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Case 1 Quest Foods Asia Pacific and The CRM Initiative: Questions

The document discusses 7 cases related to customer relationship management (CRM). Case 1 involves a CRM initiative at Quest Foods Asia Pacific led by manager Declan MacFadden. Case 2 discusses data marketing programs at Harrah's Entertainment. Case 3 examines the Nectar loyalty program in the UK. Case 4 evaluates brand differentiation through CRM at Hilton Hotels. Case 5 focuses on implementing CRM strategies at Carnival Cruise Lines. Case 6 presents Capital One's approach to CRM in the UK. Case 7 analyzes the ROI of a proposed CRM initiative at GST.

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Dhrubajyoti Gogoi
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241 views

Case 1 Quest Foods Asia Pacific and The CRM Initiative: Questions

The document discusses 7 cases related to customer relationship management (CRM). Case 1 involves a CRM initiative at Quest Foods Asia Pacific led by manager Declan MacFadden. Case 2 discusses data marketing programs at Harrah's Entertainment. Case 3 examines the Nectar loyalty program in the UK. Case 4 evaluates brand differentiation through CRM at Hilton Hotels. Case 5 focuses on implementing CRM strategies at Carnival Cruise Lines. Case 6 presents Capital One's approach to CRM in the UK. Case 7 analyzes the ROI of a proposed CRM initiative at GST.

Uploaded by

Dhrubajyoti Gogoi
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Case 1

QUEST FOODS ASIA PACIFIC AND THE


CRM INITIATIVE

Questions: -

1. How would you rate MacFadden as a manager, based on the progress he has made
on CRM?

2. What are the forces driving BPR and CRM?

3. The case lists several go-forward options for MacFadden: (1) Quest could
implement an internal knowledge management system first, proceed with BPR,
and then extend that model externally to its customers; (2) Quest could move
forward with CRM but develop a generic system; or (3) Quest could jump into
CRM with a core customer who could act as a learning partner. Which of these
three approaches would you recommend? Why?

4. What are the characteristics of an ideal CRM learning partner?

5. What overall advice would you offer Declan MacFadden?


Case 2
Harrah's Entertainment Inc.

Questions: -

Preparation Questions

1. What are the objectives of the various Data Base


marketing programs and are they working?

2. Why is it important to use the “customer worth” in the


DBM efforts rather than the observed level of play?

3. How does Harrah’s integrate the various elements of its


marketing strategy to deliver more than the results of Data
Base marketing?

4. What is the sustainability of Harrah’s actions and


strategy?

5. What are the privacy and ethical issues that Harrah’s


should be concerned about?
Case 3
Nectar: Making Loyalty Pay

Questions: -

Preparation Questions

1. What should Justin King do with the program?

2. What should Rob Gierkink do with the program to keep Sainsbury’s


happy?

3. What should he do to keep the other sponsors happy?

4. What should he do to keep the collectors collecting?

5. Should Sainsbury’s Stay with Nectar or Implement a Solo


Program?

6. Should Sainsbury’s Buy Nectar?

7. How Can Nectar Do Better?


Case 4
Hilton Hotels: Brand Differentiation through
Customer Relationship Management

Questions: -

1. What is Hilton’s core business? What is the value of a brand in


the lodging industry?

2. Evaluate the performance of the Customers Really Matter


initiative to date

3. What do you think Hilton leadership should do after the Blackstone


acquisition? Should they further invest in CRM or simply maintain the status
quo? What aspects of Hilton’s CRM should be strengthened, if any, and how?
Case 5
Carnival Cruise Lines

Questions: -

1. How did Carnival’s management build the line into the dominant brand in the
industry?

2. Should Carnival do “CRM”? What should CRM look like at Carnival? What does
CRM mean to Carnival’s management?

3. How should Carnival go about implementing a CRM strategy?

4. What else should they do to leverage customer data for enhancing the guest experience
and the company’s bottom line?
Case 6
Customer Relationship
Management at Capital One (UK)

Questions: -

1. How would you define CRM briefly and succinctly?

2. If it is to become more than a concept, CRM needs to be translated into specific activities and
processes. Based on the case, what are the key CRM activities and processes of Capital One? Do they
differ according to life cycle stages of a customer?

3. What can be learned from the CRM practice at Capital One that could be applied to [fill in company
name or industry]? What aspects cannot be applied?

4. It is often claimed that CRM can create competitive advantage. Does CRM create competitive
advantage for Capital One? If so, how?
Case 7
ROI for a Customer Relationship Management
Initiative at GST

Questions: -

1.What cash-outflow investment is required to initiate the proposed acquisition


program?

2. What sort of monthly cash flows should GST expect to realize from the new
program?

3. What is the expected ROI? Expected payback?

4. How does the team’s decision to utilize a three-year horizon affect the ROI?
Payback?

5. How should the team incorporate its discussion of data reliability into the
Business Impact Assessment?

6. Why might using a higher hurdle rate for risky investments be a good idea? Why
might it be a bad idea?

7. Should Kolks and Johnson adopt Teradata’s proposed acquisition solution?


8. Are there any other factors Johnson and Kolks should consider prior to making
their decision?

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