2. CHAPTER 2: LITERATURE REVIEW

Size: px
Start display at page:

Download "2. CHAPTER 2: LITERATURE REVIEW"

Transcription

1 2. CHAPTER 2: LITERATURE REVIEW 2.1. Introduction This literature review is an attempt to understand CRM Systems and its contribution towards improving organizational competitiveness, customer satisfaction and loyalty. Starting from a brief introduction, the literature review mainly highlights the Critical Success Factors (CSFs) of CRM implementations, the most common barriers and pitfalls and existing models/ frameworks for successful CRM implementations CRM: A Definition Over the years, many definitions have been put forward for CRM by academics and practitioners alike. Payne and Frow (2005) state that this factor itself has led to a lot of confusion among organizations seeking to implement CRM, since the definition significantly affects the way the organization accepts and practices CRM. They further state that these many definitions can broadly be categorized into the three perspectives that are as follows: Perspective 1 - Narrowly and tactically: CRM is about the implementation of a specific technology solution project Perspective 2 - Wide-ranging technology: CRM is the integration of an integrated series of customer-oriented solutions Perspective 3 - Customer centric: CRM is a holistic approach to managing customer relationships to create shareholder value They argue that organizations seeking to gain all the benefits of CRM need to adopt a strategy that reflects the third perspective, which is a customer centric approach. For the purpose of this research, the author adopts the definition of CRM given by Payne and Frow (2005) which in support of their arguments, is positioned strategically at the customer centric perspective. 7

2 CRM is a strategic approach that is concerned with creating improved shareholder value through the development of appropriate relationships with customers and other key customer segments. CRM unites the potentials of relationship marketing strategies and IT to create profitable, long-term relationships with customers and other key stakeholders. CRM provides enhanced opportunities to use data and information to both understand customers and co-create value with them. This requires a cross-functional integration of processes, people, operations, and marketing capabilities that is enabled through information, technology, and applications. (Payne and Frow 2005, p. 168) 2.3. Types of CRM CRM software applications can be mainly categorized as follows (O Brien and Marakas, 2006): Operational CRM provides support to the customer facing employees of an organization across many channels such as phone, , fax, direct contact etc. Operational CRM provides a single uniform view of the customer across all channels that displays the details of the customers interactions with the organization, which enables employees to deliver a better service. Analytical CRM allows organizations to analyze the available customer data and derive patterns in customer behaviour that enables organizations to offer products/ services to customers that are tailored to their needs Collaborative CRM enables easy collaboration with customers, suppliers and partners and improves efficiency and integration and provides greater responsiveness throughout the supply chain. Organizations can implement one or more of these types of CRM applications depending on their requirements. 8

3 2.4. Successes vs. Failures in CRM To gain the benefits offered by CRM, organizations need to have a good understanding of what is required to make the implementation a success. As stated in the previous section, if perceived narrowly as a technological solution, the implementations will not show the expected returns. An estimated half or more of all CRM efforts fail to show a return on investment and meet their objectives (Kotler and Armstrong, 2005; O Brien and Marakas, 2006). There s no doubt that CRM systems enable organizations to delight their customers which leads to relationships that last a lifetime. In their haste to reap the promised benefits, many organization rush with the planning and implementation, without considering all aspects that lead to a successful implementation (Payne and Frow, 2005). But it s vital that organizations approach CRM with the right mindset and knowledge. Research carried out by IBM Business Consulting Services (La Velle and Scheld, 2004) indicates although the failure rates are high, if the critical activities are prioritized correctly, the likelihood of CRM success increases by more than 70% Causes for Failures in CRM Since CRM has a high rate of failure, many have carried out research on the factors that cause these failures. The following are some of the most common factors that affect successful implementations. CRM is just a Technology While there are a number of causes for failures of CRM systems, research indicates that the most common cause is the organization treating CRM as just a technology solution and expecting the technology to solve business problems without first developing the business strategies, process changes and change management programs that are required (Rigby et al, 2002; O Brien and Marakas, 2006, p. 250; Kumar and Reinartz, 2006). The technology is only the enabler that makes CRM more powerful, efficient and effective. Some organizations expect CRM Systems to be an off the shelf package that can be purchased and implemented and expect immediate results while others 9

4 believe that buying the best CRM application in the market will deliver instant results. There is also the perception that CRM is an initiative of the IT department/ division, whereas it should actually be initiated from the very top of the organization, spearheaded by a high level decision maker. Losing focus of the Customer CRM is about managing relationships with customers, therefore this factor has to be kept in the forefront throughout the planning and implementation stages. The organization needs to have a clear-cut vision and strategy regarding their customer relationship management and the business processes, which includes job descriptions, performance measures, compensation systems, training programs, customer complaints handling, win-back processes etc have to be changed to gain maximum benefits (Rigby et al, 2002). Organizations incorrectly expect the implementation of a CRM System show an immediate increase in customer loyalty and retention. For customer loyalty and retention to increase, organizations need to nurture the relationships, encourage the customers to make repeat purchases by rewarding positive behaviour through reward and loyalty programs. CRM System do not create strategies, rather, CRM enables organizations to implement the strategies efficiently and effectively. Poor integration In many cases, the CRM system has to integrate with existing systems in order to gather customer data that is scattered across various systems (Chase, 2004). Therefore, planning is vital for the successful integration of the required data that need to be extracted from such systems. Chase (2004) identifies three distinct levels if integration adopted by organizations: o Data replication this level of integrations is the simplest and least interdependent type of integration. Copies of the customer data relevant to the CRM system are taken from existing systems, and added to the customer data in the CRM system. The data moves in only one direction and cannot be modified by the user. 10

5 o Data synchronization this method allows the same set of customer information to be maintained in multiple systems, reflecting changes made in one system across the others. This method ensures that the same set of data used across the organization. o Process integration this is the ultimate, but most complicated integration level. Here, data is shared from one system to the next based on each systems role in an integrated process. As the name indicates, process integration centers on activities. By coordinating these activities more efficiently across the users and systems involved in these processes, companies can accelerate revenue and cash flow, eliminate redundant effort, and provide a better experience to their customers. Employee buy-in Once a CRM is implemented in an organization, the willing participation of all relevant employees is also vital to make the implementation a success. Therefore, there has to be buy-in from all parties involved. Employees resist system for many reasons that include fear of change, lack of proper knowledge/ adequate training in the new system, fear of loss of job security etc. The management has to have a focus on change management during the implementation in order to overcome the resistance successfully (Fjermestad and Romano, 2003; O Brien and Marakas, 2006). Getting the involvement of the employees throughout the planning and implementation phases and providing adequate training can greatly help in reducing resistance (Fjermestad and Romano). In hotels, the front-line employees are constantly in contact with the guests and their attitudes and behaviour play a significant role in the guest experience. Due to these factors, Sigala (2005) asserts that in order to find success with CRM, organizations need to alter job descriptions, organizational structures, the motivational thinking of the employees at all levels and implement suitable reward structures. 11

6 Quality of data The data that is fed into the CRM System is taken from other systems that are already implemented in organizations. The quality of this data plays a key role in the success of the CRM initiative, and in support of this statement, research has indicated that almost 80% of CRM failures can be attributed to issues with data reliability (Hannigan and Palendrano, 2002). They further highlight that issues with data reliability generally fall into one of the following categories: o Inaccurate data data that is simply incorrect o Missing or incomplete data data that was never received or incompletely entered o Stale data data that has not been verified for some period of time, and is most likely no longer valid o Inconsistent data conflicting data between different data sources (system) o Unavailable data data not accessible for the purposes needed One factor that becomes evident when analyzing the causes of failures is that most factors are related to the lack of a proper definition for CRM. This is also highlighted in research carried out by Payne and Frow (2005) and Ramsey (cited by Nguyen, 2007). Therefore, as a first step to success in CRM, it is vital that organizations begin with a proper understanding of CRM Existing Frameworks for Successful CRM Implementation As with implementing any significant Information System, CRM implementations too need to be approached with proper planning, strategy and leadership. Given the high failure rate of CRM, using a proper framework for implementation becomes vital. This section outlines a number of frameworks that have been developed by researchers for successful CRM implementation. 12

7 Framework 1: A Strategic Framework for Customer Relationship Management This framework developed by Payne and Frow (2005) is a cross-functional, processoriented approach that positions CRM at the strategic level (Figure 2.1). Figure 2.1: Strategic Framework for Customer Relationship Management Source: A Strategic Framework for Customer Relationship Management, A. Payne and P. Frow, October 2005 The framework is built on the following five key cross-functional CRM processes: Strategy development process o Business strategy to determine how the customer strategy should be developed and how it should evolve over time o Customer strategy involves examining the existing and potential customer base and identifying which forms of segmentation are most appropriate 13

8 Value creation process this process transforms the outputs of the previous process into programs that both extract and deliver value. Consists of the following key elements: o Determine what value the organization can provide its customer o Determine what value the organization can receive from its customers o By successfully managing this value exchange, maximize the lifetime value of desirable customer segments Multi-channel integration process this process takes the outputs of the business strategy and value creation process and translates them into value adding activities with customers. The multi-channel integration process focuses on decisions about what the most appropriate combinations of channels to use are; how to ensure that the customer experiences highly positive interactions within those channels; and when a customer interacts with more than one channel, how to create and present a single unified view of the customer. Information management process this process is concerned with the collection, collation, and use of customer data and information from all customer contact points to generate customer insight and generate appropriate marketing responses. Performance assessment process covers the essential task of ensuring that the organizations strategic aims in terms of CRM are being delivered to an appropriate and acceptable standard and that a basis for future improvement is established. Although this framework provides a guideline for implementing CRM at the strategic level, its main weakness is this it does not consider the human related issues related to CRM implementations. Since human related issues is one of the main factors that cause failures in CRM, this needs to be incorporated into this framework in order to make it a success. 14

9 Framework 2: The CRM done right framework This framework (Figure 2.2) was developed by the IBM Business Consulting Service after conducting a series of surveys on CRM implementations in 373 organizations worldwide (La Velle and Scheld, 2004). The participants of the survey were from small/ medium/ large enterprises from different industries in the American, Asia Pacific and Europe/ Middle East/ Africa regions. A key finding of the survey is that different geographies have different CRM risks and priorities. Figure 2.2: The CRM Done Right Framework Source: IBM Business Consulting Services, CRM done right: executive handbook for realizing the value of CRM, 2004 According to this framework, the following are the five success factors which are considered keys to doing CRM right: Realize your CRM value case for change answers the question Why we are doing this? It is the format by which management establishes projected benefits of the project, initiative or program and sets the baseline costs and business implications of making the change. 15

10 Identify and prioritize your CRM value propositions the process of defining specific strategies that create value for all of the stakeholders in the CRM equation, including the organization, customers, employees and partners. This factor was considered most vital by the organizations in the Asia-Pacific region who participated in the survey. Design your new CRM operational blueprint outlines how the organization will deploy resources, how new technologies and infrastructure will be built, how new processes will be designed and create a comprehensive strategy for managing the change Construct a transformational multi-generational roadmap and implement your solutions this roadmap is the plan the organization creates to realize the blueprint of the CRM operating model. It turns the blueprint into a prioritized sequence of time-fixed work programs that are implemented at the rate that the organization can handle and manage successfully. Build support for your CRM efforts and stay on track through sponsorship, governance and change management this is to ensure that the entire organization remains committed throughout the deployment of the new operations. This factor is also considered important in the Asia Pacific region. This framework stresses the importance of the calculation of a clear ROI (Return on investment) at the outset of the project. The usage of measurable and observable metrics are recommended in order to illustrate the exact return that can be achieved by implementing CRM. Figure 2.3 outlines possible metrics that can be used when establishing the ROI. 16

11 Figure 2.3: Metrics for the measurement of ROI Source: IBM Business Consulting Services, CRM done right: executive handbook for realizing the value of CRM, Framework 3: An Integrated CRM Implementation Model Sigala (2003) proposes a model that offers strategic and operational value which incorporates the following main areas: Knowledge management The collection, analysis and sharing of customer information that are used for developing highly personalized offerings. The framework stresses the difference between information and knowledge, stating that knowledge is produced when information is analyzed and used to enable and leverage strategic actions. The framework states that an overall knowledge based CRM in the hospitality industry requires the following: 17

12 o A hotel culture whereby every customer interaction is perceived as a learning experience and each customer contact as a knowledgebuilding opportunity and a chance to collect new information about hotels guest o a knowledge information system shaping the technical basis for information accumulation, retrieval and distribution of explicit knowledge, leadership that will motivate knowledge workers and orientation and team structures and knowledge circles that promote the personalized transfer of tacit and explicit knowledge o incentives and rewards to staff's efforts to capture, use and share knowledge for personalizing customer interactions/experiences o a redesign of customer data across the organization and a customercentric ICT integration and infrastructure o understanding of guests value drivers and requirements as well as of the ways in which hotels contribute or fail to create customer value o collection, analysis and use of three type of customer information: information of the customer (personal and transactional data); information for the customer (product/service/organizational information that are perceived useful by customers); and information by the customer (customer feedback, complaints, propositions, claims) Relationship marketing (internal and external) Setting the strategies that shape how the organization will build and maintain their relationships with customers. Since CRM also largely depends on staff attitudes, commitment and performance and so, success on the external marketplace requires initial success on the internal business by motivating and getting employees commitment. There fore the organization should focus on both internal and external aspects of relationship marketing. 18

13 ICT management Usage of data warehousing and data mining to analyze volumes of data in order to decipher meaning, patterns and relationships from many seemingly unrelated bits of data, they are necessary and valuable tools for trying to determine customer demographics, buying patterns, market segments, contribution margins, customer lifetime, etc. ICT is also instrumental for gathering and storing customer data, providing ways for one-to-one interactions, as well as identifying ways for disseminating and accessing information across the organization. Figure 2.4 depicts a diagrammatic representation of this model. Figure 2.4: An integrated CRM implementation model Source: Integrating Customer Relationship Management in hotel operations: Managerial and operational implications, M Sigala, September

14 2.7. CRM in the Hospitality Industry: an example from a Maldivian Hotel This section describes some of the processes adopted by a Maldivian luxury boutique hotel chain after implementing a CRM System in order to deliver a more personalized service to their guests. These process descriptions are extracts from the Best Practices Manual of the hotel 1. One day prior to arrival, guest names are run through the system and guest history of repeaters is printed out. This is circulated to all the service interface areas. This information is discussed at departmental briefings to notify Hosts (staff) on the preferences of guests assigned to them. The information is reviewed by the General Manager and amended each time prior to guest s arrival to maintain only pertinent information of the guest. The guest profile will indicate the names of the butler and other key hosts who served the guest during the previous visit. If the hosts are still in the service of the company, they should be allocated to serve the guest on the current visit. For repeat guests, rooms prepared with their choice of music playing & all necessary requirements done. A complimentary bottle of champagne is placed in the room prior arrival. However, if the guest history indicates that the guest is non-alcoholic, this is replaced by a preferred fruit juice. Bicycle at arrival - there is always a bicycle per guest ready. All bicycles are tagged with a recyclable name plate that displays the guests name. For repeat guests, the name plate is prepared and fixed prior to guest arrival. If a special occasion of the guest (birthday, anniversary etc) of the guest falls during the stay, a special surprise is to be arranged for the guest. The arrangements need to be made after a careful perusal of the guest history. Preferences of each and every guest are noted down on a daily basis on a guest information collection form at every guest service interface. On guest departure, information is studied by the GM. These forms are handed over to the Guest History officer who enters this information into the Guest History 1 At the request of the organization, the name of the organization has been omitted to protect the anonymity 20

15 System. The information is reviewed and amended each time prior to guest s arrival to maintain only pertinent information of the guest. All frontline Hosts are empowered to take decisions worth up to USD2000 when the guest encounters a breakdown in service/ product. All Hosts are trained to do Service Recovery. Once the recovery is done, the Recovery Form is filled up and distributed to all departments. This helps other department be aware and help the situation. The decisions are reviewed by the GM and discussed at a forum of frontline Hosts to provide feedback on the decisions and how some situations and decisions could have been better handled. The points discussed are recorded and distributed to all department heads for dissemination to all frontline Hosts. Concept of magic hands - Listen and watch - make miracles happen! A guest may mention something to his partner in a car or at Lunch or dinner. Catch any service and comfort related information from guest and put it straight into action! Surprise the guest by getting things done. Example: a guest mentions at the manager s cocktail that he always has problems to bend and therefore put a chair in his bathroom at home - on the return to the room, a chair is already put in the bathroom. Arrange services proactively and not reactively. Any new information learned about the guest is to be reported to the Guest Histories officer to be included in the guest history for future reference. All Front of House Hosts will carry a Guest Observation Pad and write down any challenges no matter how small that the guest experienced and have these sent to the GM immediately so that he can provide a quick Service Recovery where necessary and also impact positively on the guest in that we take care of them and pay attention to even the smallest of things. After the guest leaves, personalized cards are to be sent on special occasions such as birthdays, anniversaries etc and also for Christmas and New Year. 21

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM.

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM. Handbook of CRM: Achieving Excellence in Customer Management Adrian Payne Elsevier 2006 ISBN: 0750664371, 438 pages Theme of the Book This highly usable book: gives the reader a strong understanding of

More information

Management Update: The Eight Building Blocks of CRM

Management Update: The Eight Building Blocks of CRM IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful

More information

Internal Marketing from a Marketing Manager s perspective

Internal Marketing from a Marketing Manager s perspective Internal Marketing from a Marketing Manager s perspective Date: 28 April 2011 By: To: Assignment: Angela Shaw Student ID 01105264 Penny Robson Massey University Part 1 Individual Assignment Written Report

More information

Customer Relationship Management: Tool or Philosophy?

Customer Relationship Management: Tool or Philosophy? Customer Relationship Management: Tool or Philosophy? A system cannot understand itself. The transformation requires a view from outside. - W. Edward Deming CRM a general perspective: A successful CRM

More information

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 1: Introduction to CRM Selected definitions of CRM 1 CRM is an information industry term for methodologies, software, and usually Internet

More information

Creating the Strategy that Drives Your CRM Initiative. Debbie Schmidt FIS Consulting Services

Creating the Strategy that Drives Your CRM Initiative. Debbie Schmidt FIS Consulting Services Debbie Schmidt FIS Consulting Services 1 800 822 6758 Table of Contents More Than an IT Project...2 One Size Does Not Fit All...2 Moving Toward an Effective CRM Strategy...3 The Process...4 The Technology...4

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

Customer Experience Management

Customer Experience Management Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4

More information

CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM

CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM Syede soraya alehojat 1, Ebrahim Chirani 2, Narges Delafrooz 3 1 M.sc of Business Management, Rasht Branch, Islamic Azad University, Iran 2, 3 Department

More information

Transforming the Way to Market, Sell and Service

Transforming the Way to Market, Sell and Service Customer Relationship Management (CRM) Transforming the Way to Market, Sell and Service Agenda I. CRM definition and overview II. Getting started with CRM Initiatives 2 1 What is CRM? Customer Relationship

More information

Module Three. Connected CRM Enterprise Transformation

Module Three. Connected CRM Enterprise Transformation Module Three Connected CRM Enterprise Transformation 1 Any organization can become more customer focused. It s just harder sometimes Product-centric P&L/Decision Segment-centric P&L/Decision Channel-centric

More information

COMMUNICATIONS & MEDIA Driving Effective Customer Retention for Communications

COMMUNICATIONS & MEDIA Driving Effective Customer Retention for Communications COMMUNICATIONS & MEDIA Driving Effective Customer Retention for Communications Introduction In a world where penetration rates for services like mobile have reached more than 100% in many countries, Communications

More information

Customer Relationship Management

Customer Relationship Management V. Kumar Werner Reinartz Customer Relationship Management Concept, Strategy, and Tools ^J Springer Part I CRM: Conceptual Foundation 1 Strategic Customer Relationship Management Today 3 1.1 Overview 3

More information

The Definitive Guide to Social CRM

The Definitive Guide to Social CRM The Definitive Guide to Social CRM Maximizing Customer Relationships with Social Media to Gain Market Insights, Customers, and Profit Barton J. Goldenberg Chapter 1 Understanding the Intersection of CRM,

More information

Best Practices: Customer Relationship Management By Ian Gordon

Best Practices: Customer Relationship Management By Ian Gordon I M P R O V I N G T H E P R A C T I C E O F M A N A G E M E NT Best Practices: Customer Relationship Management By Ian Gordon Reprint # 9B02TF08 IVEY MANAGEMENT SERVICES NOVEMBER/DECEMBER 2002 COPYRIGHT

More information

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices

3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices CRM Expert Advisor White Paper 3 Keys to Preparing for CRM Success: Avoid the Pitfalls and Follow Best Practices Ten years ago, when CRM was nascent in the market, companies believed the technology alone

More information

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE.

OPTIMUS SBR. Optimizing Results with Business Intelligence Governance CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. OPTIMUS SBR CHOICE TOOLS. PRECISION AIM. BOLD ATTITUDE. Optimizing Results with Business Intelligence Governance This paper investigates the importance of establishing a robust Business Intelligence (BI)

More information

Customer Care for High Value Customers:

Customer Care for High Value Customers: Customer Care for High Value Customers: Key Strategies Srinivasan S.T. and Krishnan K.C. Abstract Communication Service Providers (CSPs) have started investing in emerging technologies as a result of commoditization

More information

CRM Adoption Framework and Its Success Measurement

CRM Adoption Framework and Its Success Measurement CRM Adoption Framework and Its Success Measurement Leo Willyanto Santoso Faculty of Industrial Technology, Petra Christian University Jl. Siwalankerto 121-131, Surabaya 60236 Tel. 031-2983455, Fax. 031-8417658,

More information

Five Steps for Succeeding with Social Media and Delivering an Enhanced Customer Experience

Five Steps for Succeeding with Social Media and Delivering an Enhanced Customer Experience Cognizant 20-20 Insights Five Steps for Succeeding with Social Media and Delivering an Enhanced Customer Experience Executive Summary Social CRM places the customer at the heart of the company, where customers

More information

Guidelines For A Successful CRM

Guidelines For A Successful CRM Guidelines For A Successful CRM Salesboom.com Many organizations look to CRM software solutions to address sales or maybe customer service deficiencies or to respond to pressures from outside sources in

More information

Next-generation e-commerce for retail: How to optimize cross-channel marketing, sales and service.

Next-generation e-commerce for retail: How to optimize cross-channel marketing, sales and service. Next-generation e-commerce for retail: How to optimize cross-channel marketing, sales and service. > ATTRACT AND RETAIN HIGHLY PROFITABLE CUSTOMERS > PROVIDE SEAMLESS CROSS-CHANNEL SHOPPING > EXTEND CAPABILITIES

More information

There s more to Master Data Management than Mastering Data. Andrew Bonanni, Dataport Solutions abonanni@dataportsolutions.com

There s more to Master Data Management than Mastering Data. Andrew Bonanni, Dataport Solutions abonanni@dataportsolutions.com There s more to Master Data Management than Mastering Data Andrew Bonanni, Dataport Solutions abonanni@dataportsolutions.com Organizations that follow a disciplined approach to cross-functional workflow

More information

Quality Standard Customer Service Complaints Handling

Quality Standard Customer Service Complaints Handling Quality Standard Customer Service Complaints Handling Version 1 Date:- 2 nd December 2010 Page 1 Contents INTRODUCTION 4 OVERVIEW OF THE COMPLAINTS STANDARD 5 FRAMEWORK 6 MANDATORY SECTIONS 7 SECTION 1

More information

Mergers and Acquisitions: The Data Dimension

Mergers and Acquisitions: The Data Dimension Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The

More information

Knowledge management intersects with customer relationship management (CRM) for increased organizational competitiveness

Knowledge management intersects with customer relationship management (CRM) for increased organizational competitiveness Student Work Vol.5(2) June 2003 Knowledge management intersects with customer relationship management (CRM) for increased organizational competitiveness Charlene van Zyl Full time student B.Com (Hons)

More information

WHITE PAPER Turning Insight Into Action. The Journey to Social Media Intelligence

WHITE PAPER Turning Insight Into Action. The Journey to Social Media Intelligence WHITE PAPER Turning Insight Into Action The Journey to Social Media Intelligence Turning Insight Into Action The Journey to Social Media Intelligence From Data to Decisions Social media generates an enormous

More information

Maximizing Customer Retention: A Blueprint for Successful Contact Centers

Maximizing Customer Retention: A Blueprint for Successful Contact Centers Maximizing Customer Retention: A Blueprint for Successful Contact Centers Sponsored by Table of Contents Executive Summary...1 Creating Loyal Customers: A Critical Company Goal...1 Causes of Customer Attrition...2

More information

Marketing Automation 2.0 Closing the Marketing and Sales Gap with a Next-Generation Collaborative Platform

Marketing Automation 2.0 Closing the Marketing and Sales Gap with a Next-Generation Collaborative Platform Marketing Automation 2.0 Closing the Marketing and Sales Gap with a Next-Generation Collaborative Platform 4 Contents 1 Executive Summary 2 Defining Marketing Automation 2.0 3 Marketing Automation 1.0:

More information

THE ORGANIZER S ROLE IN DRIVING EXHIBITOR ROI A Consultative Approach

THE ORGANIZER S ROLE IN DRIVING EXHIBITOR ROI A Consultative Approach 7 Hendrickson Avenue, Red Bank, NJ 07701 800.224.3170 732.741.5704 Fax www.exhibitsurveys.com White Paper THE ORGANIZER S ROLE IN DRIVING EXHIBITOR ROI A Consultative Approach Prepared for the 2014 Exhibition

More information

White Paper Seven Key Components To Improved Customer Experience

White Paper Seven Key Components To Improved Customer Experience Consumer Products Sector We make it happen. Better. White Paper Seven Key Components To Improved Customer Experience A Practical Guide to Creating Holistic Customer Experiences that Drive Long-term Loyalty

More information

The Contact Center: Low-Cost Driver or Strategic Differentiator?

The Contact Center: Low-Cost Driver or Strategic Differentiator? The Contact Center: Low-Cost Driver or Strategic Differentiator? Prepared by: Telerx 723 Dresher Road Horsham, PA 19044 1.800.2TELERX www.telerx.com Contact center work has historically been viewed as

More information

CUSTOMER STRATEGY DRIVING SUSTAINABLE GROWTH THROUGH A CUSTOMER CENTRIC APPROACH

CUSTOMER STRATEGY DRIVING SUSTAINABLE GROWTH THROUGH A CUSTOMER CENTRIC APPROACH CUSTOMER STRATEGY DRIVING SUSTAINABLE GROWTH THROUGH A CUSTOMER CENTRIC APPROACH 1 Customer Strategy CUSTOMER STRATEGY With more connected global marketplaces, shortened product and service innovation

More information

WHITE PAPER. Social media analytics in the insurance industry

WHITE PAPER. Social media analytics in the insurance industry WHITE PAPER Social media analytics in the insurance industry Introduction Insurance is a high involvement product, as it is an expense. Consumers obtain information about insurance from advertisements,

More information

Customer Value related Short Guide. from the book. Customer Value Investment: Formula for Sustained Business Success

Customer Value related Short Guide. from the book. Customer Value Investment: Formula for Sustained Business Success Customer Value related Short Guide from the book Customer Value Investment: Formula for Sustained Business Success by Gautam Mahajan (Mahajan@customervaluefoundation.com) Attribute Trees Build a relationship

More information

Chapter 1: Strategic Customer Relationship Management Today

Chapter 1: Strategic Customer Relationship Management Today Chapter 1: Strategic Customer Relationship Management Today Overview Topics discussed: From the marketing to the customer concept CRM and customer value The concept of CRM CRM from a business strategy

More information

Continuous Customer Dialogues

Continuous Customer Dialogues Continuous Customer Dialogues STRATEGIES FOR GROWTH AND LOYALTY IN MULTI-CHANNEL CUSTOMER-ORIENTED ORGANIZATIONS whitepaper TABLE OF CONTENTS: PAGE Overview...3 The Continuous Customer Dialogue Vision...4

More information

2012 Maximizer Software Ltd.

2012 Maximizer Software Ltd. 2 7 Steps to Enhance Your CRM Performance Table of Contents Enhancing CRM... 3 Step 1: Define processes... 4 Step 2: Define polices... 8 Step 3: Plan performance metrics... 12 Step 4: Review structure...

More information

KLM s Customer Relationship Management

KLM s Customer Relationship Management KLM s Customer Relationship Management & How to stay a Highflyer Assignment Nr 9 By Anna Orlova Student Nr: 417387 Group Number: 2 Tutor: Mr. A.J.W.P.M. Teunissen Introduction KLM Royal Dutch Airlines

More information

NICE MULTI-CHANNEL INTERACTION ANALYTICS

NICE MULTI-CHANNEL INTERACTION ANALYTICS NICE MULTI-CHANNEL INTERACTION ANALYTICS Revealing Customer Intent in Contact Center Communications CUSTOMER INTERACTIONS: The LIVE Voice of the Customer Every day, customer service departments handle

More information

DEVELOP INSIGHT DRIVEN CUSTOMER EXPERIENCES USING BIG DATA AND ADAVANCED ANALYTICS

DEVELOP INSIGHT DRIVEN CUSTOMER EXPERIENCES USING BIG DATA AND ADAVANCED ANALYTICS DEVELOP INSIGHT DRIVEN CUSTOMER EXPERIENCES USING BIG DATA AND ADAVANCED ANALYTICS by Dave Nash and Mazen Ghalayini; Contributions by Valentin Grasparil This whitepaper is the second in a 3-part series

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

Customer Experience Management (CEM) Technology: What, Why, and How Does It Work

Customer Experience Management (CEM) Technology: What, Why, and How Does It Work Customer Experience Management (CEM) Technology: What, Why, and How Does It Work February 2005 Executive Summary A new class of technology has arrived. Customer Experience Management (CEM) Technology delivers

More information

Taking A Proactive Approach To Loyalty & Retention

Taking A Proactive Approach To Loyalty & Retention THE STATE OF Customer Analytics Taking A Proactive Approach To Loyalty & Retention By Kerry Doyle An Exclusive Research Report UBM TechWeb research conducted an online study of 339 marketing professionals

More information

Major Trends in the Insurance Industry

Major Trends in the Insurance Industry To survive in today s volatile marketplace? Information or more precisely, Actionable Information is the key factor. For no other industry is it as important as for the Insurance Industry, which is almost

More information

CRM Customer Relationship Management

CRM Customer Relationship Management CRM Customer Relationship Management Bianka Parragh, Phd Óbuda University Keleti Károly Faculty of Business and Management Institute of Enterprise Management Approaches of Customer Relationship Management

More information

DATA-ENHANCED CUSTOMER EXPERIENCE

DATA-ENHANCED CUSTOMER EXPERIENCE DATA-ENHANCED CUSTOMER EXPERIENCE Using big data analytics to gather essential insight into user behaviors ACTIONABLE INTELLIGENCE Ericsson is driving the development of actionable intelligence within

More information

7 Best Practices for Speech Analytics. Autonomy White Paper

7 Best Practices for Speech Analytics. Autonomy White Paper 7 Best Practices for Speech Analytics Autonomy White Paper Index Executive Summary 1 Best Practice #1: Prioritize Efforts 1 Best Practice #2: Think Contextually to Get to the Root Cause 1 Best Practice

More information

A Quick Guide to Social Customer Service: Measure, Refine & Scale

A Quick Guide to Social Customer Service: Measure, Refine & Scale A Quick Guide to Social Customer Service: Measure, Refine & Scale Measuring how well your Social Customer Service program is working for both your customers and your business is not easy. For the last

More information

Customer Experience Strategy and Implementation

Customer Experience Strategy and Implementation Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary

More information

ASIA S CUSTOMER EXPERIENCE MANAGEMENT LANDSCAPE 2015

ASIA S CUSTOMER EXPERIENCE MANAGEMENT LANDSCAPE 2015 Asia s Customer Experience Management Landscape 2015 1 ASIA S CUSTOMER EXPERIENCE MANAGEMENT LANDSCAPE 2015 Companies across Asia are waking up to the importance of providing consistent customer experiences,

More information

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices

Call Center Optimization. Utility retail competition is about customer satisfaction, and not just retail prices Energy, Utilities and Chemicals the way we see it Call Center Optimization Utility retail competition is about customer satisfaction, and not just retail prices Customers critical awareness; emancipation

More information

ANALYTICS. Acxiom Marketing Maturity Model CheckPoint. Are you where you want to be? Or do you need to advance your analytics capabilities?

ANALYTICS. Acxiom Marketing Maturity Model CheckPoint. Are you where you want to be? Or do you need to advance your analytics capabilities? ANALYTICS Analytics defined Analytics is the process of studying data to identify potential trends, evaluate decisions, or assess the performance of a tool, event, or scenario. The process should include

More information

The Key to a Successful KM Project

The Key to a Successful KM Project Introduction An integrated PKM methodology enables organizations to maximize their investments by ensuring initiatives are on time and within budget, while sharing project challenges and successes that

More information

Chapter 4: Implementing the CRM Strategy

Chapter 4: Implementing the CRM Strategy Chapter 4: Implementing the CRM Strategy Overview Topics discussed: Elements of a CRM System Customer Interphase / Touch Points CRM Applications Return on Investment (ROI) of CRM CRM Costs Why is ROI of

More information

BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE

BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE BENEFITS REALIZATION ENSURES CHANGE DELIVERS GREATER BUSINESS VALUE Focusing on the delivery of value-adding benefits is an excellent way to achieve greater ROI from change. Benefits & Value Management

More information

Information Management & Data Governance

Information Management & Data Governance Data governance is a means to define the policies, standards, and data management services to be employed by the organization. Information Management & Data Governance OVERVIEW A thorough Data Governance

More information

Get Better Business Results

Get Better Business Results Get Better Business Results From the Four Stages of Your Customer Lifecycle Stage 1 Acquisition A white paper from Identify Unique Needs and Opportunities at Each Lifecycle Stage It s a given that having

More information

Enabling Data Quality

Enabling Data Quality Enabling Data Quality Establishing Master Data Management (MDM) using Business Architecture supported by Information Architecture & Application Architecture (SOA) to enable Data Quality. 1 Background &

More information

Relationship management is dead! Long live relationship management!

Relationship management is dead! Long live relationship management! XRM: From Fragmentation to Integration Executive Summary Relationship management is dead! Long live relationship management! But it s not just about customers anymore. The value chain has grown so long

More information

Customer Segmentation and Predictive Modeling It s not an either / or decision.

Customer Segmentation and Predictive Modeling It s not an either / or decision. WHITEPAPER SEPTEMBER 2007 Mike McGuirk Vice President, Behavioral Sciences 35 CORPORATE DRIVE, SUITE 100, BURLINGTON, MA 01803 T 781 494 9989 F 781 494 9766 WWW.IKNOWTION.COM PAGE 2 A baseball player would

More information

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com Data Governance Unlocking Value and Controlling Risk 1 White Paper Data Governance Table of contents Introduction... 3 Data Governance Program Goals in light of Privacy... 4 Data Governance Program Pillars...

More information

A Customer Centric Digital Platform For Utilities. A Joint Capgemini and Pegasystems Solution

A Customer Centric Digital Platform For Utilities. A Joint Capgemini and Pegasystems Solution A Customer Centric Digital Platform For Utilities A Joint Capgemini and Pegasystems Solution 2 A Customer Centric Digital Platform For Utilities Utilities the way we see it Utilities in a changing world

More information

Five steps to improving the customer service experience

Five steps to improving the customer service experience Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use

More information

Chapter 8 Customer Relationship Management Benefits of CRM Helps in improving customer retention and loyalty Helps in generating high customer

Chapter 8 Customer Relationship Management Benefits of CRM Helps in improving customer retention and loyalty Helps in generating high customer Chapter 8 Customer Relationship Management Benefits of CRM Helps in improving customer retention and loyalty Helps in generating high customer profitability through a steady flow of customer purchases

More information

ramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab

ramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab ramyam Intelligence Lab E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company enliven CEM An enterprise grade Customer Experience Management Solu

More information

The Role of Feedback Management in Becoming Customer Centric

The Role of Feedback Management in Becoming Customer Centric A Customer Centricity White Paper 5 Old Coach Road Hudson, NH 03051 603-491-7948 www.customercentricity.biz The Role of Feedback Management in Becoming Customer Centric By Stewart Nash QuestBack Boston

More information

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper

Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................

More information

Differentiate your business with a cloud contact center

Differentiate your business with a cloud contact center Differentiate your business with a cloud contact center A guide to selecting a partner that will enhance the customer experience An Ovum White Paper Sponsored by Cisco Systems, Inc. Publication Date: September

More information

4.5% 2014 Digital Marketing Optimization Survey results > 4.5% Top lessons learned from the leaders

4.5% 2014 Digital Marketing Optimization Survey results > 4.5% Top lessons learned from the leaders 2014 Digital Marketing Optimization Survey results Top lessons learned from the leaders Table of contents 1: Introduction 2: Five lessons from the top 20% #1: They test to make decisions 3: #2: They put

More information

Elevating Customer Analytics Initiatives and Building the Coveted Holistic Customer View

Elevating Customer Analytics Initiatives and Building the Coveted Holistic Customer View Research Brief Elevating Customer Analytics Initiatives and Building the Coveted Holistic Customer View November 2014 Written By: Christy Maver, Actian Key Takeaways 1. The evolution of Big Data and analytics

More information

Patient Relationship Management

Patient Relationship Management Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information

More information

The case for Centralized Customer Decisioning

The case for Centralized Customer Decisioning IBM Software Thought Leadership White Paper July 2011 The case for Centralized Customer Decisioning A white paper written by James Taylor, Decision Management Solutions. This paper was produced in part

More information

BS 11000 Collaborative Business Relationships It s your choice. Your implementation guide

BS 11000 Collaborative Business Relationships It s your choice. Your implementation guide BS 11000 Collaborative Business Relationships It s your choice Your implementation guide BS 11000 - Collaborative Business Relationships Background BS 11000 is a recognized standard for ensuring mutually

More information

GSSI Conference Putting Customer First

GSSI Conference Putting Customer First GSSI Conference Putting Customer First Sahinis Nicholas Commercial Director Today's Agenda Company s background Value of Information Role of CRM in a company s strategy Features of a modern CRM Possible

More information

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Butterworth Heinemann 2003 ISBN:0750656778, 290 pages Theme of the

More information

How CRM Software Benefits Insurance Companies

How CRM Software Benefits Insurance Companies How CRM Software Benefits Insurance Companies Salesboom.com Currently, the Insurance Industry is in a state of change where today's insurance field is becoming extremely complex and more competitive. As

More information

Management. Customer Relationship Management /1. Establishing CRM successfully. The essence of Customer relationship Management

Management. Customer Relationship Management /1. Establishing CRM successfully. The essence of Customer relationship Management Customer Relationship Management /1 Customer Management Relationship In any rapidly changing business environment it is essential to manage the expectations and quality of service and support to the market.

More information

Part VIII: ecrm (Customer Relationship Management)

Part VIII: ecrm (Customer Relationship Management) Part VIII: ecrm (Customer Relationship Management) Learning Targets What are the objectives of CRM? How can we achieve customer acquisition and loyalty? What is the customer buying cycle? How does the

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

Antecedents and Consequences of Consumer s Dissatisfaction of Agro-food Products and Their Complaining through Electronic Means

Antecedents and Consequences of Consumer s Dissatisfaction of Agro-food Products and Their Complaining through Electronic Means Antecedents and Consequences of Consumer s Dissatisfaction of Agro-food Products and Their Complaining through Electronic Means Costas Assimakopoulos 1 1 Department of Business Administration, Alexander

More information

Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores

Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores Salar Fathi, M.A. Student, Department of Management, Business Branch, Islamic

More information

Insurance customer retention and growth

Insurance customer retention and growth IBM Software Group White Paper Insurance Insurance customer retention and growth Leveraging business analytics to retain existing customers and cross-sell and up-sell insurance policies 2 Insurance customer

More information

SOCIAL MEDIA. About Infosys. The Rise of Social Media in Financial Services Balancing Risk and Reward

SOCIAL MEDIA. About Infosys. The Rise of Social Media in Financial Services Balancing Risk and Reward The Rise of Social Media in Financial Services Balancing Risk and Reward SOCIAL MEDIA About Infosys Many of the world s most successful organizations rely on Infosys to deliver measurable business value.

More information

Chapter. Enterprise Business Systems

Chapter. Enterprise Business Systems Chapter 4 Enterprise Business Systems Learning Objectives Identify and give examples to illustrate the following aspects of customer relationship. Business processes supported Customer and business value

More information

Customer effectiveness

Customer effectiveness www.pwc.com/sap Customer effectiveness PwC SAP Consulting Services Advance your ability to win, keep and deepen relationships with your customers. Are your customers satisfied? How do you know? Five leading

More information

SYLLABUS. B.B.A. V SEM Subject Customer Relationship Management

SYLLABUS. B.B.A. V SEM Subject Customer Relationship Management SYLLABUS B.B.A. V SEM Subject Customer Relationship Management UNIT I Introduction to CRM: Definition and concepts of CRM, Components of CRM, Understanding the goal of CRM and Customer Touch Points. UNIT

More information

What s Trending in Analytics for the Consumer Packaged Goods Industry?

What s Trending in Analytics for the Consumer Packaged Goods Industry? What s Trending in Analytics for the Consumer Packaged Goods Industry? The 2014 Accenture CPG Analytics European Survey Shows How Executives Are Using Analytics, and Where They Expect to Get the Most Value

More information

A SAS White Paper: Implementing the Customer Relationship Management Foundation Analytical CRM

A SAS White Paper: Implementing the Customer Relationship Management Foundation Analytical CRM A SAS White Paper: Implementing the Customer Relationship Management Foundation Analytical CRM Table of Contents Introduction.......................................................................... 1

More information

CRM SUCCESS GUIDELINES

CRM SUCCESS GUIDELINES CRM SUCCESS GUIDELINES Provided to You By: Integrated Sales Management, Inc. Helping You Grow! CRM Success Guidelines Customer Relationship Management (CRM) has evolved dramatically recently as many companies

More information

ENVIRONICS COMMUNICATIONS WHITEPAPER

ENVIRONICS COMMUNICATIONS WHITEPAPER ENVIRONICS COMMUNICATIONS WHITEPAPER Creating an Employee Centric Internal Communications Model April 2013 "The only irreplaceable capital an organization possesses is the knowledge and ability of its

More information

SCALABLE ENTERPRISE CRM SERVICES

SCALABLE ENTERPRISE CRM SERVICES SCALABLE ENTERPRISE CRM SERVICES Scalable Systems Email: info@scalable-systems.com A majority of customer relationship management solutions have been designed and tested to solve yesterday's problems and

More information

PLANNING FOR SUCCESS WITH CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM (CRM) IMPLEMENTATIONS

PLANNING FOR SUCCESS WITH CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM (CRM) IMPLEMENTATIONS PLANNING FOR SUCCESS WITH CUSTOMER RELATIONSHIP MAGEMENT SYSTEM (CRM) IMPLEMENTATIONS Mahesh S. Raisinghani, Associate Professor IS & Global, Texas Woman s University, School of Management, Denton, TX

More information

Business to business (B2B) corporations with strong cash. Merger and Acquisition Success: The Sales Force Integration Imperative

Business to business (B2B) corporations with strong cash. Merger and Acquisition Success: The Sales Force Integration Imperative S A L ES & M A R K E TING INSIGHTS Merger and Acquisition Success: The Sales Force Integration Imperative Michael B. Moorman and Ladd Ruddell Business to business (B2B) corporations with strong cash reserves

More information

Informatics For Business Administration

Informatics For Business Administration Informatics For Business Administration 3.1 Definition 3.2 Operational and Analytical CRM 3.3 Marketing the source of valuable customer data 3.4 The core processes CRM 3.5 CRM software 3.6 A CRM Implementation

More information

InfoTrak Information for Better Decisions

InfoTrak Information for Better Decisions InfoTrak Information for Better Decisions Profitable Customer Relationship Management Builds on Strategy and Technology On average, businesses lose 15 percent to 20 percent of their customer base each

More information

Claims Analytics Case Study: BI Claims Representation

Claims Analytics Case Study: BI Claims Representation Claims Analytics Case Study: BI Claims Representation The All-Too-Familiar Trend BI Claims Costs 1 The All-Too-Familiar BI Cost Driver BI Claims Legal Representation Rate BI Claims Costs 2 3 Analyzing

More information