Content for TS 32.101 Word version: 17.0.0
6.5 Customer Relationship Management (CRM) processes
6.5.1 CRM Support and Readiness
6.5.2 Customer Interface Management
6.5.3 Marketing Fulfilment Response
6.5.4 Selling
6.5.5 Order Handling
6.5.6 Problem Handling
6.5.7 Customer QoS/SLA Management
6.5.8 Billing and Collections Management)
6.5.9 Retention and Loyalty
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6.5 Customer Relationship Management (CRM) processes |R8| p. 30
Customer Relationship Management (CRM): This horizontal functional process grouping considers the fundamental knowledge of customers' needs and includes all functionalities necessary for the acquisition, enhancement and retention of a relationship with a customer. It is about customer service and support, whether storefront, telephone, web or field service. It is also about retention management, cross-selling, up-selling and direct marketing for the purpose of selling to customers.
CRM also includes the collection of customer information and its application to personalize, customize and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.
CRM applies to both conventional retail customer interactions, as well as to wholesale interactions, such as when an enterprise is selling to another enterprise that is acting as the 'retailer'.
![Copy of original 3GPP image for 3GPP TS 32.101, Fig. 6.5: Customer Relationship Management decomposition [114]](../img/tinv-32-101-6.5.gif)
6.5.1 CRM Support and Readiness p. 30
CRM Support and Readiness processes manage classes of products, ensuring that all CRM processes in Fulfilment, Assurance and Billing are supported and able to manage interactions with customers promptly and efficiently. They undertake longer-term trend analysis on product classes in order to establish the extent to which enterprise targets for these product classes are being achieved.
These processes support the operational introduction of new product classes and of additional features and enhancements to existing product classes, and are responsible for conducting operations readiness testing and acceptance. They develop the procedures for the specific Fulfilment, Assurance and Billing processes and keep them up to date. After successful testing, these processes accept the new or enhanced product class and perform a full-scale introduction for general availability.
6.5.2 Customer Interface Management p. 31
Customer Interface Management processes are responsible for managing all interfaces between the enterprise and potential and existing customers. They deal with contact management, understanding the reason for contact, directing customer contacts to the appropriate process, contact closure, exception management, contact results analysis and reporting. CRM contact may be related to one or several processes of Service Fulfilment, Service Assurance (service quality management and trouble or problem management) and Billing depending on customer enquiries or contacts.
6.5.3 Marketing Fulfilment Response p. 31
Marketing Fulfilment Response processes are responsible for the issue and distribution of marketing collateral (i.e., coupon, premium, sample, toys, fliers, etc.) directly to a customer and the subsequent tracking of resultant leads.
These processes include campaign management activities from lead generation to product and literature fulfilment, and hand-off of leads to the selling processes.
6.5.4 Selling p. 31
Selling processes are responsible for managing prospective customers, for the qualification and education of the customer and for matching customer expectations to the enterprise's products and services and ability to deliver.
These processes also manage the response to customer RFPs.
6.5.5 Order Handling p. 31
Order Handling processes are responsible for accepting and issuing orders. They deal with pre-order feasibility determination, credit authorization, order issuance, order status and tracking, customer update on order activities and customer notification on order completion.
6.5.6 Problem Handling p. 31
Problem Handling processes are responsible for receiving trouble reports from customers, resolving them to the customer's satisfaction and providing meaningful status on repair and/or restoration activity to the customer.
They are also responsible for customer contact and support in relation to any service-affecting problems detected by the resources or through analysis, including proactively informing the customer and resolving these specific problems to the customer's satisfaction.
6.5.7 Customer QoS/SLA Management p. 31
Customer QoS/SLA Management processes encompass monitoring, managing and reporting of delivered vs contractual Quality of Service (QoS), as defined in the enterprise's Service Descriptions, customer contracts or product catalogue. They are also concerned with the performance of the enterprise and its products and services in relation to its Service Level Agreements (SLAs) for specific product instances, and other service-related documents.
They include operational parameters such as resource performance and availability, but also encompass performance across all of a product's contractual or regulatory parameters, e.g., % Completion on Time for Order Requests, time to repair commitments, customer contact performance. Failure to meet a contracted SLA may lead to billing adjustments, which are handled by Billing and Collections Management.
6.5.8 Billing and Collections Management) p. 31
Billing and Collections Management processes encompass creating and maintaining a customer's billing account, sending bills to customers, processing their payments, performing payment collections, monitoring the status of the account balance, and the handling of customer generated or systems reported billing and payment exceptions.
These processes are accountable for assuring that enterprise revenue is billed and collected.
6.5.9 Retention and Loyalty p. 31
Retention and Loyalty processes deal with all functionalities related to the retention of acquired customers, and the use of loyalty schemes in the potential acquisition of customers. They establish a complete understanding of the needs of the customer, a determination of the value of the customer to the enterprise, determination of opportunities and risks for specific customers, etc. These processes collect and analyse data from all enterprise and customer contact.
