Case Study Solutions
HKU164
rP os t
11/09/01
Grey Worldwide: Strategic Repositioning Through CRM
py o Chaotic media and communications market conditions and downward industry pressure on commission margins forced Grey Worldwide Hong Kong and China (Grey WW-HK/China) to conceive a CRM philosophy called Grey Relationship Management (GRM) in 2001, to reposition itself through defined e-marketing and CRM strategies for the Asian market, particularly China.1 Facing threats from a changing and fiercely competitive communication industry, Grey WW-HK/China did not want to compete on cost. Instead, it needed a differentiation strategy to leverage the growing Asian CRM market and compete with other players such as management consultants, traditional agencies and pure on-line players who were also building a CRM business focus.
Although communications agency Grey Worldwide had very strong umbrella brand equity, the brand capital needed to be invigorated through a renewed e-marketing focus. In particular, Grey WW-HK/China needed to re-evaluate its market environment and redefine its value proposition to its clients.
No t Background
Co
Viveca Chan, CEO of Grey Hong Kong and China, was questioning to what extent the GRM concept should merge technology with traditional marketing philosophy to develop a CRM proposition for its local clients. She asked her core strategy team to deliver a proposal outlining which CRM tools Grey WW-HK/China should engage in to reposition the
Company’s brand and build customer loyalty. She wanted to know how the Company could build an Asia-specific CRM process blueprint for their internal customer management process and transfer that knowledge to its clients. The strategy team had a four-week deadline to present its solutions.
Grey Global Group was a full communications enterprise with 16 global partner companies focused on distinct communications disciplines and engaged in a wide range of marketing and
rP os t
11/09/01
Grey Worldwide: Strategic Repositioning Through CRM
py o Chaotic media and communications market conditions and downward industry pressure on commission margins forced Grey Worldwide Hong Kong and China (Grey WW-HK/China) to conceive a CRM philosophy called Grey Relationship Management (GRM) in 2001, to reposition itself through defined e-marketing and CRM strategies for the Asian market, particularly China.1 Facing threats from a changing and fiercely competitive communication industry, Grey WW-HK/China did not want to compete on cost. Instead, it needed a differentiation strategy to leverage the growing Asian CRM market and compete with other players such as management consultants, traditional agencies and pure on-line players who were also building a CRM business focus.
Although communications agency Grey Worldwide had very strong umbrella brand equity, the brand capital needed to be invigorated through a renewed e-marketing focus. In particular, Grey WW-HK/China needed to re-evaluate its market environment and redefine its value proposition to its clients.
No t Background
Co
Viveca Chan, CEO of Grey Hong Kong and China, was questioning to what extent the GRM concept should merge technology with traditional marketing philosophy to develop a CRM proposition for its local clients. She asked her core strategy team to deliver a proposal outlining which CRM tools Grey WW-HK/China should engage in to reposition the
Company’s brand and build customer loyalty. She wanted to know how the Company could build an Asia-specific CRM process blueprint for their internal customer management process and transfer that knowledge to its clients. The strategy team had a four-week deadline to present its solutions.
Grey Global Group was a full communications enterprise with 16 global partner companies focused on distinct communications disciplines and engaged in a wide range of marketing and