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Customer Relationship Management

Scholar Year: 2018/2019 - 2S

Code: IMSS2014    Acronym: CRM
Section/Department: Department of Marketing and Logistics


Acronym Nº of students Study Plan Curricular year ECTS Contact hours Total Time
MOBIL 13 Plan of Sudies International Module 5,0

Teaching weeks: 15


Mário Luís Pereira CravidãoHead

Weekly workload

Hours/week T TP P PL L OT S TPL E OT/PL
Type of classes 3


Type Teacher Classes Hours
Laboratories Totals 1 3,00
Mário Cravidão   3,00

Teaching language


Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)

This course goal is to enable students to acquire the latest knowledge on Relational Marketing and CRM. This implies the development of the capacity to critically reflect upon the role of each individual client and the management of the client’s relationships with the enterprise. This critical reflection enables the development of innovative and creative business models that may substitute traditional approaches.



1.1 The different economic eras
1.2 Mass production and mass marketing
1.3 The importance of managing relationships


2.1 The need for Personalised Relationship
2.1.1 Global competition and the need for 1:1 relationship
2.1.2 Relational Marketing as a solution
2.1.3 The new competitive rules
2.1.4 The benefits of a learning relationship
2.1.5 The importance of the client’s identification

2.2 Migrating to Relational Marketing
2.2.1 Competition related to the client’s dimension
2.2.2 The role of the 1:1 enterprise
2.2.3 Customer Value and the Client’s typology according to its value
2.2.4 Determining Life Time Value (LTV) and strategies to raise it
2.2.5 Migration strategy
2.2.6 Strategic Map for the 1:1 enterprise
2.2.7 Market participation versus client participation

2.3 The four strategies of Relational Marketing
2.3.1 The Model of I.D.I.P.
2.3.2 Mass customization
2.3.3 Application areas of mass customization
2.3.4 Differentiating Customer Value


3.1 CRM as a Marketing 1:1 tool
3.1.1 Definitions of CRM
3.1.2 The importance of CRM and its objectives
3.1.3 Enterprise Resource Planning (ERP) systems and its functional modules
3.1.4 Enterprise Relationship Management: linking CRM and ERP
3.1.5 The structure of the productive processes and their impact over customization

3.2 The different types of CRM
3.2.1 CRM Analytical, Operational and Collaborative
3.2.2 Integrating CRM
3.2.3 The CRM phases: to acquire, to optimize and to create loyalty

3.3 Global Model for Managing Relationships
3.3.1 The importance of Client’s contact convenience
3.3.2 Managing Contacts and Events
3.3.3 Global Model for managing Relationship Channels
3.3.4 Client focused Call Center
3.3.5 The new Centre for interaction with the Client (CIC)
3.3.6 Rules for the creation CIC and the success of its management
3.3.7 CRM on the Web
3.3.8 Sales Force Automation
3.3.9 Marketing Automation
3.3.10 Integrating CRM and other systems

3.4 Predictable Constraints in the implementation of CRM
3.4.1 The implementation of CRM
3.4.2 Needs related to a correct implementation
3.4.3 Managing a CRM project

3.5 Organisational and Cultural Changes
3.5.1 Organisational and Cultural Changes
3.5.2 Guaranteeing Organisational and Cultural Changes

3.6 CRM in the SME’s markets
3.6.1 Background
3.6.2 SME’s characteristics
3.6.3 Advantages of CRM for SME’s

3.7 Potential Suppliers of CRM
3.7.1 Suppliers
3.7.2 CRM Systems



Demonstration of the syllabus coherence with the UC intended learning outcomes

To enable students to understand the importance of effective CRM strategies in terms of how to acquire and retain customers;
• To recognise the strategic role of customer knowledge and to manage customer relationships as a competitive advantage;
• To understand the importance of managing relationship resources in function of customer value.

Teaching methodologies

Expository and practical methods

Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes

This capacity is developed through the analysis of international case-studies and presentation / discussion of group works and with practical exercises using a CRM Software (Insightly)

Assessment methodologies and evidences

Continuous Assessment (CA) evaluation consists on the development of several elements: - Test (T) (40% of final mark), an Individual Software Lab Exercise (L) (30% of final mark) and a Group Work (GW) (30% of final mark).

The Lab (L) exercise is based on a practical case that must be solved individually with the Insightly CRM software

For the Group Work (GW) students are invited to develop theoretical a 1:1 and CRM theme exemplified with a practical example. This Group Work is discussed and orally presented in class in the course of the semester.

The minimum mark for each of the components of Continuous Assessment (T)(L)(GW) is 8 values but students only will be approved in case of a final mark equal or higher than 10 values.

CA = 40% T + 30% L + 30% GW

In the absence of the Test (T), Lab (L) or Group Work (GW)– or in case of failing (final grade in continuous assessment less than 10 values) – students will have to be evaluated in an exam in the “Época Normal”-1st period “. In the Exam students will only be approved in case of a mark equal or higher than 10 values.

Assement and Attendance registers

Description Type Tempo (horas) End Date
Attendance (estimated)  Classes  51
  Total: 51

Main Bibliography

PEPPERS, Don & ROGERS, Martha;Managing Customer Relationships: a strategic framework, John Wiley & Sons
- PEPPERS, Don & ROGERS, Martha ;Enterprise One-to-One, Piatkus, 2000
DYCHÉ, Jill ;The CRM Handbook, Addison Wesley, 2002
KALAKOTA, Ravi & ROBINSON, Marcia ; e-Business 2.0 Roadmap for Success, Addison-Wesley, 2000
Página gerada em: 2020-11-27 às 14:39:06