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Customer Relationship and Sales Management

Increasing insecurities, volatilities, and complexities at the market place alongside escalating global competition are compelling the business organization to spend in creating and sustaining customer relationships (McKenna 1991). Innovative and advanced marketing tool instruments are being invented to create, satisfy and maintain customers for realizing viable competitive advantage.Customer Relationship Management (CRM) has recently come out as a strategic tool for current businesses. It has its beginnings in the time-honored business principle which claims that every business operation should revolve around customers (Anderson Kerr 2002). CRM involves customized or personalized service or one to one relationships that demand full employee involvement in customer service. Every employee of the organization has to be familiarised with building customer advantage (Greenberg 2004). It necessitates delineating primary business and customers, developing and consolidating business processes, and putting into effect and supervising programs intended to build customer advantage (Jha 2008). If executed efficiently and appropriately CRM provides immense gains to businesses in terms of profitability, improved service cost and time, and customer satisfaction.Strong customer relationships furnish businesses with numerous advantages. Primarily, the relationship can generate a loyal customer. The loyal customer, more than simply a repeat buyer, has an emotional bond to the supplier (Abram Hawkes 2003). These emotions can involve liking, confidence, and trusting in the organization’s capability of responding efficiently and promptly to a customer complaint or problem. Loyal customers can be perceived as business assets who are a potential source of beneficial word-of-mouth recommendations and are more unwilling to offers of competitors (Payne 2005).Moreover, CRM systems offer a leverage point to achieveeconomies of scope.