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British Journal of Marketing Studies Vol.2, No.7, pp.1-13, Nove!er 2"1# $u!lished !% &uropean
'entre for (esear)h *raining and +evelopent ///.ea0ournals.org
CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM: A CASE STUDY OF
FLOOR MILLS IN BAHAWALPUR DISTRICT
Prof. Dr. Abdul Ghfoor A!"
+ean of a)ulties, nstitute of Southern $un0a!, Multan, $akistan.
Muh##d Sl#" A$hr
MS S)holar, nstitute of Southern $un0a!, Multan, $akistan, 4e)turer, the slaia niversit%
of Baha/alpur, Baha/alpur, $akistan.
ABSTRACT:Introduction: Customer Relationship Management is the big issue in business
world because the business and growth of every firms depends upon it. It is very important
field that needs in-depth analysis. The author has intended to investigate it in this research
paper. Obective: The obective of this research paper is to analy!e the Customer
Relationship Management in "lour mills of #ahawalpur and how these mills are managing
their customer relations strategically. Methodology: This is an e$ploratory research in which
deductive approach has been applied. %tructured &uestionnaire techni&ue has been used for
data collection. "indings: The study concludes that CRM is being well strategi!ed for the
long term as it is formulated' implemented and practiced in a systematic manner.
Contribution: This study can be useful in studying the customer relationship practices inother flour mills of (a)istan as this study provides basis for further research.
%EYWORDS: 'ustoer (elationship Manageent, lour Mills, 'ustoer (elationship
Strateg%.
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INTRODUCTION
5hen an organi6ation is going to adopt the '(M it has to see soe potential !enefits and
)osts of '(M also. '(M has an% effe)ts in the organi6ation like the )ustoers are fo)used
and their needs, preferen)es and /ants are the a0or )on)erns for the organi6ation. *he
organi6ation )an retain its )ustoers sipl% !% follo/ing the odels of '(M. *he share of)ustoers also depends upon the )ustoer satisfa)tion and the )oitent of )ustoers to
the organi6ation it )ould also !e enhan)ed !% the usage of '(M in the organi6ation. *hese
in)reased shares of )ustoers /ill also generate the long ter profita!ilit% for the fir. *hese
!enefi)ial effe)ts are got onl% !% the )ost of infrastru)ture )ost and the )ost of investents.
LITERATURE RE&IEW
Cu'(o#)r R)l(*o"'h*+ M",)#)"( Pr-(*-) *" (h) Or,"*$(*o"':
))ording to 8ikund et al 2""3, diensions of '(M /ill lead the organi6ation to the
)ontinuous relationship /ith the )ustoers at the )ost of their priva)%. No/ the organi6ations
)an deal /ith the )ustoers !% finding out the loop holes and filling the gaps of resour)es.
*hese fa)tors or easures /ill lead the organi6ation to the in)reased satisfa)tion of the
)ustoer. 9ere the positive feed!a)k )ould !e stored in the '(M data!ase again. *hese
)on)lusions /ill tell the future prospe)ts of '(M usage 8ikund et al, 2""3.
1
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n an% organi6ation the pro)ess of )hange is also point of )on)ern. Man% authors refer this
ter to the )hange anageent 5ikstro. '(M:s ain initiative is to anage the risk
asso)iated /ith the )ustoers. nd in this environental a)tivit% e;ternal fa)tors )an also
)reate ha6ards 9o/arth and rederi)ks, 2"12.
t the organi6ational level '(M /ill !e the pro)ess of integrating the people and the
pro)esses to ake the )ustoer satisfied !% the use of inforation regarding the needs and
likings of the )ustoers. t is the developent of relationship arketing at the organi6ational
level. ))ording to Maroofi et al 2"13, '(M is not onl% the relationship of )ustoers. t is
u)h ore like developing the s%ste of integration !et/een the environent, )ustoer
e;pe)tation and the anageent of kno/ledge.
Co"-)+(ul*$(*o" of CRM ' S(r(),
)lear strateg% is the one /hi)h ephasis on the ipleentation of '(M as the ain part of
the pro)ess. t has three levels of planning /hi)h in)ludes idea, planning and )ustoer
orientation. dea ust !e universal and overall a))urate for ipleentation. $lanning is done
on long ter !asis /hi)h involves )ost of tie, one% and resour)es. $lanning is donea))ording to the allo)ated !udget of the departent. 5hile in the )ustoer )entri) vie/ the
fir tries to identif% its )ustoers and their future needs also. *hen the data /ill !e used to
iprove the produ)t and servi)es +arvish et al, 2"12.
f the '(M is taken as the strateg% it )an )reate a differen)e in the perforan)e of the
organi6ation. *o do the strategi) level '(M ntegration 'opan% has to ake a perfe)t
vision /hi)h ust !e related to the '(M pro)ess. 'opan% perforan)e o!0e)tives and
threshold points ust !e deterined, the de)isions regarding the segentation and target)ustoers ust !e predefined. urtherore )opan% also has to de)ide the level of
)ustoi6ation it is going to offer to the )ustoers. t the end )opan% also has to ake
)al)ulations regarding the onetar% !enefit or the advantages derivation fro the
ipleentation of the '(M in the )opan% uar, 2"11.
I#+l)#)"((*o" Pl"
Senior anageent )oitent is ost iportant. Su))ess of '(M is !ased on the
profita!ilit% of it /hi)h has to !e )al)ulated !efore the ipleentation. 9ere at this level
)opanies )onsider that the )ustoi6ed solutions provided to the )ustoers /ill in)rease the
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satisfa)tion of )ustoers as /ell. part fro the )ustoers planning the '(M /ill also !e
regarding the use of inforation !% the anagers and their need of data. 'ustoer intera)tion
/ith the '(M and the de)isions of the anageent are iportant fa)tors for the planning of
'(M ipleentation )riteria. ntera)tions point of !oth )an !e altered then a))ording to the
need of parti)ular organi6ation Bose, 2""2.
(eason for the su))essful ipleentation of the '(M is the in)reent in the !usiness profit,
gaining )ustoer:s satisfa)tion, delivering the personali6ed servi)es to the )ustoers, getting
the )ustoer:s insight a!out their preferen)es, taste and future deands, )reating the
differentiation fro the )opetitors of the !usiness, and at the end to get the ore selling
)han)es for the produ)t of the !usiness. *o get all these purposes !usiness have to )reate the
e;a)t plan /hi)h /ill !e !ased on the perfe)t integration of !usiness pro)ess, te)hnolog%
used, strategies ade, huan resour)e integration, )ouni)ation )hannels integration and
the end the )ultural fa)tors or the )hange anageent uar, 2"11.
2
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S(r(), For#ul(*o"
oration of the strateg% to ipleent the '(M is started at the level /here the de)isions
are taken regarding the )ustoers groups and their )hara)teristi)s. t this level )opan% /ill
also identif% the individual )ustoers and their groups. n the foration of strateg% three
ain fa)tors are dis)ussed, first is de)iding the purpose of the '(M ipleentation se)ond is
the sele)tion of the parties /hi)h are )ustoers groups and individual )ustoers and third are
the s)hees and progras for the '(M s%ste. *he purpose of '(M is to get the operational
and strategi) level goals of the fir. *o ipleent the progra and strategies parties
)ustoers and eplo%ees are fo)used $arvati%ar < Sheth, 2""2.
+evelopent of '(M strateg% is a ta)ti)al pro)ess involving an% steps at strategi) level,
like/ise first step is the developing the !usiness odel. irst the fir has to design the pro)ess to
attain, a)=uire, retain and in)rease the )ustoers. *hen the odel is related to the !usiness its
dealing /ith. '(M is not the onl% te)hnologi)al )hange in the fir !ut also the eergen)e of the
)ulture to the )ustoer:s. Main reason ipleent the '(M strateg% is to give the )ustoers
ultiate satisfa)tion the% are /anting fro the prospe)tive of )ouni)ation /ith the. f the
strateg% is going good /ith the )ustoers then it /ill in)rease the )ustoer:s lo%alt% as /ell and
in the end the satisfied )ustoer /ill generate ore profits for the )opan%. Strateg% of
ipleentation of '(M )ould !e the ost useful /a% to in)rease the )ustoers !% theirsatisfa)tion. n the aspe)t of )urrent arket and glo!al !usiness environent it is )opulsor% for
the firs to in)rease their value !% soe differentiation of their produ)t or servi)es. nd the
ipleentation of '(M strateg% /ill provide the /in-/in solution for three of the> )ustoer,
)opan% and eplo%ees Jakinsen and Jo)o!s, 2""2.
D)/)lo+*", A"l(*-l CRM A++ro-h
n the !eginning of the '(M ipleentation in the organi6ation fo)us /as not on the anal%ti)al
'(M !ut no/ da%s its iportant is /ide spread. +ata anageent and anal%sis te)hnologies
allo/ the users to anal%6e the inforation of the )ustoers. 'ustoers segents are identified on
the !asis of reports prepared !% the '(M s%stes and then the parti)ular )ustoers are !eing
)ouni)ated. B% the effe)ting anageent of )ustoer relations )ustoer:s retention is done
at strategi) level. nal%ti)al '(M also effe)ts the )ustoer:s lo%alt% !e)ause ore of the
)ustoers are !eing fo)used the% /ill )onsider theselves a valua!le assets and then the% /ill
have in)reent in their lo%alt% Srivastava, 5ang, < 9/ang, 2""2.
nal%ti)al '(M s%ste )an )reate the value of inforation !% doing the anal%sis on the
previousl% )olle)ted data, and !% the anal%ti)al '(M )ustoers segentation and targeting is
done. t )an also strengthen the )ustoer:s relationship anageent. +ate )olle)ted and
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anal%6ed )an !e used in the arketing of produ)ts or servi)es to the target )onsuer
a))ording to the segentation )reated on anal%ti)al '(M !asis and the targeted )ustoers
)an !e pointed out as /ell. Su))essful integration of '(M )an provide the ultiate advantage
of data ining and data )olle)tion and retrieval too Bi!iano, Ma%ol, < $astor.
S(r(),*- I"(),r(*o"
*he $ro)ess of '(M pra)ti)e starts /ith the strateg% forulation of the iproveent in the
!usiness pro)esses. ?rgani6ations have to see first if the strategies of '(M )an !e useful for
the organi6ation and its ipleentation is if possi!le. '(M )hanges the overall !usiness
pro)ess and its strateg%. Business )opeten)es for the ipleentation of '(M are evaluated
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for the parti)ular !usiness and then the e;e)ution plan is ade $iskar < raganel, 2""@.
'(M )ould !e the part of overall s%ste of the organi6ation rather than a part of it.?rgani6ations have to identif% /here the s%ste /ill !e ore suita!le, afforda!le and
!enefi)ial. nternet usage leads to the &-'(M and the anageent of &-'(M is ore of
)al)ulated nature rather than anal%ti)al 9arrigan < !!ostan, 2""@.
f the strategi) integration is dis)ussed it is a)tuall% !ased on the long ter de)isions
regarding '(M. Strateg% forulation /ill !e started fro the purpose to in)rease the
effi)ien)% and effe)tiveness of the pro)esses of the )opan%. $rogras /ill !e then de)ided
/hi)h /ill !e adopted a))ording to poli)ies and features of the organi6ation. *hese poli)ies/ill !e surel% a))ording to the !usiness vision. n the ne;t step strategi) partners of the
!usiness are finali6ed /ith /ho fir is going to !e engaged in !usiness. fter these initial
steps de)isions are taken at anageent level regarding the foration of teas, de)iding
roles of the tea e!ers, /a%s of )ouni)ation, otivation of /ork, !lue print of the
/hole pro)ess, atta)hent of eplo%ees and at the end onitoring pro)ess of eplo%ees.
$urpose of doing all these a)tivities are not 0ust to ipleent the '(M in the organi6ation
!ut the purposes )an !e )lassified as strategi) purposes like long run perforan)e, finan)ial
purposes like in)reasing profita!ilit%, sales a)tivit%, (? et). and at the end arketing
purposes of in)reasing the )ustoers lo%alt% and satisfa)tion of )ustoers. *his pro)ess is
also s)rutini6ed all over and dra/!a)ks are founded to reove if there are an% other /ise
further soothing of pro)ess is done $arvati%ar < Sheth, 2""2.
I"for#(*o" M",)#)"( I"(),r(*o"
nforation anageent integration is the ain or )entri) point of '(M ipleentation as
the )ustoers and all other inforation is needed to !e stored, retrieved and used for
anal%ti)al purposes. n the inforation anageent s%ste all the inforation of )ustoer:s
!ehaviors along /ith their )onta)t inforation is stored and then this data is reali6ed for
)ustoer:s insight 0udgent. &;tensive data storage is iportant !enefit of '(M s%ste.
5hen the inforation of )ustoers is stored ele)troni)all% in the inforation s%ste then the
organi6ation )an get the data for the )ustoer:s preferen)es and future !ehaviors of needs and
/ants. n this /a% anageent of proper inforation s%ste )an redu)e the )ost, in)rease
the effe)tiveness of the !usiness and profita!ilit% /hile getting the )opetitive advantage too.
Benefits of inforation s%ste are several if the s%ste is )arried on proper footing /ith the
e;a)t use of internet at the point of need 9arrigan < !!ostan, 2""@.
great pro!le in the ipleentation of '(M is that eplo%ees think it as a te)hnologi)al
advan)eent or soft/are !ut not as a strateg%. Aes the soft/are is used in '(M !ut it is
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)onsidered 0ust as a part of pro)ess !ut not the /hole pro)ess. Soft/are gives the support and it
uses this inforation /hi)h is used to get the )ustoer insight. 'ustoer relationship strateg% is a
ain fa)tor in the enterprise resour)e s%ste. Marketing sales and servi)es departent then )an
use the inforation of )ustoer to ake de)isions regarding )ustoer )oplaints and deands.
Soft/are pa)kages )an !e so effe)tive in the anageent of )ustoers and their inforation that
it )an retrieve the data and an% kind of inor inforation !% the use of anal%sis te)hni=ues.
Soft/are providers have given an% solutions in the shape of ulti-fun)tion solutions to one
single pro!le, like aking reports, autoation, )ustoer intera)tion and anal%sis of inforation
Mando6a, Marius, $are6, < rian, 2""C.
#
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RESEARCH METHODOLOGY
*his is an e;plorator% resear)h in /hi)h dedu)tive approa)h has !een applied. Stru)tured
=uestionnaire te)hni=ue has !een used for data )olle)tion. *he respondents are approa)hed
dire)tl% to fill the =uestionnaire in order to re)ord their response a!out the '(M in SM&:s.
Saple si6e of DD respondents is )al)ulated !% Bartlett *a!le 2""1 at alpha "."D. +ata is
)olle)ted fro 3" lour Mills. +es)riptive statisti)s tools /ere applied after the data entr% to
anal%sis the data.
DATA ANALYSIS
*o illustrate the strateg% of the )opan% a!out '(M follo/ing =uestions /ere asked and the
response re)eived have !een given in the ta!les and figuresE-
Fs '(M in %our organi6ation al/a%s forulated, ipleented and pra)ti)ed in a s%steati)
/a%GH *he response are sho/n as follo/sE
Tbl) 0 S'()#(*- I#+l)#)"((*o" of CRM
Standard
re=uen)%
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$er)ent
Mean
+eviation
Valid
+isagree
1
1.I
+ont no/
#
7.3
gree
##
I"."
#.""
.D"@
Strongl% gree
C
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1".@
*otal
DD
1""."
*a!le 1 represents that @".@K I"."K , 1".@K S. agree /ith the stateent that '(M in
organi6ation is al/a%s forulated, ipleented and pra)ti)ed in a s%steati) anner. 1.IK
disagree /ith it and 7.3K donot kno/ a!out it. *he ean #."" refle)ts that '(M is al/a%s
pra)ti)ed in s%steati) anner. *he standard deviation .D"@ sho/s the a0orit% of respondents
have siilar vie/s. igure 1 refle)ts the graphi)al representation of the sae fa)t.
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D
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F*,ur)10
Fre %our organi6ation ade feasi!ilit% report a!out the the forulation of '(M poli)%GH
*he response is given in *a!le 2
Tbl) 2 F)'*b*l*( R)+or( ' B'*' for CRM For#ul(*o"
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Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
+isagree
2
3.C
+ont no/
C
1".@
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gree
#3
7I.2
3.I@
.DC7
Strongl% gree
#
7.3
*otal
DD
1""."
*a!le 2 sho/s that ID.DK 7I.2K , 7.3K S. agree /ith the stateent that or the
forulation of '(M related a)tivities, their organi6ation usuall% akes feasi!ilit% report.
3.CK disagree /ith it and 1".@K donot kno/ a!out it. *he ean 3.I@ sho/s that flour ills
ake feasi!ilit% reports for the forulation of '(M a)tivities. *he standard deviation .DC7
sho/s that respondents are agreed on this stan)e. igure 2 refle)ts its graphi)al representation
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C
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F*,ur)12 F)'*b*l*( R)+or( bou( CRM for#ul(*o"
Fre the frontline eplo%ees in)luded in the pro)ess of '(M poli)% forulation and
ipleentationGH *he response is sho/n in the *a!le 3E
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Tbl) 3: I"/ol/)#)"( of Fro"( L*") E#+lo))' *" CRM D)-*'*o" M4*",
Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
Strongl% +isagree
3
D.D
+isagree
13
23.C
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+ont no/
D
@.1
gree
33
C"."
3.2@
1."31
Strongl% gree
1
1.I
*otal
DD
1""."
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*a!le 3 refle)ts that C1.IK C"K , 1.IK S. agree /ith the stateent organi6ation de)isionsregarding '(M are taken and ipleented /ith the )olla!oration of front level eplo%ees.
5hereas on the other hand [email protected] D.D S.+., 23.CK +. disagree /ith the stateent and @.1K
donot kno/ a!out it. *he ean 3.2@ refle)ts that '(M de)isions taken /ith the help of front level
eplo%ees is pra)ti)es in organi6ations. *he standard deviation 1."31 sho/s the rare
disagreeent of respondents. igure 3 sho/s the graphi)al representation.
7
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F*,ur)13 Fro"(l*") M",)r' +r(*-*+(*o" *" CRM d)-*'*o" #4*", +ro-)''
Fs there e;isting a proper '(M appraisal s%ste in %our organi6ationGH *he response is
ta!ulated in the follo/ing ta!leE
Tbl) 5 A++r*'l S'()# for CRM
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Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
Strongl% +isagree
D
@.1
+isagree
2#
#3.C
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+ont no/
C
1".@
2.7D
1."DI
gree
2"
3C.#
*otal
DD
1""."
*a!le # sho/s that D2.7K @.1K S.+., #3.CK +. disagree /ith the stateent that in
organi6ation, there proper appraisal s%ste for appraising the '(M. 5hile 3C.#K agree /ith it
and 1".@K donot kno/ a!out it. *he ean 2.7D sho/s that use of appraisal s%stes for '(M is
ver% rare in organi6ations. *he standard deviation 1."DI depi)ts that there is disagreeent aong
the respondents on this stan)e. igure # refle)ts the graphi)al representation of ta!le #.
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F*,ur)15 A++r*'l ''()# for Cu'(o#)r R)l(*o" M",)#)"(
FAour organi6ation assures the proper integration of '(M pra)ti)es in all of its departentsGH
*he ans/ers are as follo/sE
Tbl) 6 I"(),r(*o" of CRM *" ll D)+r(#)"('
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Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
+isagree
#
7.3
+ont no/
#
7.3
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gree
#C
I3.C
3.I"
.D@"
Strongl% gree
1
1.I
*otal
DD
1""."
*a!le D sho/s that ID.#K I3.CK , 1.IK S. agree /ith the stateent that organi6ation
assures the proper integration of '(M pra)ti)es throughout all of its departents. 7.3K
disagrees and sae donot kno/ a!out the stateent. *he ean 3.I" refle)ts that there is
proper integration of '(M throughout all departents in organi6ations. Standard deviation
is .D@" refle)ts agreeent of respondents. igure D sho/s the graphi)al representation of'(M integrations in all departent.
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@
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F*,ur)16 D)+r(#)"(l *"(),r(*o" (hrou,h CRM ''()#
F+o %ou think '(M in %our organi6ation is )ondu)ted through )utting-edge te)hnolog%GH
*he ans/ers are given !elo/E
Tbl)17 E8)-u(*o" of CRM (hrou,h -u((*",1)d,) ()-h"olo,
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Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
Strongl% +isagree
12
21.I
+isagree
2D
#D.D
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British Journal of Marketing Studies Vol.2, No.7, pp.1-13, Nove!er 2"1# $u!lished !% &uropean
'entre for (esear)h *raining and +evelopent ///.ea0ournals.org
F*,ur)17 E8)-u(*o" of -u((*", )d,)1()-h"olo,
Fs ea)h )oponent of '(M in %our organi6ation )ontrolled through an internal inforation
anageent s%steGH *he response is given in *a!le 7
Tbl) 9: Co"(roll*", of CRM (hrou,h I"()r"l I"for#(*o" M",)#)"( S'()#
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Standard
re=uen)%
$er)ent
Mean
+eviation
Valid
+isagree
3
D.D
+ont no/
D
@.1
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gree
##
I"."
3.ID
.D@1
Strongl% gree
3
D.D
*otal
DD
1""."
*a!le 7 sho/s that ID.DK I"K , D.DK S. agree /ith the stateent that &a)h )oponent
of '(M in organi6ation is )ontrolled !% an internal inforation anageent s%ste. 5hileD.DK disagree and @.1K donot kno/ a!out the stateent. *he ean 3.ID sho/s that internal
inforation s%ste is used to )ontrol the '(M )oponents. *he standard deviation .D@1
depi)ts that ost of the respondents agreed upon this.
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British Journal of Marketing Studies Vol.2, No.7, pp.1-13, Nove!er 2"1# $u!lished !% &uropean
'entre for (esear)h *raining and +evelopent ///.ea0ournals.org
F*,ur)19 CRM -o"(roll*", (hrou,h *"()r"l *"for#(*o" #",)#)"( ''()#
FINDINGS RESULTS
n addressing the strateg% of the flour ills for '(M, our findings sho/ that '(M is !eing
/ell strategi6ed for the long ter as it is forulated, ipleented and pra)ti)ed in a
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s%steati) anner. n this regard, a feasi!ilit% report is usuall% ade in )olla!oration /ith the
first line eplo%ees> ho/ever, eplo%ees !ear )on)erns regarding this.
*he stud% also finds that the )on)erns of the eplo%ees a% !e due to the fa)t that ver% fe/
efforts have !een ade %et for the appraisal of '(M. *here is no onitoring and )ontrolling
e)hanis /hi)h also leads to )haos in the anageent of )ustoer relation. *he a!sen)e ofproper appraisal s%ste also leads to ulti-diensional undire)ted '(M strategies /hi)h
eventuall% result in )ustoer dissatisfa)tion.
?n the other hand, the stud% also )on)ludes that rather than the presen)e of foregoing
dis)repan)ies, the anageent in flour ills is deterined and is aking ever% possi!le
effort to pra)ti)e '(M a)ross all its fun)tional areas. nd in this regard, ever%!od% in the
flour ill has opportunit% to parti)ipate and give his vie/.
CONCLUSIONS
Baha/alpur is a sall distri)t of $akistan and our stud% is restri)ted to this area and as su)h
its s)ope is liited. 9o/ever, the results o!tained fro this stud% )an !e generali6ed andfurther stud% )an !e )ondu)ted on the !asis of this stud% frae/ork. 5e hope that this
resear)h /ork /ill definitel% add a pie)e of kno/ledge in the literature of 'ustoer (elations
Manageent !e)ause '(M is a pro!le for all !usiness firs /hether the% are sall or !ig.
&ver% fir is striving to esta!lish and aintain )ustoer relationship in order to sustain its
!usiness and profita!ilit%.
12
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British Journal of Marketing Studies Vol.2, No.7, pp.1-13, Nove!er 2"1# $u!lished !% &uropean
'entre for (esear)h *raining and +evelopent ///.ea0ournals.org
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