Sample of bbs 4th year project report(Format only)
(A case study of Dreamland Gold Resort Pvt. Ltd.)
A Project Work Report
Submitted By:
TU Regd. No.
Campus
Submitted to:
Faculty of Management
Tribhuvan UNIVERSITY
Kathmandu
In partial fulfillment of the requirement for the Degree of
Bachelor of Business Studies (BBS)
Jan, 2020
DECLARATION
I hereby declare that the project
work entitled “Customer
Relationship Management IN HOTEL INDUSTRY (A case study of Dreamland Gold Resort Pvt.
Ltd.)”
submitted to the Faculty
of Management, Tribhuvan University, is an original peace of work under the supervision ..............Campus, Nepal and is submitted partial fulfillment of the requirement
for the award of the Degree of Bachelor of Business Studies(BBS). This project work has not been submitted to
any university or institution for the award of any degree or diploma.
.
.......................................................
Campus
SUPERVISOR'S RECOMMENDATION
This Project Work
entitled “Customer Relationship
Management IN HOTEL INDUSTRY (A case study of Dreamland Gold Resort Pvt.
Ltd.)”
Submitted
by ........................Campus, ................... is prepared under my supervision as per the
procedure and format requirements laid by the Faculty of Management, Tribhuvan UNIVERSITY as
partial fulfillment of the requirement for the award of the Degree of Bachelor
of Business Studies(BBS). I,
therefore, recommend the Project work report for emulation.
……………………………………
..........
Supervisor
.... Campus
Date:
……………………
Endorsement
We hereby endorse the project work entitled “Customer
Relationship Management IN HOTEL INDUSTRY (A case study of Dreamland Gold Resort Pvt.
Ltd.)”
Submitted
by .................... in the
partial fulfillment of the requirement for award the of Bachelor of Business
Studies(BBS) for external evaluation.
……………… ………………
Mr. ....................... ...............................
Management
Research Committee
Campus Chief
.........................Campus ................... Campus
Date : Date
:
Abstract
During
last decades, the development and alteration of the business environment grow
tremendously fast. The rapid technology improvement, deregulation and
globalization, have forced companies to go through the process of reinventing .
The investment that helps companies to improve their competitive abilities is
presented in two ways. The first is a tangible asset which has physical
evidence, whereas the later one is an intangible asset, without physical
evidence. The appropriate intangible asset helps the company to achieve the
success, which is called as the roots of company value creation . Moreover,
researcher believe that intangibles asset are major drivers of company growth
and value in most economy sector. Before the financial crisis of 2008, Neil
Gross in Business Week August 2001 stated that valuing intangibles is a tough job, but it has to be donei. He also
claimed that there are crucial transformations in defining important asset. The shifting from brick and mortar to patent
and knowledge are the new realities that grow in latest Modern business
competition.
Starting from the premise that the market
price of a stock immediately incorporates all relevant information to the
asset, which is a reasonable measure of the market value of a company, and the
impact in financial statements caused by restrictions to record intangible
assets. This article aims to study the relationship between the corporate
market value and intangible assets not recorded, in order to verify the
existence of a negative relationship, which would explain part of the
differences between the book value and market value of companies, occasioned by
the restrictions of accounting standards for records intangible assets, whose
record is basically limited to situations of business combinations developed
which aims to capture the effect of the presence of intangible assets and the
abnormal return of the total assets of the companies, since they are
understated due to the absence of registration of internally generated
intangible assets. Financial variables were also used as explanatory variables
in order to reinforce the equation and isolate the effect of intangible assets
of market expectations. The survey noted the existence of a negative
relationship between these variables and allowed the development of a model
indicative of potential intangible assets not recorded, which explains part of
the difference between market values and accounting.
ACKNOWLEDGEMENTS
I’m heartily indebted to my
respectable Supervisors Mr. ........... Lecturers of ................Campus, who despite their hectic
schedule, provided invaluable and insightful suggestions and comments to me
while I was preparing this report.
I would like to pay my sincere thanks
to Dr. ...................., Campus chief and
...........Head of Research Department other respected teachers
of my college and all the staff of this
campus for their help in providing me various kinds of suggestions, information
and comments.
………………………….
........... Campus
Roll
No.
Table of Contents
Tital Page…………………………………………………………………………i
List of Table
Page
Table 4.1 Within case analyze of DREAMLAND GOLD
RESORT PVT. LTD's CRM objectives 19
Table 4.2 Within Case Analyze of DREAMLAND
GOLD RESORT PVT. LTD’s CRM Management 22
Table 4.3 Within case Analyze of DREAMLAND
GOLD
RESORT PVT. LTD’S CRM Evaluation 24
Table 4.4 Cross case Analyze of CRM
Objectives 26
Table 4.5 Cross case Analyze of CRM
Management 27
Table 4.6 Cross case Analyze of CRM
Evaluation 29
CHAPTER- I
INTRODUCTION
Nepal is
a country of
its natural beauty,
which is treated
as domestic resources to
earn the foreign
currency and it
plays an important
role in-economic development of
the country. Many tourism industries are running in Nepal to contribute economic
as well as tourism development of the country although most of the people are living below the
poverty line due to
various factors like
rugged terrain land,
rock position, poor resources, endowment, institutional
weakness and inappropriate economic policies are responsible now peace of
development of Nepal.
Customer Relationship Management
The hype
surrounding CRM has only been pervasive within business, technology, media, and academic
communities since early
1997 (Fayerman, 2002).
According to Wilson(2002),
the influential study
by Reichheld and
Sasser (1990), which
showed the large impact on profitability of small
increases in customer retention rates, was the start out, making the marketing
community more conscious of the need to manage customer relationships in the
long term as well as prior to the first sale.
CRM
technological initiatives are most commonly implemented in functional areas
such as customer support and service, sales and marketing to optimize profitability
and revenue. However, there is no universal explanation of what CRM is, since
the area is fairly new and still under development. It is therefore important
to know that numerous attempts of defining CRM exist and that many
organizations adapt the definition to their own business and their unique
needs.
Dreamland Gold
Resort Pvt. Ltd, Manigram-3, Rupendehi, Nepal Dreamland Gold Resort
is situated in the southern belt of the country 8 kilometers to the south from Butwal, a business
hub in the western Nepal, and at arms
length from the Bhairahawa Airport which has several flights in a day from Kathmandu and is about a 30
minute fly from the capital. The
location enjoys many sorts of means of transportation on land also. Located sequestered from the bustling
urban centers, this is a getaway to
an idyllic holiday experience. Away from the heat, smog and roaring traffic, your joy with a lot of
personal space is overpowering and sheer
dynamism of rural location is intoxicating. The Resort is dedicated to an entirely noble definition of luxury
with air-conditioned deluxe suites
and conference hall in serene environment,
experienced and welcoming staff, continental food along with typical hot and spicy Nepali cuisines,
doctor-on-call and unobtrusive room services. Dreamland Gold Resort Pvt. Ltd, Manigram-3, Rupendehi, NepalThe
Resort is located in between two
very famous historical places: one, the birth place of Lord Buddha-Lumbini and the other, his maternal
house-Devdaha.
It has a lot of
other things to offer in traveling in all sorts of means-bicycles and other four-wheeled vehicles- to their coveted destinations and unique rural
surrounding replete with tribal and ethnic
livelihood. The simplicity of people, their diligent daily schedules, awe-inspiring festival celebrations of
various tribes and un-spoilt rustic
and sylvan beauty are worth experiencing once in life. Amidst the swaying crops and
complete tranquility, it is an ideal
get away from hustle and bustle of
busy city life. Dreamland reminds you the
freshness of flowers and it is just perfect for invigorating of your spirit. We indeed offer exceptional
experiences and extraordinary
memories of your
stay in the resort.
Dreamland Gold
Resort is sandwiched between Lumbini (Lord Buddha is Birthplace) and
Devdaha (his maternal home), two of the most globally renowned and sacred places on earth. These places are the
religious legacies not only for a
certain number of followers but also for the whole peace loving humanity.
Dreamland Gold Resort Pvt. Ltd, Manigram-3, Rupendehi, NepalThe resort is easily accessible from the both.
You can travel to the places by any means
of transportation- on bicycle, by taxi and by bus. Devdaha is 10/15 minutes drive from here while
for Lumbini, it takes 40 minutes. You
are taken aback by the landscape replete with the lush green vegetation and prosperous crop field
during your drive. Unlike hubbub and
worry of traffic jams and other nuisance of the busy cities, your driving, here, remains smooth, speeding
and exhilarating washed with purely
refreshing gust of breeze. As you pass by the places, thecuriously welcoming
eyes and innocent smile of the locals would further make you feel a sense of belonging.
Dream Land Gold
Resort located nearly 270 kilometres from the capital city Kathmandu and approximately a 7-hour drive on luxury bus. The journey can be even shorter if you are
traveling in a car. The nearest airport
at Bhairahawa is 13 kilometres and there are several flights to the airport from other major cities.
It takes about 30 minutes to get to the
airport and to the resort some 20 minutes drive on land. The resort is about 14 kilometers from the
southern Nepal India border. The
charge of fare varies depending on
what type of service you opt for. Dreamland
Gold Resort Pvt. Ltd, Manigram-3, Rupendehi, NepalIf you choose to travel to the resort on land it remains more thrilling.
As you are driving/being driven
along the meandering Trishuli River, you can see splendid lush forest, exotic rocky mountains, lush forest,
numerous
murmuring
waterfalls from the road. To get to the Resort you have to travel past the highest altitude in the Mahedra Highway (the
longest highway to connect eastern
Nepal to the western) called Daunne Hill
which is full of abundant greenery. After you have reached Butwal, a popular flourishing business hub in
the western Nepal, your drive swerves
southward for about 8 kilometers. There we are waiting for you
to warmly
welcome.
Facilities
Well furnished
12 deluxe rooms with bath tub One well equipped conference hall can
accommodate upto150 pax One well
Furnished Meeting room with100 people
capacity Lush garden with BBQ food court Oasis Lounge with Crystal clear
swimming pool Dreamland Gold
Dining: serving multi cuisine
Merlot Bar :
serving plenty of concoction
What keeps a
good customer coming back is good service and today’s economic climate demands more
than ever that
customer acquisition, profitability, and
retention remain central to an
origination’s business. But that cannot be done if customers are running out the door
before organizations even
discover who they
were or, more
important, what they potentially
were. To keep them in store, organizations need to offer a better customer
experience and they are turning to CRM applications and processes to do just that.
Intimate customer relationships offer organizations several advantages. To begin with, the relationship can create a
committed customer. More than simply a repeat purchaser, the committed customer
has an emotional attachment to the seller. These emotions can include trust,
liking, and believing in the organization’s ability to respond effectively and promptly
to a customer problem. Committed customers can be viewed as organizational assets
who are likely to be a source of favorable word-of –mouth referrals and are
more resistant to competitor’s offers. Selling more services or products to an
existing customer, increases revenue from that customer and costs less than
acquiring a new one that it costs an organization six times more to sell a
product to a new customer that it does
to sell to an existing one.
It is difficult to
evaluate tangible returns
on the resources
expanded to plan,
develop, implement, and operate CRM. Therefore, the intangible nature of
benefits such as customer loyalty, service quality, value enhancement,
innovation of operation, effectiveness
of processes, service
improvement, competitiveness, trust,
and efficiency have to be
measured.
Main objective
of this research
is to study
the Customer Relationship
Management in Nepalese Hotel
industry under study.
The specific
objectives of the study are as follows:
- To
identify the objective of CRM that Nepalese Hotels define.
- To
examine the management and usage of the customer relationship in Hotels.
This study
is all about the
CRM in Hotel Industry, which
focuses on the
three questions as its objectives. A sound CRM system should ensure that
customers get the same fast response and the same service, no matter how they
contact the organization. The conclusion drawn from this study has the significance
importance to all Hotel organization, consultants, managers and CRM initiatives,
information management professionals who want to explore the ramifications of
CRM on traditional information management practices and senior management who
are planning to enter or expand their Hotel operations and the other researcher
in the same field.
No research is
biased by any limitation. Thus this study is also limited by the following factors.
1. This study
only covers the
CRM objectives, CRM implementation, and CRM evaluation of the Nepalese Hotel Industry.
2. This study
is limited to
only Dreamland Gold Resort Pvt.
Ltd.
3. This study
is based on
the primary sources
of data. Therefore
reliability and validity might affect by the respondent intension.
The whole study
has been organized into five chapters in the following order:
Chapter I: Introduction
Chapter II: Literature Review
Chapter III:
Research Methodology
Chapter IV: Result and Findings
Chapter V: Findings and Conclusion
CHAPTER-IILITERATURE REVIEW
According to
Kim (2003), CRM objectives can be divided into four categories as described
below:
1.
Customer knowledge:
1. Collecting appropriate customer information
2. Analyzing customer data
3. Acquiring new customers
4. Improving skills of employee
5. Improving CRM technique
6. Secure service
2.
Customer interaction:
1. Appropriate response to customer request
2. Integration of business processes
3. Improving channels management
4. Maximizing the effectiveness and efficiency of
organization Operations
5. Customizing products and services
3.
Customer value:
1.
Improving customer retention
2. Profits increase
3. Improving customer
service and support
4. Building an
attractive virtual community
4.
Customer satisfaction:
1. Improving service quality
2. Establishing relationships with customers
Minu
Raghubansi (2004), conducted a research work“ A FinancialAnalysis of
Radisson Hotel Kathmandu”
. The primary
objective of thestudy is to find out facts & figure of
Radisson Hotel Kathmandu, so as to understand
or figure out financial position
of the Hotel. Further, the
quantities relation can
be used to
diagnose strength &
weakness in a hotel‟s performance. Rather, the principal
objectives of the study are: -
- The
computation of various
selected financial ratio (viz.
leverage, liquidity, solvency)
- Evaluation
of the financial performance of Radisson Hotel Kathmandu,
- Ascertain
the time-series analysis of the hotel.
- Offers
a package of suggestion on the basis of findings.
Under the study
Major findings are: -
- Current ratio is
quantitative test of firm‟s liquidity. In case
of Radisson Hotel Kathmandu, the ratio is always below conventional
standard 2:1, revealing that
current ratio were
never sufficient to meet their current liabilities.
- The
quick ratio is also below 1:1 mark except in the years 2055/56 &
2056/257. However, with an average of 0.68: 1, quick assets are more or
less able to meet their obligations though not sufficient.
- Financial leverage
of the hotel
is increasing year
by year despite the decline in the initial
years.
- Most
of the firm‟s assets are financed
by debt capital & less than 50% of the firm‟s assets have
been financed by equity capital.
- Low
ITR indicate obsolete inventory of lack of efficient inventory management.
- The negative
relation between net
profit & sales
is the sign
of inefficient
management of the
hotel to recover
operating cost of capital employed.
Shrestha
(2007), conducted research entitled “Human Resources Information System in
Yeti Airlines”. The study
focused on the
human resources information
system of yeti
airlines. The main objectives of study were:
- To
examine the existing information
system of Yeti Airlines
- To
evaluate the application of
existing Information system in Human
Resource Management activities in Yeti Airlines
- To identify
problems or any
gaps in the
existing Information
System in Yeti Airlines.
On his research
study he found that the personal department of this organization is handling all the
information regarding the
human resource management.
The foundation of
human resource management includes the
recruiting system, payroll system, personal information system and
others. He found
that information processing
was partially automated
and the organization has
potential capacity of
making whole information
system fully automated. The study was mainly based on the
data provided by the Yeti Airlines; Primary data to cover the individual
opinions was not considered.
Joshi (2008)
carried out a study “Management Information System in Nepalese Hospital”. He analyzed
whether the current
flow of information
that normal hospital
flows is good enough to get the required information
at the right time, in the right quantity and in the right format. To support his
research study, he further analyzed the system of Bir Hospital with compare to
Tilganga and Siddhartha Apollo Hospital.
On his research
he found that current scenario of most of the private and public hospital are totally manual
where the same
data are entered
many times which
makes the retrieval
of information very complicate and data analysis techniques are not
feasible and effective. He recommended that the implementation of MIS in
Hospital would improve the transaction of hospital drastically.
From the new
system the concerned
personnel can generate
required information at the right time and in the right format.
Adhikari
(2010) conducted a research on "Information Technology in Security Management". Adhikari
has analyzed the
present situation of the country
and provides e-solution to management security problems
with the following objectives.
·
Identify various reasons behind the conflicts
and terrorism
·
Study the existing status of IT application in
security management in Nepal
·
Identify basic information required for security
management purpose
·
Develop MIS and DSS information system models
and architectures for the security management
information system
·
Develop conceptual DFD and ER models for the
proposed SMIS Survey for appreciation of proposed information system
Findings are
summarized as follows:
The root
causes of terrorism
are economic reasons,
socio-cultural reasons, the
system of education, psychological
reasons. Sustainable security
management has to
tackle in these issues. The security management
information system should also be capable to analyze the root causes
why the conflicts
are taking place.
Such information is
invaluable in strategic security management planning.
According to
researcher, information system
development and implementation is
in very primitive stage in Nepal.
Applying information in security management is a new and challenging field.
There is very little application of information technology in the security management issues.
Police Department and
Royal Nepalese Army
has very little
used the information technology
in their security management process.
The above
literature review revealed that there is no any research conducted on the
presents the concept of CRM and eCRM. There has been few research made on
online Transaction, debit card, credit
card, SMS, Internet.
The detail study
does not show
the requirement analysis and
resources necessary as per research design. The research output does not show the
inside or outside the limitation of organization to implement and also it
doesn't show the availability resources in the market.
Therefore there
is no specific research made towards latest Customer Relationship Management
(CRM) in hotel. But in this study there is a detail research analysis, design and
development for the CRM of Nepalese hotel industries. Hence there is a clear
gap between the previous study made and the proposed study. Therefore, this may
be the first research made on the topic.
CHAPTER IIIRESEARCH METHODOLOGY
The research
purpose and research
questions of this
Study indicate that
this is primarily descriptive, but also exploratory
and partly explanatory. This study is descriptive since it is researcher intention
to describe the
area of research
and draw some
conclusion from the collected data.
In order
to suit the
research objective, the
sample collection followed
some judgmental criteria. First,
sample criterion is
that the selected
organizations have to
be involved in hotel business, mainly focusing on B2C
retailing. Second; researcher wants the organizations to do business in more
than one country, likely to have widely facetted customer relationships. Third
criterion is that the organizations have to be located in Nepal. This
facilitates the contacting phase and eases the establishment of a good relation
with the respondents in this study.
In order to find
appropriate organizations for this study, researcher started by qualifying the top hotel
organization in Nepal.
As a result
two organizations Soaltee Hotel
Ltd. and Yak and Yeti Hotel Ltd,
which matched the
criteria and which
also were willing
to participate in this study were selected.
For the purpose
of study, the instrument used for the collection of data is the primary source.
The primary source of data collection for the study purpose includes the
questionnaire that seeks the answer on research objectives. The analysis of
this study has followed the three steps data reduction, data display and
conclusion drawing and verification. The data reduction and the data display
are combined in the data analysis chapter, and rest in the last chapter.
Thus, the study
consists of data processing that comprises of categorization and tabulation of data. Data
obtained from questionnaire
of the sample
hotels were recorded
in a document format using Microsoft Word 2007.
Due to the fact
that this research is qualitative and not a quantitative case study, here is
not any utilization of archival records as a source of evidence. Direct
observation and participant observations
are also
ruled out as
possible sources of
evidence got this
study, due to limitations regarding time and financial resources.
Furthermore, this study does not need
insights into cultural
features and technical
operations, and therefore no
need to use physical artifacts as a source of
evidence. This leaves with two sources of evidence, interviews, and
documentation.
The type of
interview that was used in this thesis was personal interview, before the interview,
the organizations were briefly told about the purpose and the nature of this
study. By conducting personal
interviews researcher as
interviewers could explain
the questions asked in
a way that
was understandable for
the respondents and
hence, receive detailed answers within a limited time.
Furthermore, before the interviews were conducted an interview guide
containing a main
issues was developed,
which was developed
from the frame of reference
(Appendix II) along with questionnaires. This guide was then used as a base for
research questions during the interviews. Based on the reasoning above, it is
fair to say that these interviews were focused interviews.
For the case
studies, both the primary and secondary data collection methods are used in this
study. As mentioned above personal interviews were conducted as data collection
method. This is a primary data collection method, which provided with a deeper
evidence, secondary data such as press releases and organizational background
gathered from the organizations Web Sites, served as a compliment to the
personal interviews, Furthermore, secondary data was collected
and used for
the background information
regarding the topic
of CRM and organizations background. The secondary
data sources have been annual reports, web sites, academic articles, newspaper
articles, and books relevant to the topic.
In relation
to the constructed
validity of this
study, the researcher
has multiple sources
of evidence, interviews, and documentation to collect data. Furthermore,
notes were used when conducting the interviews. The collected data at the
interviews was translated into English. This
data was sent
back to the
respondents to exclude
misinterpretations. In addition,
this study builds upon
existing theories related
to research questions,
and follows this
base throughout the study. Hence, the data collected on the research
questions are derived from this base.
In this
study, researcher tried
to map out
the procedure involved
in detail throughout
the study. First, researcher tried to develop understandable research
questions to guide the study. Secondly, the steps that have been taken in order
to collect data on these research questions have been thoroughly described in
this chapter. Furthermore, researcher informed the respondents in
advance about the
main topic of
the interview to
give the respondents
the opportunity to prepare themselves, in order to provide with accurate
answers. An interview guide was developed, showing interview guide to people to
make sure that it was understand. However, despite these attempts of
maintaining a high reliability in this study, personal biases
are always present
to some extent
when conducting interviews.
Hence, researcher cannot be sure of the influence of attitudes and
values of the respondents in the study.
In relation to
the constructed validity of this study, researcher has used multiple sources of
evidence, interviews and documentation to collect data. Furthermore, notes used
when conducting the telephone interviews. The collected data at the interviews
was translated into English. This data was sent back to the respondents to
exclude misinterpretations. Also, this study
builds upon existing
theories related to
research questions, and
follows this base throughout the study. Hence, the data
collected on the research questions are derived from this base.
However, in spite
of precautions, relevant literature
can have been
overlooked, which might have an impact on the validity.
The ultimate
goal of analyzing
data is to
treat the evidence
fairly, to produce
compelling analytical
conclusions, and to
rule out alternative
interpretations. Data analysis
involves turning a series of recorded observations into descriptive
statements.
When writing
qualitative data analysis
the focus is
on data in
the form of
words. Data analysis
consists of three concurrent
flows of activity. These
three are, Data
reduction should not be
considered separate data reduction,
data display, and
conclusions drawing and verification
from analysis, but a part of it. This reduction of the data helps to sharpen, sort,
focus, discard, and organize the data in a way that allows for final
conclusions to be drawn and verified. Data can be reduced and transformed
through such means as selection, summary, paraphrasing, or through being
subsumed in a larger pattern. Data displays is the second major
stage that the
researcher need to
go through. This
stage includes taking
the reduced data and displaying it in an organized and compressed way so
that conclusion can be more easily
drawn. As with
data reduction, the
creation and use
of displays is not
separate from the analysis, but a part of it. Conclusion drawing and
verification is the third and final stage of the data analysis. It is in this
stage that the researcher starts to decide what the different findings means.
Noting regularities, patterns, explanations, possible configurations, causal
flows, and propositions does this.
The analysis
of this study
has followed the
three steps data
reduction, data display
and conclusion drawing and verification. The data reduction and the data
display are combined in the data analysis chapter, and rest in the last
chapter.
The three
aspects viz. CRM Objectives, Management of Customer Relationship, and CRM evaluation
are co-existing and thereby interdependent. Therefore CRM is Dependent variables
and independent variables are CRM Objectives, Management of Customer Relationship,
and CRM evaluation.
CHAPTER - IVResults and Findings
The personal
interview was conducted with Marketing Manager (Respondent) at DREAMLAND GOLD
RESORT PVT. LTD. To be able to take on the convenient perspective that was
needed throughout this interview,researcher asked the respondent to focus at DREAMLAND
GOLD RESORT PVT. LTD
How does DREAMLAND GOLD RESORT PVT. LTD manage their
customer relationships?
The respondent
states that how CRM is defined is of importance to DREAMLAND GOLD RESORT PVT.
LTD because they try to break down the information flow from their customers to
get it as cost effective as possible. Since, DREAMLAND GOLD RESORT PVT. LTD is
a large organization, the top management is not involved every time DREAMLAND
GOLD RESORT PVT. LTD is implementing new CRM objectives, sometimes are also
customer service or other employees that are affected of the implemented CRM
involved. However, even though the decisions come
from top management
DREAMLAND GOLD RESORT PVT. LTD
try to have
a keen ear
of their employees’ opinions according to the new implementation.
The employees that are exposed to the new implemented CRM would also be
educated even though DREAMLAND GOLD RESORT PVT. LTD aims to keep it as simple
as possible.
Respondent
further tells that DREAMLAND GOLD RESORT PVT. LTD always have a long-term view
for their implementation of CRM both externally and internally to get the best
possible return on investment. However, the respondent says that it is hard to
keep it alive, due to the fact that in the beginning it is of importance but as
time goes by it has a tendency to become less important. The respondent further
say that DREAMLAND GOLD RESORT PVT. LTD view CRM as a natural business
connection by having both back office and front office integrated when they
implement CRM, this are done so that the implemented CRM would be as cost
effective as possible. DREAMLAND GOLD RESORT PVT. LTD aims to keep full control
of the interaction with their customers since they are an organization that
conduct business at distance and need
to react fast
to their customers’
demands, therefore DREAMLAND GOLD RESORT PVT. LTD conducts
all CRM by themselves within the organization.
The respondent
states that when DREAMLAND GOLD RESORT PVT. LTD conducts new campaigns their
marketing department does it. The
marketing department choose
which customers that
should be targeted
and which marketing forum
they going to
utilize for promoting
the new offers.
Respondent further says that DREAMLAND
GOLD RESORT PVT. LTD sends the
mail catalogue to
their customers every
month. The facts that
DREAMLAND GOLD RESORT PVT. LTD
sends their news
e-mail to their
customers are DREAMLAND GOLD RESORT PVT. LTD’s strategy
to make their existing customers to buy more
services.
To be able to understand why DREAMLAND GOLD RESORT
PVT. LTD’s customers sometimes abandon DREAMLAND GOLD RESORT PVT. LTD for one of their competitors is something
that the respondent claims could be investigated more even though it is of
importance that DREAMLAND GOLD RESORT PVT. LTD tries to keep their customer by
selling services at low price as well
as always having
the services in
vendors stock. Respondent
further states that
since DREAMLAND GOLD RESORT PVT. LTD sells low-margin services as well
as high margin services they cannot do too much and have too many offers if
they are going to keep the business being cost effective, However, the respondent
further states that DREAMLAND
GOLD RESORT PVT. LTD controls their
customers’ behavior by
investigating how the customers purchase and how the customers navigate
on DREAMLAND GOLD RESORT PVT. LTD’s Web site. All this are done so that DREAMLAND
GOLD RESORT PVT. LTD is able to predict what the customers would like to
purchase by using the latest technique.
The respondent
states that DREAMLAND GOLD RESORT PVT. LTD divides
their customers into
different purchase intervals based on how profitable they are.
This information is collected from statistics that DREAMLAND GOLD RESORT PVT.
LTD gets from the customers
past purchase history
and those customers
that end up
into a specific interval are given special offers by
DREAMLAND GOLD RESORT PVT. LTD in order to purchase more services to get better
a discount. Respondent moreover states that DREAMLAND GOLD RESORT PVT. LTD has
investigated the possibility of introducing a loyalty program to their
customers; however, DREAMLAND GOLD RESORT PVT. LTD cannot implement it with current
margins on the services they sell.
Respondent furthermore
states that DREAMLAND GOLD RESORT PVT. LTD does not want to divide their
customers and this is the reason why DREAMLAND
GOLD RESORT PVT. LTD does not
give their customers
any offers when
it comes to
loyalty programs. At the moment, the personalization features at DREAMLAND
GOLD RESORT PVT. LTD are under construction. Today the customers can tailor
made the news e-mail that is sent to them and the respondent states that this
is something that DREAMLAND GOLD RESORT PVT. LTD view as quite important.
The respondent
states that DREAMLAND GOLD RESORT PVT. LTD view Web chat, Web callback, and
telephone as communication channels that are not cost efficient because of the
extra time it takes for DREAMLAND GOLD RESORT PVT. LTD to interact with their
customers through these channels .Today DREAMLAND GOLD RESORT PVT. LTD views
e-mails that are sent to approximate 25000 customer each month and their
mail-catalogues that are sent to approximate
30000 customer every
month as the
two important communication
channels., DREAMLAND GOLD RESORT PVT. LTD choose to utilize the
communication channels that customers demands so if the customers
wants to interact
through Web chat
or Web callback
this is something
that DREAMLAND GOLD RESORT PVT. LTD will do in order to please the
organizations customers. Respondent also states that if customers have sent an
e-mail and then later on calls the customer services, this e-mail will be
visible for the customer services employee so that the customer does not need
to repeat the same question
or questions again.
This is the
reason why DREAMLAND GOLD RESORT PVT. LTD views
telephone, as a communication channel they need to have
even though it is not cost efficient.
The respondent
further states that
virtual event marketing
is of importance
to DREAMLAND GOLD RESORT PVT. LTD. The events that DREAMLAND GOLD RESORT PVT.
LTD is associated with are for example, banners advertisement, hoarding boards etc.
These events must have a natural connection to DREAMLAND GOLD RESORT PVT. LTD
line of business. When these events are approaching, tickets, VIP packets, and
backstage pass are raffled out on the Web site to customer that DREAMLAND GOLD
RESORT PVT. LTD believe are interested of that specific event, the information DREAMLAND
GOLD RESORT PVT. LTD utilize to do this selection comes from the customers past
purchase.
How does DREAMLAND GOLD RESORT PVT. LTD evaluate the
effectiveness of their CRM?
Respondent
states that in the perfect world
everything that DREAMLAND GOLD RESORT PVT. LTD does should be evaluated into
the smallest detail but since DREAMLAND GOLD RESORT PVT. LTD has limited
resources, the organization is not able to do this. Today DREAMLAND GOLD RESORT
PVT. LTD evaluates their different campaigns and the offers that are sent out
by measuring how they affect sales. The respondent further state that DREAMLAND
GOLD RESORT PVT. LTD views it as
important to
measure how many services that are sold to the campaign price and how many that
are sold to regular prices but does not measures assets and profits towards
their employees.
Respondent
further states that the information DREAMLAND GOLD RESORT PVT. LTD collects
about their customers are especially important because the more the organization
knows about the customers the better and
more efficient DREAMLAND GOLD RESORT PVT. LTD can
be to meet
the customers expectations. The
front desk is especially important because DREAMLAND
GOLD RESORT PVT. LTD sell 99 percent of the services through the front desk. On
the other hand, DREAMLAND GOLD RESORT PVT. LTD
measure and evaluate the number of customers, the number of retained customers,
what they do on it, what they bought, where they come from, what is the buying process they chose,
how many visitors
that are registered
at the Web
site, total time a
visitors spend at the Web site. Respondent also states that DREAMLAND GOLD
RESORT PVT. LTD measure how fast and easy their Web site is to navigate.
The respondent
adds that DREAMLAND GOLD RESORT PVT. LTD sends the news e-mail to approximate
25000 customers every month and therefore recently started a measurement system
to investigate how many customers that open the e-mails and how many those
choose to delete the e-mails without opening
it. The customers
that open the
e-mails are then
checked if they
click on the proposed links and if they actually
conduct the purchase of those services. Respondent tells that approximate
30 percent of the customers that
received the e-mails
chose to delete
it without open it. The respondent think that the reason for this are
that the news e-mails are too general and not enough tailor made to fit each
customers needs.
In this part a
within case analysis of DREAMLAND GOLD RESORT PVT. LTD will be presented.
Hence, the data obtained from the
organization will be
compared with the
frame of reference.
The obtained information from DREAMLAND GOLD RESORT PVT.
LTD is presented in table 4.1 as well as their relative importance.
The objective of CRM in DREAMLAND GOLD RESORT PVT. LTD
When it comes to
the first category, cost saving objectives, the collected data is in accordance
to the frame of reference of this study when it comes to decreased general
sales and marketing administrative costs.
The reason for
this is that DREAMLAND GOLD RESORT PVT. LTD values good knowledge about its
customers and thereby is able to use their resources more effectively. The
collected data is also in accordance to the frame of reference when
investigating the reduced cost of sales objective. This is true due to the fact
that the respondent considered technology to be of importance to make DREAMLAND
GOLD RESORT PVT. LTD more efficient. The collected data for the increased sales
representative objective in this category can also be seen as being in
accordance to the frame of reference since DREAMLAND GOLD RESORT PVT. LTD view
efficiency when it comes to sales and marketing as important.
Table
4.1 Within case analyze of DREAMLAND GOLD RESORT PVT. LTD's CRM
objectives
|
Importance
of CRM Objectives
|
Minor
|
medium
|
Major
|
|
Cost saving objectives
|
|
|
|
|
Decreased general sales and
marketing administrative
costs
|
|
|
X
|
|
Reduce cost of sales
|
|
|
X
|
|
Increase sales representative
service
|
|
|
X
|
|
Revenue Enhancement
objectives
|
|
|
|
|
Win Rates
|
|
|
X
|
|
Better information for better
management
|
|
|
X
|
|
Acquiring new customer
|
|
|
X
|
|
Secure service
|
|
X
|
|
|
Strategic Impact objectives
|
|
|
|
|
Improved customer satisfaction
rates
|
|
|
X
|
|
Improve global forecast and
pipeline management
|
|
|
X
|
|
Service helps organization to
delight customers
|
|
|
X
|
|
Service helps organizations
differentiate their service
|
|
|
X
|
|
improving channel management
|
|
X
|
|
|
Establishing relationships with
customers
|
|
|
X
|
|
Building an attractive virtual
community
|
|
X
|
|
For the second
category, revenue enhancement objectives, the collected data is in accordance
with the frame of reference when it comes to win rates. This is true due to the
fact that DREAMLAND GOLD RESORT PVT. LTD wants
to improve their
knowledge about their
customers to become
more effective. This also makes the collected data for better
information for better management to be in accordance to the frame of
reference. Furthermore, ease of use and low prices should attract new customers
to DREAMLAND GOLD RESORT PVT. LTD, which is in accordance to theory when it
comes to acquiring new customers. According to the respondent, secure payment
was not a major focused more on. Therefore, the collected data is to some
extent in accordance to the frame of reference for the secure service
objective.
When analyzing
the third category,
strategic impact objectives,
the collected data
is in accordance to the frame of
reference when it comes to improved customer satisfaction rates as well as for
improved global forecast and pipeline management. The reasons for this are that
DREAMLAND GOLD RESORT PVT. LTD wants to offer services more in line with
customers’ specific needs and also wants to improve the effectiveness to
improve the organization’s ability to close deals. Establishing relationships
with customers and improving channel management when it comes to
stocks as well
as keeping their
delivery promises are
of importance to DREAMLAND
GOLD RESORT PVT. LTD. Therefore, the collected data is in accordance to the
frame of reference.
Due to
the fact that DREAMLAND
GOLD RESORT PVT. LTD wants to improve
customer satisfaction and
loyalty and offer multiple channel communications with
customers as service the collected data is in accordance to the frame of
reference when it comes to service helps organizations to delight customers and
service within this
category, building an
attractive virtual community,
the collected data can be seen as to some extent in accordance to the
frame of reference.
DREAMLAND GOLD RESORT PVT. LTD management of customer
relationship
The obtained
information from DREAMLAND GOLD RESORT PVT. LTD is
presented in Table
4.2 as well
as their relative importance.
When it comes to
the first area, implementation, the collected data is in accordance to the frame
of reference when it comes to defining CRM and top management commitment. The
reasons for that is DREAMLAND GOLD RESORT PVT. LTD break down the information
flow from their customers and that top management is
always involved. The
collected data on
the staff involvement
is to some extent in accordance to the frame of
reference of this study because of the staff is sometimes involved but not
always.
When it comes to
integration of CRM systems, long-term view, and keeping it simple, the collected data
is in accordance
to the frame
of reference. The reason
for this is
that DREAMLAND GOLD RESORT PVT.
LTD view CRM as
a natural connection
by having both
back office and
front office integrated when they implement CRM. DREAMLAND
GOLD RESORT PVT. LTD always has a long-term view with their CRM implementation
even though it has a tendency to become less important over time and that it should
be kept as simple as possible.
When analyzing
outsourcing of the CRM the collected data is not in accordance to the frame of reference.
Since this is
done by DREAMLAND GOLD RESORT PVT. LTD to
keep full control
of the interaction
with their customers.
For the second
area, CRM initiatives, the collected data
are in accordance to the frame of reference when it comes to event-based
marketing. The reason for this is that tickets, VIP packets, and backstage
passes are raffled out on the Web site to customer, that DREAMLAND GOLD RESORT
PVT. LTD believe are interested in the specific events. The collected data on
cross-selling and up-selling is to some extent in accordance to the frame of
reference.
DREAMLAND GOLD
RESORT PVT. LTD sends their
mail catalogue and
news e-mails in
order to get
customers to buy
more. However, since DREAMLAND GOLD RESORT PVT. LTD does not conduct any
up-selling the collected data is to some extent in accordance to the frame of
reference.
Table
4.2 Within Case Analyze of DREAMLAND GOLD RESORT PVT. LTD’s CRM Management
|
Importance
of CRM Management
|
Minor
|
medium
|
Major
|
|
Implementation
|
|
|
|
|
Defining CRM
|
|
|
X
|
|
Top management commitment
|
|
|
X
|
|
Staff involvement
|
|
X
|
|
|
Integration of CRM system
|
|
|
X
|
|
Long – term view
|
|
|
X
|
|
Keep it simple
|
|
|
X
|
|
Out sourcing
|
|
X
|
|
|
Initiatives
|
|
|
|
|
Cross – selling and up –
selling
|
|
X
|
|
|
Customer retention
|
|
|
X
|
|
behavior prediction
|
|
|
X
|
|
Customer profitability and
value modeling
|
|
X
|
|
|
Personalization
|
|
X
|
|
|
Event – based marketing
|
|
|
X
|
|
Channel management
|
|
|
|
|
Web call back
|
|
X
|
|
|
E – mail
|
|
|
X
|
|
Telephone
|
|
X
|
|
|
Mail
|
|
|
X
|
|
Multi – channel customer
contact
|
|
X
|
|
For customer
retention and behavior,
prediction the collected
data is in
accordance to the frame
of this research
reference. The reason
for this is
that DREAMLAND GOLD RESORT PVT.
LTD through statistics
gets information about the
customers in order
to understand their
behavior. DREAMLAND GOLD RESORT
PVT. LTD also tries
to please their customer by selling the services at a low price. When it
comes to the collected data on personalization and customer profitability and
value modeling, it is in some extent even though DREAMLAND GOLD RESORT PVT. LTD
divides their customers in different intervals. when it comes to personalization
features DREAMLAND GOLD RESORT PVT. LTD does not offer very much and this is
perceived as something that might disturb their customers’ private life.
When it comes to
the third area, channel management, the collected data is in accordance to the
reference of the study when discussing e-mail and mail. Because DREAMLAND GOLD
RESORT PVT. LTD sends, approximately 4000 e-mails each week and their
mail-catalogue are send in approximately 30000 copies every month. When it
comes to the collected data according to telephone, it is to some extent in
accordance to the frame of reference because DREAMLAND GOLD RESORT PVT. LTD
does view the telephone as a channel
they need to
have even though
it is not
cost efficient. The
collected data on multi-channel customer
contact is to
some extent in
accordance to the
frame of reference since DREAMLAND GOLD RESORT PVT.
LTD utilizes some channels but not all of them.
According to
the respondent the
collected data on
Web chat and
Web callback is
not in accordance to the frame of
reference since those are channels that DREAMLAND GOLD RESORT PVT. LTD does not
use at the moment.
DREAMLAND GOLD RESORT PVT. LTD CRM evaluation
The obtained
information from DREAMLAND GOLD RESORT PVT. LTD is
presented in Table
4.3 as well
as their relative importance. When it comes to the
first category, customer knowledge, the collected data is in accordance to the
frame of the reference when looking at collecting appropriate customer
information and analyzing customer
data. When looking
at the collected
data according to
Web site measures and improving
CRM technique this is to some extent in accordance to the frame of reference
even though DREAMLAND GOLD RESORT PVT. LTD measures a lot on their Web site
they do not measure everything. According to
the respondent, DREAMLAND GOLD RESORT PVT. LTD does
measure secure service
which is in accordance to the frame of reference.
Table 4.3 Within case Analyze of DREAMLAND GOLD RESORT
PVT. LTD’S CRM Evaluation
|
Importance of CRM Evaluation
|
Minor
|
medium
|
Major
|
|
Customer Knowledge
|
|
|
|
|
Collecting appropriate customer information
|
|
|
X
|
|
Analyzing customer data
|
|
|
X
|
|
Web site measure
|
|
X
|
|
|
Improving CRM technique
|
|
X
|
|
|
Secure
service
|
|
|
X
|
|
customer interaction
|
|
|
|
|
Appropriate response to customer requests
|
|
X
|
|
|
Integration of business processes
|
|
|
X
|
|
Supply chain and logistics function measures
|
|
X
|
|
|
Customizing services and services
|
|
X
|
|
|
Customer value
|
|
|
|
|
Improving customer retention
|
|
|
X
|
|
Profit increase
|
|
X
|
|
|
Improving customers service and support
|
|
|
X
|
|
Building and attractive virtual community
|
|
X
|
|
|
Customer satisfaction
|
|
|
|
|
Improving service quality
|
|
X
|
|
|
Establishing relationships with customers
|
|
X
|
|
When it comes to
the second category, customer interaction, the collected data is in accordance to
the frame of reference
according to integration
of business processes.
The reason for this is that DREAMLAND GOLD RESORT PVT. LTD investigates
what happens with the eventually increased activity via DREAMLAND GOLD RESORT
PVT. LTD’s Banking Business and that the organizations business system are
closely connected together to get the best possible results to analyze.
According to the collected data on appropriate response to customer request
supply chain and logistics function measures, and customizing
services and service,
it is to
some extent in
accordance to the
frame of reference. The reason
for this is that their customers can customize the service information they
receive. DREAMLAND GOLD RESORT PVT. LTD also tries to keep the most popular
services.
When it comes to
the third category, customer value, the collected data is in accordance to the
frame of reference when looking at improving customer retention and improving customer service
and support. The
reasons for that are
those DREAMLAND GOLD RESORT PVT.
LTD measure the number of retained customers. The collected data on
building an attractive virtual community and profit increase are to some
extent.
When it comes to
the fourth category, customer satisfaction, the collected data is to some extent
in accordance to the frame of reference when it comes to improving service
quality and establishing relationships
with customers. The reasons for
this are that DREAMLAND
GOLD RESORT PVT. LTD tries to measure customer satisfaction but have not
broken down it as the frame of reference does and that DREAMLAND GOLD RESORT
PVT. LTD measure the number of daily inquires.
Table
4.4 Cross case Analyze of CRM Objectives
|
Importance of CRM Objectives
|
DREAMLAND GOLD RESORT PVT.
LTD
|
|
Cost saving objectives
|
|
|
Decreased general sales and
marketing administrative
costs
|
Major
|
|
Reduce cost of sales
|
Major
|
|
Increase sales representative
service
|
Major
|
|
Revenue Enhancement
objectives
|
|
|
Win Rates
|
Major
|
|
Better information for better
management
|
Major
|
|
Acquiring new customer
|
Major
|
|
Secure service
|
Major
|
|
Strategic Impact objectives
|
|
|
Improved customer satisfaction
rates
|
Major
|
|
Improve global forecast and
pipeline management
|
Major
|
|
Service helps organization to
delight customers
|
Major
|
|
Service helps organizations
differentiate their service
|
Major
|
|
improving channel management
|
Major
|
|
Establishing relationships with
customers
|
Major
|
|
Building an attractive virtual
community
|
Medium
|
When it comes to
the third category, strategic impact objectives, no differences could be found
when analyzing the improves
customer satisfaction rates,
improved global forecast
and pipeline management, establishing
relationships with customers,
and building an
attractive virtual community objectives.
DREAMLAND GOLD RESORT PVT. LTD value the service helps organizations to delight
customers, service helps
organizations differentiate their
services, and improving
channel management high.
Analyzing the management of customer relationships
When
it comes to the first area of how DREAMLAND GOLD RESORT PVT. LTD manage their
customer relationships, implementation, no differences could be found when
analyzing top management commitment,
integration of CRM
systems, keeping it
simple, and outsourcing.
However, DREAMLAND GOLD RESORT PVT. LTD view defining CRM as more
important. DREAMLAND GOLD RESORT PVT. LTD
also considers long-term
strategy .
Table
4.5 Cross case Analyze of CRM Management
|
Importance of CRM Management
|
DREAMLAND GOLD RESORT PVT. LTD
|
|
Implementation
|
|
|
Defining CRM
|
Major
|
|
Top management commitment
|
Major
|
|
Staff involvement
|
Medium
|
|
Integration of CRM system
|
Major
|
|
Long – term view
|
Major
|
|
Keep it simple
|
Major
|
|
Out sourcing
|
Minor
|
|
Initiatives
|
|
|
Cross – selling and up –
selling
|
Medium
|
|
Customer retention
|
Major
|
|
behavior prediction
|
Major
|
|
Customer profitability and
value modeling
|
Medium
|
|
Personalization
|
Major
|
|
Event – based marketing
|
Major
|
|
Channel management
|
|
|
Web chat
|
Minor
|
|
Web call back
|
Minor
|
|
E - mail
|
Major
|
|
Telephone
|
Medium
|
|
Mail
|
Major
|
|
Multi – channel customer
contact
|
Medium
|
For the
second area of
how the organizations
manage their customer
relationships, CRM initiatives,
no differences could be found when analyzing customer retention, behavior prediction, customer’s
profitability and value
modeling, personalization, and
event-based marketing. One CRM initiative could be found where the
investigated organizations do not totally
agree. This CRM
initiative is cross-selling
and up-selling DREAMLAND GOLD RESORT PVT. LTD does.
When looking at
the third area of how DREAMLAND GOLD RESORT PVT. LTD manage their customer relationships,
channel management, no
differences could be
found when it
comes to Web
chat, Web callback, and
e-mail. However, DREAMLAND GOLD RESORT PVT. LTD view
telephone, mail, and
multi-channel customer contact more
important . approximate 25000
customers every month and that DREAMLAND
GOLD RESORT PVT. LTD utilize more communication channels.
Analyzing CRM evaluation
For the first
category of CRM evaluation, customer knowledge, no differences were found when
analyzing collecting appropriate customer information, analyzing customer data,
Website measures, improving CRM technique, and secure service. This was also
the case when it comes to the
second category, customer
interaction, were no
differences could be
found when investigating appropriate response to customer request,
integration of business processes, supply chain and logistics function
measures, as well as customizing services and services.
Table
4.6 Cross case Analyze of CRM Evaluation
|
Importance of CRM
Evaluation
|
DREAMLAND GOLD RESORT PVT.
LTD
|
|
Customer Knowledge
|
|
|
Collecting appropriate customer
information
|
Major
|
|
Analyzing customer data
|
Major
|
|
Web site measure
|
Medium
|
|
Improving CRM technique
|
Medium
|
|
Secure service
|
Minor
|
|
customer interaction
|
|
|
Appropriate response to
customer requests
|
Medium
|
|
Integration of business
processes
|
Major
|
|
Supply chain and logistics
function measures
|
Medium
|
|
Customizing services and
services
|
Medium
|
|
Customer value
|
|
|
Improving customer retention
|
Major
|
|
Profit increase
|
Medium
|
|
Improving customers service and
support
|
Major
|
|
Building and attractive virtual
community
|
Medium
|
|
Customer satisfaction
|
|
|
Improving service quality
|
Medium
|
|
Establishing relationships with
customers
|
Medium
|
When analyzing
the third category of CRM evaluation, customer value, no differences were found
when it comes to improving customer retention, profit increase, and improve customer
service and support. The reason for this is value DREAMLAND GOLD RESORT PVT.
LTD does evaluation of the building of an attractive virtual community more
important .
Finally,
when looking at the fourth category of CRM evaluation customer satisfaction, no differences
were found and both DREAMLAND GOLD RESORT PVT. LTD view improving service
quality and establishing
relationships with customers
as equally important.
The obtained information from the
cross case is presented in Table 4.9 as well as their relative importance.
CHAPTER- VDISCUSSION AND CONCLUSION
The results
drawn from this
study should be
viewed in the
light of the
research methods employed and
is valid for
these samples. The
study provides substantial
support as to the
applicability of the many variables and respective conceptualizations provided
in theory to the study of
CRM in organizations. The
frame of references
was also shown
to be well suited to the investigation of how
organizations utilize CRM.
The research
showed two interesting findings regarding evaluation of CRM effectiveness in hotel
business. The first finding is that both organizations evaluate the
effectiveness very similar to each other and secondly none of the organizations
measure and evaluate secure service.
When answering
the first research question it can be concluded that the following objectives are the
most important for
CRM in Hotel Business. For
the first category
of CRM objectives, cost saving
objectives, the researcher can conclude that Hotel Business focus on the
decreased general sales and marketing administrative costs by having specified
and good knowledge about its target segment customers and thereby using their
resources better when no effort is a waste of money or time.
For the third
category, strategic impact objectives, the researcher can conclude that Hotel Business focus
on the improved
customer satisfaction rates
and establishing relationships with customers by sending their
custom made news e-mail with offers in line with customers’ specific demands
and create relationships with them to make them loyal. Finally, the researcher
can conclude that Hotel Business focus
on improved global forecast and pipeline
management by improving their information access and avoid mistakes.
Hotel Business
concentrates in three areas when managing their customer relationships. These
areas are implementation, initiatives, and channel management even though
strategies might not be same
for the different organizations and
that Hotel Business do not view outsourcing of their CRM as an option.
Ø
The researcher has found that Hotel Business evaluate the effectiveness of their CRM in four areas,
customer knowledge, customer interaction, customer value, and customer
satisfaction and that none of the organizations measure and evaluate secure service.
Ø
Banking
Business state that
improved customer satisfaction
rates and establishing relationships with customers are
of major importance but only measure and evaluate fragments of it.
BIBLIOGRAPHY
Books
Burnett,
K. (2001), Handbook of
Key Customer Relationship
Management: The Definitive Guide
to Winning, Managing and Developing Key Account Business, New Jersey: Prentice Hall
Dyche, J. (2001), The
CRM Handbook: A
Business Guide to
Customer Relationship Management, 1
Ed. London: Addison- Wesley Educational Publisher Inc.
Jawadekar,
W.S. (2002), Management Information
Systems, 2 Ed. New
Delhi: Tata McGraw-Hill.
Articles
Adebanjo,
D. (2003), Classifying
and selecting e-CRM
applications: an analysis-based proposal. Management Decision,
Vol. 41, No. 6, pp. 570-577.
Bradshaw, D, and Brash, C. (2001). Management
customer relationships in the e-business world” how to personalise computer
relationships for increased profitability, International Journal of Retail
& Distribution Management, Vol. 29, No. 12, pp. 520 – 530
Bradshaw, D. & Brash, C. (2001), Managing
customer relationships in the e-business world: how to personalize computer
relationships for increased profitability. International Journal of Retail
& Distribution Management, Vol. 29, No 12, pp. 520-530.
Fayerman, M. (2002), Customer Relationship
Management. New Directions For Institutional Research. Vol.1, No. 113, pp.
57-67.
Gefen, D. & Ridings, C.M. (2002), Implementation
team responsiveness and user evaluation of
customer relationship management.
A quasi-experimental design
study of social exchange theory. Journal of Management
Information System, Vol. 19, No. 1. pp. 47-69.
Kellen, V. (2002), CRM Measurement Frameworks. The
Purpose for CRM Measurement. Vol. 1, No. 4, pp. 2-31.
Kim, J., Suh, E. & Hwang, H. (2003), A Model for
Evaluating the Effectiveness of CRM using the Balanced Scorecard. Journal of
Interactive Marketing. Vol. 17, No. 2, pp. 5-19.
Lycett,
M. & Giaglis,
G.M. (2000), Component-Based Information
Systems: Toward a Framework
for Evaluation. Proceedings of
the 33 Hawaii International
Conference on System Science.
Ragins,
E.D. & Greco,
A.J. (2003), Customer
Relationship Management and
e-business: More Than a Software Solution. Review of Business, Vol. 1,
No. 1, pp. 25-30.
Shuichi, Ohta
(2000), Investment effect
of Customer relationship
management, ECom Journal, No.2
Strauss, J. & Hill, D.J. (2001), Consumer
Complaints by E-mail: An Exploratory Investigation of Corporate Responses and
Customer Reactions. Journal of Interactive Marketing, Vol. 15, No. 1, pp.
63-73.
Wilson, H., Daniel, E. & McDonald, M. (2002),
Factors for Success in CRM Systems. Journal of Marketing Management, Vol. 18,
No. 1, pp. 193-219.
Web
sites
http://www.wikipedia.org
• http://www.google.com
Appendix I
Dear
Respondents,
You are kindly
requested to fill the following form. The information collected would be used
exclusively for my Bachelor Degree Report purpose titled "CRM (Customer
Relationship Management) in Hotel Industry" in the partial fulfillment of
the requirement of the degree of Masters in Business of Administrative (BBS).
General
Information
Name (Optional):
Designation
(Optional)
Organization:
1. Industry type:
i. Manufacturing
ii. Service
iii. Public
iv. Others
2. Total Number of Employees:
3. What is the length of your
typical sales cycle? In Working days
i.
1 – 2 ii. 2 – 4 iii. 4 – 6 iii.
6 above
4. What is the % of product sold
through Web site?
i.
10 – 30 ii. 30 – 50 iii. 50 – 70 iv. 70 above
5. Does your organization perform
any event base marketing campaigns?
i.
Yes ii. No
6. Does yoru organization sent news
e-mail to the customer?
i.
daily ii. weekly iii. monthly iv.
never
7. Does yoru organization have any
measurement system to investigate that how many customers opens the e-mails,
delete the e-mails without opening and visit the link? If yes,
i.
% of delete ii. %
of opening
iii. % of visit
link iv. no
any system
8. Do you speak to customer on
daily basis? Except on-line or mail basis
i.
Yes ii. No
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