Let's consider, management of mutual relations with clients
Today the most successful companies invariably show ability to reveal, understand and satisfy need and requirements of the best clients. According to heads of firms, the establishment of long-term communications with the major clients is a key to stability in more and more dynamical market. Therefore clients become the main reference point by which the organisations in the activity are guided. Such orientation to the client when the company defines who is its major consumers, understands all complex of their requirements and corrects own possibilities so that as much as possible to satisfy these requirements, is and there is a fundamental concept of management of mutual relations with clients. Here definition CRM which offers Gartner Group:
“... The strategy of business developed for optimisation of profitableness extending on all enterprise, profitablenesses and satisfactions of clients by the enterprise organisation according to segments of clientele, encouragement of the behaviour aimed at satisfaction of requirements of clients, and the organisation of through processes at all levels from clients to suppliers inclusive”. – Gartner Group
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.
Let's consider that the system of interaction with clients for the organisations performing design works
When you start working out of strategy CRM for the company, and this problem is capable to frighten any, pay attention: management of mutual relations with clients – so dynamical area what to make its exact definition hardly probable it is possible.
“For today management of mutual relations with clients (CRM) for everyone means the. I am convinced that uniform correct definition CRM does not exist. Moreover, in due course definition CRM will continue to develop and change”. – Barton Goldenberg, president ISM Inc.
Branch experts, software developers and advisers concerning business a little differently see perfect system CRM, but it is important to recognise that there is no uniform system or strategy CRM which would be the ideal decision for all companies. All clients different, and your company reveals problems, which at everyone the and which are necessary for solving, and decisions to include in strategy CRM. The only thing that always is present at any definition and strategy CRM, is an orientation to the client.
For the design organisation the system of interaction with clients means orientation to the client, in itself possibility to operate all channels of interaction, through which clients contact the design organisation. The considered technology serves as the catalyst which allows employees of the design organisation is more effective and productively to co-operate with customers. The software for CRM provides the means necessary for automation, management and integration of operations of sale, marketing and service of customers. In the integrated systems possibilities of drawing up of the reporting, work in the environment the Internet of means of a configuration of a product and full integration with server systems also will be provided. However it is extremely important to remember that CRM it is not simple a software or technology. Even the most difficult system CRM is only an element of complex process of acquisition and deduction of clients.
Let's consider obvious advantages of introduction system of interaction with clients of the design organisation.
Today the design organisations have found out that by means of realisation of the effective program of management by mutual relations with clients (CRM) they can increase a sales volume and achieve loyalty of clients. Really, improvement such directly cuts expenses, raises the income and profit.
In particular, qualitatively developed and introduced program CRM allows:
- to collect together the major information on each client;
- to define target clients who make the highest profit, and to develop the special marketing programs directed on increase of their loyalty of your company;
- to develop a personal package of products and services for each client;
- sharply to increase the income in recalculation by each sales representative and an overall performance in each region and to cut down thus specific expenses on each client and on each trading operation;
- to provide faster and exact work with potential customers, operative actions under recommendations and answers to inquiries of clients;
- practically to exclude probability of that clients or those who could become them, “will drop out through cracks” the out-of-date or overloaded system of interaction with them;
- to make for company management a detailed and exact picture of all work on sale and marketing;
- instantly to react to market condition changes;
Let's consider stages of achievement of success by means of CRM
Working out of strategy of management by mutual relations with clients – extremely important stage guaranteeing that your system CRM represents that decision which you and drew in the imagination. On the basis of thousand successful CRM-projects key steps which are essentially important for success achievement at realisation of the decision focused on the client have been defined some. Though some of these steps, probably, will seem obvious, taking into account complexity of everyone, let even the most tiny, the CRM-project we persistently recommend to heads to be verified at each stage with the list offered by us.
The Stage 1: Support from outside all employees of the company.
As well as for any large and difficult action, for system CRM realisation abilities and energy of a wide range of experts are required. As in CRM many divisions of the company are involved, it is important, that this project supported all: sales departments, marketing, the finance, industrial department, distribution department etc. employ employees of different departments, and you receive the valuable contribution to business still before will choose and establish system. This step will promote both to interaction, and acceptance of new system by all segments of the company that is extremely important. To achieve support from outside all employees of the company means:
- to achieve adherence from outside all heads, since the top management of the company and finishing operational level;
- to get support from outside of all users of system, since private soldiers;
- to generate a command on work on the project from experts which will devote to the decision of this problem all working hours;
- to receive from the budget of the company of means for full financing of working out and CRM-decision introduction.
Belief of all employees of the company which it concerns, in necessity of management of communications with clients – the major step for successful realisation of system CRM. At each stage keep the personnel informed, underline positive end results of process of automation, and you will reduce resistance to a minimum and will raise chances of success.
The stage 2: Creation of a command for work on the CRM-project.
Having got of support of all divisions involved in project CRM, the company should form a team (working group) for work on this project. Selection of experts which will join the team, – the extremely important problem. This collective forms an organizational kernel of your CRM-project, it will make key decisions and to make recommendations, it will help to explain details of realisation and advantage of use of program CRM to all employees of the company. For achievement of the greatest efficiency active representatives of the top echelon of company management, sales departments and marketing, information, technical, financial departments, and also representatives of all groups of end users should enter into a line-up for work on the project. Representatives of everyone important for your business of working group will present concrete requirements to desirable result with which chosen system CRM should provide.
Heads should provide the organisation, planning, motivation and the control at each development cycle CRM.
Heads usually estimate the chosen CRM-decision on the basis of following base criteria:
- Whether the system will provide reception of the information necessary for acceptance of key decisions?
- Whether the system can affect existing processes considerably and to improve them?
- Whether the system expenses can cut down considerably?
- Whether this system helps now to the similar companies to become successful?
- What factor of a recoupment of investments (ROI)?
The information department by definition is to the greatest degree involved in detailed study of questions of a formulation of requirements, a choice and system CRM adjustment as that. The technical group should participate actively in each development cycle CRM and in the smallest details to know concrete system which finally will be chosen and established.
End users from sales departments and marketing
Experience shows that when users are satisfied also by it conveniently to work with CRM-system, chances that it will be long and to function successfully, sharply raise. Users should estimate each potential system CRM on the basis of certain criteria:
- Whether easily to learn with it to work?
- Whether it is simple in use?
- Whether it can save time and reduce an overhead charge?
- Whether it can simplify communications with clients potential and already available for the company, and also process of performance of obligations to them?
- Whether it will improve communications between the company and clients?
- Whether it can raise efficiency of sale?
Employees of financial department should make the critical analysis of all offered variants of CRM-technology, including to estimate financial indicators of sale after its increase, size of decrease in the operational expenditure, settlement expenses for expansion of system and the predicted factor of a recoupment of investments.
At this stage of project CRM it is necessary to recollect that one more person necessarily should enter into a line-up on its introduction – the external expert on CRM. The choice of the external expert (the adviser concerning business or the supplier of system CRM) and the decision on when and how to include it in structure of working group of internal experts, can appear turning point on which the success or a failure of all project will depend. The skilled adviser – a valuable source of the objective information and a feedback. The expert of high level can consult you to and during CRM-project realisation. He will manage to analyse true requirements of your company, will help to generate a command for work on the project and will co-operate with it, studying, correcting and approving functional specifications.
The stage 3: The analysis of requirements of the company.
The analysis of requirements of the company is absolutely necessary for success of the CRM-project. Very often commands working over projects, pass at once to a choice of technology CRM, without having estimated preliminary current processes and without having defined that it is necessary to automate first of all.
“First of all, accurately define lacks of existing business processes, differently the only thing that you will achieve, is possibility faster to carry out all same inefficient and not productive actions”. – Jim Dickie, the operating partner, Insight Technology Group.
At an analysis stage it is necessary to spend some meetings on which heads and employees of departments of sales, marketing and servicing should discuss requirement for system CRM and strategy of its introduction. They should reach also the consent in a question on how they represent an ideal control system of mutual relations with clients. Define the major purposes of each division which achievement should be promoted by system CRM, and then in common solve, as it should affect each working group and on the company as a whole. The problem of these meetings – to formulate, what decision in sphere CRM will be ideal for your company., Later, at a development cycle of the specification of project CRM, it will be possible to exclude points as which you will consider unnecessary or impracticable. Necessarily accept to consideration and estimate all ideas that all participants felt the participation in the important process of decision-making. Results of these meetings will help to make the basic plan of action at realisation of project CRM.
At drawing up of this plan necessarily observe uniformity in all divisions of the company when will collect the information on concrete problem areas, to define the purposes and problems. The approximate plan of research resulted more low in sphere CRM is intended for gathering of the major information necessary for working out of universal system CRM for your company.
The plan of research CRM:
- You carry out what functions?
- You use what types of the data?
- How you co-operate with clients?
- What sort given to you are necessary, that it is better to understand clients?
- What can we make for improvement of communications with clients and a management?
- How we can lower a lath of requirements to management and the scheduling which is taking away from us time which we could spend for construction and improvement of mutual relations with clients?
- How you are involved in interaction with external participants of business processes of the company, for example, in telemarketing and direct post dispatches?
- You show what requirements to reporting drawing up?
- How you are involved in search of potential clients, work with them, processes of data transmission and other daily actions and what it is possible to make for their improvement?
At carrying out of this research necessarily interrogate end users, sales representatives, employees of departments of servicing, marketing, performance of orders and a data control about constant customers, – those who is valid in the daily activity works with clients. Define, what tools are necessary to them successfully to build significant relations with clients. Appreciate those who performs day by day this work. They know, as it is necessary to change to improve relations with clients.
During this research you find out, what functions of your company are required to be automated, and on the basis of the received data solve, what technological features the optimum decision for you CRM should possess. In essence, results of the analysis of requirements of the company and research CRM will form a basis for construction of the detailed plan of all project of automation.
The stage 4: The plan of action on introduction CRM.
Now, when you have made a detailed plan ideal for your company of a control system of mutual relations with clients, it is necessary to develop a plan of action with the detailed description of process of realisation of system CRM necessary to you. At a stage of scheduling of actions it is required to take into consideration many defining factors leaving far beyond the specification of system CRM, developed by you at present.
The plan should contain answers to following questions, the extremely important for success of the CRM-project:
How to define, what decisions in sphere CRM will be viable taking into account the made specifications?
Estimation process is a key to drawing up of the long list of possible decisions in sphere CRM. Here the coordinated efforts of all groups of users also be required to you to develop requirements to the CRM-decision which demands an estimation, and to appropriate it priorities. During this process it is necessary to define the major elements of which the universal decision in sphere CRM consists. Choosing decision CRM, you actually consider three elements – the software, technology and the supplier. It is very important to understand that these three elements are interdependent. That system CRM has appeared successful, it is important, that all of them made a single whole and supplemented each other. Advantages of one element do not compensate lacks of another.
We have found some decisions CRM which could approach our company. How to limit the list of variants?
That on the basis of the long list to make short, it is necessary to investigate, investigate and investigate simply. Contact the supplier and ask him. Dispatch to suppliers possibility of interaction with which you consider, inquiry about offers. See web-sites of suppliers. Whether they use that technology which promise you? Ask suppliers who could share with you impressions of work with them. At last, and this most important when will study possibilities of each supplier, their products and services, ask to organise for you demonstration. Many suppliers try to sell the concept of possibilities of production only through presentations. Be careful of suppliers who refuse to show a product in operation: probably, they offer expensive functions which it is difficult or it is impossible to provide. Product demonstration in operation will allow you to try to work personally with functions which the supplier can give.
Besides, take into consideration the interaction with the company. Whether its employees make impression of self-assured and knowing experts? Whether you from them have received definite answers on the questions? Whether it was easy to contact key employees? How you there serve, completely satisfies you at present? This stage of discussion and researches is necessary on that time interval when the supplier tries to make good impression. Any problems which have arisen during this period, can specify that waits for you further. Be convinced that members of team on work on the project, especially experts in an information technology, do not doubt correctness of a choice of the supplier.
That else it is necessary to take into consideration before to make a definitive choice of the decision in sphere CRM?
After you will choose such decisions CRM in which the software, the supplier and technological possibilities correspond to requirements of your company, it is necessary to take into consideration some more factors before you will accept the final decision. The first of them for the majority of heads is the price. In branch there is a following standard of estimation of cost of project CRM: 1/3 should have on the software, and 2/3 – on consultations, realisation and training, as shown more low.
Besides, be careful of such systems CRM for which change the whole group of technical experts or advisers of the supplier is required. If system CRM qualitative, is correctly realised, and training is spent properly, changes should be brought in it easily and not to demand constant additional expenses on “advisers”.
As we have shown, there are many factors defining cost of full decision CRM which are not reflected by the price under the price-list. At definition of cost of project CRM, probably, you will consider it necessary to answer at first at least following questions:
- Whether the system of adjustment will demand or will be ready to work right after installations?
- In what volume individual adjustment is required, and how many it will cost?
- In how many to you consultations under the project will manage?
- Whether experts in an information technology of your company easily configure system can and carry out its maintenance service, or the constant help of external experts is required?
- In training of the personnel to system CRM use how many will manage?
- What volume of maintenance service is required to system, and whether there are at you own employees for performance of this problem?
- What program and hardware maintenance is required to be bought in addition for new system?
- What term of realisation, also what in this time becomes with current system processes?
Though these questions also do not cover all factors defining cost, they allow to define the basic expenses on realisation of any system CRM and maintenance service processes, and they are necessary for estimating, when you will choose decision CRM for the company. One more factor to which needs to pay attention, is a rational combination of the software, technology and the supplier. As each of these elements is essentially important for successful realisation of project CRM, we will discuss them in more details more low.
The stage 5: The choice of the software for CRM.
At a choice of the software for CRM your overall objective – to support and stimulate the optimised process of sale, marketing and servicing, and it means that the software choice should be based on knowledge available for your firm at the moment a technological infrastructure and a totality of your functional requirements. The software for CRM as a whole consists of the several dynamic segments providing means, necessary for management of all interactive channels, through which clients contact the company. The software for CRM should support, at least, following functions:
- a data control about contacts and constant clients;
- sales management;
- business investigation;
- management of work with potential clients;
- electronic trade.
Certainly, it is far not the full list of functions which the software for CRM can carry out for the company.
First of all, provide performance of the specifications made by results of research CRM and offered by a command on work on the CRM-project, then investigate other elements which can benefit your company now or in the future. At last, when will study possibilities of each supplier, their products and services, necessarily ask to organise for you demonstration.
The stage 6: Technology.
Successfully to realise project CRM, the technology needs to be used with mind. As all companies different, decisions CRM which any of them will approach, do not exist. The technology should reflect distinctive features of each company. Therefore, whatever technology you have chosen, it is important, that it was adjusted, opened and was integrated into a computer infrastructure available for the organisation. Other technology factors which are required to be taken into consideration at system CRM choice are more low listed.
- A tooling for a fast applications programming. Allows users to make easily changes to the data flows, displayed on the screen, and to carry out other operations on configuration of systems. Each appendix can correspond to concrete sequence of actions carried out by the user, and for performance of this or that task it is required much less pressing keys and cursor movings. This function gives the chance to reverse and considerably to improve processing of processes of sales in the company.
- Support of databases with language of the structured inquiries (SQL) on several platforms. Support of some platforms for databases from portable computers which are carried with themselves by trading agents, to servers of the enterprises intended for conducting of corporate databases is provided.
- Synchronisation of the data on different platforms. Supports simultaneous synchronisation of the data on several platforms, even in the same local or global network, or a combination of a local network and users of remote portable computers. This function provides full flexibility at construction of all system with use of a platform of a database which corresponds to possibilities of support available for you, technical requirements and requirements to the data.
- Some levels of safety of users and the data.
- The scaled platform of a database in the best way approaching for your problems.
- Integration with other appendices in real time.
- Web-technology. Web-functions allow clients, to partners and potential customers to carry out self-service and to co-operate with the enterprise through the web-interface. From this time, web-technology vital for success CRM and your company as a whole.
The stage 7: The choice of the supplier.
Correctly to choose the supplier of the software for CRM it is not less important, than correctly to choose the software. At a choice of the supplier the basic moment is its experience in sphere CRM. Recently, when management of mutual relations with clients endures the present boom, all who though something automates, rank themselves as this sphere and offer to the right and on the left newly made decisions for CRM.
Entrust performance of complex project CRM to the supplier who possesses long-term experience, has served already many clients and plans to remain in this business so can provide to you long-term support. It is very important to choose the skilled supplier of whom you are completely assured with which it is easy to communicate which will manage to satisfy all your requirements because you should co-operate with it during all service life of system CRM. The skilled supplier should:
- to define concrete requirements to business automation;
- to train a command on work on the project;
- to develop, document and configure system;
- to provide realisation and technical support;
- to train users, heads and the employees providing technical support;
- to develop system CRM among the user working groups;
- to give constant maintenance service.
Efficiency of stages of consultations, realisations, installation and training during CRM-project realisation depends on the chosen supplier. Choose the best software in a combination to the newest technology, and you will throw out money for a wind if the supplier does not manage to provide a firm basis and reliable support for long success CRM.
The stage 8: Installation and CRM-system introduction.
Success CRM depends on your adherence to concepts of strategic management. We have defined seven strategic stages of successful realisation CRM. This strategic approach is successfully used many years, and it should be applied, if you wish to guarantee success of the project:
The step 1: the Analysis and specifications
On this step of process of realisation of the project the all-round analysis of requirements is made, the sphere of action of the project is defined and system specifications are made.
The step 2: Planning and project administration
On this step the plan of realisation of the project is developed. It is necessary to appoint the manager of the project from outside the supplier through whom communication between the supplier of the CRM-decision and your company will be carried out. Besides, it is required to appoint the manager of the project from outside your company which will play a role of the internal expert on system. On the same step it is necessary to generate and train a command on work on the project. At last, it is necessary to define factor of a recoupment of investments effectively to supervise this indicator of work of new system.
The step 3: Configuration and system adjustment
On this step the configuration is set and system CRM adjustment according to a large quantity and various essence of requirements of your company is carried out. It is necessary to train the personnel in technical features of work with specially adjusted system and to give it independence in the technical plan in that volume which he will wish. Besides, on this step it is necessary to establish new hardware and the software.
The step 4: The pre-production model, test for conformity to specifications and system completion
On this step of process of realisation of the project the all-round analysis of requirements is made, the sphere of action of the project is defined and system specifications are made.
The step 5: Pilot system and tests for quality maintenance
The basic part of training is carried out on this step. It is recommended to spend a session of training of instructors to this period. Employees with much bigger readiness will accept the new system, new procedures and rules if they will be presented by their colleague from your company, instead of the representative of the supplier. Duties of this instructor will include training of all end users and heads to work with new system. However that this method was effective, the trainer should become the expert on new system, and for this purpose – to be trained by the supplier of the software.
The pilot system should represent the modifed and advanced pre-production model of system which takes root at this stage. The small group of users should start to work with new system and to test it. By results of tests for quality maintenance it is necessary to make the operational documentation and to present to its head of a command on work on the project.
The step 6: Definitive realisation and expansion
On this step active actions and definitive realisation of new system are carried out. Technical experts of your company should spend a lot of time for this finishing phase. The management on realisation with the description of each task which is required to be executed before realisation and during its realisation should be given you.
On the same step all users pass formal training. It is necessary to explain accurately to employees that from them it is required; usually in the course of training it is possible to make it. Users should understand, what notable advantages will be given at once to them by new system, otherwise they will resist to its introduction. Training should be based on the requirements defined at a stage of planning. The success or a failure of all project can depend on, whether the training plan is correctly made.
The step 7: Constant support
For technical support of system in the company there should be own system administrator, a working full time. It will provide technical autonomy and, hence, flexibility. That your employee became the expert on system CRM, it should start to get acquainted with it at a planning stage. As technical support of system CRM – a challenge, the supplier necessarily should offer the all-round plan of support in addition to that your own experts will provide.
The stage 9: Current management of CRM-system
It is very important, that system CRM infrastructure allowed to estimate its efficiency. It should collect effectively the necessary data and provide access to them to corresponding employees. To be convinced that the system carries out the necessary functions, test it before to give to all users. If you are dissatisfied with its work, detain expansion and change a tooling so that it met your requirements. At level of users feedback mechanisms for training by heads and managements of own activity be required to you.
At last, the system should provide a feedback to the higher management supervising activity of the company, and a command on work on the project. These data let invaluable possibility know that works, and that – is not present, and what possibilities exist more effectively to use the investments in this technology.
Having enclosed time and resources in CRM, you will become successful
Really, management of mutual relations with clients – a complex problem, extremely important for achievement of success in modern business. That it is successful to realise the project, it is necessary to concern with all gravity each stage of its planning, realisation and management of it. Do not feel sorry for time and resources which are required at each stage of the CRM-project, and soon your company realises all advantages of successful management of mutual relations with clients.
We will consider advantages and lacks “box” systems of interaction with clients.
Local, or as often speak, “box” CRM-systems first of all are characterised by a low range of cost and small terms of introduction. Actually the client can independently spend adjustment and system introduction, having spent for each workplace no more than 100-200 dollars. Thus frequently “box” CRM-systems are the isolated programs.
Minuses of the given decisions, certainly, isolation from all information field of the company is their weak (instead of it is rare also full). The data in system is got manually, they cannot be unloaded from other programs and be used by other information systems. If such systems and probably to connect in a uniform complex, as a rule, business is limited to accounting programs, more often it “1C”. For this reason similar programs are not applicable at the average and large enterprises where information streams big enough and the uniform information environment for maintenance of ability to live of the company is required. Besides, frequently systems do not meet the requirements of the customer as by definition possess only standard functionality and have rather limited possibilities of adjustment. However at all minuses such decisions are the most accessible and used in a small-scale business where the question price is the defining factor.
Concrete example of such automation the small advertising agency can be. In them, as a rule, some managers communicate with clients, the accounts department is conducted in “1C” actually there is no warehouse account, goods purchases on sale. In the similar companies, most likely, there is no sense to introduce the big systems of automation as it will be not economically defensible. By the way, not only in the small companies at an it-system choice it is necessary to hold economic feasibility of introduction in a head. Any automation should have accurate business benefit, any investments including in the software, should have a point of return of investments. Thus it is necessary to understand accurately sense of article of these expenses – investments and anything else.
We will consider the integrated solution – the compromise between “a box” and a large-scale project.
The integrated CRM-decisions of middle class can be useful, first of all for the companies which have built at itself the customer oriented approach or go on this way. They build and develop the business in a cut of desires and requirements of the client. At statement of problems make a start not from the capacities, not from warehouse stocks, not from product possibilities, namely from requirements of the client. Thus such companies choose aggressive enough development of business. They, as “black holes” are ready to absorb extreme quantity of the information on clients and wish to derive from this accurate and clear benefit. These companies something an average between a small-scale business which has no resources and ambitions to develop and grow, and industrial giants whom the industrial chain, rather than is understandably more important than preference of the final client. Last statement is quite disputable, but realities of our today's economy yet do not give us an occasion to optimism. For example, how many abuse the Russian cars – them will let out such, as to favourably manufacturer, instead of such as we wish them to see.
The integrated solution allows the average companies to process the big streams of the information proceeding from clients, to analyze it and to use further for acceptance of correct strategic decisions. That is very important – similar software products can be built in the information environment of the companies, that is they are flexible enough at a sheaf, integration of program decisions. Besides systems can easily customize be (segmented, arranged under business processes of the companies.
The table – The ruler of CRM-products of different formats
|The format CRM-product=р||Cost||Cons ||Pluses ||The profile of the user|
|“Box” the decision ||100-200 dollars for a workplace ||Weak integration with other appendices, weak adjustability ||Low cost of possession; “ease” at introduction, training ||The small-scale business company. The quantity of managers no more than 5-10, small volumes of the information, is not present necessity “to connect” the program with other systems|
|The integrated solution ||600-1200 dollars for a workplace ||Weak representation in the Russian market ||Embeddedness in all it-structure of the company; powerful functionality; flexible fine tuning under business processes ||The company of average business. Quantity of managers 10-500, the big streams of the information on the clients, one of requirements – integrity of all IT structure|
|The module in ERP-system ||from 1000 dollars and above ||High cost and terms of introduction of the system which part is the CRM-module ||Absence of necessity of integration with other appendices; initially uniform information environment for all divisions of the company ||The large industrial companies and holdings. Quantity of managers – thousand. Automation of all processes, a transparency of work of all enterprise as a whole|
Cost of such decision can be hardly accessible to a small-scale business, but is not the big burden for the average companies. The main thing – to estimate similar projects of introduction not under the price, and on value. After all if to suggest any general director to enclose 30-40 thousand dollars in the program, he most likely not begins to listen to you. And what if to suggest it to save in a year of 20-30 thousand on optimisation of system of performance of orders, in addition to earn 50-100 thousand a year on more accurate positioning of production and optimisation of an advertising policy, and also not to lose 30-40 thousand on service owing to timely revealing of problem characteristics of a product, and also simplification of procedures of user support? Total on a bowl of scales at the director will totally lay down 100-170 thousand dollars in addition the revenue and in a counterbalance of 30-40 thousand on realisation of the similar project of automation. Agree, absolutely other choice, budget signing on IT is rather than simple. Results of our reflexions can be tabulated.
Automation level should grow together with company growth.
Having described all signs both systems, and the enterprises using them, there is a question: on what the choice of this or that way of automation depends and whether transition from one decision to another is possible. The answer to the first question is transparent enough: all depends on strategy of development of your enterprise and size of your business. If you create powerful structure – better at once to take care of a supply with information of all business processes. After all even if you realise the big investment project from zero, the very quickly organizational structure of the enterprise will overtake information and problems in reception of the actual information and management of the company will inevitably begin.
If you open the enterprise not for a gain of the global markets, do only the first steps in business – to you quite will approach “box” systems, their some variants extend in general free of charge. But business constantly grows, and there are situations when the companies, to management becomes “closely” in old system. Its functionality any more does not satisfy to requirements of management, and the mission of CRM-system starts to be beyond department of sales. In such cases transition to the integrated CRM-system also is recommended. At similar transition besides reflexion of history of contacts, to the contact information of the client, history of sales there can be accessible an information from the company web-resource, the full accounting information, electronic correspondence with clients, communication with warehouse resources, routeing of all references of the client, automation of service and many other functions.
Actually introduction of the integrated program decision speaks about an exit on new level of management of the company, business processes. Here we speak about the company, instead of is simple about department of sales. After all it is possible to make a good product, to train managers on sales in all technologies of dialogue with the client, to build in a sales department stages of works with the customer, to enclose the big means in training of the personnel and in IT technology but if thus the secretary switches the client not in that department – all administrative and financial investments can go awry. Worst of all that the company and does not learn about this lost client and at an estimation of efficiency of investments in CRM will lean against an unreliable information. Funny enough sounds, but it so – not qualified secretary, routing entering calls, can essentially lower efficiency of investments in CRM-ideology construction in the company.
The integrated CRM-decision is necessary for the company when management tries to build all structure of the company as customer oriented. When the client serve (serve, instead of simply answer its inquiries) from the moment of its first contact to you till the moment of shipment of the goods and signing of documents. But also thus it only a CRM-ideology stage. As the contract on support, service or repeated sale further follows. And here it is just important, that the information from CRM-system was used not only department of sales, and it and it is possible to achieve, having built in it all information environment of the enterprise.
All sense customer oriented consists that any client is not lost in this system. And even the one who has addressed to you for the goods and for any reason has refused, too has made for you profit. It “has bared” a company lack, having eliminated which, you do not miss next time the similar client. After all sale can be finished only from the point of view of the client. From the point of view of the seller it is infinite cyclic process.
Let's consider features of introduction of CRM-technologies in the Russian companies
If to try to draw the most typical scheme of expansion of a CRM-product it will be found out that as the real customer of system the head of marketing service, the sales manager of the enterprise or directly director acts, as a rule. Advertising precisely calculated on them beats on the weak spots and pushes to following conclusions:
1. CRM will allow the company to get rid of dependence on the manager, on which “it is tied up” a certain circle of clients. It will be possible to translate the manager on other site of works or in general to replace. Thereby, the problem of indispensability of shots, and, accordingly, acts in film at possible negotiations about compensatory payments it will be serious argument in favour of their fall.
2. The CRM-system becomes that tool with which help it will be possible to supervise activity of the manager, and also intensity and efficiency of its work.
3. CRM will give the chance to simplify and at the same time improve work with the client.
4. CRM will allow to expand client base.
For the head, making the decision on CRM-product introduction, the key factor is decrease in dependence on the manager.
Meanwhile, the manager should become the basic user of CRM-system, and he rather with watchfulness perceives that impose it any new tool or the scheme work.
Depending on experience of the implementer and the customer here there are different scenarios of succession of events. Further, possibly, it would be possible to characterise as struggle in a camp of the customer where as adversaries the head and the manager act, and the role of the implementer blurs from the ally-expert to the detached onlooker – the technical expert, and in a reality all burden of introduction CRM is shifted on the company-customer.
Quite often happens and so that the maximum of efforts at project realisation is spent for increase of loyalty of users: to managers speaks, it will be how much easier it to work with the clients, what convenient “The notebook” and “The scheduler of problems” will appear at their order, and that they already never will forget birthdays of children of the client, as, however, and is interested in what new goods their client.
However to overcome mistrust of managers very uneasy. And on it there are objective reasons:
1. Actually, the manager learn how correctly to work, and it usually hurts professional pride and leads to internal tearing away. As consequence, for adaptation of the manager to new methods of work many months can be demanded.
2. Many managers already use personal electronic notebooks and schedulers and perfectly understand threat “privatisations” the private client base.
3. The client base of the manager works enough for years and is for it “bread”. Clients pass after the manager from the company in the company, and loss of each customer is perceived very painfully.
4. Managers-users of CRM-system have new duties on entering of the information into a corporate database: fixation of calls, detailed elaboration of interests of the client etc. The prize from preservation in base of similar data seems to them, apparently, insignificant or at least disproportionate to spent time.
Having realised all these reasons of aversion of a CRM-platform (or that is more rare, having found out all details from skilled implementer CRM), the head can or give all up as a bad job, or operate in compliance with chosen tactics:
The power variant.
To managers intelligibly speaks that the CRM-base will be conducted at once and in full in independence of their opinion, and at first signs of sabotage punishment will be fast and ruthless. Differently, the head plays va-bank, staking all authority and energy.
Time places all in the places: having obeyed in the beginning, at control easing from outside managers bring managements in CRM ever less the information. Soon the system turns to archive of contacts the quantity of references to which begins to decline every day. Unlike the registration systems, not fixed facts of meetings, calls, etc. are not crucial for firm, therefore at “analysis of flights” will punish the manager not too strictly. Or at all will not be.
The step-by-step variant.
The head suggests to develop at first one of CRM-system modules (for example, client base with contacts) and to begin its operation, and then to pass to a following stage of the project. More often this first step on CRM-platform introduction becomes at once and the last. At least, about the others forget for years. The everyday routine prevents to be engaged to the head in realisation of the further stages of the project, and allies inducing to this action from outside the companies, contracted to integrate CRM-system into a corporate infrastructure, it can already not appear.
Last scenario of succession of events assumes set of the variants to one of which can become carrying out of complex training of training of employees or additional completion of used modules of CRM-system. For the political reasons the head meets half-way “to public opinion of managers” also gives to developers or implementers the task for expansion features of systems, perfection of business processes or the organisation of training for the personnel. By then, when the given problem is executed, the moment is already missed – the attention of the head is switched to other questions, and to come back to a problem of realisation CRM to it it would not be desirable at all.
If after the lapse of several months of any return from CRM it is not observed, that, alas, it is possible to ascertain a failure. Its reasons are cut out of sphere IT, and the head of the company already perfectly understands it. Remained in private in struggle against sabotage from outside managers, he cannot accuse of failure anybody, except itself(himself). The implementer has achieved the object: a box has sold, the budget has mastered, responsibility has shifted on the customer. In effect, the implementer also could not help the client as to understand subtleties of business of the customer is not its competence. If introduction is spent by the consulting company in this case we, as a rule, deal with the most cynical approach – work on “certificate closing” when the company-adviser formally approaches to introduction: at first signs the contract and carries out all its points then receives “The certificate about acceptance” – the adviser has performed work at all points – and sails away.
And nevertheless to cope with introduction it is possible if to solve one uneasy problem – to stimulate the personnel to CRM-system use. The motivation of the manager is usually fastened on the facts of sales (a turn, quantity of transactions). To make changes to this settled system, it is necessary to think over and analyse very well all enough big data file. Really, to pay for volume of the data brought in system – it is silly and unfair, as it provokes the employee to unproductive activity. To punish it for absence of the data in CRM – too it is wrong.
Thus, the problem of introduction of a control system with clients is reduced by relations to a problem of motivation of managers to operation of corporate CRM-system and to increase of productivity of their work. Only having solved this problem, that is, having built the effective mechanism of encouragement of the basic personnel, business can count on a serious separation from competitors.
Let's consider, whether the CRM-technology
everywhere is applicable.
Often ask a question: what for the successful design organisation CRM-system? The answer is extremely simple and organic. In the competitive market there can not be a successful design company without CRM-system. It is necessary to underline, what exactly in the competitive market, after all there goes struggle for the customer, for its requirements, for its desires. Today a competition yet at that level as in the western markets, but improvement performance of design works every day is felt. One design organisation is not pleasant – another gets out. As a result that which will know more precisely requirements of the customer and in time, with expected quality also will win, in the necessary price segment them will carry out. And make it that organisation performing design works which collects the similar information from the customer can only, uses it properly, analyzes and improves the business by means of it.
1. A control system of interaction with clients [http://ru.wikipedia.org/wiki/CRM]
2. Key steps for successful introduction CRM
3. Palevich A. Why local CRM-systems are not suited to large companies [http://www.norbit.ru/press/localcrm.php]
4. Introduction CRM in the Russian companies. A rake on which it would be desirable to come again and again [http://www.bikeylab.ru/library/2021.html]
The author: Челябэнергопроект
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