just coding...

CRM as a Business Strategy

Looking at your Customer Relationship Management systems (CRM’s) as a piece of software? Think again. While CRM’s are getting better, easier and cheaper to use, this year more companies are positioning their CRM’s as a marketing channel to map the true value of their clients to aid their competitive edge.

For those unfamiliar with CRMs, it’s time to familiarise yourselves or be left behind. A CRM is a strategy to manage your company’s interactions with your customers, clients and your prospects. Long gone is the old trustworthy little black book. Today, CRMs use technology to streamline and automate information, enhancing your business processes. CRMs allow you to measure and record your interactions and keep your sales, marketing and business development system streamlined and efficient.

Not too long ago, surveys reported 70-75% of all CRM initiatives failed. That was yesterday. This is today.

Smart companies will position CRM as a strategy and corporate asset from the outset. This dynamic communication system will be your corporate memory and tactical delivery channel for targeted campaigns and will be used by everyone across the organisation, not just by the sales team. Positioned and used correctly with all this valuable information tracked and mapped, your CRM can be valued as part of your asset register and eventually sold for premium.

How do you create the strategy/vision, manage expectations, organise around the customer and implement CRM best practice? And what are the latest trends in CRM?

  1. Branding is more important than ever. Brands are increasingly becoming a surrogate for value, making brand more critical as generic features continue to propagate in the brand landscape.
  2. Value is the new black: Consumer spending, even on sale items, will continue to be replaced by a reason-to-buy at all. The era of “because I said so” is over. This will more than likely challenge most companies.
  3. The rise of the Datarati. Google’s Chief Economist, Hal Varian once said that “Datarati are companies that have the edge in consumer data insight…Data is ubiquitous and cheap, analytical ability is scarce… The sexiest job in the next ten years will be statistician.” How true. There has been and will continue to be an increased focus on data analysis as companies continue to invest in measuring social media, understanding customer value and modeling customer behavior. If you don’t use your data to talk to your customers, others will. The investment in data aggregation and the hiring of “sexy” statisticians is a major trend in 2011 and will be for years to come.
  4.  Customer Experience: Customers have more choices than ever, and are more frugal. This affords them the luxury to demand more. This is the year that the CRM Marketer will be charged with offering a consistent experience across all company touch points and developing the infrastructure to allow knowledge sharing and smart communication. Smart marketers will identify and capitalise on unmet expectations. Companies that understand where the strongest expectations exist will be the companies that survive and prosper. The customer’s mobile and online experiences will begin to evolve and rival the customer’s offline experience – attentive assistants and all.
  5.  Personalisation and customisation: In order to be effective in 2011 and beyond, companies will seek to increase customer knowledge and use this insight to talk, engage and interact with their customers more often and more meaningfully in new and innovative ways (including dynamic content, blogs to other social networking). 2011 onwards will be up close and personal, like it or not.
So what is CRM Best Practice?

  •     CRM is about putting your customer at the centre or heart of your business
  •     CRM is about building better relationships with your customers
  •     CRM can give you a 360-degree view of the customer which enables you to improve the quality and satisfaction of each customer interaction and maximize the profitability of your customer relationships… a win/win for both you and your customers
  •     CRM can be practiced across all levels within a business from the ‘C’ Suite to customer service, product development, procurement, distribution, marketing, and of course sales.

  •     Do your senior managers, sales people and your broader business know why you have a CRM?
  •     If so, do they know how to use it and why it will benefit them to do so?
  •     Do they know what information needs to be captured and how it will be used?
  •     Do they know how it will help them grow, develop and retain viable clients?
  •     Does your CRM strategy and subsequent software make life easier for your sales people to make sales or not?
  •     Does your CRM strategy and subsequent software support everyone in your business to make life easier for your clients and each other?
Your CRM needs to be a business strategy and a way of life not just a piece of software.

CRM Measurement Frameworks, Target Audience & Technology-Driven Change


Comprised of several distinct disciplines and cutting across just about all business units within most companies, customer relationship management (CRM) measurement is complex. Companies use CRM measurements for different purposes; digital channels provide for new measurement and product/service distribution options; businesses are fractured internally with inconsistent communication and often incompatible systems. Despite this complexity, companies are adopting measurement systems, or frameworks, that have acceptance in the marketplace.

These frameworks range from the strategic to the operational. How companies build and deploy a CRM measurement framework depends on the planning horizon under consideration, the market volatility, the company’s overall strategic posture and goals, and how much of the organization and customer base is impacted by the CRM solutions considered. In addition, how customer knowledge is created and utilized for benefit is under continual debate with different points of view. This paper reviews the key issues in CRM measurement, offers some attributes for describing and evaluating CRM measurement frameworks, and suggests several implementation approaches.


A customer relationship management (CRM) practitioner at a large consumer goods company once said many in his company have determined the three-letter acronym CRM stands for “Can’t Really Measure. That phrase stuck in my mind for some time. It seems odd in light of the fact that over time businesses have been quite clever about measuring a great many things. Why would this company, filled with some very bright people, feel measurement and CRM just don’t get along? The answer probably lies in the fact that companies have just started measuring customer activity in any real depth and breadth. Implementing CRM software can be done quickly. It takes companies time to learn how to measure properly.

Many businesses have bought technology solutions at a rate faster than those solutions can deliver real value. While the reasons for this are varied, the ability to properly measure customer-facing activity is obviously crucial for successfully managing CRM programs. To complicate matters further, measuring customer-facing activity is one of the most complex and varied measurement endeavors businesses can undertake. The area of study is relatively new and undergoing significant change as new technologies are beginning to blur the lines of distinction between information channels. Customers are interacting with businesses across far more information channels than they did 25 years ago. More and more activity is being pushed to interactive, real-time digital information channels, providing businesses with unprecedented potential for observing and measuring customers in new ways.

The way businesses have been traditionally organized, along functional and product lines, may be insufficient to take full advantage of the apparent and latent opportunities in measuring customer activity. Many companies are seeking to shift the central focus of corporate activity away from products and on to customers or at the very least to learn new ways of managing customer-facing activities. To effect this change, businesses will need to build out new, more robust measurement systems, replacing or standing alongside existing product oriented measurement systems. Designing and managing these measurement systems and the CRM technologies around them requires new combinations of skills and roles, for which many companies have not planned.

Change begins with knowing. In order to successfully build out these new customer-oriented capabilities, companies will need to build out new ways of knowing customers.

Target Audience

This paper was written with the CRM practitioner in mind. Many companies have created new staff positions to assist in building out customer-facing capabilities and skills. These positions have various titles, often with the term CRM, 1:1, interactive or integrated marketing and e-business in them. People holding these positions have varied backgrounds and come to the position with a partial view of the measurement approaches available. The purpose of this paper is to give these practitioners a starting place from a high enough level where the full CRM measurement field can be surveyed.

CRM Background


In order to understand CRM measurement, we must first define CRM. Definitions abound. Many vendors, consulting firm, and even companies, build their own definition of CRM partially mindful of how other are defining the term. Because of this, while definitions are diverse, the market seems to have coalesced along three “kinds of definitions:

  1. Technology centric
  2. Customer lifecycle centric
  3. Strategy centric

Technology centric definitions of CRM evolve out of the need for vendors to position their particular product, which often automates just a portion of the CRM problem, in the best or broadest possible light. These definitions include the use of technology within them. For some of these definitions, CRM is nearly synonymous with technology.

Customer lifecycle definitions evolve out of the need for CRM practitioners to describe a new business capability, or a new arrangement of capabilities, that focuses on the customer lifecycle, not the product lifecycle. The customer lifecycle, often described somewhat differently, has four phases:

  1. Attracting
  2. Transacting
  3. Servicing and supporting
  4. Enhancing

In the attraction phase, a customer becomes aware of the product or company, develops interest and tries to understand the product or company. In the transacting phase, the customer has moved to the next level of commitment and decided to procure a product or service. In the service and support phase, the customer requires the company’s assistance installing, using or servicing what was procured. In the enhancement phase, the customer may be thinking about purchasing additional products or services. For the majority of companies, especially larger ones, the parts of the companies that interact with the customer throughout this lifecycle are separated from each other and not optimally coordinated or integrated. The customer lifecycle definition of CRM often describes CRM as the ability to seamlessly interact with or market to the customer across this lifecycle.

Strategy centric definitions look primarily to free the term CRM from any technology underpinnings and to a lesser extent from specific customer management techniques. These definitions describe CRM as a technique to compete successfully in the market and build shareholder value.

Definition Used in the Paper

For the purposes of this paper, CRM is defined as a business strategy aimed at gaining long-term competitive advantage by optimally delivering customer value and extracting business value simultaneously. As such, this definition lands squarely in the strategy-centric camp. The reason for this is two-fold.

First, anything that measures customer-facing activity has the potential to measure those activities that create the business value in the first place. Having the best manufacturing capability is useless if customers don’t buy. Customers have differing mindsets and needs to fulfill and companies need to be able to understand that mindset, sense those needs and deliver solutions. Technological innovation and information liquidity have changed competitive landscapes. Fewer and fewer companies can exploit propriety, one-of-a-kind technology or captive and exclusive supply or distribution channels to maintain competitive advantage (Chew, 2000). For the vast majority of businesses, the ability to acquire, retain and enhance customer relationships is the last place left to find advantage. CRM and its accompanying measurement potential, is then a key technique for understanding customers and managing ongoing customer activity (and by argument, shareholder value).

Second, while technology is deployed to provide customers with a more seamless experience across channels and throughout the customer lifecycle, that capability alone may be an insufficient long-term competitive advantage. Once every company has mastered the art and science of providing a seamless customer experience, what is next? Because CRM measurement systems can be used to understand past and future customer behavior, the ability for companies to convert that knowledge into business results can be a significant form of competitive advantage (Peppers & Rogers, 1997). Knowledge about how a company interacts with its customers is specific to the company’s brand and its customers and therefore is proprietary to that company. Knowledge about this unique relationship is not easily transferred to another context (another company, brand and customer). One can argue that CRM measurement systems and CRM analytic capabilities are the last refuge for significant competitive advantage. Interestingly enough, because of the skills challenge companies face, the vast majority of companies do not fare well in this area, which also makes for a strategic opportunity for competitors (Buytendijk & Hersche 2001)

Technology-Driven Change

Technology is the primary impetus behind CRM approaches. Despite that fact that this paper uses a strategy-centric definition, most likely you would not be reading this paper had it not been for the explosion of technological capabilities. These new capabilities affect how information and products are distributed and how companies integrate and communicate across product and functional silos.

Information Channels

CRM technologies now can automate or manage how information is delivered to customers across the following channels:

  1. Face-to-face
  2. Mail
  3. Phone (wired and wireless)
  4. Fax
  5. Web and e-mail (wired and wireless)

Companies have tended to (and to a great extent still do) optimize their capabilities on a channel-by-channel basis. Companies typically build out the organizational and technology capabilities, look at benchmark data, and then working towards meeting key single-channel metrics. For example, many businesses have call centers, which over the past two decades have undergone technological and operational improvements, yielding performance improvements in that channel. Today however, the vast majority of businesses with call centers have yet to develop superior multi-channel coordination capabilities.

With the tremendous Internet build out over the past six years, history has repeated itself. Nearly all companies with web sites have focused on single-channel excellence and are just now realizing the cross-channel implications, benefits and the concomitant measurement hurdles. For web-based customer interactions, single-channel measures abound and companies struggle to relate these metrics to other channels.

Product distribution

With the Internet, companies have the ability to distribute all or portions of their product or service digitally and direct to the customer. Information-based products, such as news and research are being distributed digitally. Books are now being distributed digitally. The photography market is undergoing some major transformation as digital cameras are beginning to replace film cameras. Where digitization of the product is impossible (soup for example!), parts of the product service bundle are quickly getting digitized. When a consumer asks a soup manufacturer, via its web site, for ideas on new uses for the soup, the manufacturer can now send tips and recipes electronically. Product specifications and reviews, prior customer experiences with those products and consumer reports are all available online.

For those companies that can’t go direct to the end-user or the consumer and have channel partners to contend with, extranets and demand chain digitization are allowing electronic movement of pieces of the product/service bundle. Insurance carriers and brokers use electronic forms to communicate insurance risk, quotes and contracts between end-user and carriers. Auto dealers and manufacturers share electronic documents that manage warranty repairs and maintenance on consumers cars.

The complete or partial digitization of the product/service bundle is making new forms of customer measurement possible.

Functional Silos

Companies have long since decomposed themselves into groups that have historically been considered a set of closely related skills. Typical groupings that touch the customer include:

  1. Marketing
  2. Sales
  3. Manufacturing
  4. Logistics and distribution
  5. Field service
  6. Contact center
  7. Billing and accounting

Over the past two or three decades, technological advances have had significant impact in these functional groups. In nearly every case, the goal was excellence within the functional silo. For example, call center technology has increasingly utilized technology to accept incoming calls, route them, measure call traffic and collect and distribute customer data to call center agents significantly improving the contact center’s capabilities. However, many if not most of these contact centers have not integrated other communication channels such as fax and web interactions effectively. In the web world, brochure-ware product and service web sites went up first, since these were the easiest to build from a technology perspective, and since this represented the digitization of a single functional silo: marketing. Later, as the technology matured, the sales function followed with electronic transactions over the Internet. And today, many web sites are not well integrated with other technologies running other areas of the business such as point-of-sales, inventory and call center systems.

Again, as with single-channel focus, functional area focus created isolated technology and business process islands. Business processes and the technologies deployed did not and still do not easily accommodate cross-functional silo planning, coordination and execution. Enterprise software vendors have begun to address this cross-functional silo problem with some technology integration, but the vastness and complexity of the customer-focused part of the business has still left the customer-facing business processes fractured in several dimensions.

Product Silos

Still another key dimension involves product silos. Again companies have historically aligned themselves around the means of production, that is, around products or product groupings and either have replicated all or some portion of their customer-facing teams (sales and service) across the product silos. Many manufacturing and consumer goods firms are organized this way for good reasons. The wide range of difficult issues in managing products requires management to limit its focus and build core capabilities from the product outward. While modular manufacturing has let businesses decompose products into assemblies that are brought together later and even customized for customers, designing a modular system is much more difficult than comparable non-modular ones (Baldwin & Clark, 1997). Many managers continue to look at business through “the twin lenses of mass marketing and mass production rather than with the “twin logic of mass customization and one-to-one marketing. (Pine, et al., 1995).

The challenge for traditional, product-oriented companies is in pulling together customer measurement data from across the different product silos so that customer behavior can be researched more comprehensively. Having cross-category and cross-product sales and marketing data helps companies bundle several products into better solutions as well as identify customer needs that extend beyond one product category. Especially for consumer packaged goods firms that have dozens of different and sometimes competing brands, the real challenge is in figuring out ways of leveraging the product portfolio to sell more of their brands to their customers.

Data warehousing, data integration, data quality and data mining tools have all been brought to bear on this problem. Data warehousing and data integration tools help companies consolidate customer data. Data quality tools ensure that data is accurate, reliable and consistently presented across the company. Data mining tools have helped companies find information within data faster than would otherwise be done. These tools serve as the backbone driving CRM systems and have enabled the measurement frameworks in place today.

by Vince Kellen
March, 2002
full article :

FetchXML\View Record Counter XRM Toolbox Plugin

XrmToolBox is a Windows application that connects to Microsoft Dynamics CRM, providing tools to ease customization and configuration tasks. It is shipped with more than 30 plugins to make administration, customization or configuration tasks easier and less time consuming.

We have created a plugin for this usefull tool.

FetchXML\View Record Counter allow you get count of any FetchXML query or CRM view. CRM counts total number of records up to 5.000, so you need to this tool for get correct result.

For use this plugin you have to install last version of XRM ToolBox from that address:

Than you have to check the box of "FetchXML\View Record Counter" and click "Install Selected Plugin(s)"

Now you are ready work with FetchXML\View Record Counter, just find it in the plugin list and open it.

Just you need to do simply copy/paste your FetchXML to textbox

OR using "Load Entity" button load any entity in CRM and select any view what you need to get count. When you click to "Execute Count" button you will get the count of your records.

You will get the result while counting

Dynamics CRM 2016 upgrade sonrasi kullanicilarin kayitlari gorememesi problemi

Dynamics CRM'de bir yazilim ve bug'lari oluyor elbette. Karsilastigim bir bug ve cozumunu de sizinle paylasmak istiyorum.

CRM 2016'ya eger onceki veriyondan upgrade ederek gectiyseniz bazi kullanicilarin sisteme giris yaptiktan sonra hicbir kaydi goruntuleyemedigini gorebilirsiniz. Bu sorun upgrade islemi sirasinda yetki gruplarinda kaynaklanan bir hatadan olusmaktadir ve kullanicinin sisteme girmesine izin vermesine ragmen kayitlara erisimini engellemektedir.

Cozum ise bu sorunu yasayan kullanicilarin guvenlik rollerini kaldirip yeniden vermek. Konuyla ilgili Microsoft'ta case acilmis durumda ilk guncellemede duzelecegini umuyorum.

Bu sekilde sorun cozulmekte. Sizlerin de karsilastigi sorunlar varsa lutfen bildirin ki burada yayinlayarak herkese faydali olmaya calisalim.

"Satış problemlerinizi Dynamics CRM ile çözün" seminer duyurusu

Eğer siz de aşağıdaki sorunları yaşayan bir satış organizasyonu içerisindeyseniz internet üzerinden canlı olarak gerçekleşecek olan etkinliğimize katılabilir Microsoft Dynamics CRM ürününün nasıl bütün sorunların üstesinden geldiğini görebilirsiniz. Canlı etkinlik sırasında sorular da sorabilirsiniz.

“Sektöründe iyi bir konumda yer alan firmanın sahibi Ahmet Bey, satışla ilgili sorunlarının nereden kaynaklandığını tam teşhis edemiyordu. Satış ekipleri mi yeterince potansiyel yaratamıyordu yoksa çoğu potansiyelden haberdar olmalarına rağmen işleri rakiplerine mi kaptırıyorlardı?

Sorunu çözmek için daha ayrıntılı bilgiye sahip olmaları gerekiyordu ancak satış ekiplerinden daha fazla bilgi toplamak için girişimde bulunduğunda, çok tepki çekiyordu. Dışa dönük ve satışa odaklanmış bu ekipler, sistemle uğraşmaya ve bilgi girişi yapmaya direniyorlar, tüm zamanlarını satışa ayırmak ve şirket dışında olmak istiyorlardı. Satış ekiplerinden her görüşmelerini, her teklifi, her teklif sonrası takip adımlarını sisteme girmelerini istemek kolay değildi. Siparişlerin takibi ve ofis isleri de bu nedenle aksamaktaydı.

Ahmet Bey'e bir arkadaşı, aradığı çözümün Microsoft Dynamics CRM olabileceğinden bahsetti. Pek çok firmanın bu yazılım ile satış ekiplerini hiç yormadan, Outlook içinden kendi ajandalarını takip ederken bilgi topladıklarını ve satış etkinliğini fazlasıyla artırdıklarından bahsetti. Ayrıca mobil durumda da sisteme bağlanabilmekte islerini her yerden takip edip bilgi alış-verişi yapabilmekteydiler.”

Gelin Ahmet Bey’in bu sorunu nasıl çözebileceğini beraber görelim.

Microsoft’tan 5 kere üst üste Dynamics CRM MVP(En Değerli Uzman) ödülünü almış olan Barış Kanlıca’nın sunumu 28 Mart 2016 Pazartesi günü saat 09:30’da başlayacak. Sunuma katılmak ve bundan sonraki sunumlardan haberdar olmak ve soru/önerileriniz için adresine mail atabilirsiniz.

Daha fazla bilgi için adresini ziyaret edebilirsiniz.

Dynamics CRM 2015-2016 Messages Ozelliklerine Takilmadan Islemlerimizi Yapmak

Dynamics CRM icerisinde ozel amacla kullanilan bircok alan bulunmaktadir ve bu alanlarin ozel tipleri vardir. Yani bu alanlara standart .Net tipleri degil de CRM siniflarini parameter olarak atamaktayiz.

Bu duruma verebilecegimiz en unlu ornek ise statecode ve statuscode alanlarinin OptionSet deger almasi ve bunlarin kendilerine ozgu ozel message yapisi ile guncellenebilmesidir. Hatta bu islem oncesi kaydet guncellenemiz gerekiyorsa bu degerleri iceren bir SetStateRequest gondermeniz daha sonra da Update etmemiz gerekmektedir.

Kod uzerinde bu durumu  incelersek; Assign yani birisine kayit atama ve SetStateRequest yani kaydin durumunu guncellemek icin ayri islemler yaptigimizi ve kodun ne kadar uzadigini gorebilirsiniz.

            using (var service = new OrganizationService(crmConnection))


                Entity account = new Entity("account");

                account["accountid"] = new Guid("0C2D5AC7-B7E4-E411-80E9-C4346BAC7DA8");

                account["name"] = "Adventure Works Inc.";

                account["creditlimit"] = new Money(100000);


                // Service call 1 – standart alanlari guncellestir

                var updateRequest = new UpdateRequest() { Target = account };

                var updateResponse = (UpdateResponse)service.Execute(updateRequest);


                // Service call 2 – sahipligi degistir

                var assignRequest = new AssignRequest()


                    Assignee = new EntityReference


                        LogicalName = "team",

                        Id = new Guid("042d5707-6fe5-e411-80e5-fc15b428fa14")



                    Target = new EntityReference


                        LogicalName = "account",

                        Id = new Guid("0C2D5AC7-B7E4-E411-80E9-C4346BAC7DA8")



                var assignResponse = (AssignResponse)service.Execute(assignRequest);


                // Service call 3 – kaydin durumunu degistir

                var setStateRequest = new SetStateRequest()


                    EntityMoniker = new EntityReference


                        LogicalName = "account",

                        Id = new Guid("0C2D5AC7-B7E4-E411-80E9-C4346BAC7DA8")


                    State = new OptionSetValue(1), //inactive

                    Status = new OptionSetValue(2) //inactive


                var setStateResponse = (SetStateResponse)service.Execute(setStateRequest);


CRM 2015 update 1’den itibaren ise artik bu durumu daha iyi yonetebilmekteyiz. Cok basit bir update kodu icerisinde bu durumu cok rahat yonetebilmekteyiz. Bu ozellik sayesinde cok daha rahat ve hizli kod yazabilmekteyiz artik.

Bu durum entegrasyon calismalarimizda da bize hiz ve daha guvenli calisan bir kod yapisi sunmaktadir.

            using (var service = new OrganizationService(crmConnection))


                Entity account = new Entity("account");

                account["accountid"] = new Guid("0C2D5AC7-B7E4-E411-80E9-C4346BAC7DA8");

                account["name"] = "Adventure Works Inc.";

                account["creditlimit"] = new Money(100000);

                account["statecode"] = new OptionSetValue(1); //inactive

                account["statuscode"] = new OptionSetValue(2); //inactive

                account["ownerid"] = new EntityReference { LogicalName = "team", Id = new Guid("042d5707-6fe5-e411-80e5-fc15b428fa14") };


                var request = new UpdateRequest() { Target = account };

                var response = (UpdateResponse)service.Execute(request);


Daha fazla detayi bu adreste bulabilirsiniz: CRM online documentation page

Dynamics CRM 2016 - Upsert

CRM yazilimcilari cok asina olmasa da bu terim DBA’ler icin yabanci bir terim degil. Upsert aslinda bizim bildigimiz Update ve Insert islemlerinin bir metodda birlestirilmis hali. Isin ozu ise siz sisteme bir nesne gonderdiginizde ilk once bu var mi diye kontrol ediyor eger varsa update ediyor yoksa yenisini olusturuyor.

            using (var service = new OrganizationService(crmConnection))


                // Use alternate key (accountnumber) field to identify an account record

                var account = new Entity("account")


                    KeyAttributes = new KeyAttributeCollection


                        {"accountnumber", "MWNS-123" }




                account["name"] = "Microsoft Turkey";

                account["creditlimit"] = new Money(200000);


                var request = new UpsertRequest() { Target = account };

                var response = (UpsertResponse)service.Execute(request);


Kod calistiginda MWNS-123 kodlu kaydi arayacak varsa update yoksa insert edecek, iste bu kadar basit.

Bu arada sunu belirtmekte fayda var Upsert islemi icin ozel bir mesaj bulunmamakta yani islem Update olursa Update mesaji, Create olursa create mesaji calismakta. Plugin yazarken lutfen bunu goz onunde bulundurun.

Daha detayli bilgiyi asagidaki adreslerde bulabilrsiniz.

Dynamics CRM 2016 - Alternatif Anahtarlar (Alternate Keys)

Dynamics CRM 2016 icerisindeki guzel ozelliklerden biri de artik bir kaydi tanimlamak icin Guid disinda alternative bir anahtar da tanimlayabiliyor olmamiz. Bu sayede CRM’i baska sistemlerle entegre etmek daha da kolay hale gelmekte. Excel’den veri aktarimi yapmak ya da baska bir uygulamayla entegre ederken diger uygulamanin tanimlayicilarini CRM icersinde tanimlayabilmek bize buyuk esneklik kazandirmakta.

CRM arabiriminde Ayarlar(Settings)->Ozellestirmeler(Customization)->Sistemi Ozellestir(Customize System) adimlarini takip ederek herhangi bir nesne(entity)yi actigimizda anahtar tanimlama ekranina ulasabilmekteyiz.

Bu ekran vasitasiyla tanimlayicilari ekran goruntusunde gosterildigi gibi tanimlayabiliriz.

Burada onemli olan nokta ise gereksinimlerinize gore bir ya da birden fazla alani birlestirerek bir anahtar olusturabiliyorsunuz.

Bir alternative anahtar olusturdugunuzda arka tarafta CRM veritabani uzerinde sorgu performansini artirmak amaciyla bir bir sistem ise calismakta ve bir index olusturulmaktadir. Sistemdeki kayit sayiniza bagli olarak bu islem biraz zaman alabilir.

Bu arada String, Integer, Decimal alanlari bu islem icin kullanabilirsiniz. Olusturdugunuz key’i Update ve Upsert (yani Update or Insert) isleminde kullanabilirsiniz.

            using (var service = new OrganizationService(crmConnection))


                // Use alternate key (accountnumber) field to identify an account record

                Entity account = new Entity("account", "accountnumber", "MWNS-123");


                // Set new credit limit;

                account["creditlimit"] = new Money(120000);


                // Entity reference using alternate key (emailaddress1) on contact entity

                account["primarycontactid"] = new EntityReference("contact", "emailaddress1", "");


                UpdateRequest request = new UpdateRequest() { Target = account };

                UpdateResponse response = (UpdateResponse)service.Execute(request);


Bu kullanim seklinin disinda bir de Entity ve Entity Reference siniflari icerisinde KeyAttributes olarak da erisme ve kullanma hakkina sahibiz.

            using (var service = new OrganizationService(crmConnection))


                // Use alternate key (accountnumber) field to identify an account record

                Entity account = new Entity("account")


                    KeyAttributes = new KeyAttributeCollection


                        {"accountnumber", "MWNS-123" }




                // Set new credit limit;

                account["creditlimit"] = new Money(100000);


                // Entity reference using alternate key (emailaddress1) on contact entity

                account["primarycontactid"] = new EntityReference("contact")


                    KeyAttributes = new KeyAttributeCollection


                        {"emailaddress1", ""}




                UpdateRequest request = new UpdateRequest() { Target = account };

                UpdateResponse response = (UpdateResponse)service.Execute(request);


Eger CRM icerisinde talep ettigiginiz key bulunmaz ise asagidaki hatayi alabilirsiniz.

A record with the specified key values does not exist in account entity

Bu linklerden daha detayli bilgi alabilirsiniz.

Marketing Management And CRM


Relationship Marketing (RM), Customer Care and the all-important ‘people element’ of an organisation has become the focus of a new approach for most organisations.

Customer Service and Customer Care are in fact part of the broader concept of RM and are included in systems of Customer Relationship Management (CRM).

Marketers are attuned to the idea that delivery of extra ‘added value’ through service, customer care and people dimensions is the critical competitive factor.

Increasingly, customers are looking for good service delivery and quality and will respond positively to high standards of customer care from the marketer.

High levels of service and customer care should be seen as part of a broader programme of Customer Relationship Management (CRM).

·         From the marketer’s point of view, RM makes good business sense, primarily because of the costs of recruiting new customers compared to the costs of keeping existing ones and, related to this is the notion, the ‘life time value’ of customers.

·         In terms of costs, it is known it costs much more to gain a new customer than to retain an old one.


The subject of CRM is focused upon relationships so it is important to answer these two key questions:




Relationships are complex opportunities to learn and through mutual exchange build dependencies and trust.

This is the essence of their significance, however, the importance of the relationship is that it has to be felt.

Forming relationships and sustaining relationships is different, each requires relevant levels of energy and commitment.

Relationship is an emotional concept which needs nourishment in order to remain a valued relationship.

The emotional attachment being much less in the case of Transactional Relationships is a most substantial engagement in an involved relationship.

Moving from independence to interdependence requires significant investment in time, dedication and devotion and faith.



             The convenience of time and place

             Productivity and efficiency

             Psychological comfort

             Ease of connection

             The feeling of comfort

             Meeting unmet or unfulfilled needs and the need to bond

             Support, stability and continuity

             The right platform


             Attachment to an identity


             Poor, disappointing experiences which create low switching costs to competitor products

All these are people based, customers are people with feelings, many of which prefer a relationship basis to business than an uninvolved transactional approach. This is also important when the marketer is working across cultures and needs to understand how relationship are the basis to business.


The essence of all relationships is trust, how it is perceived, determined, exchanged and experienced.

Trust is built over time, through rational and emotional factors based upon source credibility, linked to an identity.

Trust is reinforced by the delivery on promises and the development of customer intimacy throughout the customer life cycle.

The life time value of a customer, achieved through repeat purchase loyalty is based upon a ‘trust bond’ that has been formed between the marketing organisation and the core customer groups.


It is well acknowledged that the strategies for successful market leadership are simple in definition but difficult to achieve and sustain. These are: -

1.       PRODUCT LEADERSHIP: Having the ‘best product’, well-differentiated from the competition

2.       OPERATIONAL EXCELLENCE: Sustaining consistent operations and controlling the overall cost

3.       SERVICE LEADERSHIP: Having the best total service

4.       CUSTOMER CARE: Having the best total solution for customers

 All of this is embedded in the total delivery to the customer which is manifest in the Brand identity. Therefore the marketer cannot ignore the vital role played by customer care.

The future of the business is with the customer, therefore systems to ‘hear the voice of the customer’ are important for companies, so that they remain relevant to customer needs.


Definitions are various, in fact understanding CRM and perceptions of it are also multi-dimensional.

At a simplistic level, CRM is simply database management of customers; at a strategic level it describes total customer experience management.

At a rational level, the definition of CRM is to optimise customer satisfaction within resource constraints with a view to maximise shareholder return.

At a conceptual level, CRM is envisaged as a comprehensive integrated customer strategy which involves customer identification, customer acquisition and customer retention to drive profitable customer loyalty through value-based customer processes and services.

CRM is therefore intended to support customer relationships through well-conceived organisational structures, business processes and customer-based policies which include IT-based solutions and supporting software. Many organisations are still starting out on this journey. Some are along the road, although reaching a final destination is a real challenge because the market landscape is always evolving.

 CRM nevertheless is a defined strategy for achieving business objectives which enable effective responses to customer needs to help organisations acquire, grow, and retain profitable customer relationships. It depends upon relevant, reliable, robust, viable information about customers for company-based relationship management and in turn an opportunity to achieve customer process improvements.

Defining and redefining the boundaries of CRM remains a challenge and its adoption will depend upon the evolution of the organisation, as mentioned it may be a journey without a final destination.

In more progressive organisations, CRM is process-driven, with a clear focus upon the total customer service encounter whereby the ‘total customer experience’ is the main route to sales and profitability. In this case where CRM has really been adopted three approaches can be identified: -

·         Collaborative CRM

·         Analytical CRM

·         Operational CRM

Collaborative CRM involves partnerships between the company and its customers and also networks where interdependencies are built based upon commonly held objectives (e.g. value chain interdependencies).

Analytical CRM uses customer data as an asset for shaping future customer-based marketing and sales initiatives. This will cover traditional areas for customer analysis such as segmentation, customer purchase metrics for customer acquisition, customer retention, up-selling, customer profiling, customer lifetime value and customer credit rating.

In addition, research into the total customer experience, into customer value creation and maintenance to achieve a 360 degree view of the customer is all within the domain of Analytical CRM.

Operational CRM is a set of activities that work within a corporate culture in the drive for customer centricity. Operational CRM (excluding the IT component) uses profiled customers and named contacts to build valued relationships over multiple purchase related transactions.

These transactions have points of contact between the company and the customer called ‘touch points’ which need to be carefully managed. Collectively these become the foundation for the ‘Total Customer Experience’.

In very simple terms, Operational CRM is about

                    Finding new customers

                    Getting to know them

                    Staying connected

                    Knowing how you are valued for future business transactions with them

                    Ensuring customer expectations are met

                    Checking that promises have been kept and have been worthwhile in the eyes, heart and mind of the customer

The benefits are customer retention and customer loyalty through repeat business and knowing the lifetime value of the customer to the business


Customer Centricity is based on the original concept of marketing

“Profit through Customer Satisfaction”

The rationale for adopting this company wide corporate culture is simply that new solutions are needed to bridge the shareholder value gap. Shareholders expect more return, the answer is in the market place! This can best be achieved by growing customer value in terms of the customer base and the value of purchases made. Top management has been awakened to the fact that customer centricity actually works. Many organisations are placing the ambitions for customer centricity as a high priority.

To define Customer Centricity in more detail: -


Total Organisational Commitment To The Adoption Of The Marketing Concept As A Working Belief System For Business, Whereby Existing & Future Customer Needs, Wants, Values and Expectations Are At The Epicentre Of All Management Decisions Supported By A Relevant Operating Culture For The Achievement Of Progressive Shareholder Value, Through Confirmed Customer Satisfaction. Massingham 2008

This is a huge undertaking for companies who have been product centred or sales oriented, it requires a mind-set adjustment across the business or organisation as a whole. It requires so much more effort than most managements are aware. There may be a significant gap between the AMBITION for customer centricity and the ABILITY to achieve it.


There are a series of steps to be taken: -

                    Know the Customer Base and have this captured in a data base system for analysis and retrieval

                    Segment Customers Into Meaningful Groups

                    Profiling the Customers within each segment according to meaningful characteristics which may influence purchase behaviour

                    Know The Financial Performance Of Each Segment in terms of income and profit

                    Build A Marketing Strategy For Growing Customers

                    Build Systems For Customer Loyalty, Customer Connections and Relationships

                    Build The Brand through sustained investment in Brand Identity because this is the anchor the customer and the employees will attach themselves to

                    Energise for Positive outlook at the Customer interface all the time.

You Must Really Know:-

                    Who Are Your Customers?

                    Where They Are Located?

                    What Motives Induced Purchase /

                    Why They Return To You?

                    Why They Return Again?

For many companies, this is where the CRM journey begins


For more traditional organisations, especially family owned small and medium sized businesses there may be a lack of customer focus. Staff are motivated to maintain existing systems and the customer is forced into patterns of behaviour to suit those systems. Often customer needs therefore are not met and customers are lost where staff try to help, the systems will experience problems and staff become de-motivated. This is really quite common.

Company management may not be willing to change because this ‘status quo’ formula for business has always worked, so therefore management have entrenched attitudes and they are not really concerned about customer feedback.

There is a prevailing mind-set that ‘price is the only thing that matters’, in which case employees believe that ‘the voice of senior management is more important than the voice of the customer’.