Customer relationship management DEC 2025

Description

Customer Relationship Management

Dec 2025 Examination

 

 

Q1. Fabindia is    a mid-sized Indian retail company known for its focus on handcrafted and ethnic products made by rural artisans.    It connects over 50,000 craftspeople to urban markets, creating sustainable livelihoods and preserving traditional Indian crafts.         Fabindia has recently implemented a CRM system to manage its growing customer base. The company has a diverse set of customers, ranging from high-value, frequent buyers to a large group of low-spending, infrequent shoppers. Management

is struggling to balance the need for personalized engagement with operational efficiency. They are considering how to use CRM data to segment customers and tailor relationship strategies but are unsure how to proceed to maximize both customer satisfaction and profitability.

Based on the scenario, how should the company apply CRM segmentation and profiling techniques to develop a differentiated relationship policy for each customer segment, ensuring both operational efficiency and customer intimacy?

Word Limit: 400 Words (10 Marks)

Ans 1.

Introduction

Fabindia’s success has long been rooted in its deep connection with rural artisans and its strong customer loyalty among urban, socially conscious consumers. However, as the customer base expands, a one-size-fits-all relationship approach no longer ensures efficiency or satisfaction. Implementing a Customer Relationship Management (CRM) system allows Fabindia to segment its customers based on behavior, value, and engagement. By applying CRM-driven segmentation and profiling, Fabindia can balance operational efficiency

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Q2. MBN Bank is a large retail bank in India. It focuses on building a customer-centric, digitally-driven, and ethical banking experience. The bank offers a range of financial products and services for both individuals and businesses, including savings accounts, loans, and various banking solutions. MBN Bank has invested heavily in a state-of- the-art CRM platform, automating customer interactions across digital channels. Despite the advanced technology, customer satisfaction scores have stagnated, and employee engagement is low. The bank’s leadership realizes that the CRM project was driven by IT, with limited input from marketing or HR, and without significant changes to organizational culture or customer-centric processes. The executive team is now reconsidering its approach to CRM. Critically  assess  the  decision  to  focus  CRM  implementation  primarily  on technological infrastructure rather than on marketing strategy and organizational culture. What are the potential risks and how would you justify a more balanced approach to CRM adoption?

Word Limit: 400 Words (10 Marks)

Ans 2.

Introduction

Customer Relationship Management (CRM) is most effective when it integrates technology, people, and processes toward a shared goal of customer-centricity. In MBN Bank’s case, the CRM implementation was heavily technology-driven, with limited involvement from marketing and HR functions. While this ensured automation and digital capability, it overlooked the human and strategic dimensions of relationship building. As a result, customer satisfaction and employee engagement remained stagnant. A critical assessment reveals that sustainable CRM success requires a balanced alignment of technology,

 

Q3(A). GoodLife Fitness Centres Inc., a national fitness chain is the largest health club company in Canada with over 450 locations across the country. GoodLife Fitness has accumulated a large customer database but lacks actionable insights into customer behavior and value. Membership retention is low, and generic loyalty programs have failed to drive engagement. The management wants to use CRM analytics to segment customers, predict churn, and develop differentiated loyalty initiatives that align with the needs and preferences of each segment, ultimately increasing profitability and customer satisfaction.

Create a data-driven segmentation and loyalty program strategy for a service organization seeking to maximize customer lifetime value. How would you use CRM analytics to identify high-potential segments, design targeted offerings, and measure program effectiveness?

Word Limit: 250 Words (5 Marks)

Ans 3a.

Introduction

GoodLife Fitness Centres aims to enhance membership retention and profitability by converting its large customer database into actionable insights. CRM analytics can help segment members based on behavior, predict churn, and design personalized loyalty programs that strengthen

 

Q3 (B). Vulkan Industries, a manufacturing company relies on a network of independent distributors to reach end customers. Both Vulkan and its distributors, recognize the potential of CRM systems to share customer insights and co-create tailored offerings, but mutual distrust and concerns over data ownership have stalled collaboration. Vulkan wants to break this deadlock and seeks a solution that aligns interests, protects sensitive information, and unlocks new value for both supplier and distributor.

Propose an innovative framework for integrating CRM systems between Vulkan and its network of distributors, aimed at overcoming mutual distrust and enabling collaborative customer profiling. How would your solution ensure data security, trust- building, and the creation of joint value propositions?

Word Limit: 250 Words (5 Marks)

Ans 3b.

Introduction

Vulkan Industries and its distributors face collaboration challenges rooted in data privacy and mutual distrust. A well-designed, integrated CRM framework can align their interests by ensuring transparent data-sharing, maintaining confidentiality, and enabling joint customer value creation. Such an approach enhances trust, coordination, and long-term partnership