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Explain the modalities of marketing and customer relations if you are to succeed
While the path described below is the perfect theoretical approach (avoiding the mistakes, of
course), and one that we like to see clients follow, real-life experience tells us the world doesn’t
always work that way. The most typical approach to CRM has companies developing point
solutions, something that solves one particular problem, out of acute necessity. However,
whether you use a consulting firm to help you implement the point solution or you go it alone,
you should be sure that the key questions around direction, integration, processes and people are
being asked. Generally speaking, the questions are a lot more easily asked than answered, which
leads most companies back to the need for an overarching strategy and the realization that CRM
really is a way of running the business, not just the program du jour. Additionally, CRM is a way
to increase revenues and/or reduce costs. Not understanding the fact that this is a bottom line
strategy could lead you to make the wrong decisions in establishing your strategy.
THE RIGHT APPROACH FOR EFFECTIVE CRM
Everyone wants to be a CRM Hero — the desired outcome. No one wants to be a CRM Zero —
the career-limiting option. Allow us to offer five words of advice: don’t start by picking
Classic Mistake #1: Thinking that CRM is, at its heart, technology-based. The best example of
this is the client who told us, “We need to get a CRM.” That makes no sense, for it is not the
technology that makes you a hero, it is the recognition and belief by your organization that CRM
is a way to operate the company. To accomplish this, the CRM Hero must demonstrate the
leadership necessary to develop a CRM strategy and get the rest of the company to come along
for the ride. At the risk of stating the obvious, too many companies we’ve seen have adroitly
demonstrated that they have no clue where their CRM program is going – but, wow, look at all
that data! Never mind that they will soon be another case study in failed expectations. However,
with a well-conceived strategy that highlights all aspects of the customer relationship, they
would be able to clearly articulate the specific changes, tools and techniques that must be
Classic Mistake #2: So I’ve made a strategy, let’s go get the software. Not so fast. With clear
articulation comes the second step: communicating the strategy to the rest of the company and
your guests. Not much new technology is needed for this step, either. However, you are
guaranteed to fall short of your CRM goals without effective communication throughout the
company. Meanwhile, the CRM Hero grows ever more frustrated that people don’t “get it.”
Yet, people are the most vital, and the most frequently overlooked, part of the equation. As
service providers, we all know that our frontline people have the power to make or break the
relationships we enjoy with our guests, but it is stunning to note that occasionally this basic truth
gets forgotten. If our people don’t understand the importance we are suddenly placing on
effective relations with our guests, those relations will be anything but effective.
Classic Mistake #3: OK, we’ve got everybody jazzed about this CRM thing; let’s get some
technology in here to help them. Sounds great, but help them do what? The same things they
did before you got them the technology? While those things worked really well for you under
your old way of managing the business, remember that this is a new way of thinking you’re
trying to impart. With new thinking must come new ways of working, which means you will
need to lead the way in helping your company look at things the same way your guests look at
things. These guest-centric business processes are simple in concept, but much more difficult to
get your people to design. Some companies have taken the radical step of inviting customers
into their process design meetings to be sure they’re taking a customer-centric approach.
Classic Mistake #4: We know what we’re trying to do, everybody’s on board and our processes
are aligned with the desired guest experience – now all I need is a new POS system, a data
warehouse, a campaign management tool, new call center software for my reservations agents, a
good PMS built on the latest platform and a new yield management tool. It’s finally time for
technology, but if you follow this approach your systems integrators will be happy, though your
IT shop won’t be when they have to keep all of these balls in the air. Integration is the key –
single points of data collection, techniques for data cleansing and easy ways of getting the right
information to the right people in a way that allows for seamless, consistent, personalized
service.
1. The Keep It Simple, Stupid (K.I.S.S.) Principle. There are a few home truths
Over-complicating the process does one thing – it succeeds in extending the duration,
potentially causing budgetary overruns. In the words of Dr. Chekitan Dev, associate
hits that show short-term benefits – this will help to get people on board, since they
want to see results. Maintain the built-in potential to upgrade… a simple process that
grows organically will be the most successful, and yield the best results.” If you must
plan a gargantuan CRM program, “break it down into shorter-term, focused projects
with clearly defined business benefits and success metrics”1 . This brings us to the
It is crucial to be able to identify the bottom line impact on an ongoing basis of the
important to ensure that all stakeholders are on board. It is not merely sufficient if key
players buy into the process. They must take ownership of, and be actively engaged in
4. GIGO. Better known as “Garbage In – Garbage Out,” this is the test of stakeholder
ownership. Realize that none of the exciting new capabilities are worth anything
without good data. In our experience, legacy systems generally have errors in roughly
half of their customer records. These could be as simple as an address that reads
“road” instead of “street,” or as complicated as multiple customer records for the same
customer, each with slight differences. Yet you have countless opportunities to capture
good data in the course of a guest experience. Part of your business process work has
implies not sticking all of the good stuff in the comments field, where it likely resides
today, completely unread in the hustle and bustle of the typical front desk.
5. Consider the Value of the Customer. Successful CRM is not about providing the
best service on the block; rather, the key to effective relations with your customers is in
providing appropriate service. We all know that customers are not equal. That’s why
loyalty programs were invented. Yet far too frequently we see clients that developed
means of differentiating the service they provide to these segments of guests. One
resort client was excited about his newfound ability to execute real-time marketing
campaigns to fill short-term availabilities at the hugely popular property. Yet he had
not considered the value associated with different customer segments and was
disappointed when the realization from these last-minute guests was not up to the usual
standards of the resort. Simply put, this client was ignoring all of its segmentation data
6. Help Your Employees Help Your Guests. All employees, at all properties, should
have the training and up-to-date information that allows them to provide seamless,
Internet strategy, Fairmont Hotels and Resorts, “A successful CRM and customer
property level. It is important to train front line employees to capture information from
many offline touch points, in combination with online data capture. Training is vital to
immediately available to front desk receptionists, call center agents, pit bosses,
concierge and housekeeping staff, and so on, and should be served up at the right time.
This is where the true test of CRM solutions takes place. There is nothing worse for your
• Does the call center know about the e-mail campaign that marketing just sent out?
• Does the front desk recognize that the repeat guest standing before them remembers the
way to the elevator and doesn’t need a 60-second refresher course complete with maps?
• Does the reservations agent realize that the potential guest on the telephone has used the
onsite spa the past three times she has been at the property, and might just want to get
services booked in advance? And doesn’t want to be transferred to the spa to start over
Truly successful CRM implementations anticipate these kinds of issues and build the requisite
business processes, employee training and integrated systems necessary to meet or even exceed
growing expectations.
Continue the Relationship. Interaction with the customer does not begin when they arrive at the
front desk and end when they depart for the airport – it begins before their first visit and lasts a
It’s All about Technology – Not! Technology certainly plays an important role in the
implementation of a successful CRM project. However, it is not a silver bullet that will solve all
problems or open all doors. It is important to remember that all technology decisions are only
relevant in a business context. All the technology in the world is cool, but if your business
processes aren’t set up to effectively utilize these resources, your company will be added to the
Conclusion
communication, stakeholder involvement and mistake avoidance will ensure that your initiative
gets off the ground easily, and places you squarely in the exalted ranks of successful CRM
implementers.
in the fast growing and fast changing business environment. An organizations performs and
resulting productively and directly proportional to the quality and quantity of the human
resource.
The process of human resource planning is one of the most crucial, complex and containing
managerial functions. Organizations can proper and progress only through the creative efforts
So I have to plan a multi step process including various issues, such as.
Human resources are utilized the optimum possible extent in order to achieve individual and
Personal Administration.
a. Recruitment Selection
b. Induction
c. Compensation
d. Discipline
g. Administration
j. Retirement
k. Statutory compliance
B. Employee welfare
g. Employee records
To formulate the effective HR Planning, It is important to have mixture and perfective use of the
human resource functions. Manpower planning involves identifying staffing needs, analyzing
the available personnel and determining what additions and / or replacements are required to
maintain a staff of the desired size and quality. It can be defined as “a strategy for the
HRP is a process of identifying human resource requirements in terms of quality and quantity.
Today the organizations are more dependent upon people. They are increasingly involved in
more complex technologies and are functioning in more complex economic, social and political
environments. As a result, the organizations face shortage of the right kind of human resources.
organizational goals. The objective of human resource planning is to maintain and improve the
organizations ability to achieve its goal by developing strategies that will result in optimum
I have to give importance to the following areas while preparing or formulating an effective HRP
Process.
1. PERSONNEL REQUIREMENTS:
objectives and goals the management must estimate the structure of the organization at a given
point in time. Several points are to be taken into mind that; while estimating it. The
styles, the use of new mechanical technology etc. are such areas. To carry on its work, each
organization needs personnel with the necessary qualifications, skills, knowledge, work
experience and aptitude for work. These are provided through effective manpower planning.
HRP helps management to anticipate personnel shortages and surpluses and develop ways to
sources.
The organization can also adopt a proper selection procedure depending upon the needs of the
jobs. Proper tests can be designed to select the right candidate for the right job.
3. PLACEMENT OF PERSONNEL:
HRP facilitates proper placement of the employees in the organization. Placement refers to
fitting the right person at the right place of work. Proper placement brings job satisfaction to the
employees and enhances employees’ efficiency. The selected personnel are placed at the right
place of work. Persons are placed in those departments or in those areas where there is shortage
of personnel. If there is a surplus, then that personnel can be shifted to some other areas or
4. PERFORMANCE APPRAISAL:
HRP assists in performance appraisal of the employees in the organization. It refers to find out
the quality of performance of different employees in relation to the requirements of each job.
When related to the employees if there are weaknesses then additional training or some other
5. PROMOTIONS:
HRP ensures right promotion of the employees in the organization. Promotion involves higher
position, higher powers and higher pay. The organization would be in a position to promote the
employee.
HRP identifies the training needs of personnel Training & Development trainings includes the
training for
1. Apprentices
2. Workers
5. Management Staff.
7.TRANSFER:
HRP facilitates proper transfer of the employees in the organization. HRP has its own way to
transfer i.e. side-ways movement of the employees in the organization. There may be a situation
where there is surplus personnel in one department and shortage in another department. This
8.CAREER DEVELOPMENT:
Career development refers to developing careers of the employees in the organization. HRP is
conducted taking into consideration the long range plans of the organization. The plans are
made known to members of the organization. The employees can plan for their careers with in
the organization once they come to know the qualification and qualities that would be required
also ensures the development of the organization. It avoids surplus or shortage of personnel in
the organization. The organization with qualified and able personnel can easily solve the
problems of low productivity absenteeism, inter departmental conflicts, resistance to change etc.
quantity but it is also concerned with the improvement and motivation of the human resources.
The organization would make every possible effort to have dedicated and committed personnel
PROCESS OF HRP
The process of HRP begins with a review of organizational strategies and objectives. Such review
b) Terminate b) Productivity
Long-range plans must be made on the basis of various trends in the economy and in the labor
market, and on long-term trends in the production. Long-range plans are general rather than
Nevertheless, a plan can be extremely useful in identifying factors and trends that need to be
reckoned with the early warning on possible problems. While formulating the HRP process its
important to know the period for which the plan will apply, then the specific corporate
The first step in HRP is to review the objectives of the organization. Proper review of the
objectives will enable the organization to make a proper list of the various activities that would
be required to achieve the objectives. To undertake the activities, the organization can be
determining the required work force in terms of quality and quantity. A proper job analysis
Their needs to fine out the requirements of human resources undertake the various activities.
The human requirements forecast must be both in terms of quality ands quantity.
with in the company, or they may be required from the labor market.
4.Make comparison:
Its necessary to make a comparison between personnel requirement and personnel supply to
5. Personnel shortage/surplus
The comparison between personnel requirement and supply would indicate whether there are
any differences. It human resource requirements are equal to human resource supply, then
If a shortage is there efforts are made to meet it either by new recruitment or promotion from
within, or by developing the existing staff. If there is a surplus it is to be decided how it will be
dealt with. Management can be ensuring control of labor costs by avoiding both shortage and
The comparison may reveal differences between the human resource requirements and supply.
1. If personnel Surplus:
1. Lay off
2. Voluntary requirements
3. Termination etc
2. If personnel shortage:
1. Hire
2. Promotion
3. Overtime
Every organization should motivate their employees in such manner, which will be help in the
increase in productivity and quality of the organization. An important aspect of human resource
The organization needs to monitor the requirements of personnel. This is because there is
constant need for additional personnel, as some of the existing personnel do leave the
After the review of organizational strategies and objectives in the above manner based on the