Customer Relationship Management Mock Test - Vskills Practice Tests
Customer Relationship Management Tutorial · Customer Relationship Management Practice Test; Customer Relationship Management Pragnya Meter Exam. Customer relationship management (CRM) is increasingly important to firms as they .. Results” we report various statistics and conduct post-hoc power tests. Answer the questions on this interactive quiz and printable worksheet to evaluate how much you know about customer relationship management. You can.
Most of the workers had been there since the inception of the plant and the turnover was almost negligible. The plant managers entered into a long term settlement with the union to set the daily wages and the terms and conditions of work.
The long term settlement was renewed every 3 years. The workers were working in day night shifts in a month. Being a textile unit, it was a process industry wherein hurdle at one point of the process would stop the whole production. Moreover, if there were delay in the takeover of the shift, the output of the entire day would be affected. In the matters of indiscipline, the workers were charge sheeted and dismissed arbitrarily.
Since its establishment, the plant had seen eight Personnel Managers come and go. Narayan Murthy who was in his late thirties had been working with a multi-national company and had a wide exposure to the human resource practices.
He was given complete autonomy by the corporate office to transform the existing organizational culture. He also made training and development programs, an integral part of the employee development. Narayan Murthy also introduced the concept of multi-skilling where the worker was persuaded to work in different stages of the process. Although, the worker did not get a monetary incentive for the same, he developed enrichment of the skills.
Many a times the union resisted to this and then the supervisor had to tackle the situation diplomatically. Another measure, which Murthy adopted, was to develop an incentive plan for the workers. Any worker who recorded 26 attendances in a month was given an extra Rs. He also started educating the union and was planning to provide an office and separate notice board for the union office bearers.
He was also planning to reduce the 30 days night shift to 15 days night shift per month. As per this agenda, he had also planned to employ a lady as the Deputy Manager of Training, preferably more than 35 years of age who was expected to have completed the social obligations in terms of her marriage and child rearing.
He felt that a woman would be more successful in overcoming the suspicion among the workers towards the management as he had observed that the workers were receptive to women summer trainees who had visited the plant for about six weeks last summer.
Even at the Nasik plant, when a lady doctor was appointed as a physician, the workers went in for a strike objecting the appointment. The workers had afterwards shown a positive response though they had initially shown a stiff resistance to her appointment. In spite of taking these measures, Murthy felt that there was too much interference from the union and the employees were not enthusiastic about the changes.
And he wondered what else he should do to transform the culture of the organization. In what way would multi-skilling help in solving the problems of the plant? Caselet 2 Mitsubishi Motor Sales: Mitsubishi decided to change that. That was the beginning of a continuing drive toward improved customer service through a customer relationship management CRM initiative that would eventually engage multiple departments and 18 vendors. Today, Mitsubishi has one call center and an outsourced service provider that handles the most basic calls.
The cost per call has decreased by about two-thirds, and that savings alone paid for the system in 18 months, according to Rich Donnelson, director of customer relations. The system saves agents time and uncertainty and enabled the call center to handle 38 percent more volume, with an even staffing level.
Mitsubishi call center project team included members from its sales, marketing, finance, and IT departments, all of which contributed resources as needed. Early on, the team members established some rules of the road. But that required a constant struggle to keep 18 vendors heading in the same direction.
The team members also decided to implement changes slowly, adding a technology only when all employees were using the last one implemented.
This approach allowed call center agents to get comfortable with the new technology over time. The journey began in earnest in Junewhen Mitsubishi chose to outsource its most basic level of customer calls to Baltimore-based Sitel Corp. Also, as part of the companywide customer focus, a new customer-centric data-base was consolidated in-house the next year.
The database became the engine powering the call center, but unfortunately, dirty data were a major stumbling block. The project stalled for months as the data were cleansed and updated. In earlya digital phone switch from Avaya Inc. Callers to the single toll-free number routed on menu choices.
Customer Relationship Management - Practice Test Questions & Chapter Exam | junkgenie.info
About half the callers got the information they needed from an interactive voice response unit, which can answer fairly sophisticated queries without live contact. Simple calls went to Sitel, and the rest were routed to call center agents with appropriate skills. And Smart Scripts workflow software from Siebel provided agents with decision-tree scripts and automated customer correspondence.
The next month, the company started using workforce management software from Blue Pumpkin Software to hourly forecast call center coverage. Aside from happier customers, the benefits to call center employees include career growth and higher pay. Previously, agents in separate call centers handled specific areas: Now the silos are gone and agents can learn new skills in multiple areas, greatly increasing call center flexibility.
The workforce management software schedules training time during lags, and agents who learn multiple skills earn more money. Call center turnover, which has traditionally been more than 20 percent, was about 7 percent last year.
What is the business purpose of each of them? Why or why not? What is the CRM? Define all the Customer Retention Strategies.
Customer Relationship Management Chapter Exam
If all the numbers are large, the project is way too big. Can you identify a logical chunk of the problem that would make a setup toward improving the situation? The extent to which customers recognize and willing to accept this variation is called: Zone of tolerance b.
Zone of fitness c. Zone of acceptance d. Reactors make adjustments unless forced to do so by environmental pressures. Least profitable customers are categorized in: Write the difference between perceptions of service quality and customer satisfaction. This case study describes the success factors that allowed Giordano to grow rapidly in some Asian countries. It looks at three imminent issues that Giordano faced in maintaining its success in existing markets and in its plan to enter new markets in Asia and beyond.
In what ways, if at all, should Giordano change its current positioning? Would these factors remain critical over the coming years? The occasional failure represented a current limitation and indirectly pointed management to the right decision in the future.
To demonstrate his commitment to this philosophy. I hope everybody learns from this. In Singapore, it won numerous service awards over the years. It was given the Excellent Service Award for three consecutive years: It also received three tourism awards: These were just some of the awards won by Giordano.
How did Giordano achieve such recognition for its commitment to customer service? It began with the Customer Service Campaign in This philosophy had three tents: We welcome unlimited try-ons; we exchange — no questions asked; and we serve with a smile. The yellow badges reminded employees that they were there to deliver excellent customer service. Since its inception, several creative, customer-focused campaigns and promotions had been launched to extend its service orientation.
For instance, in Singapore, Giordano asked its customers what they thought would be the fairest price to charge for a pair of jeans and charged each customer the price that they were willing to pay. This one-month campaign was immensely successful, with some 3, pairs of jeans sold every day during the promotion.
Over 10, T-shirts were given away. Far from only being another brand-building campaign, Giordano responded seriously to the feedback collected. Against advice that it would be abused, Lai also introduced a no-questions-asked and no-time- limit exchange policy, Which made it one of the few retailers in Asia outside Japan with such a generous exchange policy.
Giordano claimed that returns were less than 0. To ensure that every store and individual employee provided excellent customer service, performance evaluations were conducted frequently at the store level, as well as for individual employees. The service standard of each store was evaluated twice every month, while individual employees were evaluated once every two months. Internal competitions were designed to motivate employees and store teams to do their best in serving customers. In addition, every Giordano star was evaluated every month by mystery shoppers.
No retailer of our size spends as much as us. It won the Top Advertiser Award from to Different clothing items were offered at a 20 percent discount from 12 A. To keep listeners awake and excited, the product categories that were on sale at each time slot were released only at the specified hour, so that 9 IIBM Institute of Business Management Examination Paper of Customer Relationship management nobody knew the next items that would be on this special sale.
Listeners to the radio station were cajoled into coming to Giordano stores throughout the night Ang InGiordano won the Singapore Ear Award.
Its English radio commercial was voted by listeners to be one of the best, with the most creative English jingle.
In Singapore, within days of its launch, the new line sold out and had to be relaunched two weeks later. By Octoberover a million pairs of khaki trousers and shorts had been sold. This success could be attributed partly to its clearly defined communications objectives.
Its strength in executing innovative and effective promotional strategies helped the retailer to reduce the impact of the Asian crisis on its sales and take advantage of the slight recovery seen in early The key was in regional expansion. ByGiordano had opened stores in 23 markets, out of which Giordano directly managed stores. Which of the following best describes the purpose of CRM software for companies? Sell the most units at the highest price. Track customer interactions, identify preferences, and develop strategies to satisfy customer needs.
Determine potential new customers. Predict sales patterns for upcoming quarters. Explain what winning a new customer means. It's the same cost as keeping a new customer. It's aided by technology and CRM software. It's more expensive than keeping a customer. It's cheaper than maintaining a relationship with a customer. Analyze what customer satisfaction is.
When a customer sells an item online for a lower price than they bought it for. It is the end result of an effective marketing orientation and occurs when the good or service has met the customer's needs and expectations.
When customers feel they are getting a lot of value. When a customer purchases an item but is not happy about their purchase. What is customer value? The relationship between benefits and the sacrifice necessary to obtain those benefits. When an individual becomes attached to a marketing campaign. The relationship between goods and services. When expensive products deliver satisfaction. Which of the following is an example of CRM?