Customer Relationship Marketing in Action within the Retail sector Coursework

Customer Relationship Marketing in Action indoors the Retail sector - Coursework ExampleQuality of client service is central to service marketing, which is possible finished CRM. Quality of customer service can be enhanced when trust, commitment, communication, empathy and conflict handling are stipulation importance in relationship building. These become important because relationship quality has significant influence on customer verity (Prasad & Aryasri, 2008). CRM is similarly about acquiring the right customer and non all customers. This is justify because 80 percent of sales are attaind from 30 percent of the customers (Hawkes, 2003). Apart from identifying high value customers, CRM is also about managing the entire lifestyle of customers (Lambe, 2001). Retailers have to look beyond the transactions of the customer. It is equally important to derive knowledge on how the customer became the customer as well as the interactions surrounding customers departure. These would help the retail merchants to better retain customers. Knowing of their life style implies that CRM should be able to anticipate and squall the future needs of the customers Suitability and effectiveness of CRM strategy of Tesco and Sainsbury Tescos Club card scheme generated information on pricing, customer services, merchandizing, promotions, media effectiveness, customer acquisitions and communications (Hassan & Parves, 2013). ... Their tesco.com is also aimed at keeping in touch with their customers. The beebread card scheme of Sainsbury is aimed at attracting more customers by having increased number of partners (Hassan & Parves, 2013). Sainsbury customers redeem their obedience points and the retailer experienced the highest number of Nectar card users during Christmas 2011. Such redemption enabled the retailer to understand the potential customer base. Sainsbury also has a strong presence on social networking sites such as Facebook and Twitter. Sainsbury gathers informatio n on customer experience which is lacking at Tesco. Both Tesco and Sainsbury have loyalty card aimed at retaining customers. Boedeker (1997) however, contends that loyalty cards are based on the assumption that special offers and bonus points would be the only effort that customers would not deflect. Economic aspects are only one of the benefits that consumers seek. A study by Turner and Wilson (2006) put that customers at Tesco may be shopping more because of Tesco Club cards but they do not feel more valued because of these cards. This undermines the very purpose of CRM as no relationship has been built. The success of loyalty cards is not limited to enhanced sales or profits. Their card only promotes incentivized loyalty and no emotional loyalty has taken place as customers are not influenced by brands. Hassan and Parves also arrange that loyalty card holders at both Tesco and Sainsbury do not limit their shopping only deep down these two retailers. Possibly this could be be cause of weak value proposition and flawed design of the loyalty cards (Bayraktar, Yilmaz & Yamak, 2010). Also, the companies may not be able to analyze all of the data generated through