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Proposal E-mail

To: sales_department@mail.com

From: headofmarketing@pdtr.com

Date: 2nd December 2020

Subject: Recommendations for Improving Customer Relations

Statement of the Problem

Over the past few years, the company has registered improvement in the sales volume, primarily

due to the high investments in the marketing department. However, the company's products are

in the maturity stage, and as such, there are additional business objectives rather than focusing

solely on sales. The previous actions have led to poor relationships between the firm and its

customers. This has been reflected in the reducing rate of return customers and poor reviews of

several sales employees. For this reason, the company needs to reengineer the marketing

function to include relation-building with the clients, especially in the current knowledge-based

environment. The company also needs to provide practical training to marketers on ensuring they

build trust and loyalty among consumers.

The Recommendation

For the company to ensure that the company establishes good relationships with customers and

enhance its sales, there is a need for new and improved customer-centric practices. The current

practices seem too outdated and not effective in engaging with the customers directly. Current

customer-centric practices fail to emotionally connect with customers. Hence markers do not

understand the feelings of the consumers towards their products. At the most fundamental level,
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the best examples of customer-centric companies are oriented around a customer-centric mission.

For instance, Ethos' mission to protect the next million families is part of what draws more

consumers towards the company. Globally leading companies like Amazon, for example, built

their entire model by being customer experience-obsessed. Thus, the company should focus on

its mission's ethos to enhance its emotional connection with consumers.

Current practices do not incorporate different ways in which marketers can comprehensively

understand customers. As a result, customers feel ignored and neglected, making a start seeking

other competitive companies. One best practice that the company can use to build a customer-

centric experience is for marketers to understand the customers deeply. That might sound

obvious at the surface level, but the truth is the company does not do this at a detailed enough

level. Marketers need to first understand what motivates the customers to interact and how their

needs and motivations vary to best serve them. They need to go beyond the surface-level, and

never regard their customer base as a monolith. Nonetheless, marketers need to learn who the

customers are at the level of their motivations, needs, and desires. One practical approach is to

clearly articulate those learnings in the form of personas. Then, saturate the company with that

insight. If conversations are made consistently tangible, marketers will be able to quickly

evaluate decisions from the customer's perspective, like their reactions towards a product update.

The business needs to engage in collaborative sales. This is a strategy that has been ignored by

the organization for the longest time. The current sales process is not cooperative, and customers

cannot take an active role in what they want to purchase. One innovation that gets swift adoption

in marketing platforms is interactive marketing. The organization should allow the customer to

take an active part in the sale process under this concept. It would inspire confidence and

ensuring that the consumers are more satisfied with the service offered by encouraging them to
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work hand in hand with the salespeople and design innovative concepts. Secondly, by

encouraging openness, the management of business marketing can create trust. Confidence is at

the core of a long-term friendship with a customer. The more clients feel familiar with the

expertise and skills and what the firm is doing, the more they can expect them to have the best

solutions.

For the past few years, the company has significantly failed in matters that concern the

customers. As a result, the company has lost most of its loyal customers due to a lack of trust.

Businesses often meet a committed customer with ethical considerations and responsibilities

when trust is formed. Firstly, the company must not use trust and misuse it to its fullest

advantage by selling poor quality goods and services or offering its product at higher prices.

Secondly, the organization is obligated to report reliable facts and awareness about a given item,

its usage level, and any harmful consequences of using the item. Trust does not negate the ethical

and moral responsibility to the target audience in certain conditions. Finally, the corporation

could rely even less on the selling of the commodity in question. Changing the commitment of

the corporate marketing team is another approach to forming relationships with customers. Most

salespeople also believe that selling goods is their obligation. Statistics suggest that marketers

often approach buyers well before they can make an offer. Consumers can feel like their needs or

concerns are not addressed by the business. The corporation should now concentrate on

identifying its consumers and marketing the product that suits their requirements.

Objectives and Expected Outcomes

The main aim of this proposal is to improve customer relations. This process-based view of the

strategy acknowledges multiple conventional CRM cycles like the strategic development

process, the value creation period, and the multichannel integration process. Nonetheless, the
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expected outcomes include higher levels of return clients, good customer reviews, customer

loyalty, and higher refer levels. The organization has placed consumers on the market as the

cheapest choice. The business will offer merchandise at significantly less expensive costs than

competitors would, produces supermarket outlets that provide a wide range of products, and has

no other rewards or services. Coupling this with better services will increase the overall sales.

To ensure that marketers can follow customer-centric practices and build trust, there is a need for

practical training. Special training on customer-centric practices is a significant capability

development activities essential to ensuring that the marketers possess the most appropriate skills

for their work. The customer-centric practices and capability development training will be

codified into the human resource management calendar and enforced by the department with

support from the administration. The rationale of the training programs is developing holistic

individuals who will ensure they cultivate trust and effective relations with the customers.

However, due to globalization and the changing trends, especially in marketing, the company

will redesign its training programs to ensure the best talent is developed among marketers. This

will help equip them with knowledge and skills that will enable them to perform efficiently and

will allow the company to achieve its goals in the competitive market.

Implementation Plan

The current approach intended to strengthen interactions between an organism and its clients is

Customer Relationship Management (CRM). The CRM principles vary from specific tools to

rigorous strategic management frameworks. The students and administrators have paid a lot of

interest in recent years. The implementation of the proposal, as mentioned above, will require a

complete change in the marketing strategy. This means that the departmental head refocuses the

investments on a collaborative approach and maintaining better relationships. The investment in

raising sales will be rerouted to training all the salespeople on maintaining better customer

services. As such, there will be no additional investment in the department. This strategy will

have limited or no resistance from the top management and the sales team in the long-run.