1.What was the problem at Celcom that was described this case? What people, organization, and technology factors contributed to this problem?

2.What was Celcoms business strategy and what was the role of customer relationship management in that strategy?

3.Describe Celcoms solution to its problem. What people, organization, and technology issues did the solution have to address?

4. How effective was this solution? How did it affect the way Celcom ran its business and its business performance?

5. Describe two operational activities and two business decisions that were improved by Celcoms new CRM capabilities.

For each question, try to write your point first, then rationale of your point, examples you can provide, and re-stress point.

BUSINESS PROBLEM-SOLVING CASE Customer Relationship Management Helps Celcom Become Number One Ce telecommunications company in Malaysia and it largest, with a reputation for quality and reliability tomers have multiple devices an that is unrivaled in that country. Nevertheless lcom Axiata Berhad (Celcom) is the oldest mobile customers by looking at SIM (subscri modules in mobile phones) IDs. However and work uses. Celcom needed systems that person's SIMs. Otherwise, Celcom service repres maintaining its competitive edge has been a struggle. identify and serve each customer rather than In 2006, Celcom dropped to third place among Malaysian cellular providers and posted losses. Since tatives would waste valuable compa then, management has worked feverishly to turn the time making sense of a customer's multiplo company around, and Celcom has regained the top scattered among various records in the system. The spot in its market. To do this required major changes company wanted to be able to see a customer as a in the business, including a new CEO, changes to corporate culture, and new technology and business For Celcom, customers included not only mobile processes for managing the customer experience specific person, not a SIM or a numbe users but also its dealers and resellers. Celcom has To become number one in the Malaysian market nearly 30,000 channel partners who provide again, Celcom's senior management knew that the company had to build better networks and market more aggressively, but the real key to success lay in ness processes would need to improve the customer improving the customer experience. According to Suresh Sidhu, Celcom's chief corporate and opera company itself tions officer, there will alwa can beat you on price, or even out-innovate you. in-person customer services, such as handset sales and activation. Any change in technology and busi- experience for Celcom's partners as well as for the Celcom's solution involved c ny's technology, proces an Oracle-based business support system (BSS consolidated customer records, centralized inve competitor who ses, and peo lowever, it's much harder for a competitor to dis- rupt a stro Celcom believes it's the market's best differentiator. tory management, and sped up business processes. ong, positive relationship ith customers. customer in This system consolidates customer information a single view of the customer to improve c The Malaysia telecommunications market is quite ture, so there are few opportunities to acquire ustomer tail ew customers. Customer retention is essential, as is service across online, call center, an luring customers away from competitors. Malaysia's The Oracle implementation included new portal sites and retail stores as well as an Siebel call center system and Oracle inventory mai- agement and Communications Order and custo customer base of 14 million is large and diverse which requires multiple approaches to interacting with them. Older customers prefer in-person service from Celcom dealers or retail outlets, whereas So ness online. All want reliable mobile service anagement applications d young urban users prefer to do busi- Celcom's chief sales and commercial off Chong was co-chairman along with Sidhu of the Companies such as Skype ovide services that companies access over a nsf pr asking two questions: What do Celcom's business users need from BSS? What experiences should b of networks and devices, which can disrupt variety traditional telecommunications billing models. For deliver to Celcom's customers? The BSS projec elom to be number one in data services, it would asked approximately 700 Celcom employees in have to build enterprise systems that would be able reta xperiences Celcom was technology tha ?? se itecture and business processes transformation team then developed techn and business process requirements based on of customers. For instance, customer data from one system such as billin Top 10 lists and then compared offering easily available to other systems such as ere not m for mobile pro- Celcom chose Oracle as the primary tech ogy provider for the new customer experien ory viders because carriers have traditionally counte