Customer Relationship Management

a\r  key\r  point\r  in\r  keeping\r  competitive\r  advantages\r  of\r  logistics\r  providers\r  

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Supply\r  Chain\r  Management\r  –\r  Martin\r  Hunter\r  

Örebro\r  University\r  –\r  January\r  2012\r  Matthieu\r  Augereau\r  &\r  Weishi\r  Kong\r  

Abstract

Effective customer relationship management can improve the operating efficiency and can boost company profits. It plays an important role in modern enterprise management. Due to the fact that products of logistic companies are often homogeneous, the competition in the logistic industry is very intense. Logistics enterprises generally realized that the key point to keep competitiveness is to keep their customers first. So, logistics companies start to build a customer-focused, demand-facing customer relationship management system. Experience shows that it can greatly improve customer satisfaction and enterprises’ profitability. It also can help to expand market, and continuously improve core competitiveness. In this article, we will briefly explain what CRM is, and how it works in practical application. Finally, we’ll give our suggestions to logistics companies about how to improve their CRM strategy in the future.

Key words: Customer Relationship Management, logistic companies, FedEx Corporation.

Table\r  of\r  contents\r  

Abstract............................................................................................................................ Introduction................................................................................................................... 1 Methodology................................................................................................................. 2 I/ CRM applied to logistics........................................................................................... 3

1. Definition of Customer Relationship Management........................................... 3 2. How does CRM Works?.................................................................................... 4

a) The customer classification based on customer profitability...................... 4

b) CRM Process.............................................................................................. 5 3. Why using CRM: The basic advantages......................................................... 8 II/ CRM as a solution to differentiate from competitors............................................... 9

1. Standing out from the competition..................................................................... 9

a) Being customer centered............................................................................. 9 b) Bring the customer closer......................................................................... 10 2. The advantages to logistics enterprises............................................................ 10

a) To increase customer loyalty.................................................................... 10 b) To build a barrier...................................................................................... 11 c) To reduce the total cost............................................................................. 11 3. Suggestions to improve companies’ CRM....................................................... 11 III/ Analysis: FedEx Corporation CRM...................................................................... 13

1. FedEx CRM systems..................................................................................... 13

a) Database.................................................................................................... 13 b) Calling center............................................................................................ 13 c) Website...................................................................................................... 14 2. The reasons of the utilization of CRM.......................................................... 14 Conclusion................................................................................................................... 16 References................................................................................................................... 17 Appendix..................................................................................................................... 21

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Introduction

According to the law of supply and demand, supply chain companies have to increase customer demand. One of the most well known solutions to increase it is to take care about its customers by developing a Customer Relationship Management strategy. CRM is a business strategy to manage the connection between the company and customers, using methods and technologies. The goals are to find and gain clients, keep those the company has so far, and save marketing costs.

Companies divide customers into three groups (large, medium-sized, and small

customers) to be able to have a specific relationship with each of them. A CRM process has been developed. It has four steps: a customer relationship formation process, a governance process, a performance evaluation process, and an evolution process. The goal is to create a long-term relationship with customers, providing them a unique service.

Therefore, to differentiate from the competition, developing a Customer Relationship Management strategy is crucial for logistics providers. And the question is: How Customer Relationship Management can help logistic companies to differentiate from competitors?

To answer this question we will begin with explanations about CRM, its process and its advantages for companies. Secondly, we will study CRM necessity for companies and try to find ways to improve it. Finally, to analyze CRM development in the logistic industry, we decided to take the example of FedEx Corporation. It is a logistics service company based in the United States and world leader in express delivery. The company was founded in 1971 and FedEx started to go global in the mid-1980s. Today, FedEx transports more than 3,2 million parcels and documents per day and employs more than 290,000 employees. (ehow.com, About FedEx)

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Methodology

Looking for an object of study, two significant topics seemed really interesting: management of the supply chain and value added services. We decided to focus on Customer Relationship Management, a subject that linked both topics together. It is a major issue for companies to take care of in order to keep their customers. It plays an important role in the customer choice to be loyal with the company or to change for another one.

There is a high amount of literature that can be found when looking at CRM. We supplemented our literature search with looking on the Internet to guide us through the information needed to complete our study. In the first part of the research, we focused on general explanations about CRM (process and advantages) using the Internet. After getting a first general overview, we decided to concentrate on its advantages and the opportunity it gives to gain customers by providing a specific service. Having finished the general parts, it was necessary to find an appropriate example to show how companies really use it. We chose to take FedEx Corporation as an example because it is one of the biggest logistics companies in the world and it has an extended CRM strategy.

We decided in our paper to focus on concept explanation, ways to improve that concept and analysis using the example of a company. Most importantly, we tried to analyze the essence of our object of study to give a precise and understandable answer of our problematic.

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I/ CRM applied to logistics

1. Definition of Customer relationship Management

Customer Relationship Management (CRM) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way (searchcrm.techtarget.com). The core ideology of CRM is customer-centered. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service (Gartner, Inc. 6 June 2009). CRM means that company responsibilities are not only providing the services based on price, but also to help customers to create value for themselves.

There are 4 levels of the connotation of CRM (cscmpchina.org, 2010-7-20).

Firstly, CRM reflects the company’s management ideology and operating strategy. On the basis of customer classification, CRM can help to organize enterprise resources effectively, develop a customer-centric business practice and the implementation of a customer-centric operation process. And by using these practices and processes, it can improve profitability, margins and customer satisfaction.

Secondly, CRM is an effective way of management implementation in order to obtain competitive advantages. By improving product performance, and enhancing customer service, CRM can greatly increase customer value and customer satisfaction. By this means, it can help to build a long-term, steady, mutual trust and win-win relationship with customers (Enterprise Vitality, 2004-03). Thus, the logistics enterprises can win new clients, retain current ones, and improve operating efficiency and competitiveness.

Thirdly, CRM is a kind of enterprise mechanism. By keeping contact and interchanging information with customers, logistics enterprises can know about their clients and influence them step by step. It is very important in retaining customers. So,

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of course, logistics enterprises can make more profit. By implementation of CRM, service providers are able to know and analyze dynamic customer condition, realizing the different customer profitability, and provide specific service for different customers.

Last but not least, CRM is also an advanced information technique. It relies on software technology to provide information services. The core of CRM system is the management of customer data. And the customer data base is the most significant data base within the enterprise. It records all information interbehavior with customers in the process of marketing and sale process. It will play a major role in supporting the later analysis and decision-making. (runcrmwell.cn, Definition of CRM)

2. How does CRM Works?

a) The customer classification based on customer profitability Because the competition in logistics industry is becoming more and more intense, to provide differential services to a certain kind of customer is particularly important. Customer profitability (CP) is the difference between the revenues earned from and the costs associated with the customer relationship in a specified period.

According to size of the contribution, customers can be divided into three groups: large customers, medium-sized customers and small customers. (Huanyu group paper, no.138, sep. 2011)

The first group is large customers. They only take 5% of the total number of the companies’ customers, but profit from them takes over 50% in the total revenue. (Casme, 2011-6-10).

Large customers are the main resource of revenue of any logistics enterprise. So, the relationship with these customers almost determines the success or failure of a logistics enterprise. So, logistics enterprises should try as much as possible to maintain a long-term cooperative relationship with them. There is a high probability that these clients become volunteer advocates. If they are satisfied with the service,

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they may introduce new potential customers to the logistics enterprises. Therefore, they have a great impact on the enterprises’ future market. So, it can significantly decrease advertising costs. And their words may seem to be more dependable than commercials.

Logistics enterprises should pay enough attention to this group of customers, to improve their satisfaction and enhance customer loyalty. So, in the frequent information interchange process, logistics enterprises should avoid making any deviation.

Medium-sized customers are the second division. They take 15% of the total amount of customers (Huanyu group paper, no.138, sep. 2011). Compared to group one, their relationship with logistics enterprises is less close; but they can also influence potential clients. And sometimes, by ameliorating and maintaining the relationship with them, logistics enterprises can make them into faithful customers. That would be a solid resource of profit.

Small customers take the rest 80% of customer amount, but they provide only 20 percent of the whole revenue (Huanyu group paper, no.138, sep. 2011). Their volume of business is small, or they are not loyal customers. They just select the services provided by logistics enterprises at random. So, the contribution of small customers has no decisive effect to the operational capacity of logistics enterprises (Enterprise news, 2011-5). But, logistics enterprises should notice that, because of the huge number of small customers, the force of their word of mouth is remarkable. So, logistics enterprises should continuously improve their service, and then increase the small customers’ satisfaction, create the word of mouth effect.

b) CRM Process There are three different possible levels: the functional level, the customer-facing level, and the company-wide level (K Rababah, 2011). In this paper, we focus our research on the CRM process on the customer-facing level.

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Several scholars studying buyer-seller relationships have proposed relationship development process models (Wilson, 1995). Building on that work, a four-stage CRM process framework is developed, which comprised of the following four sub-processes: a customer relationship formation process; a relationship management and governance process; a relational performance evaluation process, and a CRM evolution or enhancement process. (Appendix 1: The CRM Process Framework)

The formation process of CRM refers to the decisions regarding initiation of relational activities for a firm with respect to a specific group of customers or to an individual customer with whom the company wishes to engage in a cooperative or collaborative relationship. So, it is important that a company be able to identify and differentiate customers.

The overall purpose of CRM is to improve marketing productivity and to enhance mutual value for the parties involved in the relationship. Improving marketing productivity and creating mutual values can be achieved by increasing marketing efficiencies and/or enhancing marketing effectiveness.

Customer partner selection is another important decision in the relationship formation stage. In the initial phase, companies have to decide on which customer types and specific customers or customer groups to focus their CRM efforts on. Subsequently, when a company gains experience and achieves successful results, the scope of CRM activities can be expanded to include other customers in the program or to include additional programs (Shah, 1997).

CRM programs and strategies require logistics enterprises to select a appropriate form of communication depending on the customer classification.

Once a CRM program is built, it must be managed and governed. Communication with customer partners is a necessary process of relationship marketing. Beside communication, some other efforts to create common bonds will have a more sustaining impact on relationships. Several human resources decisions are also important in creating the right organization and climate for managing relationship

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marketing. Training employees to interact with customers, to work in teams, and manage relationship expectations is important (N sheth, 2001).

Finally, proper monitoring processes are needed to safeguard against failure and manage conflicts in relationships. Good monitoring procedures help avoid relationship destabilization and the creation of power asymmetries. They also help keep CRM programs on track given proper alignment of goals, results, and resources. (N sheth, 2001)

Not all CRM investments show up directly on the bottom line. Intangibles like loyalty and satisfaction are hard to measure, but important to value.

The return on investment in CRM projects is no longer limited to increased revenues and cost savings measurements. But calculating how such programs impact other increasingly important strategic goals like customer satisfaction and customer loyalty remains a challenge. Understanding the hard returns on CRM in terms of these critically important intangibles is not only important for justifying boardroom financing for them, but their careful measurement can also identify and steer companies toward those initiatives that have the biggest payoffs and most competitive advantages.

New measures of return on CRM are not strictly about revenues and cost savings but look more broadly and long-term at the lifetime of the customer relationship. The Loyalty Value Added methodology and toolkit from e-Loyalty is another way of translating customer-centered operating metrics into quantifiable values. (D Costello, oct. 2000)

Individual customer relationships and CRM programs are likely to undergo evolution as they mature. Some evolution paths may be pre-planned while others evolve naturally (Suriender, 2009). For example, when companies are acquired, merged, or divested, many relationships and relationship marketing programs undergo changes. Also, when senior corporate executives and senior leaders in the company move, CRM programs undergo changes. (N sheth, 2001)

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3. Why using CRM: The basic advantages

When using CRM system, logistics enterprises can integrate information collected from E-mails, phone calls, and faxes. By integration these information, enterprises can avoid of the limits of separated office automation system, financial system and trading system (cscmpchina.org). It can increase the information interchange efficiency within the enterprise, and reduce the data error to the minimum level.

It makes the communication between logistics enterprises and their customers easier. On one hand, the logistics enterprises collect customer information when trade. On the other hand, customers tell the logistics enterprises their demand and suggestions on some certain service. So, to provide personalized transportation service becomes possible. It sustains the customer relationship and increase competitiveness.

CRM helps logistics to share internal resources (cscmpchina.org). CRM system includes the information from sales, marketing, and service department. So, the convergence work within the enterprise becomes smoother. The operating efficiency is improved, and it guarantees to provide a good quality of service.

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II/ CRM as a solution to differentiate from competitors

1. Standing out from the competition a) Being customer centered Between two similar service qualities, the customer tends to choose the less expensive one. But lowering the price of its services is not the only solution to attract customers. To expand, logistics companies have to differentiate from competitors, offering something that answers customers’ needs. Companies have to avoid offering homogenous services and start being different offering what customers expect from them. Homogeneous products are goods viewed as identical by buyers. In particular, the producer of a product cannot be identified from the product itself. (glossary.econguru.com, homogeneous products)

Beyond modifications of the product itself, companies can stand out from the competition offering specific services to the customer (metiersadomicile.com, se démarquer de la concurrence, 2009):

• Shorter delivery time while keeping the same delivering quality (right product, right place, right time, correct cost, and good condition).

• Explanations about the service to entice the customer to use company’s services. This could be done thanks to a calling center or via a website. • Give advices to the customer, for him to feel closer to the company.

• Create a customer club for customer loyalty. Other techniques for customer retention are a loyalty card, points card, and advantage card.

• Provide customer service in case of problem. It is needed to have an efficient calling center where qualified technicians are able to help the customer. • Work on human relationship to show to the customer that the company is customer centered.

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b) Bring the customer closer The logistic market is composed of a diversified offer that could be classified in four groups: the specialists, the generalists, the regionals, and the e-commerce actors. The specialists are design for a specific market, whereas the generalists evolve on several markets. (supplychainmagazine.fr, May 2008)

Observing the economic performances of these groups, we find that the specialists are growing faster. Indeed, their specificities allow them to stand out from the competition offering specialized or specific industry solutions. Contrary to vertical CRM manufacturers, horizontal CRM manufacturers offer non-specialized product. This category corresponds to major CRM vendors. To compete against niche players, big logistic generalist companies needs to segment their offer, becoming multi-specialists. Segmentation by job or activity type gives also the advantage of bringing closer the customer from the decision center.

Therefore, the point for specialists is to create a specific and unique knowledge and for generalists to segment their offer by occupation. In each case, the most important thing is to take care about the customer relationship, to provide him a higher service level, and to be as close as possible from him.

2. The advantages to logistics enterprises a) To increase customer loyalty We believe that, the fundamental purpose of CRM is to help logistics enterprises to adapt the changing market demand. So, to gain as many customers as possible and sustain the relationship is extremely important.

Customers need a service that can meet their demand the most. By using CRM, logistics enterprises can provide products which exceed the customer’ expectations.

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b) To build a barrier An ordinary manner of marketing is easy for competitors to mimic. But, with a well-organized CRM system, the logistics enterprise owns all the information of a customer, it is an internal competitive advantage, and it is nonimitative. If the logistics enterprise can provide services as the same quality as others do, it’s just like to build a barrier to prevent their customers to be “stolen”.

c) To reduce the total cost Historically, all the business activities in a logistics company were to satisfy its own demand instead of customer-facing, that would add the management cost. But now, with CRM, logistics enterprises can increase their sales amount by the long-term cooperation with current customers. It reduces sales cost and marketing cost. By word of mouth of satisfied customers, logistics enterprises can expand their market easily.

3. Suggestions to improve companies’ CRM

Most businesspeople agree that customer relationship management initiatives are a proven way to reduce costs and improve customer satisfaction. However, it is a myth that CRM initiatives always require huge amounts of money or resources. Small changes, at minimal expense, can have far-reaching, positive effects (Adler, May 3, 2004).

Here are 3 simple, low-cost ways for logistics enterprises to improve CRM.

• They can call their main business telephone number and experience what the customers hear when they call their company. Senior management is often unaware how difficult it is for customers to call their company to do business. It could also be interesting to create a mission statement for their call center, technical support, and help desk that accurately reflects what's expected of those employees.

• The second suggestion is that companies use their customer data more effectively.

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When a considerable investment has been made to gather customer information, logistic companies need that very data to help them. Collecting in-depth information about the customers is not enough. Data quality requires more than only knowing who they are. It also means being alert for stale entries and duplicates records.

A third proposal is to listen to the customers. There is no one better equipped or more willing to give advice than the customers. Surveying them frequently and asking questions such as \"How easy is it for you to do business with us?\" could be a solution. Discuss their responses with other managers and the people who interact with their customers. Most often, companies will find that making small changes in the ways hey do business can have dramatic positive results.

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III/ Analysis: FedEx Corporation CRM

1. FedEx CRM systems a) Database

FedEx Corporation has launched a major Customer Relationship Management

initiative in order to fully use its customer data. FedEx keep information about its customers and appropriate software gives them the ability to use it the right way. “In an ambitious multiyear effort, FedEx will deploy software from Clarify Inc. in San Jose to create a system that gives every member of the Memphis-based company's 3,300-person sales force a comprehensive view of every customer, detailing each one's needs and suggesting services that might meet those needs”, said David Kevren, vice president of worldwide services at FedEx, in 2000 (Computerworld, 2000).

This system allows FedEx to help its customer in many ways. Sales

representatives can see in real time every customer history and thus sell them the most appropriate offering to meet its needs. As FedEx offers more than 220 different services, it is a major issue to help the customer choosing the right one. Thanks to its database, the company is able to sell the right offer to the clients and satisfy their demand.

FedEx Customer Relationship Management system is also a marketing tool

because it enables the company to conduct accurate promotions campaigns offering to the customer a service that correspond to customer previous deliveries.

b) Calling center

FedEx calling center is a major asset of customer relationship. Its role is not only

to manage deliveries but is also and above all to give advice to customers about services and transportation.

FedEx is using interactive voice response to automate all incoming routine calls.

An interactive voice response is a technology that automates interactions with telephone callers (voxeo, IVR). Customers can still ask for a salesperson if they want

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to. Using this technology has a double advantage for FedEx: it save money and it gives more time for salespersons to answer complex customer questions.

To inform clients about necessary proceedings for a delivery is another role of

calling centers. FedEx decided to be really proactive giving as much information and advice as possible to customers. The customer better rely on the company if it acts proactively (relationclientmag.fr, 1998).

c) Website

FedEx has developed its website in the past few years to make it easy to use and

understand. The website as two purposes: give information to the customer and allow the customer to do web-based transactions. In both cases the website is creating huge cost savings because the company needs less salespersons.

2. The reasons of the utilization of CRM

Above all, CRM is a mean for FedEx to keep its customers by informing them about its services, providing them the right service, and saving their time. Information is provided before, during, and after deliveries. To be well seen by its customers, FedEx has developed a proactive information service to explain its activities to the customer. The company is using data software that gives to the salesperson the customer history and enables him to provide the best service to the customer among more than 220 services. FedEx website is also a mean to save customers time. Finally, CRM is FedEx mean to create customer loyalty.

Customers want fast service and fast answers from FedEx. They don’t want to loose time while calling a salesperson or not finding what they want on the website. That’s the reason why FedEx is taking care about its website and train their salesperson for them to be able to answer every question and avoid transferring customers.

FedEx needs to be very reactive in case of problem to avoid loosing customers.

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For example, on December 19th 2011, they had to respond quickly to a Social Media crisis. An Internet user uploaded video of a FedEx delivery person laying a video monitor into his lawn. This video created an Internet buzz and has been viewed more than three million times. Quickly, Matthew Thornton, FedEx Senior Vice President, posted a response to this video: “Along with many of you, we’ve seen the video showing one of our couriers carelessly and improperly delivering a package the other day. As the leader of our pickup and delivery operations across America, I want you to know that I was upset, embarrassed, and very sorry for our customer’s poor experience. This goes directly against everything we have always taught our people and expect of them. It was just very disappointing.”

Customer Relationship Management involves proactive actions (information) as well as reactive actions (response to crisis).

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Conclusion

Customer Relationship Management is definitely one of the most important

issues that logistics providers have to take care of. Indeed, it is essential to create customer loyalty, to differentiate from other logistics companies and to reduce marketing costs. CRM help to differentiate by creating a unique relationship between the company and customers.

Analyzing the case of FedEx we discover that customer relationship is managed thanks to the company’s website, call centers, and database. We also learnt that answering quickly to customer needs and to crises is crucial.

Logistic companies’ CRM can still be improved. Our suggestions are to do regular tests of the call centers to avoid mistakes, to use the data even more effectively, and to listen more customers’ needs. As customers are more and more using the Internet, it will be a major issue to improve websites by making them more understandable for the customer, to include software that help the client to choose the best service for its needs, and to make web-based transactions easier.

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Appendix:

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