Examination Paper: Customer Relationship Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Customer Relationship Management
Section A: Objective Type (30 marks)
•?This section consists of Multiple Choice questions & Short notes type questions.
•?Answer all the questions.
•?Part One questions carry 1 mark each & Part Two questions carry 4 marks each.
Part One:
Multiple Choices:
1. High congruence means:
a. High probability of success
b. Low probability of success
c. Zero probability of success
d. None of the above
2. Novo Jim’s excellent resource book for Recency, Frequency and Monetary is:
a. Drilling high
b. Digging the top
c. Cutting edges
d. Drilling down
3. What stands for ‘R’ in FURPS?
a. Responsibility
b. Resource
c. Retention
d. Reliability
4. NAICS stands for:
a. National American Industry Coding System
b. North American Industry Cooling System
c. National American Industry Cooling System
d. North American Industry Coding System
……………….
10. If high quality is one of the attribute then:
a. It will be suicidal to ship products with high DOA
b. It will be beneficial to ship products with high DOA
c. It will be suicidal to ship products with low DOA
d. It will be beneficial to ship products with low DOA
Part Two:
1. Why e- CRM is important in present life?
2. Describe the 3 phases of ‘Waterfall Model’.
………………..
5. What are ‘Warehouse data(s)’?
END OF SECTION A
Examination Paper: Customer Relationship Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•?This section consists of Caselets.
•?Answer all the questions.
•?Each Caselet carries 20 marks.
•?Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Project Energized:
Indian Synthetics Limited was established in the year 1987 by Seth Gopichand, who was an NRI based
in Singapore. The company’s main products were blended synthetics, polyester and cotton yarn; which
were suitable for readymade garments. The company had achieved an outstanding success with an
annual turnover of Rs. 1,500 crores and was awarded the ‘Exporter of the Year Award’ since 1988, for
four consecutive years by the Government of India. Encouraged by the profitability of the Jabalpur
plant, the company set up another manufacturing plant at Nasik. The company was a typically family
run business wherein no outsiders were inducted at the top management positions. Even the Chartered
Accountant was from the family. The plant at Jabalpur had 1,300 workers with an average age of 28
years and an educational qualification of either high school or secondary school. 60 percent of the
workers were from Bihar and the rest were from Orissa. They were highly paid with reference to the
industry average and were provided with residential accommodation on the factory premises. All the
employees were men with no woman employee on the plant’s payroll. Among the workers and staff it
…………………..in for a strike
objecting the appointment. The workers had afterwards shown a positive response though they had
initially shown a stiff resistance to her appointment. In spite of taking these measures, Murthy felt that
there was too much interference from the union and the employees were not enthusiastic about the
changes. And he wondered what else he should do to transform the culture of the organization.
Questions:
1. In what way would multi-skilling help in solving the problems of the plant?
2. Do you think that the company’s policy of entering into term settlement is appropriate? Give
reasons.
Caselet 2
Mitsubishi Motor Sales: Implementing Customer Relationship Management Systems
Until the late 1990s, Mitsubishi Motor Sales of America Inc. was only about cars and its approach to
retail customer service reflected that. There were more than 18 toll-free customer service numbers that
callers had to navigate to find information on topics ranging from financing to sales to repairs, “We
were fragmented in our approach, and we clearly lacked a customer focus,” says Greg O’Neill,
executive vice president and general manager. Mitsubishi decided to change that. As part of a
company-wide shift to an increased focus on customers, executives challenged the call center to
provide “one voice and one set of ears for the customer,” says CIO Tony Romero. That was the
beginning of a continuing drive toward improved customer service through a customer relationship
………………………The workforce management software schedules training time during
lags, and agents who learn multiple skills earn more money. Call center turnover, which has
traditionally been more than 20 percent, was about 7 percent last year. O’Neill says the executive team
members regularly listen in on service calls to get a feel for customer concerns, and they act on what
they hear. “That bubble up of information has driven more early marketing decisions and made us
more effective earlier on than I could have ever thought,” O’Neill says. “That’s been a huge dividend.”
Questions:
1. What are the key application components of Mitsubishi’s CRM system? What is the business
purpose of each of them?
2. Do you approve of Mitsubishi’s approach to acquiring and installing its CRM system? Why or
why not?
END OF SECTION B
Examination Paper: Customer Relationship Management
6
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
•?This section consists of Applied Theory Questions.
•?Answer all the questions.
•?Each question carries 15 marks.
•?Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. If all the numbers are large, the project way is too big. Can you identify a logical chunk of the
problem that would make a setup toward improving the situation? What kind of “offer” would
you want to make to your customers as a result of completing the small chunk?
2. Who can you get for the program core team? These must be individuals who are good enough at
their real jobs that the company can’t afford to have them take on anything new. The real test of
serious organizational commitment is that the company can’t afford to put anyone else on the
core team; it has to be the best.
END OF SECTION C
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Customer Relationship Management
Section A: Objective Type (30 marks)
•?This section consists of Multiple Choice questions & Short notes type questions.
•?Answer all the questions.
•?Part One questions carry 1 mark each & Part Two questions carry 4 marks each.
Part One:
Multiple Choices:
1. High congruence means:
a. High probability of success
b. Low probability of success
c. Zero probability of success
d. None of the above
2. Novo Jim’s excellent resource book for Recency, Frequency and Monetary is:
a. Drilling high
b. Digging the top
c. Cutting edges
d. Drilling down
3. What stands for ‘R’ in FURPS?
a. Responsibility
b. Resource
c. Retention
d. Reliability
4. NAICS stands for:
a. National American Industry Coding System
b. North American Industry Cooling System
c. National American Industry Cooling System
d. North American Industry Coding System
……………….
10. If high quality is one of the attribute then:
a. It will be suicidal to ship products with high DOA
b. It will be beneficial to ship products with high DOA
c. It will be suicidal to ship products with low DOA
d. It will be beneficial to ship products with low DOA
Part Two:
1. Why e- CRM is important in present life?
2. Describe the 3 phases of ‘Waterfall Model’.
………………..
5. What are ‘Warehouse data(s)’?
END OF SECTION A
Examination Paper: Customer Relationship Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•?This section consists of Caselets.
•?Answer all the questions.
•?Each Caselet carries 20 marks.
•?Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Project Energized:
Indian Synthetics Limited was established in the year 1987 by Seth Gopichand, who was an NRI based
in Singapore. The company’s main products were blended synthetics, polyester and cotton yarn; which
were suitable for readymade garments. The company had achieved an outstanding success with an
annual turnover of Rs. 1,500 crores and was awarded the ‘Exporter of the Year Award’ since 1988, for
four consecutive years by the Government of India. Encouraged by the profitability of the Jabalpur
plant, the company set up another manufacturing plant at Nasik. The company was a typically family
run business wherein no outsiders were inducted at the top management positions. Even the Chartered
Accountant was from the family. The plant at Jabalpur had 1,300 workers with an average age of 28
years and an educational qualification of either high school or secondary school. 60 percent of the
workers were from Bihar and the rest were from Orissa. They were highly paid with reference to the
industry average and were provided with residential accommodation on the factory premises. All the
employees were men with no woman employee on the plant’s payroll. Among the workers and staff it
…………………..in for a strike
objecting the appointment. The workers had afterwards shown a positive response though they had
initially shown a stiff resistance to her appointment. In spite of taking these measures, Murthy felt that
there was too much interference from the union and the employees were not enthusiastic about the
changes. And he wondered what else he should do to transform the culture of the organization.
Questions:
1. In what way would multi-skilling help in solving the problems of the plant?
2. Do you think that the company’s policy of entering into term settlement is appropriate? Give
reasons.
Caselet 2
Mitsubishi Motor Sales: Implementing Customer Relationship Management Systems
Until the late 1990s, Mitsubishi Motor Sales of America Inc. was only about cars and its approach to
retail customer service reflected that. There were more than 18 toll-free customer service numbers that
callers had to navigate to find information on topics ranging from financing to sales to repairs, “We
were fragmented in our approach, and we clearly lacked a customer focus,” says Greg O’Neill,
executive vice president and general manager. Mitsubishi decided to change that. As part of a
company-wide shift to an increased focus on customers, executives challenged the call center to
provide “one voice and one set of ears for the customer,” says CIO Tony Romero. That was the
beginning of a continuing drive toward improved customer service through a customer relationship
………………………The workforce management software schedules training time during
lags, and agents who learn multiple skills earn more money. Call center turnover, which has
traditionally been more than 20 percent, was about 7 percent last year. O’Neill says the executive team
members regularly listen in on service calls to get a feel for customer concerns, and they act on what
they hear. “That bubble up of information has driven more early marketing decisions and made us
more effective earlier on than I could have ever thought,” O’Neill says. “That’s been a huge dividend.”
Questions:
1. What are the key application components of Mitsubishi’s CRM system? What is the business
purpose of each of them?
2. Do you approve of Mitsubishi’s approach to acquiring and installing its CRM system? Why or
why not?
END OF SECTION B
Examination Paper: Customer Relationship Management
6
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
•?This section consists of Applied Theory Questions.
•?Answer all the questions.
•?Each question carries 15 marks.
•?Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. If all the numbers are large, the project way is too big. Can you identify a logical chunk of the
problem that would make a setup toward improving the situation? What kind of “offer” would
you want to make to your customers as a result of completing the small chunk?
2. Who can you get for the program core team? These must be individuals who are good enough at
their real jobs that the company can’t afford to have them take on anything new. The real test of
serious organizational commitment is that the company can’t afford to put anyone else on the
core team; it has to be the best.
END OF SECTION C
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