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Case Study Of Fortnight

VOLTAS, a Tata Group company, is one of the world's premier engineering solutions company.

The company has various business divisions; one of them is Unitary Product Business Group (UPBG). This division deals in room air-conditioners, commercial refrigerators, water coolers, and water dispensers. The division has large consumer base and caters to customer segments through cannels, such as 1) Distributors 2) SSD- Sales and service dealers 3) Retails. The products are serviced through a nation-wide network of Service franchisees.

UPBG implemented CRM system of a leading ERP vendor in early 2004 to address mainly service needs of the division. The objectives of implementing this world class CRM were:

  1. Create central database of customers and customer complaints.
  2. CRM to be tightly integrated with SAP R3.
  3. Create a robust and scalable system, also bring in industry best practices from across the world, etc. (The selected CRM promised all these)
  4. Make the CRM accessible over internet
  5. Call centre, Channel partners, service franchisees and dealers should be able to use this CRM system to capture all data at the point of origin.

We implemented world class CRM at our branches and internal call centers in year 2004. For Service Partners we made CRM available on the Portal which could be accessed through the Internet. After going live, we observed to our dismay that the interface was not user friendly and system had serious performance issues in some of the functionalities. Hence the adoption rate of the CRM by channels and service partners was very low. In two years time we could successfully implement it for only about 40 service partners out of 1000 odd total partners. Also external call center which needed web interface could not adopt this CRM due to performance issues.

In mid 2007 service manager of UPBG informed IT department that UPBG division is on growth path and CRM is going nowhere. We had two options, one to adopt SAP CRM ver.6 or get a custom developed CRM. We evaluated SAP CRM 6.0 but the cost of implementation and licenses was extremely high. Division proposed a Chennai based software vendor. Considering the credentials of their work in other organizations, we decided to take a bold step of developing a custom CRM system for UPBG. This made our management extremely apprehensive about the future of CRM. Considering the cost-benefit analysis and ROI calculations of new system, the business managers supported us fully during the development and implementation cycle of new CRM system.

The new CRM development partner had expertise in .NET but had no exposure to integration with SAP. The internal IT team worked closely with the developers and finally the SAP interface was also implemented. The internal IT team that took ownership of success of this initiative was Mr. Prasanna Wadke, Sr.Mgr.-IT and Mr. Debabrata Nag, Mgr-IT. The business ownership was with Mr. P.R.Sajimon, All India Service Manager. Over a period, division derived following advantages with new .Net based CRM

  1. Web based CRM had no restrictions on number of users. The total user base was increased from 60 to 900+ users.
  2. External call center implemented.
  3. Key customers could access the CRM for their customers.
  4. With SMS integration, notifications and escalations could be sent to service partners. Key MIS is sent to service executives and managers on SMS.
  5. Before implementing .Net CRM, the secondary sales data entry was responsibility of Voltas and there were about 20 data entry operators doing this job in various Voltas offices. With implementation of .Net CRM, secondary data capture became responsibility of dealers. Dealers were assured that their claims will be processed expeditiously if the quality of data captured is adhered to standards. Call center was employed to validate the data and do Customer satisfaction survey.
  6. Customer data and dealer claims processing is fully integrated with SAP.
  7. A full fledged mobile application interface is under implementation for service technician. This functionality will enable the technician to see his customer visit schedule on mobile. On completion of the job, technician can capture the service call details on his mobile which then will update the CRM system.

This new CRM solution reduced the cost and increased the quality of secondary sales/customer data capture. It increased the agility, visibility and control in service operations (operational efficiency) due to key data made available on SMS and various reports accessible on the web.

All this led to customer satisfaction which was measured through Gallup Customer Satisfaction survey shown positive trend.

The new CRM implementation cost us less than INR 50Lakh including the hardware cost. The ROI in terms of direct cost savings was realized in about two years.

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