priyanka giri_crm project

8/7/2019 Priyanka Giri_CRM PROJECT

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CRM PROJECT REPORT

Priyanka Giri

(PG20095070)

CRM in Indus Health Plus


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About Indus Health Plus

Indus Health Plus was established in 2000 to create a climate of preventive check up and

diagnostics amongst a-symptomatic people.

Here you will find useful information on prevention as well as our range of comprehensive check

up packages.

Our USP is that we offer a huge range of tests with counseling and reports on the same day to

save your valuable time. All this at an unbelievable discount from the regular price in the

market!

Fantastic additional benefits offered by no one else, on availing INDUS HEALTH PLUS

packages.

Indus has partnered with leading medical establishments in Pune , Delhi ,Mumbai , Nagpur, Goa

, Nagar, Solapur, Karad, Latur, Jalgaon for checkup delivery at the hands of renowned doctors

for best medical practices, fully equipped with the latest trends in technology.

Over 2,07,000 satisfied customers in nine years are evidence to our service.


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This is the story about INDUS. At the center of the story is the single powerful truth: Prevention

is better than Cure." The truth has taken the form of a life force called INDUS, and has inspired

thousands to:

In fact, change lives forever.

FROM PREVENTIVE HEALTH CHECKUPS TO A HEALTH REVOLUTION

Preventive Health Checkups save lives. Surprisingly, this wonderful invention is ignored by

most. Though, one in every five people checked are found to be detected with major illness that

requires immediate treatment.

It took the vision of INDUS to package and market Preventive Health Checkups that are:

y Painless - due to advanced technology such a Non-Invasive CT Angiogramy Comprehensive & Advanced - enough to detect most major illnesses in timey Easily Accessible & Absolutely Affordable - not a privilege of a particular class but open

to all. The checkups come with huge discounts and flexibility to suit every budget.

y More powerful than insurance in saving lives - as they help prevent diseases fromoccurring or advancing. Insurance, provides financial help after the damage is done

y Does not take up more than a day - Can easily fit into your routine but the benefits are fora lifetime.

Fired by zeal to create a health revolution, bring ethics and honesty in healthcare and give

encouragement to young entrepreneurs, INDUS was founded in the year 2000, and has grownwith each successive year.

In 2004, prevention was empowered with top-of-the-line CT Scan Multi-Slice Machine. INDUS

continues to enable the highest number of CT Coronary Angiograms (non-invasive) in the

world in a single day. We are fortunate to have saved many lives by reaching out to thousands

of people.

2005 has seen INDUS take yet another leap in healthcare from prevention to cure. INDUS has

introduced various plans for Corporate and others to offer medical treatment at highly reduced

costs. And the journey towards better healthcare continues.


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What Is Customer Relationship Management?

CRM stands for Customer Relationship Management. It is aprocess or methodology used to learn more about customers'

needs and behaviors in order to develop stronger relationships

with them. There are many technological components to CRM,

but thinking about CRM in primarily technological terms is a

mistake. The more useful way to think about CRM is as a

process that will help bring together lots of pieces of

information about customers, sales, marketing effectiveness,

responsiveness and market trends.

CRM helps businesses use technology and human resources to gain insight into the behavior of

customers and the value of those customers.

Advantages of CRM:

Provide better customer service Increase customer revenues Discover new customers Cross sell/Up Sell products more effectively Help sales staff close deals faster Make call centers more efficient Simplify marketing and sales processes


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CRM in Indus Health Plus

Faced with mounting pressures to contain cost and mandates to adopt continuous quality

improvement process, the health care industry is actively engaged in relationship marketing andpartnering activities.

Customers relationship management (CRM) which has overriding significance for any business

is no less significant for hospital services (Salam, 2000). Hospitals are most important elements

in any health care delivery system. A hospital plays a major role in maintaining and restoring the

health of the people.

Care of the sick and injured, preventive health care, health research, and training of medical and

paramedical staff are general broad functions of a hospital. It involves to the outpatient and

inpatient hospital services and on many occasions emergency medical services. An important

resource in a hospital is a human resource. This should be particularly emphasized. This should

be particularly emphasized in the content of a hospital since relationship of medical staff plays

important role in treating patients - the hospital customers.

In health care, CRM practices are essentially patient - focused strategies that involves effective

management of hospital interface and interaction with patients. Effective CRM practices in a

hospital may mean providing services related information to a patient very quickly. Responding

to the patent appointment and an admission requests promptly, dealing with patient queries and

complaints expeditiously, exercising all kind s of flexibilities in serving patients to the patients.

In today's world the medical sector is finding the need to know more and more about their

current and prospective clients. The more efficient service, hospitals can give their patients the

further they will go in retaining them.

Why is this essential? It springs from the eternal truth that the more you know your patients, the

better you can respond to their current needs and predict what their future needs may be as well.

The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily

application. CRM Health Care consists of a wide array of software products that help healthcare

organizations to maintain excellent relationships with their clients. CRM enables the health careindustry to get essential customer information and use it as efficiently as possible. CRM thus

enables the health care sector to improve patient health, increase patient loyalty and patient

retention and add new services as well.

The relevance of relationship marketing in health care has been widely recognized (Cassidy

1993; Dunn & Thomas 1994; Narduetal 1994; Macstrainc & Denning, Paul; 1986; Paul; 1988;

wagneretal (1994) discussed the relevance of relationship marketing programs, integrated


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marketing communication strategy and data base marketing for developing a favorable image

leading to improved hospital performance. Based on Demming's principles of total quality,

Doyle and Bondrau (1989) advocated hospital supplier partnerships as a means to improve

productivity, to control cost and to improve quality of care. They suggest that long-term relations

with suppliers based on trust, service and effective coordination could lead to efficiency and

improved performance

Dunn & Thomas (1994) draws clear distinction between transaction selling and offering

partnership solution to customer problems and advocated partnering with customers with a

hierarchy of corporate buying - selling model.

Several marketing practices that attempt to establish, develop or maintain cooperation &

collaboration with customers & other marketing providers are included under the general rubric

of relationship marketing. This include after marketing activities (Voura 1992) one to one

marketing (Pepper & Rogers 1994) membership programs (including frequent buyer incentives)

cross - distribution arrangements, cross - selling co - production, co - branding, channelpartnership logistics sharing, special supply arrangements (including special sourcing and JIT

arrangements) business alliances, data base marketing etc., (Sheth & Parvatiyar 1995)

CRM IN HOSPITALs

It is the duty of the hospitals to make the patient and relatives understand that they are providing

a good treatment. These facts demand hospitals to have a well-planned Customer Relation

Management (CRM) programme.

The customer relationship programme in a hospital has two wings. One is the customer care

activity when the patient gets treatment in the hospital as an in-patient. The second is customercare after discharge. The customer relationship management during the in-patient period,

requires care in two major things. One is the human aspect while second is the procedural aspect.

Here we are assuming that the quality of the treatment given by the hospital is good. Similarly,

the post-discharge customer care management also has two important things. First, the

maintenance of the records for each patient and second, the regular interaction with the patients.

Both are complementary to each other.

Customers in a hospital

Customer can be defined as the recipient or beneficiary of the outputs of work effects or thepurchaser of products and goods. The types of customers in a hospital can be defined as follows:

Patients are those persons who come to the hospital for treatment and to avail the facilities

rendered by the hospital.

Attendants are the accompanies of the patients or the visitor who come to visit the patient

during his/her stay in the hospital.


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Clients can be the employers of companies who refer their employees to a particular hospital on

emergency. They can also be the doctors who refer their patients to a particular hospital in

certain contexts.

Customers are presently healthy to avail the benefits offered by hospital in respect of health

packages and insurance schemes etc. The present study is related to these customers.

In Patient CRM

The most important issue in the in-patient CRM activities is the human aspect. Which means

that every employee in the hospital, who is interacting with patients, should show real care and

concern in his words and deeds in dealing with patients. All the employees, right from the chief

doctor to the ward boy should understand that it is their duty to ensure customer satisfaction.

The employees should be given proper training in these regards. Besides, the employees should

ensure that the patient develops faith in treatment given in the hospital. Patients should be made

to understand that the hospital is doing their level best to cure him/her.

The second thing is the procedural part. The hospital should have well defined procedures for

activities. The employees should be clear about the procedures and the same has to be instructed

to the patients whenever needed. This will help the patients in avoiding hassles. For example,

one of the hospital has displayed the following chart in various places inside the hospitals. It

may be a simple thing, but such chart helps the patient understand about macro level procedure

for treatment.

Post Discharge-CRM

The most important thing in the post- discharge CRM activities is maintaining database.

Traditionally hospitals expected the patients to maintain records. But in this competitive market,

the hospital should also maintain the records of the patients on its own. They should maintain a

computerised database of each and every patient in detail. This is important in the hospital, as

the patient generally need to visit the hospital regularly. This database will help in the other

CRM activity of the post-discharge period, i.e. maintaining relationship with the patients.

Let us see how it helps. For seeking treatment for , even after getting-discharged from the

hospital, the patient needs to come again for further treatment or check up at regular intervals. If

the hospital maintains a database, it can send reminders to the patient one-week before the re-

visit date and to get the confirmation that the patient would be coming. Besides, the hospital can

send greetings to the patients on birthdays and anniversaries. This will make patient feel special

and the hospital cares for him.

Besides, the database will help in understanding the profile of patients who are visiting the

hospital.


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The hospital can list out the geographical areas from which most of the patients suffer from , the

kind of from which most of patients suffer, the stage in which they come, most important

referral sources, number of insured and non-insured patients etc.

One of the most important activities in the post-discharge CRM is creating Rehabilitation

Centre. There are lots of social insecurities that are attached with . For example, a womansuffering from breast may loose her breast as part of the treatment. All these people feel a sense

of social insecurity. A club can be formed for the patients of the hospital to nullify the insecure

feelings.

This club would contain patients suffering from and the people who have already been treated.

All these people can meet from time to time at a place where everything would be organized by

the Hospital. The patients who have already been treated may give moral support to the patients

undergoing treatment. Besides, the club would employ a psychiatrist to counsel the patients.

Doctors can help clear some of the myths in the patients mind which will help not only inretaining the existing patients but also getting favorable word of mouth.

Essentially, a CRM would include systems of staying in regular touch with your customers. You

may need to regularly send them cards, gifts; etc .It will also include inducing the past patients to

participate in activities being carried out by your hospital for social causes. Having feedback

forms filled during the discharge hour of the patient is one useful CRM exercise. Suggestion

boxes and patient satisfaction surveys can also be used.

Some examples of CRM practices in hospitals

A typical Hospital Management System (HMS) is for computerizing the working in a hospital.

The software takes care of all the requirements of an average hospital and is capable to provide

easy and effective storage of information related to patients that come up to the hospital.

It generates test reports; provide prescription details including various tests, diet advice, and

medicines prescribed to patient and doctor. It also provides injection details and billing facility

on the basis of patients status whether it is an indoor or outdoor patient. The system also

provides the facility of backup as per the requirement.


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CRM of Indus Health Plus Include:

y Strategic Planningy Communication Servicesy Consulting Servicesy CRM for Physiciansy Campaign Managementy Database Constructiony Predictive Segmentationy Communications Strategies

Here's how CRM helps the Indus Health Plus:

CRM Aids Customer Service

CRM provides the organization with the chance to acquire and retain customer relationships. It

serves to convert almost every customer interaction into a health management opportunity. Its

diverse functionality enables employers, customers and employees to access common

information. Millions of patients or customers are being contacted daily through phone, e-mail,

fax, and face to face interactions. All these increase the need for an affective and well

coordinated customer approach.

CRM Healthcare supports the call centre by providing customer service representatives with

essential customer information. This helps the health care sector to access critical information

and deliver value to customers.

CRM solutions succeed in transforming healthcare organizations into customer-centric efficient

providers of health care. The healthcare industry has realized the importance of quality of

service. CRM industry leaders now offer customer relationship management solutions to help

healthcare organizations deal with customer service issues while delivering excellent health

services.

Health Care CRM Boosts Sales and Marketing

CRM for the health care sector caters to largest health organization's sales, marketing, and

customer service demands. CRM Healthcare helps sales professionals to forecast business and

increases the existing sales effectiveness through excellent customer approaches. It facilitates

sales in that it enables the sharing of information across sales teams ,increases and hangs onto


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existing sales leads and ultimately provides excellent sales as well as after sales support.

In addition CRM helps Health Care organizations plan and carry out sales and medical

management campaigns. Health care CRM software increases the efficiency of call centers. It

also assists the initiatives of medical management and facilitates the collation of information

regarding physicians, hospitals and supplementary medical providers. In addition to this it

maintains secure and comprehensive information regarding physician profiles that can be used

by both the sales and marketing department.

CRM Aids in Overall Profitability

Most CRM industry leaders possess the latest IT technology along with excellent healthcare

market industry knowledge and thus succeed in enabling the reduction of medical errors.

The element of cost has also to be taken into consideration and healthcare organizations have

realized that they need to make the patient the focal point of the business application. CRM helpsthe health sector to reduce operating costs, reduces errors, and facilitates better relationships with

patients. While improving overall efficiency it assists in supplying medical professionals and

their patients with a means by which they can communicate effectively. It also maintains a

comprehensive database of health care providers, thus enabling health care organizations to

affectively manage their relationships with them.

Health care organizations using CRM can easily sell their products right across the globe on

account of its sales enhancing capacities. CRM products enable increased efficiency, better

health, and increased customer retention. The role of CRM in health care is thus diverse and

crucial making it an absolute perquisite for the industry.

Customer Satisfaction and Life Time Value in Indus Health Plus

Customer satisfaction level and their life time value in Indus Health Plus can be assess by

Customers testimonials. Customers mentioned their experience with company and its services

in their respective testimony. Some of the testimonials are shown below:

Smt. Sunanda Sarde

Our family friend Shri Vijaykumar Jhagde got me introduced to Indus Health Plus and I gifted

this check-up to my 102 year old mother, Smt.Lakshmibai Amrutrao Kondhane, to whom I amindebted for life. This was just a gesture of gratitude to her infinite love and support of somany years. On the day of the check-up, on reaching the hospital, we were touched at thegrand welcome we got by the Indus representatives who showered us with garlands andbouquets, honoring my mother. In spite of having worked with KEM hospital for 28 years mymother was left speechless with the various apparatus, machines and tests that could beconducted in a hospital. She got all these tests done in Sahyadri hospital, thanks to thesmooth functioning of all the Indus representatives. All these tests done, I was relieved andthankful that I could do at least something for my mother. The blockages she had in herheart, were detected, cured and treatment has started for them. I am truly indebted to theentire staff at Indus Health Plus who were there with us during the entire testing procedures.


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I sincerely request the youth of today to understand the importance of preventive health

check-ups and take care of their health regularly. Do not neglect your health and inviteproblems. Dont repent later, just Prevent now!

Mr. Sunil Runwal

I decided to go for health checkup and also took my parents along using my discount coupon.Clean ambience of the hospital, courteous staff and modern work processes impressed us. I havepromoted this noble concept of preventive health checkup to over 200 people in last 5 months andincluded them in the Indus family.

I completed the target set for the Malaysia conference immediately after I joined in 15 days.Presently I am associated with Indus as Sr. Business Distributor. Preventive Health Checkup ismost important in todays life and I recommend this to everyone over the age of 30.

Sumedha Pramod Deshpande

On recommendation of our family friend, I joined Indus in 2009. I took my mother-in-law fora health checkup and was shocked to know that she had only one kidney. Thank God we didher checkup which revealed this important thing. Now we take care of her in a better way.Thanks to Indus!

Sandesh Sheth

I work out regularly, do Pranayam, Yoga and never drink tea or coffee. Obviously I used tofeel healthy and was under the impression that I am completely fit and fine. After joiningIndus, I got my checkup done and was shocked to know that there is 80% blockage in myheart artery. Angioplasty was also done immediately. Being a Siver card holder, I was entitledto a huge discount on bill. Thanks to Indus, Preventive health checkup that saved my life.

Mr. Tukaram Rane

I work in the Warrant Dept at Sakhali. In childhood, I had a fall on my right side and startedfeeling pain since the past 2 years. My right leg used to pain a lot. I got myself checked up

and treated at Belgaum and Malvan but to no avail. So I joined Indus and underwent checkup

at Goa Scan Centre. It revealed two major blockages in my heart. Angioplasty was doneimmediately. I could save my life only because of Indus. Thank you Indus.


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Mr. Ajit Wanzare

After a lapse in renewal once, I rejoined Indus through a come back offer. My father sufferedfrom Parkinsons disease as well as diabetes. Eventually, his health started deteriorating. Hewas in ICU for 2 months before he passed away. Though I couldnt save his life, I had asatisfaction that I could offer him the best treatment. My Indus Gold Card fetched me a

whopping discount of Rs. 6,84,895/- on my fathers hospitalization bill. Such a big amount

otherwise could have been a big burden for me. I am grateful to Indus and urge fellowIndusites to cover themselves and family members as well.

Mr. Sunil Kedari

I suffered from brain hemorrhage and was admitted in Sahyadri hospital. The cost of theoperation was Rs. 5,48,000/-. However, I had to pay Rs. 19000/- only.I could not just save my life but also saved a big amount due to valuable concept of Indus.

Mr. Vijay Jondhale

I joined Indus in 2007 and fulfilled my dream of owning a bike just in a year working part-time. Within months after I received gold card, my mother had to undergo a surgery on herknee and my father got hospitalized for the hernia and prostate gland operation. Total billfor both was Rs. 1,33,702/- but being a gold card holder, I could save Rs. 1,23,158/-.Not just huge savings, Indus offered me a new, positive outlook towards life.

Customer Differentiation & Competitive analysis of Indus Health Plus

Max Hospital Apollo Hospital Fortis Hospital Artemis Hospital Local Hospitals in Delhi and Maharastra

The cost of critical health care is incalculable. Besides the extremely high cost of treatment, there

is the added cost of stress on finances, family, job and health.

With rising incomes, our lifestyles are putting us more and more at risk of critical illness likeheart disease, stroke etc.

A very simple tool for prevention exists. Unfortunately, it is one that is rarely used.A comprehensive physical check up that includes latest technology like the cardiac CT scan.


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In a few minutes, a clear idea of blockages etc is made available to the diagnostician. Then, withexpert advice, a patient can take steps to avert what could, at some point of time, have been afatal heart attack (almost one in two heart attacks end in death before medical aid can reach).

Almost all of us have blockages in our coronary arteries. To different degrees. These blockages

take decades to develop. It is a result of style choices. Then at an unfortunate moment we get oursudden heart attack.

Because heart attacks are one of the few illness that can kill on the spot, it is very vital to

know and monitor the condition of your heart on a regular basis.

The good news is that even a 80% blockage can be reduced with appropriate medication andlifestyle changes, in most cases.

Indus has made a mission of persuading seemingly healthy asymptomatic people to have acomprehensive check up. The number of undetected cases that come up is quite amazing. We

save lives and a lot of money and stress to the family along the way.

Insurance pays (sometimes) for the problem after the event. Indus is proud to say we doeverything in our power to prevent the event.

Prevention pays!

Effective CRM Programme for Indus Health plus

India is witnessing an era where new hospitals are being built at a pace like never before. There

are exciting challenges that these hospitals are facing while they are being commissioned. One

daunting task that every hospital, new or old, small or big, is facing today is the task of

marketing itself.

It is rather unfortunate that almost all these doctors had a dismal marketing strategy, if indeed

they had one. For the most part, they were not even aware that a marketing strategy needs to be

crafted. While millions are spent upon creating a product called a hospital and so little is done to

promote them in a professional manner. The people who offer this product are very well trained

in their profession. But what is pitiable is the way this product called hospital is packaged and

marketed.

The need for quality customer service in any industry is evident; in the healthcare industry it is

especially critical. Unlike call centers where retail products are being sold, medical call centers

are dealing with people's health - and quite possibly their lives. Consequently, it is crucial that


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the quality of customer service, including the operation of the call center, which often deals in

life and death emergencies, be as high-level as possible.

One of the most interesting aspects ofCRM development is the multitude of customer interfaces

that a company has to manage in todays context. Until recently, a companys direct interface

with the customers, if any was primarily through sales people or service agents. In todays

environment most companies interface with their customers through a variety of channels

including sales people, service personnel, call centres, Internet websites, marketing departments,

fulfillment houses, market and business development agents, etc. For large customers it also

includes cross-functional teams that may include personnel from various functional departments.

While each of these units could operate independently, they still need to share information about

individual customers and their interactions with the company on a real time basis. For example, a

customer who just placed an order on the Internet and subsequently calls the call centre for order

verification expects the call centre staff to know the details of his or her order history. Similarly a

customer approached by a sales person unaware that she has recently complained about

dissatisfactory customer service, is not likely to be treated kindly by the customer.

EffectiveCRM requires a front-line information system that shares relevant customer

information across all interface units. Relational databases, data warehousing and data mining

tools are thus very valuable forCRM systems and solutions.

However, the challenge is to develop and integrated CRM platform that collects relevant data


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input at each customer interface and simultaneously provides knowledge output about the

strategy and tactics suitable to win customer loyalty and support. If a call centre personnel cannot

identify or differentiate a high value customer and does not know what to up-sell or cross sell to

him then it would be a tremendous loss of opportunity for the company. Although most CRM

software solutions based on relational databases are helping share customer information, they

still do not provide knowledge output to the front line personnel. As shown in Figure.6, CRM

solutions platform needs to be based on interactive technology and processes. It should assist the

company in developing and enhancing customer interactions and one-to-one marketing through

the help of suitable intelligent agents that help develop front-line relationship with customers.

Such a system would identify appropriate data inputs at each customer interaction site and use

analytical platforms to generate appropriate knowledge output for front-line staff during

customer interactions.

In addition, implementation tools to support interactive solutions for customer profitability

analysis, customer segmentation, demand generation, account planning, opportunitymanagement, contact management, integrated marketing communication, customercare

strategies, customer problem solving, virtual team management of large global accounts, and

measuring CRM performance would be the next level of solution sought by most enterprises.

It's important to remember that the call center in a medical environment can be established to

perform a wide variety of functions, perhaps more than in any other industry. These include

conventional answering services for physician after-hours call coverage, nurse triage/health

information, community nurse lines, emergency department advice calls, and home health calls,

both inbound and outbound. What's more, the settings in which the call center can be located are

almost endless: hospitals, doctor's offices, medical practices, hospice care, home health care, andlong-term care service providers. Generally speaking, the pressure placed on a call center by a

physician or other health care professional is far greater than the pressure put there by the

executive manager of a typical retail business.

When establishing a consumer-driven service strategy in a medical facility, the task is to look at

how customers (that is, callers and patients) are represented in your organization. This data is

collected in many ways, for various reasons, and by different departments. Unfortunately, there

usually is not a single department responsible for pulling all the data together. There are four

key types of data required for a well-built customer-driven service platform:

y Customer feedback datay Employee feedback datay Behavioral / monitoring datay Operational daily metrics used to run the business


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In many medical organizations, various departments access this data through static daily or

weekly reports. Nowhere does this data meet both analytically or operationally to show the

cause and effect of major business actions. Because the data is not linked, it's difficult for a

company to see how the different aspects of operations are affected by one another. In reality,

each of the four data points reflects effective "levers" that can be pulled to affect business or

marketing efforts. Over time, these four key data points can be tied to financial fluctuations and

true Return on Investment (ROI) analysis.

Data Rules: It has been said, "He who has the data rules." But in many medical organizations,

the four key data types are owned by or kept in separate silos or departments that have formed

strong "fiefdoms." Unfortunately, fiefdoms tend to protect "their" data and can be unwilling to

share or allow other departments to control the analysis, impeding the development of a

customer-driven service platform.

While other departments can and should take an active role in the collection and interpretation of

data, only one department should be responsible for linking all the data that will feed thecustomer-driven service platform: the quality department. If fiefdoms exist or the quality

department does not have the analytical power to build the linking service platform,

organizations should consider outsourcing the task to a quality company that specializes in

building customer service measurement platforms.

The four primary quality operations to consider outsourcing include:

y Monitoring and evaluation of calls, chat, email, and customer comments codingy Customer and employee surveysy Advanced satisfaction/loyalty modelingy Continuous quality improvement efforts

There are a number of reasons to outsource the monitoring and evaluation function. Much of it

has to do with the type of monitoring model that your call center employs, usually either a

traditional monitoring model (multiple quality assurance monitoring (QAM) teams operating

within the center), or a decentralized monitoring model (a QAM team accomplished by coach-

driven monitoring with no internal QAM team).

The challenges raised by these two models are similar: they are costly, consistency in calibrationof accurate standards is difficult, and the objectivity of the reporting is suspect and not

effectively used by the center or the organization. The emerging centralized monitoring model

provides a highly viable alternative. This model is actually a hybrid of the traditional and

decentralized models and allows organizations to replace the internal QAM team of the

traditional monitoring model and outsource the required base call monitoring and evaluation

requirements for coaches in the decentralized monitoring model. Besides reducing costs, the


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emerging model puts actionable data in the hands of management and coaches, allowing them to

focus on improvement efforts and targeted coaching.

In the emerging centralized monitoring model, an objective, third-party company evaluates call

centers from one core calibrated group of employees. This group is directly calibrated by

company program managers and reports results on a reporting platform that allows anyone in theorganization to track quality trend by all levels of the entity, including at the individual employee

level. This model can eliminate the need for a large headquarter QAM team, as there is no need

to "check the checkers."

Feedback is Predictable: Of course, regardless of the model used, an organization cannot begin

to understand the effects of its operational and marketing plans - not to mention procedures,

policies, systems, products, and service - without an actionable and accurate customer and

employee feedback loop. Every organization should have at minimum two types of surveys:

relationship and transactional.

For budgetary reasons, many only use relationship surveys. Relationship surveys certainly have

value, tracking the brand image in areas such as price, value, advertising, customer service, and

billing. However, surveys are given at random to the customer base with no point of reference to

business activities. Thus, a customer may have interacted with your organization one week ago

or one year ago. With no point of reference to time or possible recent interaction, customers

draw their answers from collective memories, their experiences, or what they remember from

advertising or word of mouth. Consequently, relationship surveys are bad for managing the day-

to-day business decisions affecting customers.

Conversely, transactional surveys measure customers' experiences within a given time frame oftheir interaction with your organization, permitting sufficient time to complete their interactions

and form opinions. A good transactional survey breaks down these interactions into key

elements of the experience. With the proper analytical modeling, an organization can survey and

track which aspects of the customer experience are causing the customer to be satisfied, or

dissatisfied, with the outcome of the interaction.

Transactional surveys also drive operational changes. Because they are relevant to a specific

experience at a precise point in time, it is possible to tie survey results to customer satisfaction as

it relates to weekly internal metrics and financial performance. When building a customer-

driven service platform, an organization should consider linking all data from transactionalsurveys to both daily operation metrics and relationship data in order to track the correlations to

financial fluctuations in the business. Once this link has been established, the organization can

have a service strategy that drives the business from an end user's perspective.

A "Blueprint" for Customers: In order to ensure that relational and transaction surveys are

asking the right questions, start with an "ideal customer blueprint map." This is a total

exploration of the ideal customer experience in your industry. The mapping includes focus


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group benchmarks for industry norms and breaks down each aspect of an organization's service

delivery cycle. It explores the articulated and unarticulated needs of customers and tries to

define expectations within their service experience. The final blueprint can then be applied to an

organization's current business model to determine where there are weaknesses and points of

competitive advantages.

From the ideal customer blueprint map, an organization can then design a "blueprint survey." In

this process, a comprehensive life cycle survey is created to capture every critical aspect of an

organization's service and sales delivery. Through advance modeling techniques, an

organization can determine the impact of key business activities from a customer's perspective.

The blueprint survey lays the foundation for developing an ongoing customer satisfaction/loyalty

survey, which is a far more effective tool than a generic survey.

The outcome of a blueprint survey is easy to translate to management and employees because

they can see it came from customers' input, and the results will help show who is responsible for

each action that drives satisfaction. Once an organization has built an actionable and accuratecustomer survey process, it will then have the foundation to replicate the same process with

agents and other employees. The right modeling can quantify the ROI of a pay increase,

commission increase, adjustments to employee benefits, or changing other aspects of an

organization's culture.

Don't "Dummy Down" Data: Even with a well-designed survey, some organizations "dummy

down" the customer satisfaction data that they collect. In fact, some market research companies

admit there are better ways of interpreting customer data, but the entities they serve don't have

the discipline to understand and work with higher-level analytics. Recently, this has led to much

"buzz" about how a company only really needs one question to run its business.

One of the most common ways to "dummy down" customer satisfaction data is by looking at

only the "top two / three box" responses to key questions. This is where the business reports

only the percentage of responses to the 4 and 5 scores on questions with a scale of 1 to 5. When

reporting top box response in this way, the claim can be made, for example, that "85% of all

customers are satisfied or very satisfied with our service." Unfortunately, this is not an accurate

or actionable reflection of true performance.

Top box reporting also does not reflect the total effect of changing performance within the top

boxes as well as downward movement of customers in the bottom two boxes. Any negativemovement, regardless of which box the customer rates, is information the business needs. It is

critical to know how all customers are evaluating the organization and how all customers are

fluctuating both in positive and negative directions.

An organization that wants to build a customer-driven service platform must employ an index

methodology for analyzing and reporting customer and employee survey results. The index

methodology survey process calculates multiple critical survey questions into a single number


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that, when operational, will ensure that customer feedback becomes an integral part of any

organization. In addition, the indexed approach allows tracking of performance to many national

syndicated surveys like JD Powers and American Customer Satisfaction Index (ACSI).

The final level of higher analytics involves bringing all the data together to track and predict

financial impact on operational and marketing efforts. Using a variety of advanced analytics andpredictive modeling techniques can determine where you are losing money or brand position due

to poor performance. This modeling and analytics will determine your strategic plan's driving

issues and will quantify losses or potential growth opportunities. All analytics will be actionable,

quantifiable, and measurable.

Putting Theory into Practice: Imagine you want to reduce the wait time for callers because you

believe they are waiting too long and are dissatisfied with their experience. If you have a robust,

customer-driven service platform in place, you would be able to analyze your data and come up

with something like this:

y To increase the speed of answer, you will need to link wait time and agent headcount tothe cost of X. In this example, $650,000 would give you a 1 point improvement in

handle rates.

y This handle rate increase will give your company a .12% increase on your overallcustomer satisfaction index.

y With the customer-driven service platform, you would know that a .12% increase insatisfaction will net a .25% decrease in lost customers

y With a net present value calculation, you could determine that this .25% decrease in lostcustomers translates to a net contribution of $3.2 million to your bottom line.

In the boardroom, the question would be asked, "Who wants to invest $650,000 to make $3.2

million?" The answer would be clear. Think about how this debate plays out on other issues

such as: What is the cost of lower customer service from an offshore center versus an onshore

center? What is the right wait time for a phone call? What effect is an IVR system having on

caller satisfaction?

Healthcare organizations of all types are consolidating and often losing money as a result. One

way to help stem the tide of this negative financial performance is to provide customers with

consistent, quality information and customer service through the call center and throughout every

aspect of the entire enterprise. Customers must be made to feel that they are truly the key to a

medical organization's success. Presenting any other appearance can put the fiscal health of a

medical facility into serious jeopardy.

It will not be the panacea to the financial woes facing the healthcare industry, but it could mean

the difference between keeping the doors open - or closing them forever.


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Sales Force

This unique provider manages to provide simple yet effective customer relationship management

products that equip the business with the capacity to increase its effectiveness. It offers a widerange of solutions from marketing to sales force automation to customer service and support. It

boasts of being the world's first on-demand application-sharing service. It provides customizable

CRM solutions that integrate extremely well. It aids on-demand applications and succeeds

extremely well at this. Its main feature is its ability to manage and share information easily.

Its provisions include:

y Analyticsy Sales Force Automationy Custom Applicationsy Marketing Automationy Customer Service&Support

Right Now Business Models

Right Now Technologies provides organizations with the necessary on demand CRM solutions

that are needed to build a customer centered business. Its appeal lies in its technology,

commitment to customer success and its ability to deliver a high ROI and capacity to achieve

customer retention. Its clients number more than 1,400 organizations.

It is able to achieve better customer relationships that cater to customers needs adequately. It

helps organizations to understand and deal with their customers better.Right Now manages to

provide a holistic view of the customer and the customer data.

It also helps in identifying customers, satisfying them and ultimately retaining them. Sales

revenue increases along with overall productivity and growth. It increases the quality of service

effectiveness. The sales department as well benefits as shorter sales cycles, increased revenue

from sales, and better sales efforts.

From the marketing perspective marketing efforts are sharpened and marketing campaigns are

improved. Right Now Technologies as a CRM software vendor has so much to offer the

customer as they have exhibited leadership in the customer service field and enables the

organization to actually focus a whole lot more on the customer.


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The basics of CRM include a business strategy that focuses on developing and retaining the

relationships existing between customer and organization. The general perception is that CRM is

but a hype and the chance of CRM failure is high. Despite this, experts have speculated that

billions of dollars are going to be poured into the CRM industry making it one of the fastest

growing sectors in the market.

CRM Basics:

Vendor Scrutiny Essential

Industries need to know that most CRM solutions are far from easy to implement and that they

need acute understanding of CRM services and vendors before its actual implementation.

Vendor scrutiny is absolutely essential to ensure that an organization chooses the most

appropriate solution for its business activities. This step although the first proves to be as much a

perquisite as the actual implementation.

CRM systems basics focus on the idea that customers hold the key to success and this is easily

evident from their phenomenal impact on sales, marketing, and market trends .While choosing a

solution it is important to scrutinize each vendor and make sure that the chosen solution

contributes to organization goals.

Technology vs. Customer Strategy

Merely focusing on the implementation of varied technology would not suffice. It is evident that

personal contact, employee knowledge of customers, establishing an excellent rapport with the

customer himself all contributes to the success of the organization. With the installation and use

of technology alone customer pitfalls cannot be overcome.

CRM Rewards

CRM also provides the customer with a much needed avenue to vent his problems, ideas and

suggestions. Hundreds of sales leads are lost yearly as disinterested employees pay slack

attention to customer suggestions. A venue is required for these suggestions. This is supplied by

CRM implementation.

The Net Result

Observing an excellent response from the organization , the rapport established with them and

the interest paid to their suggestions and ideas,boosts customer interest in the organization itself

along with the products and services it carries , with the net result being a hike in customer

retention and customer loyalty. CRM services are vital to an organization and are a perquisite

that needs to be adopted.


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What CRM Offers:

CRM has a lot to offer most industries but it is the mode in which it is actually implemented that

holds the key to actual CRM success. It is the common misconception that technology comes

before customer strategies but in reality it is the other way around. Customer strategies are the

keystone to business activities and technology is the latter half. There can be such a thing asCRM collapse if the organization fails to do what it needs to in order to ensure success and use

adequate management and other resources required .

The basics of CRM require a comprehensive study of the customer, collation of his data and

provision of this data to the organization. It is imperative that organization employees gain

access to this data especially those that are engaged in direct dealings with the customer himself.

This collated data proves rewarding in that it is an insight into the customer and thereby provides

the person / persons using it to find solutions to customer problems.

Healthcare organizations of all types are consolidating and often losing money as a result. Oneway to help stem the tide of this negative financial performance is to provide customers with

consistent, quality information and customer service through the call center and throughout every

aspect of the entire enterprise. Customers must be made to feel that they are truly the key to a

medical organization's success. Presenting any other appearance can put the fiscal health of a

medical facility into serious jeopardy.

It will not be the panacea to the financial woes facing the healthcare industry, but it could mean

the difference between keeping the doors open - or closing them forever.

priyanka giri_crm project

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