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seminar surveyer
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Joined: Sep 2010
11-01-2011, 03:16 PM

.pptx   audi.ppt.pptx (Size: 259.92 KB / Downloads: 86)


Audi AG is a German manufacturer of a range of automobiles, from supermini to crossover SUVs  in various body styles and price ranges that are marketed under the Audi brand.
The company is headquartered in Ingolstadt, Germany, and has been a wholly owned subsidiary of Volkswagen AG since 1966.
The Audi emblem of the four rings denotes one of Germany's oldest automobile manufacturers. It symbolizes the merger in 1932 of four previously independent motor vehicle manufacturers: Audi touring cars), DKW (small cars),, Horch (luxury cars) and Wanderer (mid-market vehicles).. These companies are the foundation stones on which the present-day AUDI AG is built.
Audi currently employs around 57,000 people worldwide, including 45,000 in Germany. The brand with the four rings invests more than €2 billion each year in order to sustain the company’s technological lead embodied in its “Vorsprung durch Technik” slogan meaning "Progress through Technology"

Customer Relationship Management

CRM (customer relationship management) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way.
For example, an enterprise might build a database about its customers that described relationships in sufficient detail so that management, salespeople, people providing service, and perhaps the customer directly could access information, match customer needs with product plans and offerings, remind customers of service requirements, know what other products a customer had purchased, and so forth.

In 2002, Audi and the VW Bank have decided to implement mySAP™ Customer Relationship Management (mySAP CRM) enterprise-wide for their future customer relationship management (CRM) initiatives.

SAP is the world’s leading provider of e-business software solutions. Through the® e-business platform, people in businesses around the globe are improving relationships with customers and partners, streamlining operations, and achieving significant efficiencies throughout their supply chains.

The 8 Point Takeaway

1. Elevate the customer experience
By using mySAP CRM to collaborate with dealers around rich customer data and manage the customer experience across channels,

2. Enrich brand value
Audi recognizes that providing value to the customer at each interaction point and across channels strongly
influences customer brand perception, satisfaction and future purchase decisions.

3. Recognize the value of retention
By utilizing mySAP CRM to enhance marketing, sales and support capabilities, Audi expects over €3.3 million in revenue contribution related to loyalty increases through 2005.

4. Centralize data first
In 2000, Audi consolidated multiple databases into a central customer source, which currently holds data on over 700,000 customers, 600,000 vehicles and several million interactions.

5. Streamline individual Touch points
Every inbound customer contact at Audi is recorded into mySAP CRM, regardless of channel.

6. Bring product promotion and CRM together
Fueled by customer and prospect insight, Audi is using mySAP CRM to generate highly targeted campaigns and qualified leads.

7. Make customers a core competency
Audi’s Board of Directors instituted CRM as an organizational core competency in 1999.

8. Maximize existing assets
Audi holds a vision of integrated, customer data sharing between the dealer and manufacturer.

Implementation of CRM: Benefits (taking an example of Audi Q7)
The Audi marketing communication and Audi relationship marketing departments jointly began the online portal for their model Q7 to generate international interest and customer care.
Dialog and communication
During the campaign, prospects received newsletters about new features on the online portal and mailings with integrated questionnaires.

Campaign execution
The motto of IT project and implimentation management is “to transmit the right form of communication at the right time to the right prospects” – a tremendous challenge. The project and implimentation is multilingual and multinational.

Refining the target groups
Before each communication step, an intended target group of the campaign was redefined and selected with the help of the segment builder tool in mySAP Customer Relationship Management (mySAP CRM).

Refining the target groups
Before each communication step, an intended target group of the campaign was redefined and selected with the help of the segment builder tool in mySAP Customer Relationship Management (mySAP CRM).

Management of prospect data
The prospect program currently uses mySAP CRM, SAP Business Information Warehouse 3.5, and SAP NetWeaver Exchange Infrastructure (SAP NetWeaver XI) 3.0. Data on prospects enters the database in different ways. Some of it comes from address dealers and is then transmitted to the project and implimentation team in encrypted form by the national marketing offices.

Attracting new customers
The concept of a centrally managed and integrated prospect program has been proven to offer many benefits for local markets. The high number of registered prospects with high-quality information and a high percentage of new customers – those who had never driven an Audi before – shows that the idea worked as expected.

Performance of Audi with poor CRM
Audi previously did not have a streamlined and consistent process for handling inbound customer service inquiries. When Audi launched its new A-series in the United Kingdom in 1995, sales were spectacular. By 1999, Audi sold 40,000 cars in the United Kingdom; by 2002, more than 65,000 were sold, and 40% were to repeat customers -- a growth rate of almost 60%.
The improvement started in 1996, when Audi’s research uncovered that it ranked dead last among luxury makes in the United Kingdom on traditional measures of owner satisfaction and loyalty.
It developed an ambitious plan to reinvent Audi UK from the ground up. The results have been nothing short of stunning. In fact, Audi’s success offers a model of how to drive growth and engineer a dramatic turnaround by creating a superior customer experience for companies in any industry.

Future Prospect

Audi remains committed to further implementing its customer-based strategy to enhance the premium ownership experience. Immediate next steps include international rollout of the CIC component of mySAP CRM, based on the insights acquired in the pilot rollout in the German market. “Beyond improving processes in the customer care area, we also want to make sure all processes thread together to achieve

Audi plans to add CRM components and integration with existing dealer systems to achieve its ultimate vision.Audi’s collective customer focused efforts strive for the holistic view of the customer that will enable relevant, timely and profitable interactions to keep customers loyal for a lifetime.

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Posts: 5,361
Joined: Feb 2011
08-03-2011, 12:02 PM

.pptx   CRM GROUP 3.pptx (Size: 666.71 KB / Downloads: 31)
Facts about HP…..

 Founded in 1939
• Corporate headquarters are in Palo Alto, Calif
• Mark Hurd is president and CEO
• HP is among the world's largest IT companies, with revenue totalling $118.4 billion for fiscal 2008
• HP's 2009 Fortune 500 ranking: No. 9
 No. # 1 Globally……..
# 1 globally in the inkjet
#1 globally in desktop PCs and notebooks
#1 globally in blade, x86, Windows®, Linux, UNIX and high-end UNIX servers
#1 globally in total disk storage systems
#1 globally in distributed system management software
#1 globally in automated software quality
#1 on Newsweek's ranking of Greenest Companies in America
Principles for Strong CRM in HP
 Know about customer value and anticipate relationship better
 Consolidate and make available all customer interaction information from all channels and touch points
 Develop customer centric infrastructure that can consistently support the customized treatment of each customer
 Assign dedicated people, process and technology resources to achieve profitable results
 HP and it’s CRM strategy in US & India
 “HP Inside” Did you know that HP ...
HP India Factsheet
 Operates under four segments: Home & Home office, SMBs, Large Enterprise Businesses and Public sector health and education
 Operates through three divisions: Imaging and printing, personal systems and technology solutions
 India hosts nearly a fifth of HP’s global workforce
 Laptops, consumables and services drive margin growth for HP India
 GDAS (Global Delivery Application Services) India is the flagship center in HP’s global network for application services delivery for customers around the world.
Critical Success Factors for CRM @
• Ease of Integration
• Ease of Customization
• Easy Scalability
• Business Process Management & Integration
• Operational Efficiency
• Customer Loyalty/ Retention
(Source: Amdocs Research)
CRM at HP India
Customer life cycle at HP
CRM practices at HP India

• HP started on this initiative in 2000 when it outsourced its call center requirements to Delhi-based DSS Mobile.
• Call centre passes on valuable leads to resellers.
• If several resellers qualify, then the software picks up the reseller which has the least amount of transaction to its credit.
• Calls are either categorized as ‘hot leads’ or ‘information seekers’ depending on the urgency of the calls.
CRM practices at HP India
• Agents keep in touch with the customer and continue with the follow-up till the loop is closed.
• HP has a dynamic process whereby non-performers are pulled out of the network just as performers are propped into the network.
• Performance is based on the ability to transform leads provided by the call center.
• Call centers are located in Delhi, Mumbai, Chennai, Kolkata, Hyderabad, Bangalore, Ahmadabad and Pune.
CRM practices at HP India
• Customer loyalty index is tracked on following parameters:
– At risk
– Favorable
– Vulnerable
– Loyal
• Front line team handles all the customer issues.
• Backend team handles the upgrading issues.
• Partners provide the hardware support.
CRM practices at HP India
• Service providers are assessed continuously on -
1.Turnaround time
2. Number of parts requested per call
3. Closing the call
4. Customer Satisfaction
5. Repair Rate
• HP uses automated call distribution(ACD) software- enables to track history of a particular customer.
• Total number of calls logged in are 21000 of which 4600 are through web support, 1270 emails and 15000 telephone calls
CRM practices at HP India
• Customer orientation is primarily achieved by
– Managing the customer contact
– Management of the reseller
• Training
• Management of the processes
• Linking of rewards with productivity
– Making use of customer histories to bring about improvements in product. Attempts are being made to prepare record of every customer who buys a HP product
• Unhappy customers are contacted by HP and through partners, attempts are made to make him happy
• There is regular updating of documents and regular circulation of pocket references
HP-USA CRM Practices
 HP Business Intelligence Services helps to optimize customer contact
 CRM professionals who are contact specialists are employed to determine how to consolidate costs and offer the customer self-service solutions
 Customer intimacy—targeted communications—to address customer needs
HP-USA CRM Practices
• The company gets 600 million calls a year from its customers and ships about 500 million products
• New forms of customer interactions—blogs and social networking applications
• Transforming HP’s IT infrastructure to view customers, regardless of which business they purchased from
• CRM software—whole data warehouse; HP’s own business intelligence software, and SAS
HP-USA CRM Practices
• The HP approach to achieving business results
– The core of the HP approach is multivendor management
– Comprehensive customer strategy and assessment that encompasses the people, processes, and technologies
– Offers global, enterprise-wide services & customer self-services
– HP maximizes contact center performance; services encompass strategy, technology, governance, and quality-based processes
– HP-USA CRM Practices
• HP reanalyzed its marketing techniques in 2001 to determine what customers want and how they prefer to receive it.
– They found out that they sent marketing material to two main customer groups: IT managers and end users.
– From this information, they were able to dig deeper and figure out what these customers cared about and cut a huge portion of their marketing costs.
– In addition to this, they were able to save roughly $150,000 a month by not sending customer mailers (which cost $1.00 each) and/or unnecessary emails ($0.10-$0.15 each).
Recommendations to HP India

 CRM is a philosophy, not just technology. Imbibe the philosophy
 Even the best technological solutions , without people’s involvement cannot ensure good CRM. Provide proper training to the staff and ensure that they are aware of the company’s goals and strategies.
 Try and please a customer at every ‘moment of truth’
 HP USA should be taken as a role model for implementing CRM in India

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