MoMA: Museum of Modern Arts

(www.moma.org/ ) (www.momastore.org/)

Description:

The museum of modern arts was located in Manhattan, which was in a serious problem of management of customer relations. The museum did not have enough technology to take its decisions correctly. By saying this, I mean to manifest directions in those areas that help take major organisational decisions. There was anarchy all around in an analogical sense, where today we find automated devices MoMA still suffered at the hands of error prone and readily fault vulnerable manual system of data entry and data resurrection. Well the statement can be supported by the fact that the developers had to spend likely two days to get data from the database and most likely that data could be corrupted.

To no surprise it lost it lost its customer base and thus the total income declined logarithmically from $123 to $65 million. Thus plundered it wanted its customer loyalty back.

IT SOLⁿ:

Well the major credentials of IT to MoMA was – contact management & point to point terminal connectivity.

They also put up nine 46^inch display sets in areas near the counter and the place where they can readily catch the eyes of the customers.

RESULTS:

Obviously the result was a smooth recovery of MoMA as the advent of new technology helped it retain its customers. The customers can now get a permanent RF-Card which can be easily processed and obviously with lesser errors. Wrong addresses lead to the loss of $37,500, which was rectified to a large extent.

Fast transaction, easy access to the knowledge of lucrative events coupled with the niche classy standard of MoMA products brought its customers back and in fact increased them linearly. The transaction worm surged out of deep sinking hibernation to rise up and feel the profit of fresh air. The company’s profit grew to $115 million.

CASE STUDY QUESTION-1:

Why did they set the contact management?

Steering through the description part above it was very clear that MoMA suffered seriously in the sphere of CRM. Technological inefficiency was responsible for customer degradation.

Well on the other hand if we take a look at the characteristics of contact management and CRM we can realise the importance of it and at the same time appreciate the decisions of the solution providers.

Analyst studies show that on average, companies using CRM software grow their businesses at a rate 2-3 times faster than those that do not. That's because CRM enables businesses to:

• Win more deals by collaborating throughout the sales cycle
• Centralize customer information for all employees to better service customers.
• Build profitable relationships with customers through more effective target marketing.
• Increase customer loyalty and drive repeat business.
• Automate customer-facing business processes and streamline repetitive tasks.
• Gain visibility into staff and business performance to make timely decisions

Fig 1: An Application Pyramid of CRM (E-mail & Contact Mgmt.)

Generally, customers can be segregated into categories comprising more profitable and less profitable. Around 20% of the customer account for 80% of the revenues. This research and classification can help in finding the most profitable customers in a large crowd and hence, more attention could be paid to them.

What other IT can MoMA use to increase customer experience?

Following the links below the title of MoMA we can see the current status of this organisation.It is really fascinating to see that an organisation once at the brink of bankruptcy is now scaling good heights.

• The websites have integration ability with few of the revolutionary social networking sites, which obviously is the need of the day to attract people worldwide.

• The applications on the website are well designed with Ajax and Flash for eye catchy design and greater run-time experience on web.

Every service is confined by two layers- the expected service level and the perceived service level. Customer experience is said to be enriching when the gap between the expected and the perceived is minimal. Service delivery is considered to be above par in this case and the customer automatically sticks to the organization. (Non-technical point of view)

• Assess the needs of customers in advance. This result in customers feel happier as they get the feeling that the organisation understands them and think of them being an integral part of the business. This acts as a cohesive force between the customer and organisation.

• Feedback is a must, as it tells what the customers expect out of the service or system. This will also help the organization in improving upon its processes and also think differently according to different customer choices.

• Customer retention programs have also been a land mark and already in practice in various other places where the loyal and long-term customers are allowed to meet with the company officials and have a cordial discussion. These get together can help a lot in strengthening the business relationship and obviously serve the purpose of obtaining profit.

So, an IT has to be churned with these abilities and then we can sit back with patience and hope the business grow, as has happened in most of the cases where a good plan on paper and on E-World has proved its worth when executed. The same has happened in the case of MoMA.