Choice of system of interaction with customers for the company performing design works “under key”
The organisations which are carrying out projects “turnkey” within the limits of performance of the design works, one of the first have started to understand importance of optimisation of interaction with clients. Really, design organisations depend not so much on quality of design services (the majority of the organisations are capable to support quality at the highest level), how many from perfection of mechanisms of interaction of the design organisation with the customers. In those spheres where competition increase goes hand in hand with fast updating of technologies and production, one more joins also, the external factor. For a conclusion of new design services to the mass market to the design organisations already not enough own means, and attraction of external investments is usually accompanied by the requirement of their prompt return that directly defines necessary speed of escalating of incomes and, hence, base of customers. Accents in corporate strategy began to be displaced in a direction of increase in efficiency of search of customers and works with them. Статьи
New technologies of dialogue have considerably strengthened pressure of the market not only upon the organisations performing design works, but also upon customers, – their mobility has grown. Today your customer, having made only pair of clicks the mouse, having lifted a receiver or having come into the nearest shop, can leave to the competitor. Attraction of the new customer is connected with additional initial investments (expenses) which pay off only for the operations (periods) slightly paid by the customer. And, in process of competition strengthening, these expenses grow, and their efficiency falls. According to the experts, cost of attraction of the new client at 5-10 time, and cost of return of the lost client – in 50-100 times, above, than cost of deduction available.
Now the design organisations are arranged under the ways of dialogue most convenient for the customer, to offer a complex of services – performance of projects “turnkey”. And it conducts to a diversification of channels of work with the consumer of design services, after all any excess of psychologically verified norm of pressure upon the consumer through one channel only reduces efficiency of interaction with it. So today the consumer became focus of all efforts of the design organisations, and their satisfaction relations with the supplier – the key factor of success of the company.
Until recently sales and marketing concerned more sphere “a handicraft work” rather than than to formal business to processes. The traditional theory of marketing prevailing last 50 years, assumes presence of wide weight of the clients which capture of attention demands the large-scale actions calculated on the average buyer. New strategy of improvement of quality of their service have demanded “industrial” decisions for work with each concrete customer, instead of average image. For search, attraction and deduction of profitable customers the new approaches liberating people from routine operations are required and allowing them to concentrate on creative process of human dialogue. Demand gives rise to the offer, and an information technology has given effective mechanisms for management of sales and interaction with clients. There was concept CRM (Customer Relationship Management System, CRM-system) – the corporate information system intended for automation of CRM-strategy of the company, in particular, for increase of a break-even sales level, optimisation of marketing and improvement of servicing by preservation of the information on clients (counterparts) and stories of mutual relations with them, establishments and improvements of business procedures and the subsequent analysis of results. Its main principles are that:
1. Presence of uniform storehouse of the information, all data on the previous and planned interaction with clients whence are at any moment accessible.
2. Use of all channels of interaction. Earlier to similar channels of interaction carried only phone calls, e-mail, events/meetings. But with active development of web technologies there were other channels of interaction – registration forms on web sites, advertising references, systems of a corporate web chat etc.
3. The constant analysis of the collected information on clients and preparation of the data for acceptance of corresponding organizational decisions – for example, segmentation of clients on the basis of their importance for the company.
This approach means that at any interaction with the client on any channel, the employee of the company the full information on all mutual relations with this client is accessible and the decision is accepted on the basis of this information (the information on the decision, in turn, too remains).
CRM – the model of interaction believing that the center of all philosophy of business is the client, and the basic directions of activity are measures on support of effective marketing, sales and servicing.
“A development perpetuum mobile”
Systems CRM became a corner stone of business with the kliento-focused strategy of development. Their use reduces expenses of the companies and for attraction of new clients, especially at a long cycle of decision-making on purchase, allows to collect and analyze the data about their references and also so to organise dialogue with potential clients that the service of sales did not waste time on “cold” calls, and worked with already prepared client.
But to realise a principle “each client is unique” and to reap all crop of advantages from use of the kliento-focused technology the complex corporate information control system of mutual relations with clients which will solve two primary goals is necessary: first, will give the organisations the detailed information on each client, collected with all channels of interaction with it; and, secondly, will give to each client possibility to see the complex detailed information on the company and all possible channels of interaction with it. It should integrate almost all control systems of firm, including financial and industrial to prevent effect “bogs” when the important user information appears “locked” in databases of various divisions.
The System of sales gives to the client the possible information and multipurpose services (search, comparison and configuration the goods, purchase and payment), carries out its personification, and also gathering of all statistics (on users and the goods). Managers, having operative access to the information and a full tooling of sales, can quickly make the offer, choose rates and typical contracts, carry out search and interrogate potential clients, generate reports etc. The detailed information on the status of the client (the previous purchases, not complete transactions, history of inquiries in a support service, profitableness etc.) will allow to discuss with it companion problems (for example, a delay of payments) and will lower probability of errors, for example, attempt to offer the client the next transaction if it has unresolved problems in a present situation.
Service and support. Having access to the data about clients (history of mutual relations and references, to specifications and a current condition of its order) and owning interaction procedures, experts of a support service can effectively combine self-service with the professional help of technical experts, knowledge and which experience most full correspond to specific questions or demands of clients. To a wide circulation of decisions CRM the support division usually was unprofitable in the majority of branches of economy. Use of IT-decisions on the basis of management of client mutual relations transforms support of clients into a highly remunerative direction of business at simultaneous reduction of the general expenses of clients.
Marketing. Here CRM-systems give to experts in marketing full-scale possibilities on automation of gathering and information processing (on market segments, profiles of clients, distribution “efforts” etc.), its analysis and visualisation of the information, gathering and accumulation of the data about marketing actions and their results. They can objectively estimate efficiency of marketing campaigns, receive detailed consumer profiles of potential clients and predict their wishes, quickly develop new offers for attraction and deduction of the most profitable clients. The basic economic break in the field of management of processes of marketing of system CRM have provided at the expense of creation of direct interrelation between marketing actions (conferences, dispatches, advertising etc.) and financial results on each of clients (the income, profitableness, risks, turnover means etc.) . As a result only systems CRM allow to estimate precisely efficiency of any marketing actions in objective financial indicators and at the expense of it 10 times to lift productivity of department of marketing and advertising.
Management of mutual relations with partners. Often success of the company is under construction on a correct choice of partners, maintenance and expansion of mutual relations with them. The corporate information system allows the companies to consider partners as an integral part of the organisation and, accordingly, to give them all information on products and the prices, to configure typical decisions, to establish quotas, to generate reports, etc. CRM systems allow to estimate efficiency and quality of work of all chain on interaction with the client from the manufacturer, through the distributor and the reseller to the end user. Operating this chain of interaction through the partners, the companies provide the uniform policy of interaction, support quality of service, supervise any inquiries and claims of consumers to partners.
Management of mutual relations with employees. Relatively new area of CRM-systems, their application was not “out” towards customers and partners, and “inside”, i.e. against its own employees. For the organisations number of employees in which is measured by thousand and tens thousand, forming of correct relations with own employees is so important factor of efficiency and stability, as well as the relation with clients (and sometimes – and it is more). The governmental and municipal organisations, scientific and research establishments, the city-forming enterprises and the state monopolies – here examples of the organisations which pay the greatest attention to use CRM of systems for the organisation of interaction with employees. As well as in case of management of mutual relations with clients and partners, use of automated means CRM is the cheapest and effective way of interaction with employees for service of complaints and inquiries, the control of indemnification and other motivating factors, calculation bonus and bonuses etc. Automated system, being absolutely impartial, effectively carries out routine administrative functions of the control and the account, leaving the personnel of staff departments of more time and possibilities for live human dialogue.
Similar systems, at the expense of personification of clients give the differentiated service and support, allowing to offer clients the most demanded them products and services. The knowledge of their preferences and care of satisfaction of their requirements costs an extra fee, and clients continue to run business with such companies even if competitors offer lower prices. Loyalty of clients grows, and the company will get considerable long-term advantages.
Usually after CRM-system introduction average time of a cycle of work with clients is reduced in 2 times, costs on servicing are optimised, volumes of repeated both cross sales and their profitableness grow, accuracy of forecasting of sales (to 99%) raises.
The earlier the company will get these advantages, the it will be more difficult to catch up to competitors with it. Having established a complex control system of mutual relations with clients, the company receives “a perpetuum mobile” satisfactions of clients. Improvement of knowledge and understanding of desires, preferences and requirements of clients – facilitates an exit on the new markets, preservation and escalating of client base, and it, in turn, expands the company knowledge base about consumers. The self-supporting nature of this infinite cycle provides ever-increasing benefits and incomes.
Not without reason in the USA and the Western Europe system CRM presence is the important factor of capitalisation of the company – investors perfectly understand that the history of mutual relations with the clients, saved up by the company in the structured form, and also presence of discipline of gathering and the analysis of this information is further one of the basic actives. The data of CRM-systems helped investment bankers to estimate time and again cost of such non-material actives as, for example, “loyalty to the trade mark” at merge of the companies or absorption.
Let's consider, how technologies help to restore culture of sales.
In Russia the culture of sales has been exterminated in the Soviet power. The term “Sale” characterises the relation of heads of the enterprises to this process. Over time the word “Sale” or “Commerce” was associated with speculation, which does not create any value added, and the only information exploited, “turbidity” of the market. For many the word “sale” immediately construct the associative array “For Sale – Selling”, etc. But nothing of sales automation and say nothing.
Management of knowledge of clients is in the majority of the Russian companies in embryo.
By estimations Sputnik Labs less than half of all companies in Russia conduct the uniform register of all clients (including potential), in most cases the companies simply register already realised transactions in a financial system. It means that the company can supervise only the information on really spent financial operations, losing the invaluable information on potential clients, operating time on interaction etc. Moreover, specificity of the Russian business means that one company can work, simultaneously using some legal bodies – all of them pass in financial system frameworks as the independent organisations. And what to do, when the big client works at once with several regional offices of the supplier? How quickly to trace the most profitable clients? From those of 25% which to some extent use functions CRM, more half has own workings out made “on a knee” Which do not satisfy neither on functionality, nor on reliability, at operation cost (a total cost of possession).
Thus, the developing Russian market gives a huge field for optimisation of processes of interaction with clients. On the nearest some years for many domestic companies of an investment in front-office automation, and in particular – CRM, can become the most favourable because are capable to bring the maximum return on each enclosed rouble.
In Russia the first have estimated possibilities CRM the telecommunication and financial companies, and also the firms which are engaged in delivery and service of the difficult equipment. In these segments of the market the competition is available, players have about equal access to resources, the success of their business is already defined not by a product, and presence of the client base, capable to bring in steady long-term incomes. Here there is a struggle for the client, and price wars gradually pass in wars of quality of service.
It is possible to allocate 3 cores of the scenario which lead to decision-making on CRM-system purchase:
- A major factor – occurrence of a crisis situation: retired manager and “stole” customers, loss of business due to low-skilled employees, sharp splash in competitive struggle, a low collecting of debts.
- A basic need – the control over the information, ordering of activity of employees.
- A major factor – business rapid development (or requirement for development) which cannot be carried out “in the old manner”.
- A basic need – automation of routine operations, the efficiency control, gathering and transfer of knowledge.
- The major factor – necessity CRM is defined by external factors – the corporate standard which it is necessary to carry out, increase in investment appeal of business at the expense of consolidation of client base.
- A basic need – realisation of the conditions imposed by external factors (a management, investors etc.).
In most cases in Russia, unfortunately, prevail “negative” motives of introduction of CRM-decisions. Many heads make the decision on their use not from a good life and when lose the control over work of departments of sales and marketing, cannot achieve a trustworthy information about mutual relations with clients and the complex analysis of the reasons of losses of incomes. Here a push for introduction of the given systems become: leaving of a part of client base, loss of the large-scale contract because of not coordinated work of departments, complaints of the largest and long-term clients to bad service, and also necessity of decrease in costs to marketing and advertising. And if still 3 years ago recession of sales could be extinguished more aggressive and large-scale advertising, today similar “frontal attacks” already poorly operate on the client.
Large Russian holdings – manufacturers or suppliers of the difficult process equipment become potential clients. They prepare for struggle on an open market field and see in modern CRM-decisions the system complete and checked up by time generalising the best world experience on the organisation of client mutual relations. In these projects the problem of the supplier-integrator consists not only (and not so much) in automation of existing business processes, how many in construction of the new.
1. The approach to choice CRM [http://www.mashportal.ru/solutions_marketing-154.aspx]
2. A control system of interaction with clients [http://ru.wikipedia.org/wiki/CRM]
The author: Челябэнергопроект
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