CURICULUM VITAE

Persoal Details

Full Name                             : Selviana

Sex                                         : Female

Place, Date of Birth             : Jakarta, August 28, 1994

Nationally                             : Indonesia

Marital status                       : Single

Height, Weight                     : 160cm, 48kg

Health                                    : Perfect

Religion                                 : Moslem

Address                                  : Jl. Kemayoran Gempol, Rt.003/Rw.005 No.24, Jakarta Pusat 10630

Mobile                                   : 0895344800313

E-mail                                    : selvianasel@yahoo.com

Educational Background

2000 – 2006         : Kebon Kosong 09 Elmentary School, Jakarta

2006 – 2009         : Junior High School 59, Jakarta

2009 – 2012         : Gita Kirti 2 Vacational High School, Jakarta

2012 – 2016         : Management at the University of Gunadarma, Depok

Course & Education

2004 – 2006         : English Language Course at EC, Jakarta

2008 – 2009         : English Language Course at LPIA, Jakarta

2013 - 2014          : English Language Course at EC, Jakarta

Qualification

Accounting & Administration Skills ( Journal Printing & Calculation, Ledger, Petty Cash, Payroll & Project Data Updating, Teller, Customer Service).

Computer Literate ( Ms Word, Ms Excel, Ms Power Point, Ms Accsess)

Internet Literate

Working Experince

Job training at PT. Angkasa Pura II (Persero), Jakarta

Period     : February 2011– March 2011

Position  : HRD Secretary Assisten

Working at Intrasco Kilat

Period     : June 2012 – August 2011

Position  : Customer Service

CUSTOMER RELATIONSHIP MANAGEMENT

Customer relationship management (CRM) is a term that refers to practices, strategies and technologies that companies use to manage and analyze customer interactions and data throughout the customer lifecycle, with the goal of improving business relationships with customers, assisting in customer retention and driving sales growth. CRM systems are designed to compile information on customers across different channels -- or points of contact between the customer and the company -- which could include the company's website, telephone, live chat, direct mail, marketing materials and social media. CRM systems can also give customer-facing staff detailed information on customers' personal information, purchase history, buying preferences and concerns

CRM software

CRM software consolidates customer information and documents into a single CRM database so business users can more easily access and manage it. The other main functions of this software include recording various customer interactions (over email, phone calls, social media or other channels, depending on system capabilities), automating various workflow processes such as tasks, calendars and alerts, and giving managers the ability to track performance and productivity based on information logged within the system.

Common features of CRM software include:

• Marketing automation: CRM tools with marketing automation capabilities can automate repetitive tasks to enhance marketing efforts to customers at different points in the lifecycle. For example, as sales prospects come into the system, the system might automatically send them marketing materials, typically via email or social media, with the goal of turning a sales lead into a full-fledged customer.
• Sales force automation: Also known as sales force management, sales force automation is meant to prevent duplicate efforts between a salesperson and a customer. A CRM system can help achieve this by automatically tracking all contact and follow-ups between both sides.
• Contact center automation: Designed to reduce tedious aspects of a contact center agent's job, contact center automation might include pre-recorded audio that assists in customer problem-solving and information dissemination. Various software tools that integrate with the agent's desktop tools can handle customer requests in order to cut down the time of calls and simplify customer service processes.
• Geolocation technology, or location-based services: Some CRM systems include technology that can create geographic marketing campaigns based on customers' physical locations, sometimes integrating with popular location-based GPS apps. Geolocation technology can also be used as a networking or contact management tool in order to find sales prospects based on location.

The CRM technology market

The four main vendors of CRM systems are Salesforce.com, Microsoft, SAP and Oracle. Other providers are popular among small- to mid-market businesses, but these four tend to be the choice of large corporations.

On-premises CRM puts the onus of administration, control, security and maintenance of the database and information on the company itself. With this approach the company purchases licenses up front instead of buying yearly subscriptions. The software resides on the company's own servers and the user assumes the cost of any upgrades and usually requires a prolonged installation process to fully integrate a company's data. Companies with complex CRM needs might benefit more from an on-premises deployment.

With cloud-based CRM -- also known as SaaS (software-as-a-service) or on-demand CRM -- data is stored on an external, remote network that employees can access anytime, anywhere there is an Internet connection, sometimes with a third-party service provider overseeing installation and maintenance. The cloud's quick, relatively easy deployment capabilities appeals to companies with limited technological expertise or resources.

Companies might consider cloud-based CRM as a more cost-effective option. Vendors such as Salesforce.com charge by the user on a subscription basis and give the option of monthly or yearly payments.  

Data security is a primary concern for companies using a cloud-based system since the company doesn't physically control the storage and maintenance of its data. If the cloud provider goes out of business or is acquired by another company, a company's data can be compromised or lost. Compatibility issues can also arise when data is initially migrated from a company's previous system to the cloud. Finally, cost may be a concern, since paying subscription fees for software can be more costly than on-premises-based models.

Open source CRM programs make source code available to the public, allowing companies to make alterations with no cost to the company employing it. Open source CRM systems also allow the addition and customization of data links to social media channels, assisting companies looking to improve social CRM practices. Vendors such as SugarCRM are popular choices in the open source market.

Adoption of any of these CRM deployment methods depends on a company's business needs, resources and goals, since each has different costs associated with it.

Trends

Traditionally, data intake practices for CRM systems have been the responsibility of sales and marketing departments as well as contact center agents. Sales and marketing teams procure leads and update the system with information throughout the customer lifecycle and contact centers gather data and revise customer history records through service call and technical support interactions.

The advent of social media and the proliferation of mobile devices has caused CRM providers to upgrade their offerings to include new features that cater to customers who use these technologies.

Social CRM refers to businesses engaging customers directly through social media platforms such as Facebook, Twitter and LinkedIn. Social media presents an open forum for customers to share experiences with a brand, whether they're airing grievances or promoting products.

To add value to customer interactions on social media, businesses use various tools that monitor social conversations, from specific mentions of a brand to the frequency of keywords used, to determine their target audience and which platforms they use. Other tools are designed to analyze social media feedback and address customer queries and issues. Companies are interested in capturing sentiments such as a customer's likelihood of recommending their products and the customer's overall satisfaction in order to develop marketing and service strategies. Companies try to integrate social CRM data with other customer data obtained from sales or marketing departments in order to get a single view of the customer.

Another way in which social CRM is adding value for companies and customers is customer communities, where customers post reviews of products and can engage with other customers to troubleshoot issues or research products in real time. Customer communities can provide low-level customer service for certain kinds of problems and reduce the number of contact center calls. Customer communities can also benefit companies by providing new product ideas or feedback without requiring companies to enlist feedback groups.

Mobile CRM -- or the CRM applications built for smartphones and tablets -- is becoming a must-have for sales representatives and marketing professionals who want to access customer information and perform tasks when they are not physically in their offices. Mobile CRM apps take advantage of features that are unique to mobile devices, such as GPS and voice-recognition capabilities, in order to better serve customers by giving employees access to this information on the go.

CRM challenges

For all of the advancements in CRM technology, without the proper management, a CRM system can become little more than a glorified database where customer information is stored. Data sets need to be connected, distributed and organized so that users can easily access the information they need.

Companies also struggle to achieve a "single view of the customer," where many different data sets can be seamlessly accessed and organized in a single dashboard or interface to create one view of a customer’s account and relevant information. Challenges arise when customer data is siloed in several separate systems or when data is complicated by duplicate or outdated information that slows down and hampers the business process. These problems can lead to a decline in customer experience due to long wait times during phone calls, improper handling of technical support cases and other issues.

Studies show that customers, particularly Millennials, are increasingly dissatisfied with the contact center experience. They demand multiple avenues of communication with a company and expect a seamless interaction across many different channels, the most popular of which tend to be Web chat, mobile apps and social media. The main challenge of a CRM system is delivering a cross-channel customer experience that is consistent and reliable.

Social media, for example, has been touted as a more efficient channel by which customers can reach companies and get problems resolved or queries answered, rather than enduring the traditional method of waiting in a phone queue or awaiting an email response. In some cases, particularly in high-touch customer service scenarios , social platforms can fall short for customer service.

Companies also continue to struggle to identify real sales prospects with their data. New lead-generation technologies that combine CRM data with third-party data from companies like Dunn & Bradstreet and social streams have also been emerging to provide sales and marketing teams with better sales prospects. These methods work best, however, when companies spend time cleaning up their existing data to eliminate duplicate and incomplete records before they supplement CRM data with external sources of information.

QUALITY MANAGEMENT

Quality management is a recent phenomenon but very important for an organisation. Advanced civilizations that supported the arts and crafts allowed clients to choose goods meeting higher quality standards rather than normal goods. In societies where arts and crafts are the responsibility of master craftsmen or artists, these masters would lead their studios and train and supervise others. The importance of craftsmen diminished as mass production and repetitive work practices were instituted. The aim was to produce large numbers of the same goods. The first proponent in the US for this approach was Eli Whitney who proposed (interchangeable) parts manufacture for muskets, hence producing the identical components and creating a musket assembly line. The next step forward was promoted by several people including Frederick Winslow Taylor, a mechanical engineer who sought to improve industrial efficiency. He is sometimes called "the father of scientific management." He was one of the intellectual leaders of the Efficiency Movement and part of his approach laid a further foundation for quality management, including aspects like standardization and adopting improved practices. Henry Ford was also important in bringing process and quality management practices into operation in his assembly lines. In Germany, Karl Friedrich Benz, often called the inventor of the motor car, was pursuing similar assembly and production practices, although real mass production was properly initiated in Volkswagen after World War II. From this period onwards, North American companies focused predominantly upon production against lower cost with increased efficiency.

Walter A. Shewhart made a major step in the evolution towards quality management by creating a method for quality control for production, using statistical methods, first proposed in 1924. This became the foundation for his ongoing work on statistical quality control. W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products.

Quality leadership from a national perspective has changed over the past five to six decades. After the second world war, Japan decided to make quality improvement a national imperative as part of rebuilding their economy, and sought the help of Shewhart, Deming and Juran, amongst others. W. Edwards Deming championed Shewhart's ideas in Japan from 1950 onwards. He is probably best known for his management philosophy establishing quality, productivity, and competitive position. He has formulated 14 points of attention for managers, which are a high level abstraction of many of his deep insights. They should be interpreted by learning and understanding the deeper insights. These 14 points include key concepts such as:

• Break down barriers between departments
• Management should learn their responsibilities, and take on leadership
• Supervision should be to help people and machines and gadgets to do a better job
• Improve constantly and forever the system of production and service
• Institute a vigorous program of education and self-improvement

In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful, with Japan achieving very high levels of quality in products from the 1970s onward. For example, Japanese cars regularly top the J.D. Power customer satisfaction ratings. In the 1980s Deming was asked by Ford Motor Company to start a quality initiative after they realized that they were falling behind Japanese manufacturers. A number of highly successful quality initiatives have been invented by the Japanese (see for example on this pages: Genichi Taguchi, QFD, Toyota Production System). Many of the methods not only provide techniques but also have associated quality culture (i.e. people factors). These methods are now adopted by the same western countries that decades earlier derided Japanese methods.

Customers recognize that quality is an important attribute in products and services. Suppliers recognize that quality can be an important differentiator between their own offerings and those of competitors (quality differentiation is also called the quality gap). In the past two decades this quality gap has been greatly reduced between competitive products and services. This is partly due to the contracting (also called outsourcing) of manufacture to countries like India and China, as well internationalization of trade and competition. These countries amongst many others have raised their own standards of quality in order to meet International standards and customer demands. The ISO 9000 series of standards are probably the best known International standards for quality management.

There are a huge number of books available on quality management. In recent times some themes have become more significant including quality culture, the importance of knowledge management, and the role of leadership in promoting and achieving high quality. Disciplines like systems thinking are bringing more holistic approaches to quality so that people, process and products are considered together rather than independent factors in quality management.

The influence of quality thinking has spread to non-traditional applications outside of walls of manufacturing, extending into service sectors and into areas such as sales, marketing and customer service.^[2]

Customer focus

Since the organizations depend on their customers, they should understand current and future customer needs, should meet customer requirements and should try to exceed the expectations of customers.^[4] An organization attains customer focus when all people in the organization know both the internal and external customers and also what customer requirements must be met to ensure that both the internal and external customers are satisfied.^[5] In many cases, companies can institute a satisfaction measurement program that not only measures satisfaction among external customers but also internal customers—employees.

Leadership

Leaders of an organization establish unity of purpose and direction of it. They should go for creation and maintenance of such an internal environment, in which people can become fully involved in achieving the organization's quality objective.^[4]

Involvement of people

People at all levels of an organization are the essence of it. Their complete involvement enables their abilities to be used for the benefit of the organization; however, the ultimate key decisions are made by the project manager.^[4]

Process approach

The desired result can be achieved when activities and related resources are managed in an organization as a process.^[4]

System approach to management

An organization's effectiveness and efficiency in achieving its quality objectives are contributed by identifying, understanding and managing all interrelated processes as a system. Quality Control involves checking transformed and transforming resources in all stages of production process.^[4]

Continual improvement

One of the permanent quality objectives of an organization should be the continual improvement of its overall performance, leveraging clear and concise PPMs (Process Performance Measures).^[4]

Factual approach to decision making

Effective decisions are always based on the data analysis and information. An organisation must be ready to consider all facts that an organization is surrounded by.^[4]

Mutually beneficial supplier relationships

Since an organization and its suppliers are interdependent, therefore a mutually beneficial relationship between them increases the ability of both to add value.^[4]

These eight principles form the basis for the quality management system standard