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Master Marketing Etudes

Université Paris Dauphine DMSP

Formation exigeante, professionnelle et internationale aux métiers du marketing et des études en marketing.

Au sein de l'université Paris-Dauphine, en plein coeur de Paris, le Master Marketing est régulièrement classé parmi les meilleures formations spécialisées en marketing grâce à la contribution de nombreux professionnels
et entreprises et à son rattachement au centre de recherche Dauphine-Marketing -Stratégie-Prospective.

» Advanced excel practice » Analyse sensorielle dans l’automobile, Réception par Renault » Analyse sensorielle et Marketing » Analyses statistiques multivariées » Autorisation d’absence » Brand management » Communication » Conception et Gestion des études » Consumer Behaviour & Branding » E-Marketing » Etudes qualitatives » Innovation » International project » M1 - Promotion des ventes & Marketing direct » M2-102 Modèles d’aide à la décision en marketing » Marketing de la distribution (option) » Marketing Decisions » Marketing Innovation en PGC » Marketing Management » Marketing Simulation » Marketing Strategy » Méthodologie des études quantitatives » Mission » Multiple regression and Marketing Mix Modeling » Pack et Comportement du consommateur » Panel de consommateurs » Panel de distributeurs, IRI » Panels » Pricing » Séminaire d’insertion professionnelle » Séminaire Développement personnel » Séminaire Emploi » Séminaire Expression orale » Séminaire L’Oréal : 7 février 2014 » Séminaire Métiers » Stage d’application » Techniques de négociation (séminaire animé par Procter & Gamble) » Tests et Expérimentation » Workshop créatif

Customer Relationship Management

- Pierre Volle, Professor of Marketing,
- Didier Uljasz and David Fregonas, Accenture

1. Prerequisites for the Course

Students need to have some knowledge of consumer behavior (perceived value, satisfaction, loyalty…), marketing (segmentation and positioning, communication mix, direct marketing…), information systems (relational database, data warehouse…), and data analysis (cluster / typological analysis, standard regression).

2. Objectives of the Course and Overview

The management of customer relationships is a priority for many companies and organizations. The goal of these business processes is to improve the sales & marketing performance while creating value for the customers, improving their experience throughout the entire lifecycle, and strengthening the relationship they have with their suppliers. CRM (Customer Relationship Management) is a corporate strategy that most often involves the implementation of specific technologies in order to roll out various portfolio management processes (customer acquisition, customer retention, etc.).

3. Learning Goals

This course aims at making the students familiar with the main notions, tools and methods that are specific to the set of business processes usually gathered under the umbrella term of CRM (Customer Relationship Management) : value creation and customer experience management, customer acquisition and retention, customer development and win-back. The objective it to shed light on the potentialities of CRM activities in terms of improved performance of sales, marketing and service operations, as well as discussing the main strategic, organizational and technological challenges that companies face when they implement CRM projects.

4. Skills Developed

Upon successful completion of the course, students will be able to : formulate a judgment upon the maturity of a given firm as to its customer management activities – elaborate a customer strategy – develop customer insight – translate a customer strategy into operational objectives and action plans – determine how to improve the customer experience and create customer value – implement a CRM project (mobilize stakeholders, guide main technological choices…) – evaluate the performance of a customer strategy.

5. Pedagogical Methods

Presentation of the various notions, tools and methodologies ; interactions around business cases and real-life examples ; diagnosis of a customer strategy ; active participation of the students

6. Grading Procedures

The grade is based on : a case study (20%), the diagnosis of a customer strategy (40%), and a final table exam (40%). The diagnosis has to be prepared by a team of 3 students (no less no more) and sent to the professor before the end of the course (a template will be given to the students). The final exam comprises a set of questions and two mini-cases.

7. Course Content

- Session 1 – What is CRM ? Note : this class is given by Pierre Volle (Université Paris-Dauphine) Types of CRM – Misunderstandings about CRM – Some definitions of CRM – CRM models – What is a relationship ? – Relationship quality – Why customers and organizations want (or do not want) relationships – Elaborating customer strategies
- Session 2 – New age of CRM Note : this class is given by Didier Uljasz and David Fregonas (Accenture) New Faces New Places New Spaces – Brand values in motion – Shift to Digital world – Multi-channel dynamic experience – Analytics & Technology enablers – Marketing as growth engine
- Session 3 – Customer Analytics Note : this class is given by Didier Uljasz and David Fregonas (Accenture) The “Customer & Marketing Analytics Imperative” – Value Creation with Analytics – Analytics per industry –Presentation of cases for each main components of CRM (Marketing, Sales and Service)
- Session 4 – Loyalty Note : this class is given by Didier Uljasz and David Fregonas (Accenture) Loyalty management purpose and issues – Loyalty strategies – Loyalty programs – ZMOT
-  Session 5 – Digital & Mobility Note : this class is given by Didier Uljasz and David Fregonas (Accenture) From communication to conversation – Digital & Social : new growth opportunities – Mobility
-  Session 6 – Evaluation of the course Presentation of the customer strategy analysis assignment (see below for the instructions)

8. Bibliography

- Buttle F. (2009), Customer Relationship Management, 2nd edition, Butterworth-Heinemann.

Other recommended books

- P. Volle, with E. Peelen, J. Jallat and E. Stevens (2009), Gestion de la relation client, 3ième édition, Pearson Education.
- Payne A. (2006), Handbook of CRM, Butterworth-Heinemann.

Instructions for the “Customer Strategy Analysis” Assignment

1. Scope of the document

These instructions are relevant for the “Customer Strategy Analysis” assignment given to the students enrolled in the Customer Relationship management course of the Master in Management and the Master in Marketing.

2. Teams of two… or three

The analysis of a customer strategy has to be prepared by teams of two students. Contrary to what has been initially written down in the syllabus, the decision has been taken to have teams of two (instead of teams of four) and no final exam.

However, it is also possible to work in teams of three students. In that case, that would then mean some additional work, for obvious fairness reasons.

Teams of three students have to conduct two interviews with professionals in the chosen firm (see below some advice to guide your choice). These semi-structured interviews have to follow the guide which is proposed in the appendix (in French). Interviews are typically 1 hour to 1h30 long. A full transcript of the interviews has to be attached to the report (in Word format).

3. Deadline

The report has to be sent to the professor two days before the last session :

4. Goal of the assignment

The goal of the assignment is to :
- 1) Describe the customer strategy based on the 5+1 dimensions presented during the class and within the first chapter of the book “Stratégie Clients”. The dimensions are : customer orientation and customer culture, relational targets, value creation and customer experience, relational processes, programs and devices, customer intelligence.

— Tip : the first chapter of the book “Stratégie Clients” can be downloaded at ?GCOI=274401009056402
— Tip : choose a company were you work (for students in apprenticeship), worked, know someone who can inform you, or at minimum from which you are a customer and about which you can gather substantial information from the professional press (Marketing Magazine, Action Commerciale, Marketing Direct, Stratégies, Relation Client, etc.).  
- 2) Evaluate the customer strategy in terms of coherence (= internal point of view, depending on the alignment of the customer strategy with the business strategy, corporate culture, resources and capabilities of the firm, etc.) and relevance (= external point of view, from the customer side).

— Tip : focus the evaluation around one or two targets in order to achieve more depth. Choosing two targets can be useful to compare things.
— Tip : the evaluation can rest on some personal (but grounded) analysis, customer surveys, social networks observations, interviews with professionals, etc. All means are valued as long as you do not only describe things, but also analyze what happens

- 3) Elaborate some recommendations to improve the impact and efficiency of the customer strategy, and propose a budget allocation for each action you suggest.

— Tip : the overall budget is set at 0.5% of the turnover, with a minimum of 50 K€ (if the turnover is less than 10 million €) and a maximum of 500 K€ (if the turnover is more than 100 million €). Tip : be precise and realistic. To achieve this goal, consult professional sites to have some information about marketing costing issues (e.g., an email is about 0.1€, a mail is about 1€, etc.).

5. Form and structure of the assignment

The report can be either a Word or a Powerpoint file. In the latter case, use the commentary section at the bottom of each slide. Your slides have to be precise and understandable.

The report will have four parts : the company and its strategy (1 Word page or 2 Powerpoint slides) ; the customer strategy (3 pages or 5 slides) ; your recommendations (3 pages or 5 slides) ; your budget allocation proposal (1 page or 2 slides).

Tip : pictures and figures are not counted above… and are not limited. 3


Guidelines for the professional interviews

Quel est votre parcours personnel et quelle est votre mission dans l’entreprise ?

Thème 1 : L’existence d’une stratégie (de relation avec les) clients plus ou moins formalisée

- Des objectifs « clients » ont-ils été fixés (nombre de clients à recruter, satisfaction…) ?
- L’organisation se donne-t-elle pour priorité la satisfaction de ses clients ? Comment cette priorité se traduit-elle concrètement ?
- L’organisation a-t-elle une stratégie (de relation avec les) clients ? Quelle est cette stratégie ? Relancer avec les cinq facettes de la stratégie (de relation avec les) clients
- Quels sont les objectifs véritablement stratégiques visés par cette stratégie (de relation avec les) clients ?
- Cette stratégie (de relation avec les) clients est-elle formalisée ? Si oui, sous quelle forme ? Relancer sur les dimensions informelles de formulation de la stratégie
- Comment cette stratégie (de relation avec les) clients s’articule-t-elle avec les autres dimensions de la stratégie marketing (notamment la stratégie de marque) ?
- Qui est principalement responsable du client dans l’organisation ?

Thème 2 : Le processus d’élaboration de la stratégie (de relation avec les) clients

- Comment se déroule le processus d’élaboration de la stratégie (de relation avec les) clients ? Relancer sur les modalités informelles d’élaboration de la stratégie
- Qui participe à l’élaboration de la stratégie (de relation avec les) clients ?
- Les clients participent-ils au processus d’élaboration de la stratégie ?
- Quelles méthodologies, quels dispositifs et quels outils sont utilisés pour élaborer la stratégie ? Relancer sur les appuis extérieurs (consultants, agences, etc.)
- La démarche nécessite-t-elle le développement préalable de certaines compétences ?

Thème 3 : L’arbitrage effectif en faveur du client et la culture client

- Peut-on dire que l’organisation est « orientée client » ? Relancer autour d’une définition plus précise de l’orientation client.
- Dans quelle mesure le client est-il au centre de l’organisation ? Comment cela se traduit-il ?
- Lorsque des arbitrages sont nécessaires entre plusieurs impératifs de gestion (sécurité, rentabilité…), le client est-il pris en considération ?
- Peut-on dire que l’organisation, dans son ensemble, a une forte culture client ? Qu’en est-il des collaborateurs (notamment ceux qui sont en contact direct avec les clients) ?
- Que reste-t-il à faire pour développer encore plus la culture client de l’organisation et de son personnel ?
- Peut-on dire que l’organisation est « mature » en ce qui concerne le management des clients ? Que lui reste-t-il à développer pour acquérir cette maturité ?

Thème 4 : Stratégie (de relation avec les) clients et performance

- Comment les programmes et dispositifs de relation client sont-ils articulés entre eux ? La gestion des clients est-elle cohérence avec la gestion des marques ?
- Comment améliorer l’efficacité des programmes et dispositifs de relation client ?
- Dans quelle mesure la formulation d’une stratégie (de relation avec les) clients peut-elle améliorer la performance des dispositifs et programmes mis en place ?
- Quelles sont les conditions à respecter pour exécuter la stratégie (de relation avec les) de façon efficace ?

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