Customer Relationship Manager Job

CUSTOMER RELATIONSHIP MANAGER JOB 9

CustomerRelationship Manager Job

Customerrelationship managers (CRM) plan, follow up and implement clientretention strategies. The individuals use various platforms toexecute their responsibilities such as telemarketing, email, text,and mail. The managers are in charge of running customer retentioncampaigns, from the scratch to analysis. The process includesproposal preparation, idea generation, overseeing implementation andproduction processes. My dream career is serving in the capacity of aCRM in a bank or one of the big retail businesses.

CRMshave a pivotal responsibility in every business. The key role of themanagers is enhancing the quality of services an institution rendersto its clients. In addition, they collect customers’ contactdetails and then use the information in target marketing plans. Forexample, the customers of big businesses such as banks and retailbusinesses collect email, phone, and social media details of theirclients so that they can be mailing information directly to theirclients. Each time the organization is offering new deals, theseasoned customers receive updates through the monthly letter, andphone calls, text, or even social media display (Carter et al.,2009).

Thecustomers of a given retail bank consider it as a single entityalthough they often interact with diverse customers, as well as seekservices from different branches. CRMs are responsible for creatingintegrated strategies, policies, and processes that facilitatesharing customer information, even when one is served from affiliatedbusinesses located at another location. Besides, the program shouldtrack customer information and activities in affiliated businesses(Carter et al., 2009).

Whatare the job responsibilities?

First,the managers keep maintain close ties with the customers usingvarious means such as online services, face-to-face meetings, e-mailand phone calls among other methods. Second, the manager overseesfront office e operations such as finance, billing, marketing,maintenance, planning, and advertising. Third, they facilitateinteraction of their respective business with external partners andcompanies such as industry networks and supplier/vendors. The vendorsfacilitates to and from office activities. Fourth, the professionalsanalyze the customers’ information in order to determine thesuccess of CRM plans, plan customer-oriented marketing campaigns, anddevelop new business plans. The customer data banks retain includecustomer profitability, services they commonly use, as well as typeand number of customers (Carter et al., 2009).

Whatare the qualifications?

CRMis an emerging field of specialization. Many universities do notoffer a standalone degree of diploma course in the field. Instead,the course is often found as a supplement certificate program incourses such as IT, marketing, and business programs. Prospectivecandidates for the job are supposed to be savvy with softwareapplications, techniques and technologies that ensure that customersand businesses have access to secure recurring business, attract newclients, and expand the business. Education programs oftenincorporate classes associated with marketing theories and databasemanagement. Besides, the course offer CRM students efficientcommunication skills with customers, improved acquisition techniques,information analysis and appropriate after sales service response(Carter et al., 2009).

Whatis the compensation package appropriate for a bank CRM?

Inmy opinion, customer relationship managers’ compensation shouldinclude assignment pay (AP). The AP is extra compensation offered toprofessionals who use extra skills other than the primary knowledgeapplicable in the regular administration of duties. For example, CRMsrequire skills in diverse fields such as customer service, emailmarketing, and project management when serving clients. The employershould offer extra compensation to additional skills CRMs as anenticement to motivate staff to acquire more education. Second, theprofessionals should receive call back fees. In case the manager ison leave, and the bank requires his or her services, it shouldcompensate the expert’s premature return to duty. Third, the bankshould offer exchange time compensation if the professional offersexcessive or extraordinary services that are not eligible for extratime pay. Fourth, the bank management should introduce overtimecompensation to motivate the staff to serve customers afterdesignated official time. Fifth, a shift premium pay is necessary toCRMs who work for two sessions, with at least four hours windowbetween the shifts. Lastly, the banks should offer CRMs ‘standbypay’, which is compensation offered to employees so that they canbe ready to respond to duty immediately their services are necessary(Salary, 2012).

Whatare the benefits package appropriate for a bank CRM?

Onthe other hand, CRMs should receive benefits packages such as healthinsurance. The persons are vulnerable to suffering from contagiousdiseases because they meet many people from diverse backgrounds. Paidholidays and leaves are other incentives the company should offer CRMat least once or twice a year. The holiday motivates employees tomaintain a friendly and professional relationship with loyalcustomers of the organization. Transport and conference allowancesare other critical packages. The CRM will often travel to boardmeetings and conferences to market the bank. The employer shouldcompensate he costs the manager incurs when in the line of duty.Lastly, the organization should offer education allowances and leavesto managers willing to expand their knowledge. Experienced CRMs are avital asset to the bank since they make informed decisions that canaccelerates business growth by attracting and maintaining morecustomers (Salary, 2012).

Whatcareer development stage does CRM reside?

CRMsoften reside in the establishment stage. Many persons experience thestage between 25and 40 years. At the onset of the phase, theprofessionals have already acquired skills in various fields anddecided to pursue a given profession. For example, the employee hascompleted a degree in marketing, business administration, or projectmanagement. Graduates at the entry stage are determined to test anddevelop the skills that they have already acquired. This makes thephase suitable for residing customer relationship managers in bankssince they are open to correction and further learning. The income ofCRMs increases steadily up to a period of twenty years, and then itbegins to decrease. On the other hand, a CRM can take up to twentyyears before getting a promotion thereby, making the establishmentphase the most appropriate career development stage for residency(Carter et al., 2009).

Whatare the best plans for avoiding declining employee performance duringthe maintenance and disengagement stage?

Thestage occurs between mid-forties to mid-fifties. CRMs in this stagetend to hold on (stagnate) and update (keeping up) their skills. Theprofessionals mainly experience stability, stress, continuity, andsafety. However, CRMs may experience career insecurity that mightmake them vulnerable to either depression or frustration. Theprofessionals experience zero growth as they at the peak of theircareers. In fact, the income may start decreasing relative to anindividual’s increasing knowledge. On the other hand, thedisengagement phase begins from mid-sixties. The professionals beginexploring new career fields with the intention of retiring fromcustomer relationship management. A CRM can reinvent his/herselfthrough renewing interest in the same profession, or engaging in acareer that require a set of new skills. For example, a professionalcan quit customer relationship management job and take up projectmanagement career path (Carter et al., 2009).

Jobanalysts associate career stagnation with failure to advance one’sknowledge in a given profession. CRM is a competitive field that isheavily dependent on communication technology. Specialists in thefield can refrain from stagnation through updating their knowledge onemerging issues constantly (Dyché, 2002).

Second,employees should evaluate whether their work environment is suitablefor career development. If the colleagues, business policies, andopportunities available do not offer growth opportunity, anindividual should consider changing moving to another challengingenvironment that offers growth opportunity (Dyché, 2002).

Toavoid experiencing career stagnation, CRMs should evaluate whetherthe profession is line with their long-term goals. The professionalcan take extra courses, which he or she can diversify to afterreaching the stagnating stage. For instance, customer relationshipmanagement is offered as a certificate to students majoring in otherprofessions such as computer science, sociology, marketing, businessadministration, and project management. CRMs should ensure tocomplete and practice alternative courses so that they can changeprofessions once they reach a plateau stage (Dyché, 2002).

Second,a good career plan prevents employees from potential frustration inthe future. Several banks increase staff compensation depending onthe number of years they have worked in an institution, but they haveset income limits. The individual should have a strategic plan suchas looking for employment in another company, personal business, oranother lucrative profession that would offer an opportunity forcareer development. For example, a CRM who had specialized in projectmanagement can request the human resource department to transferhim/her to another line of work (Dyché, 2002).

Third,the professionals should be prepared to give up the conveniencesoffered by their comfort zones. For example, some people opt toremain their hometown or country because they have constructed goodhouses, they have many friends, and they are close to their familymembers. However, determined persons readily migrate to othercountries or relocate to other places where they can easily findcareers that are more lucrative. Seeking transfer to another businesswhere an individual meets new people, operation policies, andmanagement procedures are also crucial for CRM specialists’development (Dyché, 2002).

Third,exploration is important in the career development. The bank CRMsshould conduct research on remuneration, work environment, andincentives that other companies offer their employees. In case retailbusinesses have better salary and benefits package than the bankingindustry, the expert should consider retiring from the present job.The disengagement from a previous profession provides an excellentgrowth opportunity to the specialist as he or she can apply a job inanother organization that offers higher incentives (Dyché, 2002).

Lastly,the staff should show up their talent and skills. A customerrelationship manager with efficient project management skills shouldvolunteer or even assist the manager in the position if necessary.Several businesses have special talent support programs intended togrow talents of staff members in a given organization (Dyché, 2002).

Insummary, customer relationship management is a competitive job thatrequires professionals to stay updated with the latest communicationtechnologies. Besides, CRMs should explore available opportunitiesthrough taking new courses and creating an extensive network ofrelevant professionals.

References

Salary.(2012). WashingtonState Human Resource Managers.Web, retrieved on August 29, 2014 fromhttp://www.hr.wa.gov/CompClass/Compensation/Pages/Salary.aspx

Carter,G. W., Cook, K. W., &amp Dorsey, D. (2009). Careerpaths: Charting courses to success for organizations and theiremployees.Chichester, U.K: Wiley-Blackwell.

Dyché,J. (2002). TheCRM Handbook: A Business Guide to Customer Relationship Management.Addison-Wesley Professional.