Reference no: EM133036289
U31218 Customer Experience Management - University of Portsmouth
Assessment: The Reflective Report
Learning outcome 1: Critically assess, review and interpret the theoretical aspects of operational, analytical and strategic levels of CRM.
Learning outcome 2: Demonstrate the reflective knowledge about theoretical and practical aspect of CRM implementation and management.
Assessment Aim
The role of this report /essay is to engage the students in browsing the extant literature which revolves around subject developments in the recent era. It also refines students' ability to understand the key issues related to subject, demonstrate the understanding of high-level of appropriate concepts, and comprehensive and critical analysis of central issues in the current age.
1. What is the difference between structured and unstructured data. Define the role of unstructured data to develop better customer insights in an analytical CRM?
2. What is relational database and its role in getting better customer insights in an analytical CRM? Elaborate your answer by comparing resemblance of relational database with the data stored in a simple spreadsheet.
3. What is the functionality of OLAP and OLTP database in an analytical CRM? Why does OLTP database needs to be accurate and up to date for getting correct customer insights?
4. What are data warehouse and data marts? Companies in retail and banking sectors are enthusiastic adopter of data warehouse. Critically evaluate benefits and drawback of data warehouse for these companies and how data warehouse and data marts support analytical CRM. You may explain your answer with a real time example.
5. How are analytics used during customer life cycle? Explain your answer with a real company example.
6. There are three ways to generate analytical insights, standard reports, OLAP analysis and data mining. Critically evaluate and Compare each method and why companies like Facebook, Google, Amazon use data mining techniques to generate analytical insights for their customers as compared to standard reports and OLAP analysis.
7. The Customer Portfolio Management process differs between B2C to B2B contexts. A number of portfolio analysis tools have been developed specifically for B2B contexts, but activity-based costing is more easily applied in B2B contexts, whereas data mining is more visible in B2C contexts.
Critically evaluate why activity-based-costing is more widely used in B2B context and data mining in B2C context.
8. Customer portfolio analysis pays off when it helps companies develop and implement differentiated CRM strategies for each cluster of customers in the portfolio. One of the core customer management strategy is customer acquisition and to ‘start a relationship' with a new customer. The company will need to develop an acquisition plan to recruit the customer onto the value ladder.
i. What is customer acquisition strategy and what strategies used to recruit new customer and start a relationship.
ii. What are the performance indicators for customer acquisition strategies and how the operational CRM applications support customer acquisition and to start a fruitful customer relationship?
9. CRM projects vary in scope, duration and cost, but it is always important to be clear about what business outcomes are desired and to measure the performance of the CRM implementation accordingly.
What are the five major phases of a CRM implementation, and the processes and tools that are used to ensure that CRM projects deliver what is expected of them.
Referencing
Students must reference sources using APA 7th. Guidance on this method of referencing.
Attachment:- Customer Experience Management.rar