TABLE OF CONTENTS

1. INTRODUCTION

2. PURPOSE OF RESEARCH STUDY

-RESEARCH STUDY
SCOPE OF THE STUDY

3. RESEARCH METHODOLOGY
-TOOLS OF RESEARCH
-RESOURCE OF DATA

4. RECOMMENDATIONS , FINDINGS AND LIMATATIONS

5. CONCLUSION

6. BIBLIOGRAPHY
 INTRODUCTION

ORGANIZATION OVERVIEW
Maruti Udyog Limited (MUL) was established in Feb 1981
through an Act of Parliament, to meet the growing demand of a
personal mode of transport caused by the lack of an efficient
public transport system.
Suzuki Motor Company was chosen from seven prospective
partners worldwide. This was due not only to their undisputed
leadership in small cars but also to their commitment to actively
bring to MUL contemporary technology and Japanese
management practices (which had catapulted Japan over USA
to the status of the top auto manufacturing country in the
world).
 A licence and a Joint Venture agreement was signed
between Govt of India and Suzuki Motor Company (now Suzuki
Motor Corporation of Japan) in Oct 1982.

The objectives of MUL then were:

Modernization of the Indian Automobile Industry.

Production of fuel-efficient vehicles to conserve
scarce resources.

Production of large number of motor vehicles which was

necessary for economic growth.

Our Vision
Technological Advantage
We have introduced the superior 16 * 4 Hypertech engines
across the entire Maruti Suzuki range. This new technology
harnesses the power of a brainy 16-bit computer to a fuel-
efficient 4-valve engine to create optimum engine delivery. This
means every Maruti Suzuki owner gets the ideal combination of
power and performance from his car.
Our other innovation has been the introduction of Electronic
Power Steering (EPS) in select models. This results in better
and greater maneuverability. In other words, our cars have
become even more pleasurable to drive.

Production /R & D
Spread over a sprawling 297 acres with 3 fully-integrated
production facilities, the Maruti Udyog Plant has already rolled
out over 4.3 million vehicles. In fact, on an average, two
 vehicles roll out of the factory every minute. And it
takes on an average, just 14 hours to make a car. More
importantly, with an incredible range of 11 models available in
50 variants, there's a Maruti Suzuki made here to fit every car-
buyer's budget. And dream.

PRODUCTION MILESTONES

i) 1st vehicle produced, December 1983

ii) 1,00,000 vehicles produced by August, 1986
iii) 5,00,000 vehicles produced by June, 1990
iv) 1st vehicle produced, December 1983
v) 1,00,000 vehicles produced by August, 1986
vi) 5,00,000 vehicles produced by June, 1990
vii) 10,00,000 vehicles produced by March, 1994
viii) 15,00,000 vehicles produced by April, 1996
ix) 20,00,000 vehicles produced by October, 1997
x) 25,00,000 vehicles produced by March, 1999
xi) 30,00,000 vehicles produced by June, 2000
xii) 35,00,000 vehicles produced by December 2001
xiii) 40,00,000 vehicles produced by April, 2003
xiv) 45,00,000 vehicles produced by April, 2004
 MILESTONES
2005
The fiftieth lakh car rolls out in April, 2005
Growth in overall sales by 15.8%

2004
New (non A/C) variant of Alto

Alto becomes India's new best selling car

LPG variant of 'Omni Cargo'
Versa 5-seater, a new variant
Baleno LXi, a new variant
 Maruti closed the financial year 2003-04 with an
annual sale of 472122 units, the highest ever since the company
began operations 20 years ago

2003
New Suzuki Grand Vitara XL-7

Redesigned and all-new Zen

New upgraded WagonR
Enters into partnership with State Bank of India
Production of 4 millionth vehicle. Listed on BSE and NSE after a
public issue oversubscribed 10 times
2002
WagonR Pride

Esteem Diesel. All other variants upgraded

Maruti Insurance. Two new subsidiaries started: Maruti
Insurance Distributor Services and Maruti Insurance Brokers
Limited
Alto Spin LXi, with electronic power steering
Special edition of Maruti 800, Indias first colour-coordinated
car
Maruti True value in Mumbai
Maruti Finance in Mumbai with 10 finance companies
 Suzuki Motor Corporation (SMC) increases its
stake in Maruti to 54.2 percent
2001
Zen LXi

Maruti True Value launched in Bangalore and Delhi

Maruti Versa, Indias first luxury MPV
Alto Spin LXi, with electronic power steering
Alto Vxi
Customer information centers launched in Hyderabad,
Bangalore and Chennai
Launch of versa
2000
First car company in India to launch a Call Center

New Alto
Altura, a luxury estate car
IDTR (Institute of Driving Training and Research) launched
jointly with the Delhi government to promote safe driving habits

1999
Maruti 800 EX ( 796cc, hatchback car)
 Zen LX (993cc, hatchback car)
Zen VXi (993cc, hatchback car with power steering)
Omni XL ( 796cc, MUV, high roof)
Baleno (1600cc, 3 Box Car)
Wagon R
Launch of Maruti - Suzuki innovative traffic beat in Delhi and
Chennai as social initiatives
1998
Maruti launches website as part of CRM initiatives
Zen D (1527 cc diesel, hatchback car)
Zen VX & Zen VX Automatic
New (Omni & Omni E) (796cc, MUV)
Launch of website as part of CRM initiatives

1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX

New Maruti 800 (796cc,hatchback Car) Standard and Deluxe

Produced the 2 millionth vehicle since the commencement of
production

1996
Gypsy (E) (970cc, 4WD 8 seater)
 Omni (E) (796cc, MUV, 8 seater)
Gypsy King (1298cc, 4WD, off road vehicle)
Zen Automatic (993cc, hatchback car)
Esteem 1.3L (1298 cc, 3 box Car)AX
Launch of 24-hour emergency on-road vehicle service

1995
Esteem 1.3L (1298 cc, 3 box car)VX

With the launch of second plant, installed capacity reached

200,000 units
1994
Esteem1.3L (1298cc, 3 box car)LX

Produced the 1 millionth vehicle since the commencement of

production

1993
Zen(993cc, hatchback Car), which was later exported in
Europe and elsewhere as the Alto
1992
SMC increases its stake in Maruti to 50 percent

1991
Reaches cumulative indigenisation of 65 percent for all
vehicles produced 1990
Maruti 1000(970cc, 3 box), Indias first contemporary sedan

1988
Installed capacity increased to 100,000 units

1987
Exported first lot of 500 cars to Hungary

1986
Maruti 800 ( New Model-796cc, hatchback Car)
Produced 100,000 vehicles (cumulative production)

1985
Launch of Maruti Gypsy (970cc, 4WD off-road vehicle)

1984
Omni, a 796cc MUV
Installed capacity reached 40,000 units
1983
Maruti 800, a 796 cc hatchback, Indias first affordable car.
Production was started under JVA

1982
License and JV agreement signed between Maruti Udyog
Ltd. and SMC of Japan

1981
Maruti Udyog Ltd was incorporated under the provisions of
the Indian Companies Act, 1956

2005
Number one in JD Power SSI for the second consecutive
year
Number one in JD Power CSI for the sixth time in a row - the
only car to win it so many times M800, WagonR and Swift
topped their segments in the TNS Total Customer
Satisfaction Study.
Leadership in the JD Power Initial Quality Study - Alto
number one in its segment for the 2nd time in a row, Esteem
 number one in its segment for the 3rd year in a
row, Swift number one in the premium compact segment
WagonR and Esteem top their segments in the JD Power
APEAL study
TNS ranks Maruti 4th in the Corporate Reputation Strength
(CSR) study (#1 in Auto sector)-Feb 05
Maruti bagged the "Manufacturer of the year" award from
Autocar-CNBC (2nd time in a row)-Feb 05
First Indian car manufacturer to reach 5 million vehicles
sales
Business World ranks Maruti among top five most respected
companies in India-Oct 04
Maruti ranked among top ten (Rank7) greenest companies in
India by
Business Today - Sep '04

2004
Maruti Suzuki was No. 1 in Customer atisfaction, No. 1 in Sales
Satisfaction No.1 in Product Quality (Esteem and Alto) and No. 1 in
Product Appeal (Esteem and Wagon R)
No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
Business World ranked us among the country's five most respected
companies
Business World ranked us the country's most respected automobile
company
Voted Manufacturer of the year by CNBC
 Voted one of India's Greenest Companies by Business
Today-AC Nielson ORG-MARG

2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10
automotive brands in "Most Trusted Brand survey 2003" J D
Power ranked 3 models of Maruti on top: Wagonr, Zen and
Esteem
Maruti 800 and Wagonr top in NFO Total Customer Satisfaction
Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row

2001
MUL tops in J D Power CSI (2001) for 2nd time in a row: another
international first

2000
Maruti bags JD Power CSI - 1st rank; unique achievement by
market leader anywhere in the world

1999
MSM launched as model workshop in India; achieves highest CSI
rating.
Central Board of Excise & Customs awards Maruti with "Samman
Patra", for contribution to exchequer and being an ideal tax
assessee
1998
CII's Business Excellence Award

1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme"

Awarded the Star Trading House status by Ministry of Commerce

1994-95
Engineering Exports Promotion Council's award for export
performance

1994
Best Canteen award among Haryana Industries as part of
employee welfare
1992-93
Engineering Exports Promotion Council's award for export
performance

1991-92
Engineering Exports Promotion Council's award for export
performance
 WHY MARUTI SUZUKI

The Quality Advantage

Maruti Suzuki owners experience fewer problems with their

vehicles than any other car manufacturer in India (J.D. Power IQS
Study 2004). The Alto was chosen No.1 in the premium compact
car segment and the Esteem in the entry level mid - size car
segment across 9 parameters.
 The J.D. Power APEAL Study 2004 proclaimed the
Wagon R no. 1 in the premium compact car segment and the
Esteem No.1 in the entry level mid - size car segment. This study
measures owner in terms of design, content, layout and
performance of vehicles across 8 parameters.

A Buying Experience Like No Other

Maruti Suzuki has a sales network of 307 state-of -the-art

showrooms across 189 cities, with a workforce of over 6000 trained
sales personnel to guide our customers in finding the right car. Our
high sales and customer care standards led us to achieve the No.1
nameplate in the J.D. Power SSI Study 2004.

Quality Service Across 1036 Cities

In the J.D. Power CSI Study 2004, Maruti Suzuki scored the
highest across all 7 parameters: least problems experienced with
vehicle serviced, highest service quality, best in-service experience,
best service delivery, best service advisor experience, most user-
friendly service and best service initiation experience.
 92% of Maruti Suzuki owners feel that work gets done
right the first time during service. The J.D. Power CSI study 2004
also reveals that 97% of Maruti Suzuki owners would probably
recommend the same make of vehicle, while 90% owners would
probably repurchase the same make of vehicle.

One Stop Shop

At Maruti Suzuki, you will find all your car related needs met
under one roof. Whether it is easy finance, insurance, fleet
management services, exchange- Maruti Suzuki is set to
provide a single-window solution for all your car related
needs.

The Low Cost Maintenance Advantage

The acquisition cost is unfortunately not the only cost you

face when buying a car. Although a car may be affordable to
buy, it may not necessarily be affordable to maintain, as
some of its regularly used spare parts may be priced quite
 steeply. Not so in the case of a Maruit Suzuki. It
is in the economy segment that the affordability of spares is
most competitive, and it is here where Maruti Suzuki shines.

Lowest Cost of Ownership

The highest satisfaction ratings with regard to cost of

ownership among all models are all Maruti Suzuki vehicles:
Zen, Wagon R, Esteem, Maruti 800, Alto and Omni. We are
proud to have the lowest cost of operation/km (among petrol
vehicles) - the top 5 models are all Maruti Suzuki models:
Maruti 800, Alto, Zen, Omni and Wagon R.

MARUTI CULTURE

Our employees are our greatest strength and asset. It is this

underlying philosophy that has moulded our workforce into a team with
common goals and objectives. Our Employee-Management
relationship is therefore characterized by:

Participative Management.
 Team work & Kaizen.
Communication and information sharing.
Open office culture for easy accessibility

To implement this philosophy, we have taken several measures like a

flat organizational structure. There are only three levels of
responsibilities ranging from the Board Of Directors, Division Heads to
Department Heads. Other visible features of this philosophy are an
open office, common uniforms (at all levels), and a common canteen
for all.

This structure ensures better communication and speedy decision

making processes. It also creates an environment that builds trust,
transparency and a sense of belonging amongst employees.

PURPOSE OF RESEARCH STUDY

1. RESEARCH STUDY
2. SCOPE OF THE STUDY
To study and understand various aspects of Customer
relationship management at MARUTI SUZUKI.

SCOPE OF THE STUDY

This study extends its emphasis on studying various
economic , social , geographical and political aspects of
trade relations between india and the gulf countries.

It further extends to suggest possible measures and steps

to further strengthen the trade structure between india and
the gulf countries.

This study is an effort to highlight various strategic factors

which are crucial for the trade ties between india and the
gulf countries.

RESEARCH METHODOLOGY

1. TOOLS OF RESEARCH
2. RESOURCE OF DATA
 A Research Methodology defines the purpose of the
research, how it proceeds, how to measure progress and what
constitute success with respect to the objectives determined for
carrying out the research study.

The appropriate research design formulated is detailed below.

Exploratory research: this kind of research has the primary

objective of development of insights into the problem. It studies
the main area where the problem lies and also tries to evaluate
some appropriate courses of action.
The research methodology for the present study has been
adopted to reflect these realties and help reach the logical
conclusion in an objective and scientific manner.

The present study contemplated an exploratory research

NATURE OF DATA

Secondary data: secondary data that is already available and

published .it could be internal and external source of data.
Internal source: which originates from the specific field or area
 where research is carried out e.g. publish broachers,
official reports etc.
External source: This originates outside the field of study like
books, periodicals, journals, newspapers and the Internet.

DATA COLLECTION

Secondary data has been used which is collected through

articles, reports, journals, magazines, newspapers reports
prepared by research scholars, universities and internet.

TOOLS AND TECHNIQES

Analysis of data has been done with help of various statistical

tools like the tables and graphs.

FEATURES OF CRM IMPLEMENTED

AT MARUTI

CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

 Customer Relationship Management (CRM)

Includes the methodologies, technology and capabilities that

help an enterprise manage customer relationships. The general
purpose of CRM is to enable organizations to better manage
their customers through the introduction of reliable systems,
processes and procedures.

IMPLEMENTING CRM

Customer Relationship Management is a corporate level

strategy which focuses on creating and maintaining lasting
relationships with its customers. Although there are several
commercial CRM software packages on the market which
support CRM strategy, it is not a technology itself. Rather, a
holistic change in an organisation's philosophy which places
emphasis on the customer.
Management at MARUTI believes that a successful CRM
strategy cannot be implemented by simply installing and
integrating a software package and will not happen over night.
Changes must occur at all levels including policies and
processes, front of house customer service, employee training,
marketing, systems and information management; all aspects of
the business must be reshaped to be customer driven.

To be effective, the CRM process has been integrated with end-to-end

across marketing, sales, and customer service.

The objectives of CRM at MARUTI:-

 To Identify customer success factors
To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve
a problem
To Recommend what to tell a customer with a complaint about a
purchase
To Track all aspects of selling to customers and prospects as
well as customer support.

Before implementing the CRM segment the management at MARUTI

did a survey to identify what profile aspects it feels are relevant to its
business, such as what information it needs to serve its customers,
the customer's past financial history, the effects of the CRM segment
and what information is not useful. Being able to eliminate unwanted
information is a large aspect of implementing CRM systems.

ARCHITECTURE OF CRM AT MARUTI

There are three parts of application architecture of CRM at maruti:

Operational CRM - automation to the basic business processes

(marketing, sales, service)
Analytical CRM - support to analyze customer behavior,
implements business intelligence alike technology
 Collaborative CRM - ensures the contact with
customers (phone, email, fax, web, sms, post, in person)

OPERATIONAL CRM
Operational CRM at Maruti includes customer contact (sales,
marketing and service). Tasks resulting from these processes are
forwarded to employees responsible for them, as well as the
information necessary for carrying out the tasks and interfaces to
back-end applications are being provided and activities with customers
are being documented for further reference.

Operational CRM provides the following benefits:

 Delivers personalized and efficient marketing, sales,
and service through multi-channel collaboration
Enables a 360-degree view of the customer while you are
interacting with them
Sales people and service engineers can access complete history of
all customer interaction with the company, regardless of the touch
point .

The operational part of CRM typically involves three general areas of

business at Maruti:

Sales force automation (SFA)

SFA automates the critical sales and sales force management
functions of Maruti, i.e., lead/account management, contact
management, quote management, forecasting, sales
administration, keeping track of customer preferences, buying
habits, and demographics, as well as performance management.
SFA tools are designed to improve field sales productivity. Key
infrastructure requirements of SFA are mobile synchronization and
integrated product configuration.
Customer service and support (CSS)
CSS at Maruti automates the service requests, complaints, product
returns, and information requests. The internal help desk and
inbound call-center support for customer inquiries have been
evolved into the "customer interaction center" (CIC), using multiple
channels (Web, phone/fax, face-to-face, kiosk, etc). Key
infrastructure requirements of CSS include computer telephony
integration (CTI) which provides high volume processing capability,
and reliability.

Enterprise marketing automation (EMA)

EMA of the company provides information about the business
environment, including competitors of Maruti, industry trends, and
macro environmental variables. It is the execution side of campaign
and lead management. The intent of EMA applications is to improve
marketing campaign efficiencies. Functions include demographic
analysis, variable segmentation, and predictive modeling occur on
the analytical (Business Intelligence) side.
 Integrated CRM software is often also known as "front
office solutions." Of Maruti, This is because they deal directly with
the customer of the company.

Maruti uses CRM software to store all of their customer's details.

When a customer calls at maruti, the system is used to retrieve and
store information relevant to the customer. By serving the customer
quickly and efficiently, and also keeping all information on a
customer in one place, a the management at Maruti aims to make
cost savings, and also encourage new customers.

ANALYTICAL CRM

In analytical CRM, data gathered within operational CRM and/or other

sources are analyzed to segment customers or to identify potential to
enhance client relationship. Customer analysis typically leads to
targeted campaigns to increase share of customer's wallet. Examples
of Campaigns directed towards customers are:

Acquisition: Cross-sell, up-sell

Retention: Retaining customers who leave due to maturity or
attrition.
 Information: Providing timely and regular information
to customers about Maruti.
Modification: Altering details of the transactional nature of the
customers' relationship.

Analysis typically covers but is not limited to:

Decision support: Dashboards, reporting, metrics, performance

etc.
Predictive modelling of customer attributes
Strategy and research.

Analysis of Customer data relates to the following analyses:

Campaign management and analysis

Contact channel optimization
Contact Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
 Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management

Data collection and analysis is viewed as a continuing and iterative

process. Ideally, business decisions are refined over time, based on
feedback from earlier analysis and decisions. Therefore, a successful
analytical CRM projects take advantage of a data warehouse to
provide suitable data.

COLLABORATIVE CRM

Collaborative CRM facilitates interactions with customers through all

channels (personal, letter, fax, phone, web, e-mail) and supports co-
ordination of employee teams and channels. It is a solution that brings
people, processes and data together so company can better serve
and retain their customers.

Collaborative CRM provides the following benefits:

 Enables efficient productive customer interactions
across all communications channels
Enables web collaboration to reduce customer service costs
Integrates call centers enabling multi-channel personal customer
interaction
Integrates view of the customer while interaction at the
transaction level

PURPOSES OF CUSTOMER RELATIONSHIP

MANAGEMENT

CRM, in its broadest sense, means managing all interactions and

business with customers. This includes, but is not limited to, improving
customer service. The CRM program allows Maruti to acquire
customers, service the customer, increase the value of the customer
to the company, retain good customers, and determine which
customers can be retained or given a higher level of service. A good
CRM program can improve customer service by facilitating
communication in several ways :

Provide product information, product use information, and

technical assistance on web sites that are accessible 24 hours a
day, 7 days a week.
Identify how each individual customer defines quality, and then
design a service strategy for each customer based on these
individual requirements and expectations.
Provide a fast mechanism for managing and scheduling follow-
up sales calls to assess post-purchase cognitive dissonance,
repurchase probabilities, repurchase times, and repurchase
frequencies.
Provide a mechanism to track all points of contact between
customer and the company, and do it in an integrated way so
that all sources and types of contact are included, and all users
of the system see the same view of the customer (reduces
confusion).
Help to identify potential problems quickly, before they occur.
Provide a user-friendly mechanism for registering customer
complaints (complaints that are not registered with the company
cannot be resolved, and are a major source of customer
dissatisfaction).
Provide a fast mechanism for handling problems and complaints
(complaints that are resolved quickly can increase customer
satisfaction).
 Provide a fast mechanism for correcting service
deficiencies (correct the problem before other customers
experience the same dissatisfaction).
Use internet cookies to track customer interests and personalize
product offerings accordingly.
Use the Internet to engage in collaborative customization or real-
time customization.
Provide a fast mechanism for managing and scheduling
maintenance, repair, and on-going support (improve efficiency
and effectiveness).
The CRM can be integrated into other cross-functional systems
and thereby provide accounting and production information to
customers when they want it.

IMPROVING CUSTOMER
RELATIONSHIPS

CRM programs also are able to improve customer relationships.

Proponents say this is so because:
 CRM technology can track customer interests, needs,
and buying habits as they progress through their life cycles, and
tailor the marketing effort accordingly. This way customers get
exactly what they want as they change.
The technology can track customer product use as the product
progresses through its life cycle, and tailor the service strategy
accordingly. These way customers get what they need as the
product ages.
In industrial markets, the technology can be used to micro-segment
the buying centre and help coordinate the conflicting and changing
purchase criteria of its members.
When any of the technology-driven improvements in customer
service (mentioned above) contribute to long-term customer
satisfaction, they can ensure repeat purchases, improve customer
relationships, increase customer loyalty, decrease customer
turnover, decrease marketing costs (associated with customer
acquisition and customer training), increase sales revenue, and
thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction -
which in turn comes from a deeper understanding of each
customer, their individual business challenges and proposing
solutions for those challenges rather than a "one size fits all"
approach.
CRM software enables sales people to achieve this one on one
approach to selling and can automate some elements of it via
tailorable marketing communications. However, all of these
elements are facilitated by or for humans to achieve - CRM is
therefore a company-wide attitude as much as a
software solution.

PURPOSE OF RESEARCH STUDY

-RESEARCH STUDY
 To study and understand various aspects of Customer relationship

management at MARUTI SUZUKI.

RESEARCH METHODOLOGY
-TOOLS OF RESEARCH -RESOURCE
OF DATA
 A Research Methodology defines the purpose of the
research, how it proceeds, how to measure progress and what
constitute success with respect to the objectives determined for
carrying out the research study.

The appropriate research design formulated is detailed below.

Exploratory research: this kind of research has the primary

objective of development of insights into the problem. It studies the
main area where the problem lies and also tries to evaluate some
appropriate courses of action.
The research methodology for the present study has been adopted
to reflect these realties and help reach the logical conclusion in an
objective and scientific manner.

The present study contemplated an exploratory research

NATURE OF DATA

Secondary data: secondary data that is already available and

published .it could be internal and external source of data. Internal
source: which originates from the specific field or area where
research is carried out e.g. publish broachers, official reports etc.
 External source: This originates outside the field of
study like books, periodicals, journals, newspapers and the
Internet.

DATA COLLECTION

Secondary data has been used which is collected through articles,

reports, journals, magazines, newspapers reports prepared by
research scholars, universities and internet.

TOOLS AND TECHNIQES

Analysis of data has been done with help of various statistical tools
like the tables and graphs.

FEATURES OF CRM IMPLEMENTED

AT
MARUTI
CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

Customer Relationship Management (CRM)

Includes the methodologies, technology and capabilities that help

an enterprise manage customer relationships. The general
purpose of CRM is to enable organizations to better manage their
customers through the introduction of reliable systems, processes
and procedures.

IMPLEMENTING CRM

Customer Relationship Management is a corporate level strategy

which focuses on creating and maintaining lasting relationships
with its customers. Although there are several commercial CRM
 software packages on the market which support CRM
strategy, it is not a technology itself. Rather, a holistic change in an
organisation's philosophy which places emphasis on the customer.
Management at MARUTI believes that a successful CRM
strategy cannot be implemented by simply installing and
integrating a software package and will not happen over night.
Changes must occur at all levels including policies and
processes,front of house customer service, employee training,
marketing, systems and information management; all aspects of
the business must be reshaped to be customer driven.

To be effective, the CRM process has been integrated with end-to-

end across marketing, sales, and customer service.

THE OBJECTIVES OF CRM AT MARUTI:-

To Identify customer success factors

 To Create a customer-based culture
To Adopt customer-based measures
To Develop an end-to-end process to serve customers
To Recommend what questions to ask to help a customer solve
a problem
To Recommend what to tell a customer with a complaint about
a purchase
To Track all aspects of selling to customers and prospects as
well as customer support.

Before implementing the CRM segment the management at

MARUTI did a survey to identify what profile aspects it feels are
relevant to its business, such as what information it needs to serve its
customers, the customer's past financial history, the effects of the
CRM segment and what information is not useful. Being able to
eliminate unwanted information is a large aspect of implementing
CRM systems.

ARCHITECTURE OF CRM AT MARUTI

There are three parts of application architecture of CRM at maruti:

 Operational CRM - automation to the basic business
processes (marketing, sales, service)
Analytical CRM - support to analyze customer behavior,
implements business intelligence alike technology
Collaborative CRM - ensures the contact with customers (phone,
email, fax, web, sms, post, in person)

OPERATIONAL CRM

Operational CRM at Maruti includes customer contact (sales,

marketing and service). Tasks resulting from these processes are
forwarded to employees responsible for them, as well as the
information necessary for carrying out the tasks and interfaces to
back-end applications are being provided and activities with
customers are being documented for further reference.
Operational CRM provides the following benefits:

Delivers personalized and efficient marketing, sales, and service

through multi-channel collaboration
Enables a 360-degree view of the customer while you are
interacting with them
Sales people and service engineers can access complete history
of all customer interaction with the company, regardless of the
touch point .

The operational part of CRM typically involves three general areas

of business at Maruti:

SALES FORCE AUTOMATION (SFA)

SFA automates the critical sales and sales force management
functions of Maruti, i.e., lead/account management, contact
management, quote management, forecasting, sales
administration, keeping track of customer preferences, buying
habits, and demographics, as well as performance
management. SFA tools are designed to improve field sales
productivity. Key infrastructure requirements of SFA are mobile
synchronization and integrated product configuration.
CUSTOMER SERVICE AND SUPPORT (CSS)
CSS at Maruti automates the service requests, complaints,
product returns, and information requests. The internal help
desk and inbound call-center support for customer inquiries
have been evolved into the "customer interaction center" (CIC),
using multiple channels (Web, phone/fax, face-to-face, kiosk,
etc). Key infrastructure requirements of CSS include computer
telephony integration (CTI) which provides high volume
processing capability, and reliability.

ENTERPRISE MARKETING AUTOMATION

(EMA)
EMA of the company provides information about the business
environment, including competitors of Maruti, industry trends,
and macro environmental variables. It is the execution side of
campaign and lead management. The intent of EMA
applications is to improve marketing campaign efficiencies.
Functions include demographic analysis, variable
 segmentation, and predictive modeling occur on the
analytical (Business Intelligence) side.
Integrated CRM software is often also known as "front office
solutions." Of Maruti, This is because they deal directly with the
customer of the company.

Maruti uses CRM software to store all of their customer's

details. When a customer calls at maruti, the system is used to
retrieve and store information relevant to the customer. By
serving the customer quickly and efficiently, and also keeping
all information on a customer in one place, a the management
at Maruti aims to make cost savings, and also encourage new
customers.

ANALYTICAL CRM

In analytical CRM, data gathered within operational CRM and/or other

sources are analyzed to segment customers or to identify potential to
enhance client relationship. Customer analysis typically leads to
targeted campaigns to increase share of customer's
wallet. Examples of Campaigns directed towards customers are:

Acquisition: Cross-sell, up-sell

Retention: Retaining customers who leave due to maturity or
attrition.
Information: Providing timely and regular information to
customers about Maruti.
Modification: Altering details of the transactional nature of the
customers' relationship.

Analysis typically covers but is not limited to:

Decision support: Dashboards, reporting, metrics, performance

etc.
Predictive modelling of customer attributes
Strategy and research.

Analysis of Customer data relates to the following analyses:

Campaign management and analysis

Contact channel optimization
Contact Optimization
Customer Acquisition / Reactivation / Retention
Customer Segmentation
Customer Satisfaction Measurement / Increase
 Sales Coverage Optimization
Fraud Detection and analysis
Financial Forecasts
Pricing Optimization
Product Development
Program Evaluation
Risk Assessment and Management

Data collection and analysis is viewed as a continuing and iterative

process. Ideally, business decisions are refined over time, based on
feedback from earlier analysis and decisions. Therefore, a
successful analytical CRM projects take advantage of a data
warehouse to provide suitable data.

COLLABORATIVE CRM

Collaborative CRM facilitates interactions with customers through all

channels (personal, letter, fax, phone, web, e-mail) and supports co-
ordination of employee teams and channels. It is a solution that
brings people, processes and data together so company can better
serve and retain their customers.

Collaborative CRM provides the following benefits:

 Enables efficient productive customer interactions
across all communications channels
Enables web collaboration to reduce customer service costs
Integrates call centers enabling multi-channel personal
customer interaction
Integrates view of the customer while interaction at the
transaction level

Purposes of Customer Relationship Management

CRM, in its broadest sense, means managing all interactions and

business with customers. This includes, but is not limited to,
improving customer service. The CRM program allows Maruti to
acquire customers, service the customer, increase the value of the
customer to the company, retain good customers, and determine
which customers can be retained or given a higher level of service. A
good CRM program can improve customer service by facilitating
communication in several ways :

Provide product information, product use information, and

technical assistance on web sites that are accessible 24 hours
a day, 7 days a week.
Identify how each individual customer defines quality, and then
design a service strategy for each customer based on these
individual requirements and expectations.
Provide a fast mechanism for managing and scheduling follow-
up sales calls to assess post-purchase cognitive dissonance,
 repurchase probabilities, repurchase times, and
repurchase frequencies.
Provide a mechanism to track all points of contact between
customer and the company, and do it in an integrated way so
that all sources and types of contact are included, and all users
of the system see the same view of the customer (reduces
confusion).
Help to identify potential problems quickly, before they occur.
Provide a user-friendly mechanism for registering customer
complaints (complaints that are not registered with the
company cannot be resolved, and are a major source of
customer dissatisfaction).
Provide a fast mechanism for handling problems and
complaints (complaints that are resolved quickly can increase
customer satisfaction).
Provide a fast mechanism for correcting service deficiencies
(correct the problem before other customers experience the
same dissatisfaction).
Use internet cookies to track customer interests and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or
real-time customization.
Provide a fast mechanism for managing and scheduling
maintenance, repair, and on-going support (improve efficiency
and effectiveness).
 The CRM can be integrated into other cross-
functional systems and thereby provide accounting and
production information to customers when they want it.

Improving customer relationships

CRM programs also are able to improve customer relationships.

Proponents say this is so because:

CRM technology can track customer interests, needs, and buying

habits as they progress through their life cycles, and tailor the
marketing effort accordingly. This way customers get exactly what
they want as they change.
The technology can track customer product use as the product
progresses through its life cycle, and tailor the service strategy
accordingly. This way customers get what they need as the
product ages.
In industrial markets, the technology can be used to micro-
segment the buying centre and help coordinate the conflicting and
changing purchase criteria of its members.
When any of the technology-driven improvements in customer
service (mentioned above) contribute to long-term customer
satisfaction, they can ensure repeat purchases, improve customer
relationships, increase customer loyalty, decrease customer
turnover, decrease marketing costs (associated with customer
 acquisition and customer training), increase sales
revenue, and thereby increase profit margins.
Repeat purchase, however, comes from customer satisfaction -
which in turn comes from a deeper understanding of each
customer, their individual business challenges and proposing
solutions for those challenges rather than a "one size fits all"
approach.
CRM software enables sales people to achieve this one on one
approach to selling and can automate some elements of it via
tailorable marketing communications. However, all of these
elements are facilitated by or for humans to achieve - CRM is
therefore a company-wide attitude as much as a software solution.

CRM PROCESSES AND FUNCTIONS:

 .
technical white paper uses Business Rules (a set of Enterprise
Rules that define the actions to be taken and are termed as
Customer recommended actions or CRA). The Decision
engine takes as input the Customer Profile, Contact History and
applies the stored Business Rules thereby creating a set of one
or more Recommended Actions for the customers. The
Business Rules Management component enables the creation,
deletion, analysis and storage of the Business Rules in a
repository. The Customer Profile component is
generated based on the information in the Customer
Information File (CIF), Customer Information Warehouse
(segmentation, scoring) The relevant customer
conversation/contact/dialogue information is captured and
stored in Contact Management component. The CRA
Effectiveness Analysis component by using Data Mining
technology provides a facility to explore rules, recommended
actions and customer interaction effectiveness in general. The
Treatment provides unique treatment data for customer,
products and services.
 FUNCTIONAL COMPONENTS OF CRM
ARCHITECTURE FOR ENTERPRISE MARKETING
AUTOMATION:
 RECOMMENDATIONS AND
CONCLUSION

Provide a user-friendly mechanism for registering customer

complaints (complaints that are not registered with the
company cannot be resolved, and are a major source of
customer dissatisfaction).
Provide a fast mechanism for handling problems and
complaints (complaints that are resolved quickly can increase
customer satisfaction).
Provide a fast mechanism for correcting service deficiencies
(correct the problem before other customers experience the
same dissatisfaction).
Use internet cookies to track customer interests and
personalize product offerings accordingly.
Use the Internet to engage in collaborative customization or
real-time customization.
Provide a fast mechanism for managing and scheduling
maintenance, repair, and on-going support (improve efficiency
and effectiveness).
 BIBLIOGRAPHY

Books

Crm- chattopadhya

Crm-mishra and joshi

Journals

Icfai university press

Business and economy

Web sites

Www.marutiudyog.com

Gurgaon.nic.in/maruti.htm

Auto.indiamart.com

Economictimes.indiatimes.com

En.wikipedia.org/wiki

www.citrix.com