“a study of 960 international executives rated

ustomer relationship management (CRM) and

strategic planning highest among ten priority
strategic initiatives for improving
organizational performance.”
Payne and Frow, 'A strategic framework for Customer Relationship
Management,' Journal Of Marketing, p. 165 - 167, October 2005.
Filosofi ini mengasumsikan bahwa dalam mencari nilai
(value) yang dibutuhkannya, para konsumen lebih
suka mempunyai hubungan jangka panjang dengan
satu organisasi daripada terus-menerus berpindah dari
organisasi yang satu ke organisasi yang lain.
Contoh penerapan CRM: Meme (imitated thing) atau unique cultural
informations spreads biasanya mengenai trend terkini - produk.
“Pemasaran relasional (relationship marketing) adalah
proses menciptakan, menjaga, dan meningkatkan
hubungan yang kuat bernilai tinggi dengan pelanggan
dan pihak yang berkepentingan lain”.
- Kotler dan Amstrong, 2009

Pengertian
Dari berbagai definisi yang ada, dapat disimpulkan bahwa pemasaran
relasional adalah:
1. Mencari nilai-nilai baru untuk pelanggan dan kemudian produser
dan konsumen berbagi nilai yang diciptakan itu.
2. Mengakui peran utama dari pelanggan individual tidak hanya
sebagai pembeli, tetapi juga mendefinisikan nilai yang mereka
inginkan.
3. Perusahaan perlu mendesain dan memperbaiki proses bisnis,
komunikasi, teknologi dan sumberdaya manusia dalam
mendukung nilai yang diinginkan pelanggan individual sebagai
konsekuensi dari strategi bisnis dan berfokus pada pelanggan.
4. Usaha kerjasama yang terus menerus antara pembeli dan
penjual.
5. Membangun chain of relationship dalam organisasi untuk
menciptakan nilai pelanggan yang diinginkan, dan antara
organisasi dengan para stakeholderutamanya.
 Jauh sebelum dikenal istilah relationship marketing,
Rasulullah SAW telah menerapkan suatu strategi
pemasaran yang saat ini telah diterapkan oleh
pebisnis-pebisnis diseluruh dunia yaitu silaturrahim.
Selain bernilai ibadah, silaturrahim juga menciptakan
nuansa kasih sayang dan networking yang efektif.
Menurut Bruhn, relationship marketing berhubungan
dengan bagaimana perusahaan mampu membangun
keakraban dengan konsumennya, untuk dapat
membangun hubungan yang akrab, maka sebuah
perusahaan memperhatikan dua dimensi utama yaitu:
1. Trust (kepercayaan)
2. Familiarity

Dimensi Utama
Yaitu upaya membangun kepercayaan konsumen yang
terdiri dari tiga atribut yaitu:
a. Harmony, adanya hubungan yang harmonis
dengan saling memahami peran baik perusahaan
maupun konsumen.
b. Acceptance, adanya hubungan saling menerima
berdasarkan kejelasan dari maksud dan tindakan
yang diambil masing-masing pihak.
c. Participation simplicity, kemudahan untuk dapat
saling berhubungan dengan meniadakan
batasan-batasan yang bersifat birokratis maupun
administratif.

1. Trust (kepercayaan)
Yaitu membangun situasi dimana seorang konsumen
merasa nyaman dalam relationship yang dibangun,
terdiri dari tiga attribut yaitu:
a. Personal Understanding, adanya pengertian yang
diterima dari pihak perusahaan secara langsung.
b. Personal awareness, adanya perhatian secara
personal dari perusahaan langsung kepada
konsumen.
c. Professional awareness, menyadari standard
yang seharusnya dilakukan oleh perusahaan
terhadap konsumen.

2. Familiarity
CRM is a cross-functional core business process
concerned with achieving improved shareholder
value through the development of effective
relationships with key customers and customer
segments.

CRM Recognizes That Customers:

 Vary in their economic value
to the company
 Differ in their expectations
toward the firm

CUSTOMER RELATIONSHIP MANAGEMENT

 CRM is a term that refers to practices, strategies,
and technologies that companies use to manage
and analyze customer interactions and data
throughout the customer lifecycle, with the goal of
improving business relationships with customers,
assistingin customer retention and driving sales
growth.

CUSTOMER RELATIONSHIP MANAGEMENT

Contoh: CRM BRI
 PIVOTAL ROLE OF CUSTOMER
RELATIONSHIP MANAGEMENT
DEVELOPING A CRM STRATEGY Strategic
Levels/Company-wide
 CRM Levels
Customer-facing
 CRM Strategy Development
 CRM Implementation Functional levels
VALUE CREATION PROCESS
 Customer Value
 Value Received by the Organization
 CRM and Value Chain Strategy
CRM AND STRATEGIC MARKETING
 Implementation
 Performance Metrics
 Short-Term Versus Long-Term Value
 Competitive Differentiation
PERSPECTIVES TOWARD CRM

STRATEGIC-
THE ENTIRE
COMPANY

REQUIRED THE CUSTOMER

MARKETING
FUNCTIONS
CUSTOMER LIFETIME VALUE

CRM offers the opportunity to examine the individual

customers or narrowly defined groups, and to calculate
what each customers offer the company in profits. -
strategic thinking!

Customer lifetime value (CLV) calculates past profit

produced by the customer for the firm – the sum of all the
margins of all the products purchased over time, less the
cost of reaching that customer
 To this is added a forecast of margins on
future purchases (under different assumptions
for different customers), discounted back to
their present value.
 This process provides an estimate of the
profitability of a customer during the time
span of the relationship.
 The CLV calculation is a powerful tool for
focusing marketing and promotional efforts
where they will be most productive.

CUSTOMER LIFETIME VALUE

THE STEPS IN DEVELOPING A CRM
STRATEGY
Gain enterprise commitment - supportive

Build a CRM project team - analysis and

action

Business needs analysis - integration

Define the CRM strategy - Understanding Customer

Source: V. Kumar and Werner J. Reinartz, Customer Relationship Management (Hoboken, NJ: John Wiley & Sons, Inc.), 2006, 39.
DEFINE THE CRM STRATEGY
Value Proposition -
customer
satisfaction

5
Other 2
Business
Stakeholders - CRM Case -
relevancy STRATEGY assessment

Enterprise 4 3
Transformation Customer Strategy -
different segments
Plan - to launch the
will be formed and
CRM managed

Source: V. Kumar and Werner J. Reinartz, Customer Relationship Management (Hoboken, NJ: John Wiley & sons, Inc.), 2006,
42.
IMPLEMENTATION DANGERS

 ImplementingWithout Developing a
Customer Strategy
 Failing
to Initiate Necessary
Organizational Change
 Allowing
Technology to Dominate the
CRM Process
 Focusing on the Wrong Customers
 Value Received by Value Received by the
the Customer Organization

THE VALUE EXCHANGE

Successful Value
Exchange

VALUE CREATION PROCESS

METRICS How General Electric Co.
FEATURE Measures Customers’ Experience

Happy (And Not-So-Happy) Customers

General Electric is a big user of the “Net Promoter” concept of customer
satisfaction, popularized by Fred Reichheld of Bain & Co. Below, questions
similar to those on which GE’s Capital Solutions unit asks customers to rate the
unit’s performance on a 0 – 10 scale.
• How willing are you to recommend us to a friend or
associate?
• How would you rate our ability to meet your needs?
• How would you rate our people?
• How would you rate our processes?
• What is your impression of our market reputation?
• How would you rate the cost of doing business with us?
• How would you rate the overall value of our product or
service as being worth what you paid?

Source: Kathryn Kranhold, “Client-Satisfaction Tool Takes Root,” The Wall Street Journal, July 10, 2006, B3.
CRM AND VALUE CHAIN STRATEGY

The Perfect Customer Experience

“The perfect customer experience, which must be affordable for
the company in the context of the segments in which it operates
and its competition, is a relatively new concept. Therefore,
multi-channel integration is a critical process in CRM
because it represents the point of co-creation of
customer value. However, a company’s ability to execute
multi-channel integration successfully is heavily dependent on the
organization’s ability to gather and deploy customer information,
from all channels and to integrate it with other relevant
information.”
Adrian Payne and Pennie Frow, “A Strategic Framework for Customer Relationship Management,” Journal of Marketing (October 2005),
173.
CRM AND STRATEGIC MARKETING

CRM STRATEGIC
MARKETING

From the perspective of strategic marketing, there are several

reasons why CRM is important and why there should be extensive
marketing involvement in decisions about CRM. Importantly, an
organizational perspective is needed in guiding the CRM strategy.
1. Adoption and Implementation - CRM be seen
as more than technology focused on
efficiency
2. The availability of CRM data provides the
opportunity to update the measure used to
assess the success of the brands in the
market.
3. Short Term vs Long Term Value as explained
in Customer Lifetime Value (CLV)
4. Competitive Differentiation - strategic
positioning tactic an organization can
undertake to set its products, services, and
brands apart from those of its competitors.