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CRM PROJECT Customer Relationship Management At TATA Motors Submitted to: Submitted by: Prof. Nalin Jain J.S. Aditya Priya Sharma Sargam Singhal
Transcript
Page 1: CRM PROJECT

CRM PROJECT

Customer Relationship Management

At

TATA Motors

Submitted to: Submitted by:

Prof. Nalin Jain J.S. Aditya

Priya Sharma

Sargam Singhal

Tarun Aggarwal

Soumitra Khandpal

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TATA MOTORS

COMPANY PROFILE

Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.

The company's 23,000 employees are guided by the vision to be "best in the manner in which TATA Motors operate, best in the products TATA Motors deliver and best in the value system and ethics."

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company’s dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.

The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D . In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. Besides product development, R&D is also focussing on environment-friendly technologies in emissions and alternative fuels.

Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.

True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to Corporate Social Responsibility. It is a signatory to the United Nations Global Compact, and is engaged in community and social initiatives on labour and environment standards in compliance with the principles of the Global Compact. In accordance with this, it plays an active role in community development, serving rural communities adjacent to its manufacturing locations.

With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

LITERATURE REVIEW

The Market Situation

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Helped by economic reforms over the past decade, the Indian economy has expanded rapidly

and seen dramatic increases in competition. In the automotive sector, all of the largest players

worldwide—such as General Motors, Ford, Toyota, Honda, and Mercedes Benz—are

competing for a share of the market consisting of more than 950 million consumers. This

competition, along with the cyclical nature of demand in India’s automotive industry, has

made it more difficult to grow revenue and sustain margins.

Key Industry Pain Points

Decreasing sales and market share - The long-term battle for market share continues to

intensify. In the mature automotive industry, where business cycles drive sales fluctuations,

market share is critical to survival. Consumers are less brand-loyal than in the past, and every

market segment has an increasing number of vehicle choices. To increase sales and gain

ground in the market share battle, companies must improve their ability both to acquire first-

time customers and to develop customer loyalty to their current brands. To achieve these

related objectives, companies must set an aggressive goal -deliver the best customer

experience in the automotive industry.

Difficult dealer relationships and a lack of dealer collaboration - As the consumer's

primary touch point; the dealer network is a critical component of customer-facing

operations. Therefore, the integration of the dealer network is absolutely essential to

improving the quality of the customer experience. Only with an infrastructure that enables the

effective flow of information to and from dealers can companies create a complete view of

their customers. Car companies must take the initiative in understanding the customer’s

perspective throughout the buying cycle.

Lack of multichannel capabilities - With the advent of the Internet as a research tool, the

majority of customers are accessing the automotive enterprises through several different

channels. Many times, the switch between channels happens very rapidly as a prospect or

customer can view a Web site, make a phone inquiry, and visit a retail store within days or

even hours of an initial contact. To improve customer satisfaction and secure customer

lifetime value, companies must be able to capture these multiple interactions, provide

seamless management between channels, and leverage shared customer information to create

rewarding experiences and to develop and execute highly targeted marketing campaigns.

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Inefficient demand chain planning and high associated IT cost - Cost reduction is an

ongoing competitive requirement. Just as supply chain management must be supported by a

sophisticated information infrastructure, effective demand chain management also requires

the right supporting infrastructure, enabling car companies to fully leverage each customer

relationship through exceptional customer service, efficient lead generation and management,

and effective promotions and campaigns. In addition, global automotive enterprises operate a

wide variety of IT systems in their various business units and functional groups.

Rationalizing these systems offers significant cost savings.

Lack of effective information sharing - Car companies must integrate global operations in

order to achieve the benefits of consolidation -cost reduction, effective communication, and

true integration of core competencies. In addition, internal alignment between business units

and functional groups is required to create a unified view of consumers, products, and

services. Currently, each business unit, functional group, and brand operates through

independent systems, programs, and touch points. As a result, there is limited synergy across

the ecosystem, leading to significant inefficiencies, lack of coordination, and most important,

an inability to maximize "share of wallet "from every customer through well-targeted

marketing and cross-selling. Synergy between traditionally independent business units such

as captive finance companies and between functional groups such as sales, service, and

marketing is more critical now than ever before. Only by sharing customer information can

customer lifetime value be maximized among different groups.

Complex data governance requirements - Global automotive enterprises have large,

complex information technology ecosystems. While customer information must be shared

within this ecosystem in order to fully maximize global operations, it must also be protected.

Proper management of customer information requires a sophisticated capability to manage a

variety of access rules and to accommodate legal restrictions that can change very quickly.

The trust required for successful collaboration between groups in the automotive enterprise

must be built by demonstrating that customer information can be shared while observing

these complex requirements.

Difficulty managing employee relationships - In today 's fast-paced business environment,

automotive companies need to ensure that their most valuable asset -their employees -have

immediate access to the critical information, services, and applications required to be

productive. Organizations must enable employees to make better decisions, work

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collaboratively, enhance customer relationships, and maximize productive time. Global

automotive enterprises must be able to enact and enforce consistent policies across business

units, instil a common corporate culture across a geographically dispersed and diverse

workforce, equip employees with effective search tools to access corporate knowledge bases,

and provide employees with the training necessary to service customers in a volatile and

demanding market.

JD Sales Satisfaction Index

The J.D. Power SSI Study is a consumer-driven measure of customer satisfaction with the

vehicle sales and delivery process. According to the study, there are six major factors

impacting satisfaction with the dealership at the time of purchase. They are Sales Experience,

Explanation at Delivery, Price Evaluation, Delivery Timing, Salesperson Knowledge and

Post-Delivery Contact.

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For 2003

For 2005

JD Power survey which reflected upon the customer satisfaction levels in automobile industry for 2003 and 2005. This gave us an insight so as to which aspects were given importance by the customers.

It was seen that Tata Motors has consistently been ranked quite low in terms of its performance in this field leading to its work in the CRM department. Following are the results of J. D. Power survey:

For 2005

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J.D. CUSTOMER SATISFACTION INDEX

JD Power survey which reflected upon the customer satisfaction levels in automobile industry

for 2003 and 2005. This gave us an insight so as to which aspects were given importance by

the customers.

It was seen that Tata Motors has consistently been ranked quite low in terms of its

performance in this field leading to its work in the CRM department. Following are the

results of J. D. Power survey:

For 2003

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For 2005

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The 7 factors here actually were made up of 42 individual factors, which gave a complete insight into the mind of the customer. Thus having identified the important parameters which affect customer satisfaction, Tata Motors identified the following challenges that it faced to provide better service and be more customer centric.

Business Challenges:

1. Needed a centralized customer database and standardized business processes

2. Needed to communicate better with more than 1,600 dealer locations and respond

promptly to customer requests

1. Required better feedback on product quality and more effective measurement of

campaigns and programs

To satisfy these it launched its CRM initiative to become more customers centric and

improve its service so that it could retain its customer.

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Ever Growing top line

Ever improving efficiencies and reducing costs

TATA BUSINESS EXCELLENCE MODEL

Business excellence has been embedded in the Tata Group through a holistic methodology that enables companies to heed the call of quality. TATA Motors have adopted the Tata Business Excellence Model (TBEM) to achieve well-defined levels of business excellence.

TBEM is a framework defining the quality movement in the TATA Group. It has been adapted in the early 1990’s from the renowned Malcolm Baldrige archetype. The Model works under the aegis of Tata Quality Management Services (TQMS), an in-house organisation mandated to help different Tata companies achieve their business objectives through specific processes.

The TBEM methodology has been moulded to deliver strategic direction and drive business improvement. It contains elements that enable us to capture the best of global business processes and practices. It translates into an ability to evolve and stay in step with ever-changing business performance parameters.

The Goals of TBEM

1. Delivery of ever-improving value to customers, resulting in marketplace success.

[2.] Improvement of overall organizational effectiveness and capabilities.

2.[3.] Organisational & Personal Learning

TBEM Core Values and Concepts

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TBEM FRAMEWORK: A SYSTEMS PERSPECTIVE

BUSINESS EXCELLENCE MODEL : KEY ELEMENTS

STRATEGIC LEADERSHIP

Leadership System

Leadership Role

1. Set direction

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2. Organise and allocate resources

3. Review to achieve plans

4. Develop Employees

5. Innovate and improve

Figure 1 : Aspire for … Vision –Mission -Values

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Figure 2 : Leadership System

SELF EVALUATION MATRIX

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Figure 3 : Self –Evaluation Matrix

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Strategic Planning -Through Balanced Scorecard Development and Deployment

Figure 4 : Strategic Planning

BSC –Four Perspectives

Figure 5: BSC –Four Perspectives

CVBU –BSC Implementation Structure

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Figure 6: CVBU –BSC Implementation Structure

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BSC Assessment

Figure 7 : BSC Assessment

Figure 8: BSC Assessment Chart

CVBU Tata Motors, the first and the only Indian Company, awarded with the BSC Hall of Fame in 2003 by Balanced Scorecard Collaborative from the creators of Balanced Scorecards

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Drs. Kaplan and Norton - Also, TATA Motors are in the company of only 29 other companies in the world who have won this award

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Focus on Customer

Market Development Process

Figure 9: Market Development Process

Customer Touch Points - One every 900 sq. km.

Figure 10: Listen and learn

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Execution Excellence

Customer Relationships

Figure 11 : Relationship Management & Sales Process Improvement

Figure 12 : Customer Satisfaction Improvement Process

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HR Focus

1. Attract the GOOD 2. Advance the BETTER 3. Retain the BEST

HR Vision and Mission

Enhance and maintain Human Capital, which will make the Organisation a world class player and further the interests of all stakeholders

1. Source, develop and maintain Human Capital, which will drive the culture of customer focus, high performance and seamlessness.

2. Create, learn and implement best in class HR practices and processes in pursuit of excellence.

3. Retain and attract the talent by improving the brand through employee delight and loyalty.

4. Improve Community friendliness.

Work Structures

1. Concept of Factories and Centres of Excellence (CX)

2. Cross-Functional Teams

3. Self-Directed Teams

Employee Development

1. Focused Leadership Development through1. Fast track schemes2. Development Centres3. Technical Specialist Scheme 4. Talent Management Scheme

2. Focused Employee Training aligned with Business Needs3. Evaluation of Training Effectiveness

Employee Welfare

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1. Policy on Safety, Health, Security & Ergonomics1. Business Risk Management2. Employee Welfare Services3. Employee Satisfaction Surveys

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Manage Processes

Enterprise Process Model

Figure 13 : Enterprise Process Model

Figure 14 : Value Chain & Value System

Inbound

Logistics

Operations

Marketing

Service

Outbound

LogisticsSuppliers ,

Contractors

SAP , VCM

SAP , CRM - DMS

Strategic Alliances

Transporters, Convoy Drivers

Association

Dealer Network, Marketing

Research Firms, Vehicle Financing

Regional Warehouses,

Dealer Workshops, Distributors, TASS

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EL11-Manufacturing

Figure 15 : EL11-Manufacturing

EL11-02 Produce Vehicles/ Aggregates/ Components

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Figure 16 : EL11-02 Produce Vehicles/ Aggregates/ Components

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Operational Improvements

Achieved through

2. TPM

3. Poka Yoke

4. Kaizen

5. 5-S

Assess and Improve

CVBU Internal Assessment Process

1. Purpose

1. Divisions/ Functions as Profit/ Cost Centres

2. Align the function for breakthrough performances

3. Improving systems and processes

4. Sharing/ adapting best practices

5. Process

6. Application Writing

7. Evaluation by certified assessors

8. Guided by senior executives as mentors

Excellence Plan

9. Inputs

1. TBEM Assessment Feedback Report

2. CII Exim Bank Award Assessment Feedback Report

3. Process

1. Divisions allocated relevant OFIs for evolving the Excellence Plan as also the implementation plan

2. Output

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1. Timeplan against each Excellence Plan steps

2. Implementation of Excellence plans

Organisational Learning

Training to excel

TBEM Champions

TBEM Champions are CHANGE AGENTS

Three-tier Structure:

1. Business Excellence Champions

2. Business Excellence leaders

3. Business Excellence Mentors

Experts in Business Excellence Concepts

Coordinate BE activities in their divisions/ work areas

Leaders/ Members of External Assessment teams

Knowledge Management

Figure 17 : Knowledge Management as a Process

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Figure 18 : Knowledge Management Structure

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CRM at TATA MOTORS

Faced with increasing competition from abroad, a cyclical business environment, and the

challenge of a widely dispersed dealer network, Tata Motors implemented Siebel

Automotive, a comprehensive customer relationship management (CRM) solution designed

specifically for companies in the automotive industry.

Seamlessly integrated with Tata Motors’ dealer management system and SAP back-office

applications, Siebel Automotive has delivered significant benefits across the extended

organization, including improved customer satisfaction, increased revenue and productivity,

and reduced costs.

To address its competitive challenges, Tata Motors began standardizing its customer-facing

business processes companywide,

1. Laying the foundation for stronger dealer relationships,

2. Improved operational efficiency and effectiveness,

3. A better customer experience.

This has posed numerous challenges, as it involves working with 250 dealer organizations

and more than 1,600 locations staffed by more than 10,000 salespeople across India. In

conjunction with its reengineering effort, TATA has deployed a robust technology platform

to improve the flow of information across the enterprise.

1. The platform consists of an innovative Dealer Management System, which helps

individual dealerships with everything from inventory management and credit

reporting to calculating commissions, and

2. Siebel Automotive, a comprehensive Customer Relationship Management (CRM)

solution designed specifically for companies in the automotive industry.

By tightly integrating Siebel Automotive and its dealer management system, TATA has

streamlined transactions and ensured that dealers capture customer data as a part of their

normal operations. The solution provides a 360-degree view of customers to the extended

organization, with appropriate visibility controls to ensure that one dealer is not privy to

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information from another. To further enlist dealer support, Tata Motors involved dealers

throughout the solution,

configuration and deployment process. Integrating Siebel Automotive with their dealer

management system ensured that dealers would immediately see the value in the solution.

This has helped the company overcome the usual resistance to change and gain rapid

acceptance from dealers.

Distributor Login Page

Login Page for Dealer

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Implementation of CRM

Tata Motors has taken a phased approach to the implementation, with the goal of achieving

success in each phase before moving forward.

Phase 1:

Focuses on capturing customer and vehicle data and automating routine tasks.

Phase 2:

Focus on leveraging data to improve customer interactions and streamline product

development and planning.

Phase 3:

Focus on tuning the system and delivering additional value-added services to customers.

Siebel Automotive has been closely integrated with a wide array of SAP backoffice applications.

Functionalties of the Solution

1. Inventory management and parts location

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2. Pricing and tax calculations adjusted for each dealer’s requirements.

[3.] Comprehensive sales and reporting functionality built into Siebel Automotive enables

TATA to distribute sales targets to its dealers and & roll up sales numbers across the

country.

3.[4.] real-time data flow between the Siebel front end and SAP back end

4.[5.] Provides multiorganization support

5.[6.] Can be deployed easily over the Internet

6.[7.] Provides robust partner management capabilities

ELEMENTS OF CRM

CRM Vision

TATA Motors has more than 15,000 Tata Motors dealer personnel in over 1,000 dealer

locations. Its endeavor is to get closer to its customers by obtaining a 360–degree view of the

customer and design better offerings based on customer demands and feedback. The

objectives of the CRM program are:

1. Improve its management effectiveness

2. To meet increasing competition from global players

3. Overcome the difficulties of a widely dispersed dealer network

CRM STRATEGY

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of the way to apologize for the error. Simultaneously they provide technician who visit

their home place in order to attend the issues and rectify them to satisfaction level.

Follow up calls are made to ensure that how efficiently their problems were resolved.

Customer Valued Experience

The automotive industry is highly competitive world over. The customer in this industry is

pampered by various kinds of vehicular designs and value propositions like mileage, comfort,

style, brand name etc. Apart from the mentioned attributes of the product, what customers

would value is the after sales service. i.e., how the company listens to them after sale of the

vehicle. In short, customers want their vehicle to be taken care of by the company post sale.

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Customer segmentation for Tata Motors

The automobile industry is divided into two main segments- the commercial and utility

vehicle segment and the passenger car segment. Tata Motors is the only Indian automobile

company which has a large presence in both the commercial vehicle and the passenger car

segment.

Commercial vehicles In the commercial vehicle space Tata Motors is the market leader with

a market share of 60%. It ranks amongst the top 6 global automakers in terms of the global

sales of commercial vehicles. This shows the importance of this customer segment in the

overall scheme for Tata motors

In the commercial vehicles segment the company has done a need based segmentation of the

customers. The customers are segmented based on tonnage of vehicles required as well as the

specific use of the vehicles. The company serves the customers with medium and heavy

vehicles, light vehicles, small vehicles and busses. Tata Motors also supplies specially

designed vehicles to the armed forces. On basis of specific use the company segments the

customers based on types of vehicles like rigid trucks, tractor trailers and tippers.

In the bus segment the various state transport corporations are the biggest customers of the

company. Tata Motors has won Rs 22-billion contract from Delhi Transport Corp (DTC).

Under the contract, Tata Motors will offer DTC with 1,625 low-floor buses. The company

will also maintain the buses for 12 years. It had earlier also supplied 650 such busses to DTC

in 2007. The Pareto principle of the 20% of the customers being responsible for 80% of the

business is true with the bulk of the bus sales coming from small number of state transport

corporation. Apart from the various state transport corporations the company also supplies

many busses to many private bus operators.

Passenger Vehicles Tata motors is also a very important player in the passenger vehicle

segment of the automobile sector. The company entered the passenger vehicle segment in late

1990s and enjoys around 16 % share in this segment.

In the passenger vehicle segment the main customer segmentation is based on the price of the

cars. Indian customers are highly discerning, educated and well informed. They are price

sensitive and put a lot of emphasis on value for money. Cars priced below Rs. 500,000

account for nearly 80% of the market. Vehicles priced between Rs. 300,000 – 500,000 form

the largest segment in the passenger car market.

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The data about the sales of the cars in various

segments is shown in the adjoining graph.

below.

Tata motors also segments the customers

based on the type of vehicles they buy. They

offer their customers a wide variety of choices

from world’s cheapest car the Rs. 1 Lakh Tata Nano to the super luxury brands Jaguar and

Land Rover.

Even in the passenger

car segment there are

some big customers.

Tata Indica is very

popular among taxi

operators because of

its good fuel

efficiency. The SUVs from Tata Motors are also very popular with call centres to ferry their

employees as they are very spacious and comfortable. The taxi operators and call centres are

major customer segment for Tata Motors.

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TATA MOTORS – HR and Organization for CRM

Executive Selection Scheme (ESS)

Tata Motors has always strived towards excellence both in its efforts towards total integration as well as in recognising its talented employees. The Company is constantly creating prestigious programmes to reward and retain its outstanding employees. The Executive Selection Scheme is one such programme, which is highly sought after by Tata Motors employees. It is a matter of pride and prestige to be a part of the ESS selection process and emerge a winner.

ESS is a fast track programme for accelerated growth of high potential professionals. This facilitates their early advancement to challenging and visible assignments through a very systematic procedure.

The selection involves a 3 stage process:

* Written Test

* Power Interview

* Assessment Centre

Short-listed candidates are required to go through an interview with the executive directors.

Candidates selected gain a huge lead in terms of promotion and learning. They are promoted to Manager's level thereby saving almost 10 to 13 years of work time. The successful candidates are relieved from their current jobs and put on various project based training programmes under the guidance of senior managers in the Company. If the candidates do not possess management education, they undergo a 4 months MEP at IIM, Ahmedabad.

After successful completion of training the candidates are mandatorily rotated across departments to acquire general management skills.

The ESS is a jewel in Tata Motors overall profile as it provides a platform for every employee of the Company to perform and achieve maximum potential.

Implementation of IT and Technological Solutions at TATA MOTORS

Tata Motors Ltd. Scales up IT Service Management to Support Globalization

The highly respected Tata Motors Ltd. has a strong tradition of entrepreneurship. The com-pany’s business strategy calls for reaching beyond the borders of India to enter new markets for its Nano, the innovative small car for the urban middle class.

One of the major drivers of success at Tata Motors Ltd. (TML) is its ability to fully exploit information technology to drive business goals. The company was an early adopter of CAD and CAM systems to speed the design of the Nano. The company also uses Siebel Systems to

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manage its vast customer relationship network and SAP® for all critical business services, such as logistics, supplier relations management, customer relationship management, human resources (HR), and finance.

IT is an integral part of every business process from design to delivery and the power of IT has been extensively leveraged for the Nano project. The design processes used more digital content than ever before. State-of-the-art CAD and CAM services integrated design across multiple disciplines, making it possible for our designers to harness and benefit from their inherent ability to innovate. IT helped the company shrink the design cycle time.

BSM tools from BMC Software played a key role in tracking and controlling all components of IT services and automating the management of the IT infrastructure which is vital to the design and planning for manufacture of the Nano as well as running day-to-day business processes.

EXCELLENCE IN OUTSOURCING

Following its strategy of outsourcing noncore activities, TML has outsourced its IT applications to Tata Technologies Ltd. and its IT infrastructure to IBM.® The outsourcing decision has proven to be a wise one. TML reaped significant benefits through the outsourcing initiatives. TML was recognized in 2007 and conferred the “SAP Ace” award for its SRM & Warehouse Management implementations. It also received the “Uptime Championship Award” at the CIO 100 event in the same year.

Initially, the outsourcing approach posed several challenges. Technology silos were performing adequately. However, a flexible service-oriented management framework was required to link the silos and provide a comprehensive a view of the IT landscape underlying a given business process.

To make this framework a reality, TML decided to adopt IT service management concepts outlined in the ISO 20000:05 international standards, as well as best practices outlined in the IT Infrastructure Library® (ITIL®) Version 3. In addition, the company decided to establish a service-oriented management architecture that treated IT services as assets and managed them on a lifecycle basis.

PUTTING BMC SOLUTIONS TO WORK

BMC has provided visibility into the entirety of services components across business process chains. It has also integrated the various IT service management disciplines into a single, unified solution.

TML started with the out-of-the-box capabilities of the BMC Remedy IT Service Management Suite to establish a baseline of the IT application and infrastructure landscape across all technology pillars. The company used the applications’ embedded ITIL-compatible controls —without modification — to define roles, responsibilities, and authorities required in the support groups.

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TML realized immediate benefits from the transition to the BMC applications, which served as the software framework for managing the interactions and process relationships among all the support groups managing the IT infrastructure underlying business services. A service-oriented organizational structure was designed and configured in the BMC Remedy applications. Mitra worked with two vendors to recast processes to achieve a business service orientation.

A major innovation in the configuration is the use of logical architectural definitions for the support group infrastructure. Logical role names for technical support staff login allowed uniformity of definitions across the entire support community regardless of whether the employee is internal to TML or outsourced.

The naming convention encompasses competency levels that enable the incident coordinator to assign tickets based on complexity. This feature has real value in a multisite support group where names by themselves mean very little. Service managers can now plan staffing on the basis of competencies and have a transparent view of support staff effort and load across locations.

A SINGLE POINT OF CONTACT FOR IT SERVICES

TML used BMC Remedy Service Desk and the end-user console to establish an outsourced IT service desk that is the single point of contact between the IT user community and the IT service providers. This new service desk consolidated more than 25 different help desks across the country, making it simple and straightforward for users to get assistance and report problems. This also helps to project a single unified face of IT to the customers although multiple IT service providers are involved in the complete services to the customer.

An innovative, segregation-of-duties approach ensures that the vendor providing a particular service is not also responsible for tracking and reporting on that service. This was done by creating a special group within the IT service desk for ensuring satisfactory closure of tickets and monitoring status of paused tickets. TML is required to be SOX compliant. Statutory requirements for ensuring segregation of responsibilities were met by allocating responsibilities for recording, classification, and routing by one vendor, and closing verification, customer satisfaction assurance, and performance reporting by another.

CLIMBING THE IT SERVICE MANAGEMENT MATURITY LADDER

BMC solutions have helped TML make significant progress toward reaching the top of the IT service management maturity ladder. The applications, which paid for themselves within the first year, are delivering quantifiable benefits to TML.

The applications have brought greater efficiency to the IT environment, enabling the staff to dramatically reduce the number of trouble calls. For example, calls related to desktops are

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down 40 percent, calls from supplier relationship management are down 80 percent, and server support calls are down eight percent.

Most importantly, by keeping critical systems available and operating at peak performance, the company reduced the development cycle for the Tata Nano compared with earlier platforms enabling the company to get this exciting new offering to market faster and at a lower cost.

About BMC Software

BMC Software delivers the solutions IT needs to increase business value through better management of technology and IT processes. Its industry-leading Business Service Manage-ment solutions helps companies reduce cost, lower risk of business disruption, and benefit from an IT infrastructure built to support business growth and flexibility.

LOYALTY PROGRAMS

Indigo Prime Circle

Tata Motors Privileges Program – Indigo Prime Circle

At Tata Motors, it is endeavour to spoil you with superior quality of vehicles and value-added services. With this in mind, TATA Motors have made an effort to enhance your experience with your Indigo beyond the road. The benefits of becoming a member of the Indigo Prime Circle range from getting special offers and discount coupons, interacting with the Indigo community on a regular basis and being part of a group where you can share your views, experiences and more.

Tata Motors offers you more than just a car. TATA Motors offer you an experience that will spoil you for more. Accessories for your car, world-class workshops with state-of-the-art equipment and high-priority service by extremely qualified engineers are just steps towards giving you a complete ownership experience. TATA Motors provide you with a lot of value-added services and timely information on what needs to be done to keep your car in the best condition and looking new.

We also reward our customers with points made on purchases with the Empower Card - a card that gives you several exclusive benefits from Tata Group companies and select partners. Other privileges available to our customers include receiving information about the latest happenings, service alerts, and special events. Our customers also have a chance to get exclusive benefits such as loyalty, exchange and referral bonuses.

At Tata Motors, TATA Motors ensure our services and products are delivered courteously, quickly, efficiently and to your satisfaction. TATA Motors hope you have a great experience with us. TATA Motors promise to do our best to satisfy your needs to the best of our abilities.

Indica Club

At Tata Motors, it is our endeavor to change the relationship you’ve had with your car. With this in mind, TATA Motors have made an effort to enhance your experience with your Indica beyond the road. The benefits of becoming a member of the Indica club range from getting special offers and

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discount coupons, interacting with the Indica community on a regular basis and getting to be part of a group where you can share your views, experiences and more.

Tata Motors offers you more than just a car. TATA Motors offer you an experience that will change the way you look at your car. Accessories for your car, world-class workshops with stateof- the-art equipment, and high-priority service by extremely qualified engineers are just steps towards giving you a complete ownership experience. TATA Motors provide you with a lot of value-added services and timely information of what needs to be done to keep your car in the best condition and looking new.

We also reward our customers with points made on purchases with the Empower card - a card that gives you several exclusive benefits from Tata Group companies and select partners. Other privileges available to our customers include receiving information about the latest happenings, service alerts, and special events. Our customers also have a chance to get special benefits such as loyalty, exchange and referral bonuses.

At Tata Motors, TATA Motors ensure the best of services and products are delivered courteously, quickly, efficiently, and to your satisfaction. TATA Motors hope you have a great experience with us. TATA Motors promise to do our best to satisfy your needs to the best of our abilities.

Empower Card

As a Tata car owner, you get a complimentary membership to the Empower Program - India’s first multi-brand loyalty program. The Empower Program is a unique growing alliance of leading brands, including Tata Motors that you regularly use. It offers you the privileges of several loyalty programs all packed into one card.

Now as a participating brand in Empower Program, Tata Motors offers Indigo Customer a Gold and Indica Customer a Blue personalized Empower Card which comes with preloaded 100 points. The Empower card rewards Indigo customers with two points and Indica with one point for every Rs.100 spent on Services - labour charges, spares, consumables, branded accessories, select value added services at Tata Motors authorized dealers and service centers. That’s not all, you can additionally earn up to 4 Empower Points (1 Empower Point = Re. 1) for every Rs 100 spent across 20 partner outlets (in select cities) including Westside, Titan, Tanishq, Tata Indicom, Taj, etc. and redeem them instantly. Thus, you can now pay for your purchases at any of the 20 partner brands, settle your bills in part or full instantly by redeeming your Empower points balance instantly. Empower Card holder can also avail an upfront discount of 2% for Indigo Prime Circle member and 1% for Indica club members across India at Tata Motors dealerships and service centers on spare parts, accessories and services.

This is not all, the Empower Card holder receives host of other offers and schemes from Tata Motors like special discounts to our customers from time to time. Customer will also receive information, newsletters and invites for the Service Camps, free checkups, chance to attend special events etc.

All new and existing car holders are eligible to be a part of this club. If you are a new customer, all you have to do is to fill in this form at the time of delivery of the vehicle and hand it over to the Dealer sales executive. If you are an existing Indigo or Indica customer, please collect the application

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from your nearest dealership, fill in your details and submit it at the Dealer reception. Your card will reach you within next twenty days.

Accessories and Service Coupons

Apart from the various accessories and service packages you will also receive several offers and discounts on accessories and services. An offer coupon booklet is enclosed along with this booklet.

Privileged Offers

We also run attractive retail offers for our car owners from time to time, in addition to retail schemes applicable to others. These may include loyalty or exchange bonus on additional purchase of Tata cars, or referral bonus if you convince a friend to purchase your favorite car.

We look forward to a relationship that gets stronger with time. TATA Motors constantly endeavor to change the ownership experience of every Indica owner and your suggestions and feedback would not just encourage us, but also help us improve our service standards in times to come. We’re sure you’ll enjoy the experience of owning and driving one of the finest cars on the road, the Indica. Happy driving!

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CRITICAL ANALYSIS

Benefits Obtained

1. Integrating Siebel Automotive with dealer management system ensured that the

dealers would immediately see the value in the solution. This has helped overcome

the usual resistance to change and gain rapid acceptance from dealers.

2. Further, the user-friendly interface has simplified the process of training Tata Motors’

10,000-plus dealer sales force.

3. Tata Motors links its 1,600 customer touchpoints with its centralized data center in

Mumbai using a combination of VSATs and high-speed virtual private networks.

4. Siebel Automotive has transformed the organization and made it truly customer

centric.

5. The organization has overcome the challenges of relying on disparate sources of

information, as well as having inconsistent business processes.

6. Employees and dealers are much more responsive and can serve customers more

efficiently and effectively—drawing upon real-time, centralized customer and vehicle

data.

7. Convenience to dealers as they can view their entire stock of vehicles and see how

inventory was ageing, thus improving control.

8. Siebel Automotive has also helped dealers respond to customer queries regarding

vehicles that aren’t in a dealer’s stock, but which can be ordered directly from Tata

Motors.

WHAT SALES & CUSTOMER SATISFACTION INDEX SAY

As per the Sales Satisfaction Index (2009) and Customer Satisfaction Index (2008),Tata Motor ranks lowest. This proves that even though they have utilized the CRM approach but mere application of technology is not sufficient until there is an actual understanding of what customer values most. As still on the dimensions mostly preferred by the customers Tata motors fell short.

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For 2008

For 2009

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SUGGESTIONS

Focus on the non-customers

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Services such as pick and drop, on-road service, should be provided at TATA service station, which are common in other companies.


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