Conhecimentos de Base Recomendados

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Objetivos

This course goal is to enable students to acquire the latest knowledge on Relational Marketing and CRM. This implies the development of the capacity to critically reflect upon the role of each individual client and the management of the client's relationships with the enterprise. This critical reflection enables the development of innovative and creative business models that may substitute traditional approaches.

Métodos de Ensino

Expository and practical methods

Estágio(s)

Não

Programa

1- ORGANISATIONAL CHANGES: FROM CONQUERING TO ESTABLISHING RELATIONSHIPS

1.1 The different economic eras
1.2 Mass production and mass marketing
1.3 The importance of managing relationships

2- THE ENTERPRISE AND RELATIONAL MARKETING

2.1 The need for Personalised Relationship
2.1.1 Global competition and the need for 1:1 relationship
2.1.2 Relational Marketing as a solution
2.1.3 The new competitive rules
2.1.4 The benefits of a learning relationship
2.1.5 The importance of the client's identification

2.2 Migrating to Relational Marketing
2.2.1 Competition related to the client's dimension
2.2.2 The role of the 1:1 enterprise
2.2.3 Customer Value and the Client's typology according to its value
2.2.4 Determining Life Time Value (LTV) and strategies to raise it
2.2.5 Migration strategy
2.2.6 Strategic Map for the 1:1 enterprise
2.2.7 Market participation versus client participation

2.3 The four strategies of Relational Marketing
2.3.1 The Model of I.D.I.P.
2.3.2 Mass customization
2.3.3 Application areas of mass customization
2.3.4 Differentiating Customer Value

3 – RELATIONAL MARKETING AND THE NEED FOR CRM

3.1 CRM as a Marketing 1:1 tool
3.1.1 Definitions of CRM
3.1.2 The importance of CRM and its objectives
3.1.3 Enterprise Resource Planning (ERP) systems and its functional modules
3.1.4 Enterprise Relationship Management: linking CRM and ERP
3.1.5 The structure of the productive processes and their impact over customization

3.2 The different types of CRM
3.2.1 CRM Analytical, Operational and Collaborative
3.2.2 Integrating CRM
3.2.3 The CRM phases: to acquire, to optimize and to create loyalty

3.3 Global Model for Managing Relationships
3.3.1 The importance of Client's contact convenience
3.3.2 Managing Contacts and Events
3.3.3 Global Model for managing Relationship Channels
3.3.4 Client focused Call Center
3.3.5 The new Centre for interaction with the Client (CIC)
3.3.6 Rules for the creation CIC and the success of its management
3.3.7 CRM on the Web
3.3.8 Sales Force Automation
3.3.9 Marketing Automation
3.3.10 Integrating CRM and other systems

3.4 Predictable Constraints in the implementation of CRM
3.4.1 The implementation of CRM
3.4.2 Needs related to a correct implementation
3.4.3 Managing a CRM project

3.5 Organisational and Cultural Changes
3.5.1 Organisational and Cultural Changes
3.5.2 Guaranteeing Organisational and Cultural Changes

3.6 CRM in the SME's markets
3.6.1 Background
3.6.2 SME's characteristics
3.6.3 Advantages of CRM for SME's

3.7 Potential Suppliers of CRM
3.7.1 Suppliers
3.7.2 CRM Systems

Demonstração de conteúdos

• To enable students to understand the importance of effective CRM strategies in terms of how to acquire and retain customers;
• To recognise the strategic role of customer knowledge and to manage customer relationships as a competitive advantage;
• To understand the importance of managing relationship resources in function of customer value.

Demonstração da metodologia

This capacity is developed through the analysis of international case-studies and presentation / discussion of group works and with pratical exercises using a CRM Software (Insightly)

Docente(s) responsável(eis)

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Bibliografia

PEPPERS, Don & ROGERS, Martha;Managing Customer Relationships: a strategic framework, John Wiley & Sons
- PEPPERS, Don & ROGERS, Martha ;Enterprise One-to-One, Piatkus, 2000
DYCHÉ, Jill ;The CRM Handbook, Addison Wesley, 2002
KALAKOTA, Ravi & ROBINSON, Marcia ; e-Business 2.0 Roadmap for Success, Addison-Wesley, 2000