CRM

1. CRM & BIG DATA

CRM & BIG DATA
DR.GÖZDEGÜL BAŞER

2.

CRM is a continous dialogue with customers, across all their contact
and access points, with personalized treatment of the most valuable
customers, to increase customer retention and the effectiveness of
marketing initiatives.
CRM refers to all business activities directed towards initiating,
establishing, maintaining, and developing successful long-term
relational exchanges
CRM is the strategic application of people, processes and
technology to improve and sustain profitable relationships with
customers and partners

3. CRM

4. Popular CRM Software in Turkey’s Tourism Sector

Software
Usage / Key Features
Salesforce
Ideal for large hotel chains and travel
agencies; combines CRM with
marketing automation
Zoho CRM
Suitable for small-to-medium tourism
businesses; manages customer
interactions
Mews
Cloud-based hotel management with
CRM integration
Amadeus CRM
Tracks customer profiles and
reservations for travel agencies and
hotels

5. We use CRM for:

Building customer profiles and behavior databases
Managing personalized offers and marketing campaigns
Automating reservation and sales processes
Tracking guest satisfaction and loyalty programs
Optimizing marketing communications and email campaigns

6.

Business uses CRM in meeting customers’ expectations and aligning
with the organization’s mission and objectives in order to bring
about a sustainable performance and effective customer
relationships.

7. Benefits of CRM

Gathering and integrating information on customers.
Nurturing and maintaining company’s customer base.
Developing a closer relationship with customers.
Increasing customer satisfaction.
Declining customer acquisition costs.
Ensuring sustainable competitive advantage.
Maximizing profitability due to increased sales.

8. Benefits of CRM

Increasing customer loyalty as a result of more personal and
efficient service.
Enabling micro-segmentation of markets according to customers’
needs and wants.
Collaborating with customers for joint value-creation.
Acquiring well-accepted outcomes of data-mining activities.
Supporting effective sales efforts through better management of the
sales process.

9. WE NEED BIG DATA FOR CRM.

What is BIG DATA?

10.

CRM needs big data for better customers experiences especially
personalization and customization of services.
Big data is a popular term used to describe data that is volume,
velocity, variety, veracity, and value of data both structured and
unstructured.
Big data requires new tools and techniques to capture, store and
analyse it and is used to improve decision making for enhancing
customer management.

11. BIG DATA

The amount of data are captured, collected, and processed by
organization through digital sensors, communications, computation,
and storage had captured information which was valuable to
businesses, sciences, government, and society at large.
A large amount of data streaming from smartphones, computers,
supermarkets etc. Search engine companies collect enormous
amount of data per day and share these data to useful information
for others as well as using them by themselves.
Big data sources are gathered from multi channels like social
networks, voice recording, image processing, video recording,
online customers’ activities.

12.

Big data aims to support CRM strategies so that organization can
quantify sales transactions, promotion, product awareness, building
long term relationship and loyalty.

13.

5 Vs model; volume, velocity, and variety, value, and veracity.
Volume means processing massive data scale from any data type
gathered.
Velocity means real time data processing, specifically data collection
and analysis. Velocity processes very large data in real-time processing.
In addition, big data escalates its speed velocity surpassing that of old
methods of computing.

14.

Variety is any types of data from various channels including
structured and unstructured data like audio, video, image, location
data for example Google Map, webpage, and text, as well as
traditional structured data. It focuses on analysing volumes of data
involved and mining the data and calculations involved in large
amount of computing.
Finally, veracity refers to data authenticity with the interest in the
data source of Web log files, social media, enterprise content,
transaction, data application. Data need a valid power of
information to ensure its authenticity and safety.

15.

Veracity
Value
Velocity
Big
Data
Volume
Variety

16. SOCIAL CRM

Social CRM makes more precise analysis possible based on people
conversation in social media, and thus helps them to provide more
accurate programs or activities leading to customers’ interests and
preferences.
Social media helps to company’s benefits such as understanding
customer preference, complaining items, people expectations.
Social CRM has become ‘a must’ strategies for any organization
nowadays to understand their customers better

17.

The hotel industry is also experiencing increased globalisation,
competition, higher customer turnover, growing customer
acquisition costs and rising customer expectations, meaning that
hotels’ performance and competitiveness is significantly dependent
on their ability to satisfy customers efficiently and effectively.
To enhance profitability and guest loyalty, hotels must nowadays
focus on implementing Customer Relationship Management (CRM)
strategies that aim to seek, gather and store the right information,
validate and share it throughout the entire organisation and then
use it throughout all organisational levels for creating personalised,
unique guests’ experiences.

18. Steps for CRM:

creation and data mining of a database of customer activity; use of
data
analysis for deciding about which customers to target, how to
target, contact and
build relationships with them; development of personalised
customer experiences;
channel management for enabling efficient share of guest
knowledge across the organisation, so that guests can get
personalised and consistent service at anytime, anyplace,
anywhere, any platform; management of privacy issues; and
development and gathering of metrics for measuring CRM success.

19. CRM with Big Data:

20.

• Customer Profliling:
• Demography
• Face recognition
• Online activities
• Geolocation
• E-commerce history
• Social network
• Patterns/trends

21. Data warehouses and data mining are the most popular and highly needed systems for providing CRM capabilities

22. E-CRM in tourism exploiting emerging information and communication technologies

Electronic customer relationship management (e-CRM) model
based on the convergence among interactive digital television and
multimedia networks.
This model enables for the design of effective advertising strategies
in tourism industry, by exploiting data mining methods such as
predictive visual analytics. The e-marketing system that is created
based on the proposed model, is used to optimally display the
collected data, revealing customers' preferences to e-marketers
through emerging user-friendly interfaces.

23. ORGANIZING

How shall we organize ?
First we need to understand organization principles so that we can
organize BİG DATA and/or CRM

24. Organization Process

Tasks to be done / Group them
Determine the person to do
Provide convenient working conditions

25. Organization Principles

A. Principles Related to Organizational Structure
Principle of Division of Work and Specialization
Principle of Authority and Responsibility Balance (The authority given
to an employee should be equal to their responsibility.)
Principle of Unity of Command / Unity of Management
Principle of Hierarchical Structure (from top to bottom)
Principle of Centralization / Decentralization

26.

B. Principles Related to Organizational Processes
Principle of Unity of Command
Principle of Discipline
Principle of the Supremacy of General Organizational Interests
Principle of Reward and Remuneration
Principle of Equity (Fairness)
Principle of Separation:
After the tasks of individuals are determined as a result of the
division of labor within organizations, employees should have the
authority to make independent decisions regarding their own tasks.
Routine tasks should be performed by lower-level staff, while
strategic decisions should be made by upper-level management.

27.

7. Principle of Hierarchical Levels:
In organizations, the performance of specific tasks is possible when
related duties are carried out in a certain order. Due to this order,
employees are connected to each other in superior–subordinate
relationships. In this way, duties and responsibilities are distributed
among employees. This situation is called the hierarchy principle.
8. Principle of Flexibility (Adaptability):
Organizations must possess the ability to adapt to changes in social,
technological, and biological conditions.
9. Principle of Continuity:
Organizations should take measures to ensure their long-term
sustainability by training future managers within different
organizational levels, closely monitoring environmental changes,
and adapting their objectives in line with these changes.

28.

C. Principles Related to Outcomes
Principle of Order
Principle of Continuity and Stability of Employees
Principle of Initiative (Intrapreneurship)
Principle of Team Spirit / Spirit of Cooperation among Employees

29. Key Elements of Organizational Structure

Degree of Division of Labor and Specialization
Degree of Formalization
Span of Control (Management/Control Span) and Number of
Hierarchical Levels
Degree of Centralization
Degree of Complexity
Departmentalization
Use of Line, Command, Staff, and Functional Authority (Staff
authority: indirect and advisory authority that provides support)
Existence of Committees and Groups
Form of Communication Channels

30. Organization Principles

After organizing according to the tasks to be performed,
Personnel must be identified and assigned. "Not the job for the man"
"The right man for the job"
Establishing suitable working conditions for employees
The principle of separation (exception) (lower management should
deal with details, upper management should deal with more
important issues)

31. Efficient Organization Principles:

Unity and clarity of purpose
Specialization
Coordination
Equality of authority and responsibility
Scope of control – clarity of who is responsible at the top and bottom
Balance principle
Continuity principle – understanding of a dynamic structure
Consistent management approach
Unity of command
Exception principle (top management and all other management should focus on their own
area)
Organizational structure should be understandable and simple
Efficiency principle
Distribution of authority from top to bottom

32. Key Elements of Organizational Structure

Strategy
Technology
Environment
Size
Organization
Structure

33. Principles of Departmentalization in Organizations

Principle of Benefiting from the Advantages of Division of Labor
Principle of Facilitating Supervision
Principle of Similarity of Activities
Principle of Functional Interest
Principle of Separating Execution and Control
Principle of Assigning Higher Positions to More Important Tasks
Principle of Time-Based Arrangement (Temporal Arrangement)
Principle of Conformity with Organizational Policy and Objectives
Principle of Economy (Cost Efficiency)
Principle of Facilitating Leadership

34. 1. Departmentalization according to Functions:

Gn.Md.
Gn.Md.Yrd.
Pazarlama
Gn.Md.Yrd.
Finans
Gn.Md.Yrd.
Üretim
Gn.Md.Yrd.

35.

It is particularly beneficial for small businesses.
There is professional specialization.
Resources are used efficiently.
It may lead to a narrow perspective.
Cooperation between departments may decrease.

36. 2. Departmentalization according to service/product

Gn.Md.
Pazarlama
Gn.Md. Yrd.
Üretim
Gn.Md. Yrd.
Finansman
Gn.Md.Yrd.
Binek
araçlar
Yük araçları
Otobüs
İnşaat Mak.
Üretim
Üretim
Üretim
Üretim
Satış
Satış
Satış
Satış
Muhasebe
Muhasebe
Muhasebe
Muhasebe

37. 3. Departmentalization according to geographic locations

Gn.Md.
Pazarlama
Gn.Md. Yrd.
Üretim Gn.Md.
Yrd.
Finansman
Gn.Md.Yrd.
Marmara
Bölge Md.
Ege Bölge
Md.
Doğu
Anadolu
Bölge Md.
Karadeniz
Bölge Md.
Üretim
Üretim
Üretim
Üretim
Satış
Satış
Satış
Satış
Muhasebe
Muhasebe
Muhasebe
Muhasebe

38. 4. Departmentalization according to customers

Gn.Md.
Perakende
Tüketici
Satışları
Kamu Satışları
Endüstriyel
Satışlar
Üretim
Üretim
Üretim
Pazarlama
Pazarlama
Pazarlama
Finans
Finans
Finans

39. Mixed Organization Structure

Genel
Müdür
Üretim
Bölümü
Alüminyum
Eşya Üretimi
Finans
Bölümü
Çelik Eşya
Üretimi
Gündüz
Vardiyası
Gece
Vardiyası
Pazarlama
Bölümü
Marmama
Bölgesi
Toptan
Satış
Anadolu
Bölgesi
Perakende
Satış
Ege Bölgesi
İç Anadolu

40. Modern Organization Structures

Contemporary organizational designs are structured without boundaries,
encompassing team structures, matrix structures, and project structures.
A team structure is one where all the tasks the organization needs to perform are
carried out by teams. Empowering employees is of great importance in this structure.
There is no hierarchical structure that carries managerial authority from top to
bottom.
The most important feature of project organization is that the resources and units
necessary for carrying out project-type tasks are placed under the command of a
project manager.
Matrix structure: This is a combination of functional and project based organizational
structures. In this type of organization, horizontal communication and information
sharing are facilitated. Furthermore, a matrix structure can also be created in the form
of a product-function or product-region matrix.

41.

Structures Without Borders Another contemporary organizational design is one where
borders disappear.
The competitive conditions arising from globalization, international mobility,
differentiated customer segments, and the need for rapid responses to environmental
developments have made flexible organizational structures necessary for businesses.
This is an organizational form that eliminates the horizontal, vertical, and external
environmental boundaries . Internal boundaries are horizontal boundaries resulting
from the specialization and division of work, and vertical boundaries that divide
employees into organizational categories and hierarchies.
The second type of boundary is external boundaries, which separate the organization
from customers, suppliers, and stakeholders. To minimize or eliminate these types of
boundaries, company managers use virtual or network structures.

42.

Virtual organizational structure: This refers to the management and
coordination of production, marketing, and other activity units or businesses
that are physically widespread or spread across different geographic areas,
from a single center using information technologies.
Network organizations are structures that use their own employees to do a
job and network with other businesses to obtain other components or
processes of the product.

43. Matrix Organization Structure

John Mee (1964), "network of relationships"
It was used and became widespread in the 1950s in the US by NASA's Apollo
program and in some projects of the US Navy.
Today, it is used in automobiles, banks, computers, defense, electronics, finance,
etc.
Network structure, international organizations, projects, complex environment,
rapid change, continuous innovation, globalization, multidimensional structure
Vertical and horizontal matrix structure
A matrix organization is a structure formed by the combination of a project
organization and a functional organization.
The employee has two managers: a project manager and a functional
manager.

44. Matrix Organization Structure

45. Matrix Organization Structure Features:

Specialization: Functional and project-based specialization
Standardization: Standardization is difficult.
Hierarchy and scope of control: Dual hierarchy, control is more
difficult.
Complexity: High
Flexibility: Makes adaptation easier. Costs: Expensive.

46. Teams oriented departmentalization

47. Network Organizations

48. Outcomes of organization structures:

Tasks and functions are established.
Necessary authority, responsibility, and counterparts emerge.
Positions and roles are formed, vertical, horizontal, and crosscommunication channels are established (formal and informal
relationships are formed).
As a result of organization, authority and responsibilities can be
distributed in two ways: centralized or decentralized.

49. Mechanic Organizations

1. Functional tasks are based on specialization; the problems and
tasks faced by the business are divided into specific areas of
expertise.
2. Instead of all personnel in the organization acting according to
the purpose encompassing the entire organization, they only deal
with the tasks that fall within the purpose of their own unit.
3. The technical methods, rights, and obligations attached to each
functional role are clearly defined in formal and written form, and
definitions defining authority and responsibility are made. The level
of formalization is high.
4. Each task is supervised by a superior based on a hierarchical
control mechanism. The scope of supervision is narrow, and there is
close monitoring.

50.

5. Organizational communication and authority are hierarchical
and clearly defined.
6. Tasks and responsibilities are designed to include rights,
obligations, and methods.
7. There is a vertical interaction between subordinates and superiors,
with instructions given by managers.
8. Tasks and work characteristics are managed according to the
guidelines and decisions issued by superiors.
9. The chain of command and differences among employees are
clearly defined.

51. Organic Organizations

1. Specialized knowledge and experience contribute to the overall
mission of the organization. Individual knowledge and experience
are also needed for the performance of specific tasks.
2. Individual tasks are constantly redefined and restructured through
interaction with others.
3. The understanding that personnel should constantly change
according to the overall goals of the organization, rather than
specializing in specific areas, is prioritized.
4. Responsibility for rights, obligations, and methods is limited to a
specific area.

52.

5. Since there are no written rules, tasks and responsibilities can be redefined. The level of
formalization is low.
6. Internal communication within the organization is not like a chain of command, but
rather a form of exchanging ideas.
7. Communication is more horizontal than vertical, and horizontal communication is just as
important as vertical communication.
8. The organization prioritizes the technological aspects of its tasks and product
development, and development is valued more highly among employees than
commitment, loyalty, and obedience.
9. Control, authority, and organizational decisions are also made at lower levels, based on
the principle of decentralization.
10. The business is generally more open to environmental factors.

53. The need for flexibility and organization in the 21st century

TEAM ORGANIZATION (Google, Amazon, Boeing, HP, Louis Vuitton
etc.)
Matrix and project structures
Unlimited organization (Organization with an undefined structure)
Virtual organization
Work-from-home organizations
Flexible hours (total working time, but the day and time are chosen
by the employee)
Contractual work arrangement (agreement for a specific job)