Professional Documents
Culture Documents
Submitted by Group 6
Alex, Nikhil Gandhi, Rahul Raj, Fatma Ahmed, Sanjeev Singh
INTRODUCTION
However, this doesn’t happen automatically by getting software and installing it. To have a
successful CRM, organizations need to find out first what type of customer information is
needed and what they are going to do with that information. Undoubtedly, traditional marketing
approaches have tended to utilize macro and micro segmentation techniques. However, given the
unpredictability of customer buying behavior, traditional marketing, especially in information-
rich sectors like banks, is fast giving way to one-to-one marketing; its aim is to individualize the
marketing effort. CRM was invented because customers differ in their preferences and
purchasing habits. If all customers were alike, there would be little need for CRM. Mass
marketing and mass communications would work just fine [McKim and Hughes, 2000]. CRM is
becoming a priority due to very powerful economic, technological, and social forces that have
effectively made the traditional business models irrelevant in the contemporary business and
technological environment [Karkostas et al., 2004].
The CRM approach improves organizations’ abilities to understand the current needs of their
customer, their previous behavior in the past, and how they are going to behave in the future.
According to Xu et al. (2002).
A broad range of factors that can influence the success of CRM implementation has been
mentioned in the literature. For example, Cho et al. [2002] noted that an effective CRM strategy
has a critical role to play in the CRM systems implementation if the appropriate training is
provided. However top management team’s support is one of the keys to integrate the previously
existing systems with the CRM plan [Pushmann and Alt, 2001]. Bose [2002] agreed that correct
planning for training sessions, management support and staff awareness programmers are
important to CRM implementation.
Brown (2000) claims that CRM has several advantages over traditional mass-media marketing.
Some of them are:
Similarly, Xu and Walton (2005) have put forward some reasons for which
companies implement CRM. These are:
As pointed out by Bohling et al. (2006), top management’s support is essential for the success of
CRM implementation. They also identified that CRM success was more strongly associated with
CRM ownership being at the corporate level. Another success factor for CRM is the alignment of
the CRM goals and objectives with that of the key stakeholders, viz., employees, customers, and
shareholders. Newell (2000) states that CRM is a successful tool for identifying the right
customer groups and targeting the profitable ones. But Clemons (2000) argues that there is a big
difference between the most profitable customers and the average ones. He advocates that one
method of identifying customer groups is the idea of distinguishing between transactional
customers and relationship customers. The focus should be on the relationship customers. This
view is also supported by Peck et al. (1999). So the job of CRM should be to identify the
transactional customers so that the organization can respond adequately.
According to Galbreath and Rogers (1999), for CRM implementation, a vision or strategic
direction for the project is very essential, otherwise the project will fail. Payne (2006) confirms
his view by stating that a business vision should be an enduring statement of purpose behind the
CRM project. He further emphasizes that a company’s business vision should reflect the shared
value systems which are held within the organization. It will provide a framework to enable the
diverse staff of the organization to work together in a coordinated manner towards the overall
objectives and philosophy of the enterprise. Light (2001) states that CRM involves business
process change in order to align with the entire organizational system. Another important issue is
By combining these nine steps the bank could listen to each and every customer individually in
real time.
Early history
Founded in 1812 as the City Bank of New York, ownership and management of the bank was
taken over by Moses Taylor, a protégé of John Jacob Astor and one of the giants of the business
world in the 19th century. During Taylor's ascendancy, the bank functioned largely as a treasury
and finance centre for Taylor's own extensive business empire. The first president of City Bank
was Col. Samuel Osgood, born in North Andover, MA.
In 1863, the bank joined the U.S.'s new national banking system and became The National City
Bank of New York. By 1868, it was considered one of the largest banks in the United States, and
in 1897, it became the first major U.S. bank to establish a foreign department.
National City became the first U.S. national bank to open an overseas banking office when its
branch in Buenos Aires, Argentina, was opened in 1914. Many of Citi's present international
offices are older; offices in London, Shanghai, Calcutta, and elsewhere were opened in 1901 and
1902 by the International Banking Corporation (IBC), a company chartered to conduct banking
business outside the U.S., at that time an activity forbidden to U.S. national banks. In 1918, IBC
became a wholly owned subsidiary and was subsequently merged into the bank. By 1919, the
bank had become the first U.S. bank to have US$1 billion in assets.
Charles E. Mitchell was elected president in 1921 and in 1929 was made chairman, a position he
held until 1933. Under Mitchell the bank expanded rapidly and by 1930 had 100 branches in 23
countries outside the United States. The policies pursued by the bank under Mitchell's leadership
are seen by historical economists as one of the prime causes of the stock market crash of 1929,
which led ultimately to the Great Depression. In 1933 a Senate committee, the Pecora
Commission, investigated Mitchell for his part in tens of millions dollars in losses, excessive
pay, and tax avoidance. Senator Carter Glass said of him: "Mitchell more than any 50 men is
responsible for this stock crash."
On December 24, 1927, its headquarters in Buenos Aires, Argentina, were blown up by
the Italian anarchist Severino Di Giovanni, in the frame of the international campaign
supporting Sacco and Vanzetti.
In 1952, James Stillman Rockefeller was elected president and then chairman in 1959, serving
until 1967. Stillman was a direct descendant of the Rockefeller family through the William
Rockefeller (the brother of John D.) branch. In 1960, his second cousin, David Rockefeller,
became president of Chase Manhattan Bank, National City's long-time New York rival for
dominance in the banking industry in America.
Origins
Salesforce.com was founded in March 1999 by former Oracle executive Marc Benioff, Parker
Harris, Dave Moellenhoff, and Frank Dominguez as a company specializing in software as a
service(SaaS). Harris, Moellenhoff and Dominguez, three software developers previously at
Clarify, wrote the initial sales automation software.
In June 2004, the company went public on the New York Stock Exchange under the stock
symbol CRM, raising US$110 million.[7] Marc Benioff and Magdalena Yesil were the initial
investors and board members. Other early investors include Larry Ellison, Halsey Minor, Mark
Iscaro, and Igor Sill of Geneva Venture Partners.
Current status
Salesforce.com is headquartered in San Francisco, California, with regional headquarters
in Dublin (covering Europe, Middle East, and Africa), Singapore (covering Asia Pacific less
Japan), and Tokyo(covering Japan). Other major offices are in Toronto, New
York, London, Sydney, and San Mateo, California. Salesforce.com has its services translated
into 16 different languages and currently has 82,400 customers and over 2,100,000 subscribers.
Following the federal takeover of Freddie Mac and Fannie Mae in September 2008, the S&P
500 removed the two mortgage giants after trading on September 10, 2008, and
added Fastenal and Salesforce.com to the index two days later.
In January 2011, salesforce.com was recognized as one of Fortune's 100 best companies to work
for in 2011, receiving the 52nd spot.
Sendia (April 2006) for US$15 million in cash – now Force.com Mobile
Kieden (August 2006) – now Salesforce for Google AdWords
Kenlet (January 2007) – Original product CrispyNews used at Salesforce
IdeaExchange and Dell IdeaStorm. Now relaunched as Salesforce Ideas.
Koral (March 2007) – now Salesforce Content
Instranet (August 2008) – now rebranded to Salesforce Knowledge
GroupSwim (December 2009) – now part of Salesforce Chatter
Informavores (December 2009) – now re-branded to Visual Process Manager
Jigsaw Data Corp. (April 2010) , the proposed deal is expected to close in the second quarter
of its fiscal year 2011.
Sitemasher (June 2010)
Activa Live Chat (September 2010)
Heroku (December 2010)
Etacts (December 2010)
Dimdim (January 2011)
Manymoon (February 2011)
Criticisms
In November 2007, a successful phishing attack compromised contact information on a number
of salesforce.com customers, which was then used to send highly-targeted phishing emails to
salesforce.com users. The phishing breach was cited as an example of why the CRM industry
needs greater security for users against such threats as spam.
The service has suffered some downtime; during an outage in January 2009 services were
unavailable for at least 40 minutes, affecting thousands of businesses.
Outlook Integration
Salesforce.com provides an integration component for Microsoft Outlook called Salesforce for
Outlook supporting Outlook 2007 (32-bit), Outlook 2010 (32-bit), Windows XP (32-bit),
Windows Vista (32-bit) and Windows 7 (32-bit and 64-bit).The Salesforce release notes,
however, suggest that only Windows 7 32-bit is supported as of v1.2.148.
Salesforce for Outlook replaces the older Outlook Connector. Unlike previous versions
of Outlook Connector which run as Outlook add-ins the new software also has a system tray
configuration component. Whilst offering many features not present in the original product the
latest release does NOT support 64-bit Office software. There is no official date for when this
problem will be resolved. In addition salesforce.com has silently dropped email integration from
some lower-end CRM editions. Email support is still available with the Outlook Connector but
no longer in all editions when using Salesforce for Outlook and Microsoft Office 2010.
Salesforce.com has not commented publicly on why this change has been made.
Force.com platform
Salesforce.com's PaaS product is known as the Force.com Platform. The platform allows
external developers to create add-on applications that integrate into the main salesforce.com
application and are hosted on salesforce.com's infrastructure.
These applications are built using Apex (a proprietary Java-like programming language for the
Force.com Platform) and Visualforce (an XML-like syntax for building user interfaces in
HTML, Ajax orFlex).
Chatter
Chatter, released in June 2010,[37] is a real-time collaboration platform that brings together
people and data in a secure, private social environment. It was designed to be the "Facebook for
the enterprise." Rather than making people search for the data and documents they need to do
their job, information is proactively fed to them via a real-time news stream. Users can follow
co-workers and important data to receive broadcasted updates about, for example, the status of
an important sale or what a co-worker is working on. Additionally, users can form groups and
post messages on each others' profiles to collaborate on projects. Chatter was more publicly
recognized when it was advertised in the Super Bowl XLV halftime show in 2011. These
advertisements consisted of two commercials, both depicting cartoon versions of the Black Eyed
Peas and more specifically Will.i.am using the Chatter service on his Smartphone.
AppExchange
Launched in 2005, AppExchange is a marketplace for cloud computing applications built for the
salesforce.com community and delivered by partners or by third-party developers, which users
can purchase and add to their salesforce.com environment. As of October 2010, there are over
900 applications available from over 450 independent software vendors. All salesforce.com
partners can distribute applications and solutions on the AppExchange. Applications created on
the Force.com platform are installed by salesforce.com customers.
Customization
Salesforce users can customize their CRM application. In the system, there are tabs such as
"Contacts", "Reports", and "Accounts". Each tab contains associated information. For example,
Web services
In addition to the web interface, salesforce.com offers a SOAP Web service API that enables
integration with other systems.
Mobile support
In April 2009, salesforce.com released a slimmed down version of their application for
subscribers with BlackBerry, iPhone, and Windows Mobile devices. In January 2010,
salesforce.com started to promote the use of 2D Barcodes (SPARQCode) for exporting contact
information to mobile handsets.
Languages
The Salesforce application, along with online help and training documentation, are available in
sixteen languages: English, Dutch, Spanish, German, French, Finnish, Swedish, Japanese,
Italian, Portuguese, Korean, Russian, Thai, Danish, Simplified Chinese and Traditional Chinese.
Also, end user languages available are Hungarian, Czech, Turkish, Polish, Lithuanian, Latvian
and Estonian.
Other
Other technologies allowing more advanced customization of Salesforce interfaces are Resin
Application Server, and the in-house technologies Apex (a Java-like programming language and
programming platform) and S-controls (Salesforce widgets - these are predominantly based
on JavaScript). S-controls are now deprecated as of March 2010. It is possible to edit and use
existing controls, but no new ones can be created.
Citibank India processed millions of pieces of paper mail every month for years. Then, in
October of 2000 it decided to offer customer support through electronic channels. The first
frontier they approached was e-mail and it proved to be great differentiator in a highly
competitive market. Adding this channel served a two-fold purpose. First, it provided a channel
of communication for the large number of their customers, who had extensive access to the
Internet. Second, it diverted more and more customers, who typically contacted the bank via
telephone and letter, to using e-mail, a support media far less expensive and more efficient than
any other. The First Hurdle: Build a solution? Or buy?
Once committed to supporting e-mail inquiry this key decision. Citibank India had rarely, if ever,
purchased enterprise scale software from external vendors. While small point solutions were
purchased often enough for use by specific departments, the bank had never purchased software
that was deployed across the entire organization. Whenever a need arose for large-scale software
deployment, Citibank utilized the services of their associate companies specializing in building
software solutions. However, they realized quickly enough that it would take an extremely long
time for their in-house company to develop this CRM tool. And, they urgently needed to have
the solution in place. Before other financial institutions—the technology savvy banks, the bank
faced.
Citibank evaluated a number of vendors but most offered only patchy solutions that required
significant customization to meet their specific needs.
Only Talisma Service Suite fit their requirements, having all the features Citibank desired—right
out-of-the-box. Furthermore, Talisma was a full-service provider with a worldwide presence and
a complete line of products, which would enable Citibank to offer new value-added customer
services over time. And finally, the fact that Talisma developed its own software and employed
an experienced research and development team, as well as a top-notch professional services staff,
meant quick completion of any future system expansion or integration.
Talisma Delivered Intrinsic Benefits and Powerful Features to Achieve Citibank’s CRM Goals
and Ensure Rapid ROI.
Talisma product design underscored ease and power at every opportunity, featuring open
architecture for greater extensibility, exposed APIs to speed integration, and an extremely
intuitive user interface (UI), enabling on-the-fly configuration by each user—a concept Talisma
calls ―use-based evolution.‖ Features key to Citibank’s CRM success included:
• Product deployment—Talisma E-Mail installed in five days and the Citibank customer service
team also went live in just days—not the weeks or months of a typical CRM deployment.
• Ease-of-use—Customer care representatives (CCR) have found it very easy to learn the
Talisma user interface, navigate screens, and complete tasks.
Talisma provides true Customer Relationship Management across sales, service, and marketing
functions, and enables organizations to quickly, effectively, and accurately communicate with
customers at any time. With Talisma, organizations have the means to accelerate and sustain
growth by creating personalized experiences.
Talisma offers a unified customer view through blended multi-channel support. Numerous
productivity tools are available that increase response quality through automated functions,
knowledge-enhanced solutions, and an organized, single window view. Management gains
access to both in-depth tactical dashboards and big-picture strategic reports, driving consistent
improvements.
The developer:
Talisma, a leading end-to-end CRM solutions company that provides integrated full customer
lifecycle management products. Talisma solutions allow for businesses to create a 360degree
view of customer interactions and information across a company or organization that can be
leveraged for enhanced customer service as well as prospecting and sales.
Product description:
Talisma is a highly mature enterprise-class CRM solution. Its integrated, scalable, and robust
infrastructure has been proven to raise efficiencies, lower costs and increase customer
satisfaction. It enables companies of any size to effectively monitor, manage, respond to, and
leverage information gathered from electronic interactions. Sophisticated features help
companies respond quickly and appropriately to the rising flood of customer inquiries.
In addition, Talisma effectively integrates all the electronic customer interactions throughout the
organization, giving a comprehensive, consistent view of the user. Talisma’s campaign
management and prospect management solutions allow companies to manage the entire customer
life-cycle in an integrated manner.
Key feature:
Talisma unique features include the e-mail documentation block/trap to record all interactions
with the customer be it over phone, e mail, web forms, fax or face to face so that all ―Customer
Conversations‖ are trapped and are propagated to the various stake holders in the enterprise.
Talisma’s easy to use CTI module can integrate Talisma core CRM system with the telephone
infrastructure (ACD) seamlessly. Talisma CTI supports ready-made connectors with all the
leading infrastructure vendors like Avaya, Siemens, Nortel and Ericsson.
Talisma architecture
Talisma is highly modular in its design and approach and allows a phased implementation
methodology. Also, the accent in Talisma is on quick implementation time frames so that
organizations can derive quick benefits from the system.
a)Talisma is a powerful, yet easy-to-use, integrated solution, that can provide superior
service, marketing, and sales, at all touch points by automatically capturing preferences,
interactions, and other data and leveraging that knowledge in every department
throughout the company.
b) Talisma helps to increase opportunities to market and up-sell through multiple touch
points—phone, e-mail, fax, chat, VoIP, Web self help, or Web form. It allows routing of
interactions intelligently and efficiently from any touch point with user-designed routing
rules, raising the lifetime value of each customer
c) Talisma’s Internet-friendly design helps to increase rep productivity and accuracy with
Canned responses, AutoCategorization, AutoText, and other features that eliminate hours
of daily manual entry.
d) Organizations can raise customer satisfaction—and sales—through timely, relevant,
personalized interactions. Talisma allows individuals to quickly customize elements of
the user interface with drag-and-drop ease and add custom fields, categories, and
properties with a few simple clicks. It also enables creation of user-defined filters to
effectively segment data to show only the information that the user needs.
e) Talisma features sophisticated queuing, routing, and threading, as well as rules and
workflow to tie together the various customer interactions into a unified and useful
metaphor.
Talisma CRM
Serving constituents on their terms
Students, alumni, donors, patients, families, patrons. They expect access to information and
services anytime, anywhere, using any device. With Talisma CRM, you not only know their
preferred communications channel, you know them. You achieve a 360 degree view of each
constituent, their unique histories, preferences, goals, interests, and challenges. You build
lifetime relationships with constituents through a deep understanding of their experiences with
your institution or organization. With Talisma CRM, you can:
With Talisma CRM products, constituents can engage your organization and services using their
preferred communication channels, whether they are digital channels (like email, Web portal,
SMS text , or chat), or traditional channels (like phone, face-to-face interactions, and letters).
The key to effective service is having a complete history of interactions across these touch points
whenever a student, parent, donor, patient, alumnus, or patron contacts you.
Campus Management can rapidly deploy Talisma CRM to serve the most pressing needs of
higher education, foundations, and nonprofit organizations. The product's robust capabilities also
address the wide-reaching, long-range challenges facing student services, academics, alumni and
Campaign Management
Talisma Chat
Talisma Knowledgebase