important to realize that CRM is more than just a technology.
Customer relationship management could be better defined as being a

methodology, an approach that a company will use to achieve their goals. It should be
directly connected to the philosophy of the company. It must guide all of its policies, and
it must be an important part of customer service and marketing. If this is not done, the
CRM system will become a failure. There are a number of things the ideal CRM system
should have. It should allow the company to find the factors that interest their customers
the most. A company must realize that it is impossible for them to succeed if they do not
cater to the desires and needs of their customers. Customer relationship management is a
powerful system that will allow them to do this.
It is also important for the CRM system to foster a philosophy that is oriented
towards the customers. While this may sound like common sense, there are a sizeable
number of companies that have failed to do it, and their businesses suffered as a result.
With CRM, the customer is always right, and they are the most important factor in the
success of the company. It is also important for the company to use measures that are
dependent on their customers. This will greatly tip the odds of success in their favor.
While CRM should not be viewed as a technology, it is important to realize that there are
end to end processes that must be created so that customers can be properly served. In
many cases, these processes will use computers and software.
Customer support is directly connected to CRM. If a company fails to provide

quality customer support, they have also failed with their CRM system. When a customer
makes complaints, they must be handled quickly and efficiently. The company should
also seek to make sure those mistakes are not repeated. When sales are made, they should
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be tracked so that the company can analyze them from various aspects. It is also
important to understand the architecture of Customer relationship management.
The architecture of CRM can be broken down into three categories, and these are
collaborative, operational, and analytical. The collaborative aspect of CRM deals with
communication between companies and their clients. The operational aspect of the
architecture deals with the concept of making certain processes automated. The analytical
aspect of CRM architecture deals with analyzing customer information and using if for
business intelligence purposes. Each one of these elements are critical for the success of a
CRM system. A company must learn how to use all three properly, and when they do this
proficiently, they will be able to build strong customer relationships and ensure their
profits for a long period of time. As more businesses continue to compete on a global
level, it will become more important for them to use successful Customer relationship
management techniques.
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CRM OVERVIEW
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1.2 MEANING OF CRM

Customer Relationship Management is the establishment, development,
maintenance and optimization of long-term mutually valuable relationships between
consumers and the organizations. Successful customer relationship management focuses
on understanding the needs and desires of the customers and is achieved by placing these
needs at the heart of the business by integrating them with the organization's strategy,
people, technology and business processes.
At the heart of a perfect CRM strategy is the creation of mutual value for all the
parties involved in the business process. It is about creating a sustainable competitive
advantage by being the best at understanding, communicating, and delivering, and
developing existing customer relationships in addition to creating and keeping new
customers.
DEFINITION OF CRM
“Customer Relationship Management (CRM) is a co-ordinate approach to the

selling process allowing the various operational, customer contact and sales
promotional functions of an organization to function as a whole.”
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1.3 GOALS OF CRM

Implementing customer relationship
management can be a costly undertaking.
Organizations spend a lot of money scrutinizing
vendors, buying the right CRM software, hiring,
consultant, training employees, etc. The only way in
which a company can actually measure its success is
if it establishes CRM goals prior to the
implementation as in this way it is able to determine
whether or not it has successfully implemented
CRM. Despite the fact that industries have different
business aspects they share some common CRM goals.
Some of the Commonly Established CRM Objectives are as follows:

1) Increase in Customer Service :
Establishing customer loyalty as one of your top CRM goals is absolutely
fundamental to CRM successful implementation .For this task it is essential that
the whole organization realize that they play a part in this goal. This objective
cannot be achieved with the help of a few employees only. Customers need to
feel that they have received excellent service. This ensures their continued
patronage. This is by far one of the most essential goals of customer relationship
management. Customer retention and brand loyalty is absolutely essential to
ensure success. Undoubtedly it is far harder to gain a new customer than to
actually keep one. Customer service is the pivotal point around which CRM
revolves.
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2) Increasing Efficiency:
One of the most important goals of CRM is the increase in organization efficiency
and effectiveness. This is almost always adopted by every organization. It is
necessitated by the fact that increase in efficiency is required to boost success.
CRM achieves this through cost reduction and customer retention. Adequate
CRM training achieves this goal.
3) Lowering Operating Costs:

CRM goals also include the reduction of costs of operation. This goal should be
clearly established and conveyed to all those involved in the CRM implementation
process. CRM manages to reduce operating costs through a workforce management
system. This helps to maximize skills and thus reduce cost. These reduced costs enable an
organization to achieve greater efficiency. If cost reduction is management's objective
then the CRM implementation should be carried out in such a way that this is achieved.
Throughout the process maximum reduction in costs should be adhered to in order to
meet this particular CRM goal.
4) Aiding the Marketing Department:

Another goal of CRM is generally aiding the marketing department in all its
efforts. This includes marketing campaigns, sales promotions etc. If this is fixated as one
of the goals of CRM, then it should be communicated to those involved. This goal is
fundamental as it boosts sales indirectly thereby increasing the profitability.
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1.4 CRM ARCHITECTURE

Customer Relationship Management (CRM) is an information industry term for
methodologies, software, and usually Internet capabilities that help an enterprise manage
customer relationships in an organized and efficient manner. In many cases, an enterprise
builds a database about its customers. This database describes relationships in sufficient
detail so that management, salespeople, and customer service reps can access
information; match customer needs with product plans and offerings; remind customers
of service requirements; know what other products a customer had purchased; etc
The Customer relationship management architecture can be broken down

into three categories, and these are operational, collaborative, and analytical. Each
plays an important role in Customer relationship management and a company that wants
to success must understand the importance of using these three components successfully.
 OPERATIONAL CRM
Operational CRM deals with the automation of certain business processes.
Examples of business processes that are connected to operational CRM are marketing and
sales. When a connection is made to a customer, the information related to this
interaction will be automatically stored in a database, and the company can pull up
specific information on that customer when it is needed.
Operational CRM can further be broken down into three components. These
components are Enterprise marketing automation, Customer service automation, and Sale
force automation. The Enterprise marketing automation will give the company
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information about the business climate, and it will also provide them with crucial data on
their competitors, as will as trends within the industry and other important variables.
As the name implies, Enterprise marketing automation deals with strategies a

company can use to strengthen their marketing tactics. Customer service and support will
automate specific processes that are connected to service. An example of this could be
item returns or customer complaints. Sales force automation will be responsible for
automating some of the company's sales task
An example of tasks that SFA would automate is demographics, customer needs,
and accounting management. A number of corporations will use call centers to store data
on their customers. Once the customer makes a call, the customer service representative
can provide them with relevant information. Many companies will also automate
processes such as allowing customers to access their accounts.
 ANALYTICAL CRM
The next important part of CRM architecture is Analytical CRM. As the name
suggests, Analytical CRM deals with analyzing data that is collected by the company.
This data will be analyzed so that the company can enhance its customer service
capabilities. By enhancing its customer service capability, a company will build a
stronger relationship with its customers.
There are a number of common ways that Analytical CRM is used to achieve this.
A number of companies will use the data they've collected and analyzed to cross-sell
products to their customers, as well as retaining customers that may normally switch to
another company.
Analytical CRM can also be used to provide important information to customers
within a short period of time. In addition to building stronger relationships with
customers, Analytical CRM can be an important tool for fraud prevention and detection.
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It can analyze the patterns of sales, inventory, and profits in order to find any patterns that
are not consistent.
Analytical CRM is also important when it comes to both product development

and risk management. It is important to realize that Analytical CRM is an ongoing
process. The company may need to alter its strategies or methods based on the
information that is analyzed through this process.
 COLLABORATIVE CRM
The third important aspect of CRM architecture is Collaborative CRM.
Collaborative CRM is important because it places an emphasis on the interactions that a
company will make with its customers. These interactions could be personal, or they
could come through mediums such as the telephone or the Internet. Collaborative CRM
will give companies a powerful form of communication that will utilize multiple
technologies.
It will also be responsible for providing services over the Internet so that the costs
of the service can be reduced. When interactions are made with customers, Collaborative
CRM will allow the company to provide them with useful information. At the highest
level, CRM should be an important part of all interactions that a company makes with its
customers.
When this done, a company can become highly successful. The goal of CRM is to
find out what customers need, and to make sure those needs are filled. Once a company is
making interactions with their customers, they can collect and analyze information. This
information can be used to strengthen interactions.
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CRM ARCHITECTURE
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CHAPTER - 2
CUSTOMER RELATIONSHIP
MANAGEMENT IN BANKS
2.1 Introduction
2.2 Objective of CRM in banks
2.3 Need of CRM in banks
2.4 CRM Strategies
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2.1 INTRODUCTION
Today, customers have more power in
deciding their bank of choice. Consequently, keeping
existing customers, as well as attracting new ones, is a
critical concern for banks. Customer satisfaction is an
important variable in evaluation and control in a bank
marketing management. Poor customer satisfaction
will lead to a decline in customer loyalty, and given
the extended offerings from the competitors, customers can easily switch banks. Banks
need to leverage effectively on their customer relationships and make better use of
customer information across the institution.
Competition in the financial services industry has intensified in recent years,

owing to events such as technology changes and financial industry deregulation.
Conventional banking distribution has been gradually supplemented by the emerging use
of electronic banking. Many bank customers prefer using ATMs or a website rather than
visiting a branch, while technology has also reduced barriers to entry for new customers.
CRM--A POWERFUL TOOL
CRM is a powerful management tool that can be used to exploit sales potential
and maximize the value of the customer to the bank. Generally, CRM integrates various
components of a business such as sales, marketing, IT and accounting. This strategy may
not increase a business's profit today or tomorrow, but it will add customer loyalty to the
business.
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In the long term, CRM produces continuous scrutiny of the bank's business
relationship with the customer, thereby increasing the value of the Customer’s business.
Although CRM is known to be a relatively new method in managing customer loyalty, it
has been used previously by retail businesses for many years.
The core objective of modern CRM methodology is to help businesses to use

technology and human resources to gain a better view of customer behavior. With this, a
business can hope to achieve better customer service, make call centres more efficient,
cross-sell products more effectively, simplify marketing and sales processes, identify new
customers and increase customer revenues.
As an example, banks may keep track of a customer's life stages in order to

market appropriate banking products, such as mortgages or credit cards to their customers
at the appropriate time.
The next stage is to look into the different methods customers' information are gathered,
where and how this data is stored and how it is currently being used. For instance, banks
may interact with customers in a countless ways via mails, emails, call centres, marketing
and advertising. The collected data may flow between operational systems (such as sales
and stock systems) and analytical systems that can help sort through these records to
identify patterns. Business analysts can then browse through the data to obtain an in-
depth view of each customer and identify areas where better services are required.
CRM AND BANKS
One of the banks' greatest assets is their knowledge of their customers. Banks can
use this asset and turn it into key competitive advantage by retaining those customers
who represent the highest lifetime value and profitability. Banks can develop customer
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relationships across a broad spectrum of touch points such as at bank branches, kiosks,
ATMs, internet, electronic banking and call centres.
CRM is not a new phenomenon in the industry. Over the years, banks have
invested heavily in CRM, especially in developing call centres, which, in the past, were
designed to improve the process of inbound calls. In future, call centres will evolve to
encompass more than just cost reduction and improved efficiency. According to Gartner
Group, more than 80 per cent of all US banks will develop their call centres as alternative
delivery channels and revenue centres, to be used for the delivery of existing products
and services.But to be successful, a bank needs more than the ability to handle customer
service calls. It needs a comprehensive CRM strategy in which all departments within the
bank are integrated.
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2.2 OBJECTIVES OF CRM IN BANKS
CRM, the technology, along with human resources of the

banks, enables the banks to analyze the behavior of customers
and their value. The main areas of focus are as the name
suggests: customer, relationship, and the management of
relationship and the main objectives to implement CRM in the
business strategy are:
• To simplify marketing and sales process
• To make call centers more efficient
• To provide better customer service
• To discover new customers and increase customer
revenue
• To cross sell products more effectively
•
The CRM processes should fully support the basic steps of customer life cycle. The basic
steps are:
• Attracting present and new customers
• Acquiring new customers
• Serving the customers
• Finally, retaining the customers
In today's increasingly competitive environment, maximizing organic growth

through sales momentum has become a priority for Banks and Financial institutions. To
build this momentum banks are focusing on Customer relationship management
initiatives to improve
• Customer satisfaction and loyalty
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• Customer insight/ 360º view of customer

• Speed to market for products and service
• Increase products-to-customer ratio
• Improve up sales and cross sales
• Capitalizing on New market opportunities
The idea of CRM is that it helps businesses use technology and human resources
gain insight into the behavior of customers and the value of those customers. If it works
as hoped, a business can: provide better customer service, make call centers more
efficient , cross sell products more effectively, help sales staff close deals faster, simplify
marketing and sales processes, discover new customers, and increase customer
revenues .It doesn't happen by simply buying software and installing it. For CRM to be
truly effective, an organization must first decide what kind of customer information it is
looking for and it must decide what it intends to do with that information.
For example, many financial institutions keep track of customers' life stages in
order to market appropriate banking products like mortgages or IRAs to them at the right
time to fit their needs. Next, the organization must look into all of the different ways
information about customers comes into a business, where and how this data is stored and
how it is currently used.
One company, for instance, may interact with customers in a myriad of different
ways including mail campaigns, Web sites, brick-and-mortar stores, call centers, mobile
sales force staff and marketing and advertising efforts. Solid CRM systems link up each
of these points. This collected data flows between operational systems (like sales and
inventory systems) and analytical systems that can help sort through these records for
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patterns. Company analysts can then comb through the data to obtain a holistic view of
each customer and pinpoint areas where better services are needed.
In CRM projects, following data should be collected to run process engine:

1) Responses to campaigns,
2) Shipping and fulfillment dates,
3) Sales and purchase data,
4) Account information,
5) Web registration data,
6) Service and support records,
7) Demographic data,
8) Web sales data.
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2.3 NEED OF CRM IN BANKS
Bank merely an organization it

accepts deposits and lends money to the
needy persons, but banking is the process
associated with the activities of banks. It
includes issuance of cheque and cards,
monthly statements, timely
announcement of new services, helping
the customers to avail online and mobile
banking etc. Huge growth of customer
relationship management is predicted in
the banking sector over the next few
years.
Banks are aiming to increase customer profitability with any customer retention.
This paper deals with the role of CRM in banking sector and the need for it is to increase
customer value by using some analytical methods in CRM applications. It is a sound
business strategy to identify the bank’s most profitable customers and prospects, and
devotes time and attention to expanding account relationships with those customers
through individualized marketing, pricing, discretionary decision making.
In banking sector, relationship management could be defined as having and

acting upon deeper knowledge about the customer, ensure that the customer such as how
to fund the customer, get to know the customer, keep in tough with the customer, ensure
that the customer gets what he wishes from service provider and understand when they
are not satisfied and might leave the service provider and act accordingly.
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CRM in banking industry entirely different from other sectors, because banking
industry purely related to financial services, which needs to create the trust among the
people. Establishing customer care support during on and off official hours, making
timely information about interest payments, maturity of time deposit, issuing credit and
debit cum ATM card, creating awareness regarding online and e-banking, adopting
mobile request etc are required to keep regular relationship with customers.
The present day CRM includes developing customer base. The bank has to pay
adequate attention to increase customer base by all means, it is possible if the
performance is at satisfactory level, the existing clients can recommend others to have
banking connection with the bank he is operating. Hence asking reference from the
existing customers can develop theirclient base. If the base increased, the profitability is
also increase. Hence the bank has to implement lot of innovative CRM to capture and
retain the customers.
There is a shift from bank centric activities to customer centric activities are
opted. The private sector banks in India deployed much innovative strategies to attract
new customers and to retain existing customers. CRM in banking sector is still in
evolutionary stage, it is the time for taking ideas from customers to enrich its service. The
use of CRM in banking has gained importance with the aggressive strategies for customer
acquisition and retention being employed by the bank in today’s competitive milieu. This
has resulted in the adoption of various CRM initiatives by these banks.
STEP TO FOLLOW
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The following steps minimize the work regarding adoption of CRM strategy. These are:
 Identification of proper CRM initiatives
 Implementing adequate technologies in order to assist

CRM initiative
 Setting standards (targets) for each initiative and each

person involved in that circle
 Evaluating actual performance with the standard or

benchmark
 Taking corrective actions to improve deviations, if any
Customer Relationship Management is concerned with attracting, maintaining and

enhancing customer relationship in multi service organizations. CRM goes beyond the
transactional exchange and enables the marketer to estimate the customer’s sentiments
and buying intentions so that the customer can be provided with products and services
before the starts demanding. Customers are the backbone of any kind of business
activities, maintaining relationship with them yield better result.
2.4 CRM STRATEGIES
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This is a new way of thinking for many banks with thousands, even millions of
customers. Managing customer relationships successfully means learning about the habits
and needs of your customers, anticipating future buying patterns and finding new
opportunities to add value to the relationship.
Customer Behavior Patterns

For example, in the financial sector, early beneficiaries of successful CRM
strategies have been the banks. These organizations use data warehousing and data
mining technologies to learn from the millions of transactions and interactions with their
customers, and to anticipate their needs. The patterns of customer behavior and attitude
derived from this information enable the banks to effectively segment customers on pre-
determined criteria.
Detailed customer data can provide answers to the following questions:

• Which communication channel do they prefer?
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• What would be the risk of leaving the bank to go to the competition?

• What is the probability the customer will buy a service or product?
This knowledge assists financial institutions with CRM solutions in place to

develop marketing programs that respond to each customer segment, support cross-
selling and customer retention programs and enables the staff to understand how to
maximize the value of each customer’s interaction.
CRM applications provide functionality to enhance customer interactions. Banks

known for its high level of customer service might use this characteristic as a starting
point for implementing a CRM application. Another company may be very good at
targeting profitable customers. Each bank should seek a niche on which to develop its
CRM strategy.
Customer Data
A common problem many organizations share is integrating customer
information. When information is disparate and fragmented, it is difficult to know who
the customers are, and the nature of their associations or relationships. This also makes it
difficult to capitalize on opportunities to increase customer service, loyalty and
profitability. For example, knowing that other family members are also customers
provides an opportunity to up-sell or cross-sell products or services, or knowing that a
customer uses several sources of interaction with a supplier can also provide
opportunities to enhance the relationship.
The creation and execution of a successful CRM strategy depends on close

examination and rationalization of the relationship between an organization’s vision and
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business strategy.Building toward a CRM solution and evaluating the use of customer
data requires analysis and alignment of the following core capabilities:
• Customer value management

• Prospecting
• Selling
• Collection and use of customer intelligence
• Customer development (up-selling and cross-selling)
• Customer service and retention
• Protection of customer privacy
Successful CRM implementations result from the capability of the organization

and its employees to integrate human resources, business processes and technology, to
create differentiation and excellence in service to customers, and to perform all of these
functions better than its competitors. The current economic context and financial crisis
has most probably led many financial services institutions to refocus their CRM strategies
with the customer relationship being more than ever the key to profitability of a retail
activity. These institutions have to design a new approach to regain and reassure
customers. Even if they have only started building a “how to win back trust" strategy,
there is a general movement towards “refocusing on he customer” for the “post-financial”
crisis phase.
Here are some global banking institutions that have deployed CRM Customer
Relationship Management systems, their CRM strategy and their goals.
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Global Banks CRM Strategy Goal

Bank of America Provide service representatives with Improve customer
360-degree view of customer experience, retention
relationship for corporate and retail
banking
FleetBoston Segment customer base into six Attain cross-sell
different groups based on revenues, maximum
demographics and banking behavior lifetime value
BNP Paribas Deploy CRM system across branch Improve customer
network, integrating with central experience, cross-sell
office, link multiple customer
databases
Societe Generale Integrate call center, branch, and Improve customer
central office; link 80 banking experience, support
applications to support unified view of consistent message
customers
Irrespective of whether it is a public sector bank or a private sector bank; a

regional rural bank or a foreign bank all banks commonly store details of tens of
thousands of customers and prospects - both in a corporate database and in discrete
documents on the desktops of individual bank staff. Retrieving customer data to support
targeted marketing activities in this environment has traditionally involved sorting hard
copy by hand, which is time-consuming, inaccurate, and increasingly cost-prohibitive.
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Hence the banks devise software, which would mitigate this task of customer
relationship management solution, to take full advantage of their valuable customer data.
It also provides a way to quantify a campaign's success and aids in planning future
marketing strategies, better work flow tracking and management, considerable increase in
the speed of the marketing campaign planning process, greater cost efficiency with
improved ROI, easy monitoring of multiple marketing campaigns and improved
workflow management.
CHAPTER – 3
CRM IN INDIAN BANKS
3.1 Introduction
3.2 Importance of CRM in Indian Banks
3.3 Implementation of CRM in Indian Banks
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3.4 CRM- A new mantra in Indian banking
3.5 CRM Principles
3.1 CRM IN INDIAN BANKS

In recent years, the banking industry around the world has been undergoing a
rapid transformation. In India also, the wave
of deregulation of early 1990s has created heightened competition and greater risk for
banks and other financial intermediaries. The
cross-border flows and entry of new players
and products have forced banks to adjust the product-mix and undertake rapid changes in
their processes and operations to remain competitive. The deepening of technology
has facilitated better tracking and fulfillment of commitments, multiple delivery channels
for customers and faster resolution of miscoordinations.
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Unlike in the past, the banks today are market driven and market responsive. The
top concern in the mind of every bank's CEO is increasing or at least maintaining the
market share in every line of business against the backdrop of heightened competition.
With the entry of new players and multiple channels, customers (both corporate and
retail) have become more discerning and less "loyal" to banks. This makes it imperative
that banks provide best possible products and services to ensure customer satisfaction. To
address the challenge of retention of customers, there have been active efforts in the
banking circles to switch over to customer-centric business model. The success of such a
model depends upon the approach adopted by banks with respect to customer data
management and customer relationship management.
Over the years, Indian banks have expanded to cover a large geographic &
functional area to meet the developmental needs. They have been managing a world of
information about customers - their profiles, location, etc. They have a close relationship
with their customers and a good knowledge of their needs, requirements and cash
positions. Though this offers them a unique advantage, they face a fundamental problem.
During the period of planned economic development, the bank products were bought in
India and not sold. What our banks, especially those in the public sector lack are the
marketing attitude. Marketing is a customer-oriented operation. What is needed is the
effort on their part to improve their service image and exploit their large customer
information base effectively to communicate product availability. Achieving customer
focus requires leveraging existing customer information to gain a deeper insight into the
relationship a customer has with the institution, and improving customer service-related
processes so that the services are quick, error free and convenient for the customers.
Furthermore, banks need to have very strong in-house research and market
intelligence units in order to face the future challenges of competition, especially
customer retention. Marketing is a question of demand (customers) and supply (financial
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products & services, customer services through various delivery channels). Both demand
and supply have to be understood in the context of geographic locations and competitor
analysis to undertake focused marketing (advertising) efforts. Focusing on region-specific
campaigns rather than national media campaigns would be a better strategy for a diverse
country like India.
Customer-centricity also implies increasing investment in technology. Throughout

much of the last decade, banks world-over have re-engineered their organizations to
improve efficiency and move customers to lower cost, automated channels, such as
ATMs and online banking. But this need not be the case.
As is proved by the experience, banks are now realizing that one of their best
assets for building profitable customer relationships especially in a developing country
like India is the branch-branches are in fact a key channel for customer retention and
profit growth in rural and semi-urban set up. However, to maximize the value of this
resource, our banks need to transform their branches from transaction processing centers
into customer-centric service centers. This transformation would help them achieve
bottom line business benefits by retaining the most profitable customers. Branches could
also be used to inform and educate customers about other, more efficient channels, to
advise on and sell new financial instruments like consumer loans, insurance products,
mutual fund products, etc.
There is a growing realization among Indian banks that it no longer pays to have a
"transaction-based" operating model. There are active efforts to develop a relationship-
oriented model of operations focusing on customer-centric services. The biggest
challenge our banks face today is to establish customer intimacy without which all other
efforts towards operational excellence are meaningless. The banks need to ensure through
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their services that the customers come back to them. This is because a major chunk of
income for most of the banks comes from existing customers, rather than from new
customers.
Customer relationship management (CRM) solutions, if implemented and

integrated correctly, can help significantly in improving customer satisfaction levels.
Data warehousing can help in providing better transaction experiences for customers over
different transaction channels. This is because data warehousing helps bring all the
transactions coming from different channels under the same roof. Data mining helps
banks analyses and measure customer transaction patterns and behavior. This can help a
lot in improving service levels and finding new business opportunities.
It must be noted, however, that customer-centric banking also involves many

risks. The banking industry world over is being thrust into a wild new world of privacy
controversy. The banks need to set up serious governance systems for privacy risk
management. It must be remembered that customer privacy issues threaten to
compromise the use of information technology which is at the very center of e-commerce
and customer relationship management - two areas which are crucial for banks' future.
The critical issue for banks is that they will not be able to safeguard customer privacy
completely without undermining the most exciting innovations in banking. These
innovations promise huge benefits, both for customers and providers. But to capture
them, financial services companies and their customers will have to make some critical
tradeoffs.
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3.2 IMPORTANCE OF CRM IN

INDIAN BANK
For long, Indian banks had presumed that their operations were customer-centric,
simply because they had customers. These banks ruled the roost, protected by regulations
that did not allow free entry into the sector. And to their credit, when the banking sector
was opened up, they survived by adapting quickly to the new rules of the game. Many
managed to post profits. For them an unexpected bonanza came from government bonds
in which most were hugely invested.
Ironically, the Reserve Bank of India's moves to cut aggressively the interest rates
after 1999, pushed up the prices of bonds. So banks had a windfall doing almost nothing.
The bond profits, like manna from heaven, improved the balance-sheets of all banks
irrespective of their core performance. However, the era of lazy banking is soon to end.
The mesh of rules that propped up the Indian banking industry is now being dismantled
rapidly.
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According to a RBI road-map, India will have a competitive banking market

after 2009. As one of the most attractive emerging market destinations, India will see
foreign banks come in, what with more freedom to come in, grow and acquire. Therefore,
it is imperative that Indian banks wake up to this reality and re-focus on their core asset
— the customer. A greater focus on Customer Relationship Management (CRM) is the
only way the banking industry can protect its market share and boost growth.
CRM would also make Indian bankers realize that the purpose of their business is
to "create and keep a customer" and to "view the entire business process as consisting of
a tightly integrated effort to discover, create, and satisfy customer needs."
What is CRM, and what will it deliver to the banks?

CRM is, probably, one of the least clearly defined business
acronyms, as there is no single definition for it. It is
probably easier to say what CRM is not. Unfortunately,
CRM has also become a misnomer for a range of solutions
from IT vendors, each providing its own spin on the idea.
CRM is variously misunderstood as a fancy sales

strategy, an expensive software product, or even a new
method of data collection. It is none of these. Customer
Relationship Management (CRM) in the Indian banking system is fundamental to
building a customer-centric organization. CRM systems link customer data into a single
and logical customer repository. CRM in banking is a key element that allows a bank to
develop its customer base and sales capacity. The goal of CRM is to manage all aspects
of customer interactions in a manner that enables banks to maximize profitability from
every customer. Increasing competition, deregulation, and the internet have all
contributed to the increase in customer power. Customers, faced with an increasing array
33
of banking products and services, are expecting more from banks in terms of customized
offerings, attractive returns, ease of access, and transparency in dealings. Retaining
customers is a major concern for banking institutions which underscores the importance
of CRM. Banks can turn customer relationship into a key competitive advantage through
strategic development across a broad spectrum. This book examines issues related to
changing banking industry in India and the challenges in CRM.
CRM is a simple philosophy that places the customer at the heart of a business
organization’s processes, activities and culture to improve his satisfaction of service and,
in turn, maximize the profits for the organization. A successful CRM strategy aims at
understanding the needs of the customer and integrating them with the organization’s
strategy, people, and technology and business process. Therefore, one of the best ways of
launching a CRM initiative is to start with what the organization is doing now and
working out what should be done to improve its interface with its customers. Then and
only then, should it link to an IT solution.
While this may sound quite straightforward, for large organizations it can be a
mammoth task unless a gradual step-by-step process is adopted. It does not happen
simply by buying the software and installing it. For CRM to be truly effective, it requires
a well-thought-out initiative involving strategy, people, technology, and processes.
Above all, it requires the realization that the CRM philosophy of doing business should
be adopted incrementally with an iterative approach to learn at every stage of
development.
34
3.3 IMPLEMENTATION OF
CRM IN INDIAN BANKS
Although CRM as a concept is of

recent origin its tenets have been around for
sometime. Field officers in the banks have
always promoted close relation-ship with
customers, but the focus on customer orientation rather than product orientation as a
commitment has been on the Indian banking scene for nearly a decade. But the fact
remains that implementing customer relationship management is not easy.
There are really very few organizations that are actually optimizing customer
experiences at all points of contacts. It is necessary to understand who customers are and
what they value, select customer carefully, design products and services that deliver the
desired value, design effective sales channels and customer touch points, recruit and
equip employees to deliver and increase customer value, and constantly refine your value
proposition to ensure customer loyalty and retention (Forsytyh 1997 and Goldenberg
1998).
With the advancement of banking technology and computerization and

networking of bank branches, banking customers are becoming more and more dynamic
35
and less loyal in their behaviour. The development of the Internet is further adding to this
trend and the whole market becomes trans-parent and customers are in a position to move
easily from one bank to another. In such a situation, customer satisfaction is the key to
bank marketing, which aims at retention of the old customers and their bringing in new
customers.
CRM deserves differential treatment to different class of customers at times.

Service can be given to customers either personally through individuals such as customer
service manager or the process can be automated by using computers. These different
approaches are adopted depending on the value of relationship with the customer.
Personal management of relationship is extended to business customers and high value
personal customers and automated relationship management to lower margin mass-
market segments.
CRM system can open up new channels of delivery, which are most cost
effective. We can cite example of the Internet and call centers. According to an estimate,
cost per transac-tion through these modes can be reduced by 90 per cent when compared
to cost of transaction at branch. To offer better and extended services to custom-ers new
technology platforms are being created through huge investment in Information
Technology in banking sector. The recent development in this field is the introduction of
CBS (Core Banking Solutions). A CBS helps in centralizing the transactions of branches
and different banking channels and the customers start banking with the bank instead of
at different branches. This is the only way to offer seamless transactions across different
channels (branches, the Internet, the telephone and Automated Teller Machines or
ATMs). As such nowadays a customer is called a customer of the bank rather than of a
branch.
Another problem generally faced by a bank in implementing CRM is resistance

to change. The banking industry is passing through a radical transformation, from a
36
sellers market to a customers market, a regulated economy to a more liberalized and

open economy, advancement in technology and a lot of other developments. These
complex changes are forcing the banks to change the way they do business. A change
denotes making things in a different manner. It should be planned properly, proactive
and goal oriented. It requires two things:
Firstly, the ability of the organization to adapt changes in the business

environment is to be increased. Secondly, the mindset of the employees has got to be
changed in the development of right attitude, skills, expectations, perceptions and
behaviour. Implementation of CRM in Indian banking is still in its initial stage and has
to go a long way to develop and raise it to the global standards. But the Indian banks
including the public sector banks are coming in a big way to address this issue to
remain competitive with their counterparts—the foreign and private sector banks.
37
3.4 Customers Relationship Management– A new

mantra in Indian banking
Nowadays banks have to work keeping in mind the position of the financial
market and anticipate change in the market place and prepare themselves accordingly.
They have to make new resolutions to build further on their own strengths to explore new
avenues of Customers Relationship Management. This is the only strategic weapon to be
pursued for excellence in the pursuit of performance and achievement. Both the retention
of old business as well as to search for new business, CRM is the only choice. CRM,
being the essence of modern banking, a sound understanding of the key principles, its
theories and practices should be revisited and redefined to provide a road map to new
ideas and techniques in the field. Over the years, banking institutions have been feeling
the pressing need of putting up greater thrust on this initiative for improving their
operations and appearances.
38
The FOCUS ON CRM
The profitability of a bank depends to a large extent on its ability to deploy its
fund in high yielding loan portfolios of their customers. But with the increasing
competition of lowering interest rates by different banks, interest spread is touching the
low ebb every day. The demand for credit from the corporate sector is diminishing due to
more efficient management of working capital, availability of cheaper funds from other
routes etc.
According to the Centre for Monitoring Indian Economy (CMIE), during 2000-
01, the working capital cycle of manufacturing companies fell to 21 days compared to 60
days a year ago. In the year 2001- 02, the cycle further reduced to 14 days and became
negative during 2002-03. Taking as a percentage on sales, working capital ratio had
dropped to three per cent from a level of 13 per cent over the last five years in case of
4,000 selected manufacturing industries. The demand for working capital will be in the
declining stage in the years to come. Further, there is lack of investment demand in the
market. These developments have led the banks to go in search of new business
opportunities where they can put their resources and earn a reasonable margin to add to
their bottom lines. After a lot of exercise and considerable thought, they identify the retail
sector and commit for considerable retail lending as a means to serve their ends.
39
Driving forces for retail lending
There are several driving forces to support this move. Firstly, for years together,
the Indian retail market was largely untapped. With retail lending at levels far below
those prevailing in other Asian countries, the opportunities for exploring the possibility of
lending in this segment continues to be immense and all banks, more or less tried to
capture this huge market. Secondly, India, being a poor country, it is a matter of
realization that the bottom 75 per cent of the consumer pyramid basically relates to the
retail sector customers, and if one is looking at a growth opportunity, it must focus its
attention with tailor made products and services to meet their needs. Banking is no
exception to this reality.Thirdly, in an attempt to market tailor-made innovative products,
consumers are being supplied with abundant information through paper advertisement,
TV advertisement, cell phone calls, personal counseling to make them aware of the
facilities and opportunities available in the market. This endeavor on the part of the banks
is leading the customers in their process of information abundance and thereby acting as
customer leader. Customer leadership is a concept to project the product or service of the
firm the benchmark for the market (customers), which visualize all competitive stimuli in
term of benchmark product or service. But there is another side to the coin.
With the entry of several players in the field, particularly foreign banks and
private sector banks, the customers today has a wide array of choices which is increasing
day by day with the rapid and exponential development of communication technology.
With this increased knowledge base and better information they are demanding more and
more satisfaction and choosing to optimize the value of their money for goods and
services. This had added momentum to the competition. Then, of late, there has been a
tremendous improvement in Non-Performing Assets (NPAs) due to introduction of
certain new methodologies such as new foreclosure law, the CDR mechanism, the Debt
Recovery Tribunals and the provision of one time settlement. The establishment of ARC
40
(Assets Reconstruction Committee) and enactment of Securitization Act have helped in a

big way to liquidate a huge amount of unmoved loan being carried forward for years
together.
Now a clear message has been ventilated in the community that bank loans are not
for charity, but are to be repaid and the bank management is there to recover it. Under the
changed scenario of NPA management, Bank managers are not hesitating in disbursing
new loans. Also, another major force behind this retail revolution is technology involved
in today’s banking. Technology has developed to such an extent that the customers are in
a position to take advantage of “AAA” banking. (Any time, Any where and Any how)
banking through ATM, the Internet, CBS (Centralised Banking Solution) etc. In addition,
there is enough scope in the case of mortgage loan. According to a study, Indian
mortgage market grew from around 15,000 crore in 1997 to 60,000 crore at the end of
2002 or at a compound annual growth rate (CAGR) of 32 per cent. It will not be out of
place to mention here that at the same time China’s mortgage grew by a CAGR of 113
per cent.Further more, retail loans are considered to be safe and according to the
managers of some eminent banks there is less risk involved in managing a fat retail
portfolio. Besides, in the case of small and medium enterprises (SME) and farmers in
many cases such loans have been roped in big companies to back them in default
41
3.5 CRM PRINCIPLES
The main principles of CRM can be grouped into

seven guiding factors:
1. Customer focus
The first and foremost important guiding

principle in CRM is customer focus. Who is a
customer? This question is very fundamental. A
customer is a person or group of persons who
receives the product or service—the final output
of a process or group of processes. A customer is
the final arbiter of quality, value and price of a product or service. A satisfied customer
only assigns value to a service, on the contrary, to a dissatisfied customer a product or
service has no value, even if the concerned service or product has been designed with
lot of effort, energy and cost after a thorough planning.
A satisfied customer motivates his fellow members to go in for the service or

product that he has already acquired. But a dissatisfied customer always counsels his
friends, and fellow members not to go to banks where his experience proved to be
wrong or other-wise. So customer’s delight or customer’s satisfaction is the essence of
any CRM program. As a part of this focus on customers, banks should ensure that
clients are identified; their requirements are determined, understood and met
enhancing customers’ satisfaction.
The main thrust of CRM is to improve an organization’s efficiency, economy

and effectiveness through reduction of sales cycle times and selling costs,
identification of new markets and channels for expansion, improvement of customer
42
value, satisfaction, retention and thereby increasing profitability and market share of
the enterprise. Successful CRM focuses on understanding the needs and desires of the
customers and is achieved by placing these needs at the heart of the business by
integrating them with the organization’s strategy, people, technology and business
processes. (Heygate, 1999). There must be total commitment for the enterprise
towards this end.
2. Leadership
Persuasion, judgment and decision-making abilities are the main attributes of

quality leadership. When there is a slight chance of getting a business but the client is
hesitating or in a fix, or not in a position to decide properly, it should be followed up
by the relationship manager by patient hearing, mild counseling and to stand by the
side of the prospective client to help clear his doubts and to make him feel happy by
realizing that he is going in the right direction and he is very right in choosing his
requirements.
The following points may be found helpful in this regard:
(a) It is to be communicated to all employees that all customers should be given a

proper hearing and it should be supported from all levels.
(b) Ways and means should be identified and practiced of getting and staying closer to
customers.
(c) Proper respect should be extended to the customers. All relevant information
should be collected from them with humble and polite approach. Proper value should
be given to their feedback.
(d) There should be proper re-action to the information and feedback provided by the
customers in designing, developing and providing desired products at afford-able cost.
43
3. Process approach
A process transforms an input into desired output by the use of resources,

energies and time. In producing an output there may one single process or a group of
inter-related processes. In case of inter-related processes, often the output from one
process directly forms the input to the next. For effective functioning of an
organization, it has to identify and manage numerous linked activities with the help of
different processes for accomplishing its goal.
Proper attention should be given to the following points:
(a) All processes should be de-signed keeping in view the requirements and desires of
the customers, within the policy, resource availability, strategy of the company.
(b) All processes should meet the legal and statutory requirements to perform the
activity or deliver the product or service.
(c) Time involved in processing should be minimum with least waiting time to the
customers. If required delegation of authority and assignment of account-ability at
various executive levels should be addressed, revised and fine-tuned to meet the
requirements.
(d) All the processes should be properly integrated to meet the goal congruence and
should not function at cross-purpose.
(e) There should be in built control mechanism for ease of measuring, reviewing and
taking corrective action.
4. System approach
Customer’s requirement is one level of commitment. That level implies a

system that is reactive and provides to customers what they want but the target should
44
be to achieve more and to exceed the customer’s expectation to accommodate future

requirement and to build a cushion against the competitors’ attributes.
CRM denotes the management of the entire system and is not confined to only
one or the other sub-systems or functional departments. CRM is based on a system
approach to management. Its primary objective is to increase value to customers on a
continuous basis by designing and improving organizational processes and systems on
a ongoing basis. Meeting Each sub-system may have its own goal but the goal and
objectives of all sub-systems are to be integrated to achieve the overall goal.
There may be one sub-system to acknowledge the customer’s order, a separate

one to deliver the product within the delivery schedule, another sub-system to comply
with the complaints of the customers etc, but all directed to accomplish the goal—
value to the customers. The total system as a whole should decide what product to
make or what service to offer, what should be the quality involved, what should be the
price, what markets and customers to target upon and similar other issues.
5. Involvement of people
The fundamentals of CRM bear the genes of customer relationship through

involvement of people, i.e., the work-force at the disposal of the organization. The
whole gamut of CRM is for the people, of the people and by the people. People
involvement at all levels is essential for the success of a CRM program. The bank
managers and staff must be in a position to exploit the concept of customer
relationship completely.
Customer relation may be defined as that dimension of relationship marketing

that seeks and ensures customer loyalty by fulfilling promises and continuing to satisfy
customer’s wants and needs so that defection is zero. It comprises of three levels of
relationships; financial relationship, social relationship and structural relationship.
45
The main focus of financial relationship is frequency marketing programs

based on financial incentives such as reduction of processing fees, lower rate of
commitment charges, organization of loan mela on special occasions etc. A social
relationship program revolves round a social bonding between company and its
customers and establish brand loyalty. Bankers, nowadays, make house calls, offer
different services outside their for-mal activities, share the feelings and emotions of
clients and even send clients flowers on birthdays and anniversaries. A marketing
relation with the middleman and interested groups is developed in an in-side-out
manner mainly based on software, which would help in data warehousing, data mining
and data analysis. The optimization of structural relationship lies in the replacement of
physical resources by total service replacement.
Drawing of money through ATMs instead of physical presence in the branch

for withdrawal of cash through cheques or withdrawal forms may be sited as example.
To obtain the full benefits of people involvement, the human resource management
should focus on employee empowerment, productivity linked reward, zero defeat
service oriented train-ing and total quality management.
6. Mutually beneficial customer relationship
The relationship with the customer should be based on a mutually beneficial

relation-ship. A bank should not concentrate its attention towards earning of profits
only, but focus should be directed to the customers’ wealth creation or value
enhancement with the motto of earning through service.
As an example we can talk of a savings account that’s ‘fixed up’ to give you
more interest. It ensures that any balance in your savings account above a certain
amount, say, Rs 3,000 automatically gets transferred to a fixed deposit to give you
higher returns, which will be swept back into your savings account, when you need it.
46
Sometimes, other benefits are also extended, such as, free personal accident
insurance coverage along with fixed deposit scheme above a certain amount and above
a certain term. Banks are no more restricting their activities to deposit and advances;
rather they work with the mot-to of offering ‘Integrated Total Package Solutions to all
needs of a customer. Banks have gone to the extent of booking cinema tickets, paying
utility bills, school fees etc. for the ease of their clients who are very busy and do not
find time for such work. Many of such activities are not profitable in terms of time and
efforts spend by the bank. But banks are carrying out such services for mutual
benefits, which pays in the long run.
Wealthy individuals are in the habit of placing all sorts of demands on their
private bankers and a bank has to respond to such requests not merely for income
generation but as a gesture of goodwill and at times such activities add a consider-able
percentage to a bank’s fee based income. According to an estimate, a bank can earn Rs
35,000 to Rs 100,000 per an-num for a good customer. But generally it is found that
earnings start after the first two- three years of dealing with the customer. In a mature
relation-ship, such fee-based income is a regular feature and is very much crucial in
today’s banking where interest spread is getting reduced due to competition and fee
based income can increase the bottom line. But in many instances, the expenses in
terms of time, effort, recognizing individual needs and offering a customized
investment solution are high.
Retention of customers and building a long lasting relationship is the main

criteria under this concept.
7. Continual improvement
Another objective of CRM is the efforts towards continuous improvement in

the customer relationship through the provision of value added ser-vices at favorable
47
cost. Business processes in the areas of finance, system integration, human resource
management etc. are to be automated and optimized with an aim to increase the
efficiency and effectiveness of operations.
The most effective way of improvement lies in innovation and change

management. Today’s successful organizations must stimulate and foster innovation
and master the art of change. Organizations that maintain their flexibility, spontaneity
and unpredictability, continually improve their quality and, beat their competitors to
the market place with a constant stream of innovative products and services, will be
the winners.
The major areas to be targeted are:
(i) Improving the effectiveness of marketing.
(ii) Implementing multichannel trigger driven marketing.
(iii) Implementing a strategic analysis capability to support strategic decision making.
(iv) The ability to deliver the increasing levels service demanded by customers.
(v) Building a transparent communication system and employee participation to

better define the needs of the customers and deliver the right services and
products
CHAPTER – 4
WORKING OF CRM
4.1 CRM Implementation

48
4.2 CRM Optimization
4.3 Rules and Regulations
4.1 CRM IMPLEMENTATION - The Right Way!
49
CRM implementation differs from organization to organization but there are a

few common steps one needs to follow to ensure a successful implementation. There are
many factors that could influence the success of CRM implementation. Some of them
are;
● Organization Objectives
Clear cut objectives are essential and they need to be communicated effectively to
the entire organization. Business goals are absolutely essential and need to be clearly
defined. Similarly goals of the CRM implementation and how it supports organization
goals should also be intimated to employees. Let employees know how important CRM
success is to the organization.
● Solution to Suit Business Objectives

A business needs to look for a CRM solution that fits its needs, not the other way
around. This step is vitally important and spells success. When choosing a CRM solution
every business organization has to ensure that it chooses a CRM solution that fits into the
organizations requirements. It is wrong to try and adjust organization requirements to the
chosen CRM solution. If this is done organization goals will not be achieved and the
CRM process will have disastrous results.
● Focus on All Business Aspects

In most cases the technology will have less to do with the CRM success.
Therefore it is important to focus as much importance on communication training and
other aspects as much as the technology involved.
It is important to involve management at several levels, focus on communication
need and indulge in adequate training of the concerned employees throughout the
50
organization. If these items receive a level of focus comparable to the technical system,
CRM implementation stands a better chance of succeeding.
● Define the Business Problem

A business needs to clearly define the business problem see what benefits it wants
to achieve and adopt the required measures. It is imminently important to clearly identify
the business problem that the company needs to resolve.
An organization needs to absolutely identify the desired benefits and make sure
that the expected returns are generated at every stage. It is important to break down the
entire process into smaller pieces that can be individually handled effectively.
● Establishing Proper Metrics

Since companies normally wait for a five year period to see a return on
investment. Every organization has to compulsorily define performance metrics to ensure
that it measures the return on investment adequately.
● Business Processes not Technology
In order to succeed at CRM all companies need to understand that it is not about
technology alone but about business processes as well. While CRM changes a company's
business processes technology supports the processes. Most businesses make the mistake
of actually assuming that the CRM is only about technology alone. This hampers
business process development.
● Implement Change
Most employees tend to stick with their old ways and are reluctant to adapt to
changes, It needs to be understood that the implementation of CRM involves immense
changes and employees need to adapt themselves to it.
51
From the very beginning of the implementation employees will have to adopt new
attitudes to help deliver the customer experience properly to customers. Organizations
need to make sure that their employees are provided with sufficient training to ensure that
they handle this aspect of the customer experience adequately and efficiently.
● Choose the Right Methodology

Decide whether to use the classical or modern methodology bearing in mind that
ease of usage, cost effectiveness and efficiency need to be gained. This is an important
step in the CRM implementation as it has a bearing on the entire process.
● Using Skilled Managers
Organizations need to make sure that they use the most highly skilled and
experienced group of professionals possible. CRM aspects are complex and what is
needed most is a team that has CRM expertise and business knowledge. The team should
be adequately trained and sufficiently equipped both intellectually and technologically to
carry out the CRM implementation successfully.
● Choose the Right Vendors

Companies need to know the vendors through looking at them from this
perspective alone. This involves the process of scrutinizing the vendor and seeing
whether or not the vendor can fulfill the requirements of the business. Only if this is
possible can the vendor be selected. You may not find a vendor that basically fulfills
every single objective but at least an organization will be aware of it.
● Ease of Usage
The entire objectives of the CRM process are hampered if the CRM choice is
difficult to use. It is highly essential to ensure that the system speaks of ease of usage and
the ability to be easily customizable. Employees implementing CRM and forming a part
52
of the CRM process range from the mediocre level right to management and to the
employee at the very forefront. It is imperative that the business ensure that the CRM
software chosen is easy to use and implement not only by a few employees but by
everyone using the system. This is a step that needs to be taken at the time of choosing
the CRM technology.
CRM IMPLEMENTATION
53
4.2 CRM OPTIMIZATION
54
Simply implementing a solution intended to achieve organizational goals is not enough to

achieve CRM success. The process should ensure that these goals are achieved. More
importantly
CRM optimization should be encouraged
through the right practices, optimization of
resources and the ability to adapt to change.
TO ACHIEVE CRM
OPTIMIZATION
 Identifying CRM goals

Objectives need to be identified and
CRM goals need to be fixed before embarking on a CRM project. Business processes
need to be integrated with the CRM solution before actual implementation. The chosen
solution should fit organizational objectives to the hilt.
 Phased Implementation
Start a pilot project and set goals for the organization. Then go ahead with CRM
implementation in phases to ensure CRM success. Phased implementation is always
easier to implement and the rewards are higher.
 Objective Focus
The net result or the ultimate objective of the business process needs to be taken
into consideration while implementing .The ability of the CRM solution to contribute to
55
this has to be considered. If the objective is increasing overall profit or simply

contributing to customer retention than this should be achieved by the CRM choice.
 Customer Focus
The CRM process sometimes gains department coordination and success but fails
to focus on the customer. Hence although companies may succeed internally they fail to
achieve customer retention on account of unsatisfied customers.
 Data Consolidation
What happens here is that information needs to be corrected before putting it into
the CRM system so that bulk data is assessed, corrected and placed together so as to be
easily assessable.
 Change Incorporation
Since change is unavoidable and CRM is a continuous process, information
becomes outdated very quickly. Changes required need to be implemented periodically.
 Customer Flexibility
CRM processes need to be suited to the customer needs. Adopting stringent rules
that affect the customer due to its inflexibility will hamper the ability of the organization
to find appropriate solutions for its customers.
 Date Assessing
Assessing data quality issues is essential. Companies need to measure data quality
before embarking on a CRM implementation.
56
 Holistic Approach
It is important to create a single holistic view about a customer with the collation
of all the information available about him. This information should be available to every
one in the organization. An integrated view of the customer with entire company access
is absolutely essential.
 CRM Consultants
Outside resources need to be brought in if required. The need for outside
resources has to be carefully studied and adopted if essential.
 IT's Involvement
Dynamic changes are possible only when sufficient technology is in place. IT
enables this as it facilitates change within the organization and enables it to adapt. Hence
the IT department needs to be incorporated in all respects
 Data Cleansing
Since all information needs to be cleansed before it enters the system a data
quality solution must be used from initial analysis to identification, cleansing, and
consolidation.
 Cost Restraints
It is imperative to understand the existing problems customers are facing and not
endeavor to find solutions that suit the companies budget alone.
57
 Identifying CRM goals

Objectives need to be identified and
CRM goals need to be fixed before embarking
on a CRM project. Business processes need to be
integrated with the CRM solution before actual
implementation .The chosen solution should fit
organizational objectives to the hilt.
 Integration
It is essential to actually collaborate the
IT departments and the other departments. Their
combined efforts are essential for CRM success.
 Employee involvement
It is important to get the customer facing employees personally involved in the
activities of the business you can get many online jobs from CRM consultants. It is they
who should initiate this and be involved in all aspects of its implementation. CRM
success is a sure result if this is implemented.
4.3 GUIDELINES FOR CRM
58
Customer Relationship Management (CRM) doesn't have to be difficult. Here are

some guidelines that you can follow before you embark on CRM implementation in your
company.
 Develop a corporate ‘CRM culture’, involve key stakeholders
Many CRM projects fail because key people are not involved in the project. They
need to be involved in order to assess business objectives, set CRM strategy, make
corporate policies and issue directives. Basically, they are the people who help engrain
CRM usage into company culture.
Key sponsors need to be able to make financial and time commitments to ensure
success. Potential users and if possible, customers should be involved to some extent to
assess their expectations; surveys, questionnaires and feedback meetings are useful ways
of gathering information on customer expectations. Communicate CRM initiatives to
people in your company via directives, policies and training. If your teams know what is
expected at the executive level then they can better understand and respond to customers.
 Outline a CRM strategy
Many people mistake implementing CRM to simply mean installing/using

‘software’. In fact CRM strategy is more about identifying critical relationships between
business goals and CRM implementation strategy: business processes, people and IT
59
tools. It is about using appropriate methods and business processes to help improve your
business relationships with your customers.
First, you should measure key performance metrics in your company; make
comparisons with previous metrics and with competitors if possible. Set goals in key
metrics areas like Sales, Marketing and Customer Support. For example, sales metrics
might be lowering lead to sales time, increasing numbers of customer referrals, increasing
repeat business, reducing sales admin time; Marketing may want to increase leads per
campaign, increase efficiency of lead capture and segmentation; Customer Support may
want to reduce issue resolution time, reduce incoming phone support requests, and so on.
 Define your CRM objectives and prioritize CRM requirements
Every department within any organization has its own needs and sense of priority.
For example, Sales Managers may want to get better pipeline and forecasting capabilities,
while Customer Support may want to implement a self-service knowledgebase for
customers to reduce the number of support calls. Combine this with regular business
problems and you can quickly lose focus of the main objective if you do not prioritize
your CRM requirements. You should prioritize those areas which are key process areas
(kpas) or which are causing the most problems, cost and missed opportunities for your
business.
Also, as CRM is based around people, you should consider social and
organizational factors such as company structure, roles / hierarchy and authority, cultural
differences within your organization, politics, resistance to change; understanding all of
these more subtle points will also play a part in a more successful CRM implementation.
60
Start in areas which will be easiest and which will result in the highest reward for
your business and highest level of buy-in from your users. Other factors to consider are
weaknesses compared with competitors; complexity of each area; and if other systems
require integration.
 Develop a CRM roadmap
Once you have a high-level vision from the previous steps and after you have
identified and prioritized the areas which will give the most rewards most quickly, you
should then develop a CRM ‘roadmap’, a master plan, consisting of several mini projects
that will move you toward the corporate CRM goals.
It is useful to identify key people responsible for each project task, assign people
within your company who can liaise with a CRM Consultant and to identify key metrics
and timelines for low risk/high reward areas, which help build momentum and
enthusiasm from users.
 Integrate your current systems
Look at the ‘big picture’; determine how, where and when implementing a CRM
tool will integrate/replace other tools/applications/processes. A CRM Consultant will be
able to assist in analyzing your business processes and making recommendations on
where the CRM can integrate or even replace your current systems.
A CRM will eliminate the need for traditional means of reporting Sales status and
activities with Word/Excel ,for example, and you will likely want to integrate/consolidate
your calendaring/contacts system (e.g. Outlook), or maybe your website e-commerce
section or ERP/accounting system.
61
 Research CRM vendors
Learn about potential CRM vendors from their websites, customer references and
publications. Many CRM vendors offer 30-day free trials or limited function/limited user
licenses for free. ‘Software as a Service’ or on-demand CRM is increasingly popular as it
gives a short time to value and is less expensive to set up.
You simply pay a monthly fee and start using it, customizing it as you go to suit
your business. Get an independent perspective from a CRM Consultant - they have the
experience of implementing CRM’s across multiple businesses and will know the sorts
of problems you will face and how to overcome them. With a roadmap in place and your
requirements defined, especially with independent advice from a CRM Consultant, you
will be more able to decide upon worthy CRM software.
 Focus on your needs
CRM software is complex. It needs to be. Don't get sidetracked by the mind
boggling number of features in CRM software. After determining your main business
needs and priorities, use that list and determine which vendor can best meet those needs.
Don’t get a CRM which is a strong call centre oriented CRM if your main issue is in
Sales. A CRM Consultant can also assist in this area as they will be able to advise you
which software on the market matches your business needs.
 Communication is critical
62
Once CRM implementation begins, communicate plans and developments to your

staff, no matter what size your organization. If you use a CRM Consultant, get him/her to
create regular newsletters or chair weekly/monthly status meetings depending on the
scale of your implementation. Invite key people to keep them all involved – they are,
after all, the users of the software and the ones who will benefit. Provide flexible training
programs to accommodate different schedules, IT skills and learning preferences. This
will also speed adoption and produce benefits more quickly.
 Learn, be flexible, use the tool and evolve your business
Use the CRM to log tasks, process improvements and feature requests (there will
be plenty) as well as project-related issues. Report on the status on a regular basis.
Analyse CRM usage, get feedback and implement solutions to make sure the CRM
evolves with your business and customer needs.
A CRM Consultant can help you by overseeing feedback, customization requests;

ongoing training and can make appropriate recommendations to make sure changing
needs are addressed over time.
63
CHAPTER – 5
BENEFITS OF CRM
5.1 Benefits of CRM to Banks

5.2 Benefits of CRM to customers
5.1 BENEFITS OF CRM TO BANKS
64
Despite the fact that in most banks profits sometimes fail, they seldom pay
attention to or adopt any customer strategy. It has long been the misconception that banks
need not pay much attention to customer focus just because they had customers. Some
banks even if they possess good customer relationships are unable to cross sell as they
have not figured out who to target with what product/service. What happens is that
customers are often approached for the wrong products.
However the new millennium has resulted in banks and financial agencies
rethinking their strategies and goals. They have come to understand the importance of
hanging onto the customer and keeping him happy. The rules that once governed the
banking industry have changed. They have realized that adopting a customer centric
strategy is essential and needs to be compulsorily undertaken. The vast majority of banks
now realize they need a customer strategy and are opting for CRM - Customer
Relationship Management.
Banking CRM software serves to increase the market share and boost growth in
the banking industry. What happens in CRM banking solutions is that they change the
way the employees think and mould them into customer conscious people. CRM induces
bankers to know that they are required to maintain good relationships with their
customers and should strive to retain them.
They are made to realize that the business process should consist of efforts to
discover and satisfy customer requirements. Since the banking field now boasts of so
65
much of technological innovations there has been a wide variety of innovations in CRM
banking as well. Statistics show that bankers will spend $7 billion on CRM. The sector
will also evidence an increase in expenditure of 14 percent each year. With such
phenomenal statistics it is but a surety that CRM banking solutions sales will soar in the
coming years.
FOLLOWING ARE THE BENEFITS OF CRM TO BANKS:
1. CRM Banking Focuses on the Customer

CRM manages to places the customer at the focal point of the organization in
order to cater to his needs, satisfy him and thus maximize the profits of the organization.
Banking CRM understands the needs of the customer and integrates it with people,
technology, resources and business rocesses. It focuses on the existing data available in
the organization and uses it to improve its relationship with customers. Banking CRM
uses information and analytical tools to secure customer focus. Thus it is completely
essential that banks implement CRM in order to secure this.
2. Overall Profitability
CRM enables banks to give employee's better training that helps them face
customers easily. It achieves better infrastructure and ultimately contributes to better
overall performance. The byproducts of CRM banking solutions are customer acquisition,
retention and profitability. Banks that don't implement CRM will undoubtedly find
themselves with lesser profitability coupled with a sharp decline in the number of
customers.
66
3. Satisfied Customers
It is important to make a customer feel as if he / she is the only one - this will go a
long way in satisfying and retaining them. Bankers need a return on investment and it has
been proved that increase in customer satisfaction more than contributes a fair share to
ROI. The main value of CRM banking lies in satisfaction and increased retention of
customers.
4. Centralized Information
CRM banking solutions manage to clearly integrate people, processes and
technology. CRM banking provides banks with a holistic view of all bank transactions
and customer information as well and stores it in a single data warehouse where it can be
studied later.
CRM Banking Boosts Small Banks

Banking CRM software meets the needs of banks of all sizes in terms of attaining
the required accuracy and understanding of customers. Merely assuming that banks that
are considerably smaller in size have a better customer approach and are able to deal with
their customers in a better manner is wrong.
They are just as much in need of CRM aid as the others. Small banks on account
of a limited amount of money have had to realize that a large contribution to profits is
directly the result of good customer service. CRM makes sure that the bank delivers
exactly what the customer expects.
5. Customer Segregation
CRM enables a bank to see which customers are costing them and which are
bringing benefits. CRM provides them with the required analytical tools that will help
67
them focus on the importance of segregating these two and doing what is required to
avail of the maximum returns.
After this segregation is done CRM easily enables banks to increase their
communication and cross-selling to their customers effectively and efficiently.
6. Aggressive Customer Acquisition

CRM solution supports the creation of demand generation through multi-channel
and multi-wave campaigns. The solution ensures the bank’s marketing message is
appropriately personalized and targeted towards the most suitable segment of prospects.
This optimizes marketing efforts and results in greater conversion of prospects
7. Improved Cross-sell Framework
The solution presents a unified 360° view of the customer, allowing single point
access to all the relationships the customer has forged with the bank. This along with
robust customer analytics effectively supports true relationship banking, providing a
robust framework for cross-sell opportunities.
CRM solution also integrates with other white labeled solutions to facilitate
contextual and personalized customer engagement, with a keen focus on right-talk driven
right-sell.
8. Increased Operational Efficiencies and Collaboration

CRM solution supports business automation for processes and business activities,
eliminating manual tasks and reducing process time. Straight through processing abilities
enhance reduction in turnaround and processing time, increasing output and enabling
speedy completion of tasks. The multilingual Web-based single repository of information
enables remotely located bankers to collaborate and transact seamlessly.
9. Lower Total Cost of Ownership (TCO)
68
A Web-based solution leveraging new-generation technologies, Finacle CRM

solution is future-proof and can be seamlessly integrated with other enterprise
applications. With a robust architecture and proven scalability, it ensures protection for
the bank’s technology investments.
10. Campaign Management

Banks need to identify customers, tailor products and services to meet their needs
and sell these products to them. CRM achieves this through Campaign Management by
analyzing data from banks internal applications or by importing data from external
applications to evaluate customer profitability and designing comprehensive customer
profiles in terms of individual lifestyle preferences, income levels and other related
criteria.
Based on these profiles, banks can identify the most lucrative customers and
customer segments, and execute targeted, personalized multi-channel marketing
campaigns to reach these customers and maximize the lifetime value of those
relationships.
11. Customer Information Consolidation

Instead of customer information being stored in product centric silos, (for e.g.
separate databases of savings account & credit card customers), with CRM the
information is stored in a customer centric manner covering all the products of the bank.
CRM integrates various channels to deliver a host of services to customers, while aiding
the functioning of the bank.
12. Marketing Encyclopedia
69
Central repository for products, pricing and competitive information, as well as

internal training material, sales presentations, proposal templates and marketing
collateral.
13. 360-degree view of company

This means whoever the bank speaks to, irrespective of whether the
communication is from sales, finance or support, the bank is aware of the interaction.
Removal of inconsistencies of data makes the client interaction processes smooth and
efficient, thus leading to enhanced customer satisfaction.
14.Personalized sales home page

CRM can provide a single view where Sales Mangers and agents can get all the
most up-to-date information in one place, including opportunity, account, news, and
expense report information. This would make sales decision fast and consistent.
15. Lead and Opportunity Management

These enable organizations to effectively manage leads and opportunities and
track the leads through deal closure, the required follow-up and interaction with the
prospects.
16. Operational Inefficiency Removal

CRM can help in Strategy Formulation to eliminate current operational
inefficiencies. An effective CRM solution supports all channels of customer interaction
70
including telephone, fax, e-mail, the online portals, wireless devices, ATMs, and face-to-
face contacts with bank personnel. It also links these customer touch points to an
operations center and connects the operations center with the relevant internal and
external business partners.
17. CRM with Business Intelligence

Banks need to analyze the performance of customer relationships, uncover trends
in customer behavior, and understand the true business value of their customers. CRM
with business intelligence allows banks to assess customer segments, which help them
calculate the net present value (NPV) of a customer segment over a given period to
derive customer lifetime value. Customers can be evaluated within a scoring framework.
Combining the behavior key figure and frequency to monetary acquisition analysis with a
marketing revenue quota can optimize acquisition costs and cut the number of inefficient
activities. With such knowledge, banks can efficiently allocate resources to the most
profitable customers and reengineer the unprofitable ones. Data warehousing solutions
have been implemented in Citibank, Reserve Bank of India, State Bank of India, IDBI,
ICICI, Max Touch, ACC, National Stock Exchange and PepsiCo. And Business
Intelligence players hope many more will follow su
5.2 BENEFITS OF CRM TO CUSTOMERS

Customer relationships are becoming
even more important for banks as market
conditions get harder. Competition is
increasing, margins are eroding, customers are
becoming more demanding and the life-cycles
of products and services are shortening
dramatically. All these forces make it
71
necessary for banks to intensify the relationship with their customers and offer them the
services they need via the channels they prefer.
CRM helps banks to provide lot of benefits to their customers; some

key benefits are as follow.
► Service provisioning throughout the entire life cycle of the corporate customer, from
the initial stages to the establishment of a close, long-term relationship with profitable
clients,
► Optimization of the use of bank resources, such as alternative channels of distribution
(internet and home banking),
► Significant reduction in and limitation of operational costs through system automation
and standardization,
► Low maintenance and expansion costs owing to the use of modern administration
tools which allow bank employees to make a wide range of modifications to the system
► CRM permits businesses to leverage information from their databases to achieve
customer retention and to cross-sell new products and services to existing customers.
► Companies that implement CRM make better relationships with their customers,
achieve loyal customers and a substantial payback, increased revenue and reduced cost.
► CRM when successfully deployed can have a dramatic effect on bottom-line
performance. For example, Lowe’s Home Improvement Warehouse, in a span of 18
months, achieved a 265 percent return on investment (ROI) on its $ 11m CRM
investment.
► According to a study conducted in the sector of banking, convenience of location,
price, recommendations from others and advertising are not important selection criteria
for banks. From customers’ point of view, important criteria are: account and transaction
accuracy and carefulness, efficiency in correcting mistakes and friendliness and
72
helpfulness of personnel. Thus, CRM, high-quality attributes of the product / service and
differentiation proved to be the most important factors for customers.
► Another study conducted in a European bank shows that with CRM, the bank was able
to focus on profitable clients through efficient segmentation according to individual
behavior. Information about ‘who buys what and how much’ enabled the bank to have a
commercial approach based on the client and not solely on the product. Thus, the bank
was able to better satisfy and retain its customers.
Eventually, CRM results both in higher revenues and lower costs, making
companies more effective and efficient: effective in targeting the right customer base
with the right services via the right channels, and efficient in doing this at the lowest
costs. For example, those banks that are moving transactions from the more expensive
channels to a less costly channel – like the call centre or Internet– are therefore able to
save money.
CHAPTER -6
CHALLENGES FOR CRM

IMPLMENTATION
6.1 Challenges faced by banks in successful

Implementation of CRM73
6.2 Methods of effective CRM implementation
6.1 CHALLENGES FACED BY BANKS IN SUCCESSFUL

IMPLEMENTATION OF CRM
74
The most pervasive challenges to effective customer knowledge include:
► The difficulty of obtaining a complete view of customers.
► The need to move away from disjointed, standalone, and inconsistent channels to
provide a cohesive, multichannel offering.
► The burden of disconnected legacy systems and disparate databases that store client
financial data.
► The cost and complexity of meeting stringent government regulatory and client
security and privacy requirements.
► The pressure on margins and growth prospects from increased competition.
► The costs associated with retaining customers and developing customer loyalty.
75
Although CRM can help banking institutions efficiently manage their customers,
many banks fail to meld the concept into the prevailing work culture. But the high
incidence of CRM failure has very little to do with the CRM concept itself. Usually it's a
case of the banks failing to pay attention to customer data they already have.
A lot of banks underestimate the magnitude of CRM. They tend to treat it just like
any other application technology, without realizing that CRM, if done properly, is a
strategic initiative that touches all areas of an organization. According to CRM software
firm People soft, banks need to be aware of three key problems:
1. Measuring CRM benefits
A key basic CRM challenge is establishing the measurement method. Banks may
find it hard to build the initial business case justification and then to prove the worth or
success of their investment What makes the latter task even more difficult is the fact that
the metrics that are best used to justify a significant IT investment are not always the
most appropriate for evaluating ongoing success.
When banks seek to justify the cost of their investment in CRM-related

technology they usually focus on hard numbers, typically those related to decreased costs
and increased sales. In other words, the proponents look to justify the top-line expenses
with bottom-line benefits.
Traditionally, banks have determined the success of any project or product mainly
in terms of internal business gauges such as return on investment, units sold asset growth,
or service level agreement measures. One exception to the typical practice of focusing
solely on internal data for gauging success is market share, or market performance.
76
Interestingly, most CRM practitioners quickly default to marketing and sales measures
when asked about the success of CRM implementations. The tendency to frame the
discussion of CRM measurements in terms of sales and marketing measures is
completely understandable given the phased nature of most CRM projects.
Since the majority of CRM projects are expensive multiphase and multiyear
projects that often involve multiple technologies, the funding for CRM projects is also
often phased. CRM sponsors grant funding to project leaders at the completion of one
phase and start of the next. To ensure that the subsequent phases will get funding, project
leaders typically build into each phase of a CRM project demonstrable business benefits.
At completion of each phase of a project, business benefits are expected to accrue

rapidly to the bank. Revenue generation--whether through sales or marketing
improvements--is the preferred business benefit for CRM project sponsors. Not
surprisingly, it is far easier to continue funding large, intricate IT projects when
incremental revenue generation can be squarely identified.
2 Customer profitability
Many banks use profitability as a key component in determining how to treat their
customers. But measuring profit in a bank is not an easy task. Many banks allow the use
of an accountant's approach to the measurement process. This means the accounting and
finance people are in charge of the process, resulting in textbook-accurate allocations that
often do not accurately reflect the activities they are intended to measure.
For example, most bank costs are step-fixed. This means they are neither purely
fixed nor purely variable, with the resource able to process only a finite number of
77
transactions before more investment is required. The way the step-fixed resources are
allocated can dramatically affect the resulting measurement of account level profitability.
3 The 80-20 Rule
Most banks make critical pricing decisions based on the so-called 80-20 rule, the
notion that 80 per cent of profits derive from 20 per cent of customers. This may be true,
but the use of incomplete or inaccurate cost information and unproven hypotheses on
customer buying behavior make this rule difficult to apply. One significant problem is
that banks let their customers use the bank's products and services in an unprofitable way.
By providing a lower level of service to these customers, the bank faces the
danger of driving them away to institutions that provide better service. Given the step-
fixed nature of bank costs as discussed, banks should not view losing unprofitable
customers as the way to improved profits.
78
6.2 METHOD OF EFFECTIVE CRM IMPLEMENTATION
Banks can take several steps to strengthen their

customer relationship management in an effective
manner.
1. Acknowledge email enquiries
At the very minimum, banks should send out an

automated email response that acknowledges receipt of a
customer's email and lets the sender know when to
expect a more complete response.
It is then vital to get back to the customer within the promised time frame. Banks
can earn more customer goodwill if they respond faster than the imposed deadline. To
handle significant volumes of email, banks need adequate routing technology. Many
banks regard a voice call centre as a cost of doing business, but they don't look at it the
same way with email.
2. Develop the right contact strategy
By knowing which offers and incentives to offer to which customers and when,
banks will not annoy customers with unwanted marketing offers, building customer
loyalty along the way. Such goals can be at least as important as realizing cross-sell
opportunities.
79
3. Providing online `chatting'
An alternative to telephone support, online chatting is providing a service via

emails or any other form of immediate response. This service also offers some of the
immediacy of the phone but primarily allows customers to remain online. With online
chatting, service agents can usually handle between one and three customer inquiries at
once.
Given that the average call lasts about four minutes, a customer-service
representative can handle 10 to 12 customers per hour using "chat", compared with six to
eight per hour over the telephone. One of chat's important advantages is that it keeps
customers in an online store environment where they remain exposed to merchandise and
promotions.
4. Reduce costs by improving website design and self-service
Email, telephone support, and chat all involve considerable staffing costs. But to
reduce these expenses a site should anticipate customer needs. Sites that is difficult to
navigate and don't provide needed information chase away some customers and force
those who stay to resort to more expensive channels to satisfy their service needs.
5. Analyses the project's scope
Before recommending or embracing CRM, bank executives must analyses the

business issues, the customer relationship model and the exact nature of customer
interactions and how they tie together. Banks should not embrace top-line growth as an
80
objective until they can understand precisely how CRM technology will provide those
new revenues.
6. Know thy limitations
Many CRM implementations are severely limited because they fail to provide a
complete and meaningful view of the customer. CRM is primarily a business program,
and it requires a genuine partnership between various departments to ensure that both
business and technology issues are managed effectively.
Furthermore, CRM not only takes existing business processes and makes them
more efficient, but it also requires these processes to be modified. For a CRM
implementation to be successful, decision makers within the bank need to make sure that
all the stakeholders understand and support the required process changes.
7. Change accounts into customer
Traditionally banks have closely associated customers with accounts, to the point
of calling the account the customer and vice versa. Customers will tend to feel alienated
when they are treated like a number instead of a person. A conventional account structure
usually contains very little information about customers and their needs, or their
relationship with competitors or other divisions within the bank.
The way ahead Banks have excellent reasons to adopt comprehensive CRM
strategies to cultivate a lifetime customer relationship. As banks move from transaction-
centric to a relationship-centric business approach, effective leveraging of customer
relationship becomes all the more critical.
81
Today, customers are expecting even more individual attention, responsiveness

and product customization, yet are unwilling to pay a premium for these services. They
are willing, however, to build a long-term relationship with banks that offers
differentiated and more personalized services.
This is where electronic banking can offer a competitive advantage. Successful

CRM implementation in electronic banking needs to integrate data from all customer
touch points, employee feedback and even shareholders' perceptions. If used effectively
and in an innovative way, this approach will enable banks to develop a strategy to deliver
to the customer the most appropriate products and services.
RECOMMENDATION
82
Customer Relationship Management (CRM), the most exciting strategies that

emerged from networking technology revolution of the nineties, is today fast emerging s
one of the most important cooperates strategies. A well-executed Customer Relationship
Strategies can result in number of quantitative benefits, including greater ability to sell
and cross sell, improved retention besides cost of services.
Customer Relationship Management is do-able. However the following must take

into consideration before embarking upon its implementation. All aspects of customer
relationship management, including technology solution, must be fully explored
effectively deliver the competencies required to realize the business benefits.
1. Tackling any one competence alone will lead to a dysfunctional business. One
competence does not customer relationship management make.
2. Take pragmatic steps with a clear view on delivery of all the components in the
medium term, rather than piecemeal in the short term.
3. Successful mass customization is crucial to reducing customer acquisition cost and
improving the cross selling capacity.
83
4. Channels are a delivery mechanism. The effectiveness of the mechanism is achieved

when it is faultless!
5. 75% of all Customer Relationship Management projects have failed due to lapses in
implementation. Technology is not enough, implementation is the key and this is
where the people aspect comes into the forefront.
6. Customer Relationship Management implementation is effective when companies are
able to identify the internal and external customer and integrate them with its core
business process.
“No-one can guarantee success. You cannot foresee the future.

However, you can develop the possibilities and capabilities today,
which will put you in a position tomorrow to deal with future risks
and opportunities to your advantage. And that is a whole lot better
than waiting to see what "fate" has in store.”
CONCLUSION
84
Banking can be mysterious for consumers and how they interact with their
finances can be a complex matter. The challenges faced by banks and their customers are
many but the trick lies in de-mystifying complex financial relationships.
Technical solutions deployed by banks today are flexible, user-friendly and meant
to facilitate specific workflow and requirements in implementation processes. In order to
simplify lives, banks have begun to implement end-to-end technologies through all
departments with the intention of removing human error from processes. Previously
existing manual environments could not have been adequate for future visions, growth
plans and strategies.
In this day and age, customers enjoy complete luxury in terms of customized
technical solutions and banks use the same to cement long-term, mutually-beneficial
relationships. For a bank to succeed in adopting a CRM philosophy of doing business,
bank management must first understand CRM as a holistic concept that involves
multiple, interlocking disciplines, including market knowledge, strategic planning,
85
business process improvement, product design and pricing analysis, technology

implementation, human resources management, customer retention, and sales
management and training.
Turning the business strategy into actionable items is a difficult undertaking. For which
Customer Relationship Management works a magic wand.
86
BIBLIOGRAHPHY
• Customer Relationship Management-Mohamed

HP
• Marketing Management-Philip Kotler
NEWSPAPERS
• Times of India
• Hindustan Times
WEBLOGRAPHY
• www.crm.com
• www.businessline.com
• www.customerrelation.com
• www.marketing.com
87
ANNEXURE
QUESTIONNAIRE
88
1. What are the various CRM initiatives undertaken by your bank?
2. How do you develop these program?
3. How do you measure the effectiveness of these program?
4. How successful are these program in retaining your customers and acquiring new
customers?
5. Is there any development after implementing CRM program?
6. How do you decide the technology that is to be implemented for CRM?
89
7. Do you have a separate department to take care of customer’s complaints?
8. What technique is followed to solve customer’s complaints?
9. What numbers of employees are involved in solving customer’s complaints?
10. What strategy do you follow to acquire more knowledge about the
customers?
90
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Customer Relationship Management in Banks

CRM, or Customer relationship management, is a number of strategies and

Customer relationship management could be better defined as being a

Customer support is directly connected to CRM. If a company fails to provide

1.2 MEANING OF CRM

“Customer Relationship Management (CRM) is a co-ordinate approach to the

1.3 GOALS OF CRM

Some of the Commonly Established CRM Objectives are as follows:

3) Lowering Operating Costs:

4) Aiding the Marketing Department:

1.4 CRM ARCHITECTURE

The Customer relationship management architecture can be broken down

As the name implies, Enterprise marketing automation deals with strategies a

Analytical CRM is also important when it comes to both product development

Competition in the financial services industry has intensified in recent years,

CRM--A POWERFUL TOOL

The core objective of modern CRM methodology is to help businesses to use

As an example, banks may keep track of a customer's life stages in order to

CRM AND BANKS

2.2 OBJECTIVES OF CRM IN BANKS

CRM, the technology, along with human resources of the

In today's increasingly competitive environment, maximizing organic growth

• Customer insight/ 360º view of customer

In CRM projects, following data should be collected to run process engine:

2.3 NEED OF CRM IN BANKS

Bank merely an organization it

In banking sector, relationship management could be defined as having and

 Implementing adequate technologies in order to assist

 Setting standards (targets) for each initiative and each

 Evaluating actual performance with the standard or

 Taking corrective actions to improve deviations, if any

Customer Relationship Management is concerned with attracting, maintaining and

2.4 CRM STRATEGIES

Customer Behavior Patterns

Detailed customer data can provide answers to the following questions:

• What would be the risk of leaving the bank to go to the competition?

This knowledge assists financial institutions with CRM solutions in place to

CRM applications provide functionality to enhance customer interactions. Banks

The creation and execution of a successful CRM strategy depends on close

• Customer value management

Successful CRM implementations result from the capability of the organization

Global Banks CRM Strategy Goal

Irrespective of whether it is a public sector bank or a private sector bank; a

CRM IN INDIAN BANKS

3.1 CRM IN INDIAN BANKS

Customer-centricity also implies increasing investment in technology. Throughout

Customer relationship management (CRM) solutions, if implemented and

It must be noted, however, that customer-centric banking also involves many

3.2 IMPORTANCE OF CRM IN

According to a RBI road-map, India will have a competitive banking market

What is CRM, and what will it deliver to the banks?

CRM is variously misunderstood as a fancy sales

Although CRM as a concept is of

With the advancement of banking technology and computerization and

CRM deserves differential treatment to different class of customers at times.

Another problem generally faced by a bank in implementing CRM is resistance

sellers market to a customers market, a regulated economy to a more liberalized and

Firstly, the ability of the organization to adapt changes in the business

3.4 Customers Relationship Management– A new