Why is CRM Important To Business Success
A lot of times in our work — when we start talking to a company about CRM implementation — the first question they are asked is
Which CRM system do you recommend?
However, it would be extremely irresponsible to touch on the name of a CRM system on this issue.
The choice of the applicable system must be based on many surveys, consultations, and planning.
A CRM implementation has a process of logically superimposed elements, the steps of which must be followed to achieve the right result.
Why can’t this process be accelerated?
Since this is a complex system, if the initial pitfalls can not be overcome, it may be the result that expensive and laborious eventually be used in a cumbersome system and everyone hates.
Yet, following a proven methodology, with the help of an experienced consulting firm, the business can be enriched with an effective tool that everyone is happy to use (except for a few old-fashioned salespeople who, like tufted fish, reject any change for millions of years).
The key to success lies in the fact that the following, interdependent information must be in our possession at all times, both during planning, implementation, and thereafter:
Our exact goal with this project
· Current processes will be affected by the introduction; exactly how do these processes currently work
· After implementation, the processes involved look like to achieve the goal optimally
· You choose should the solution that have tools and capabilities
· Serve the best specifications of the selected system — data structure, internal and external connections, reports, views, permissions
· Use implemented system to bring the expected results
The first question: Why do you want CRM?
For any large-scale business project, we must first determine what is the strategic goal we want to achieve with the project, what business problem do we expect to be cured of it?
Namely, because it simplifies all subsequent decisions and “keeps you on track” if we keep that in mind. After all, when building the system in each subset ultimately this — it accepted the consensus within the organization — aim to serve.
These goals can be varied, here are some examples:
It can increase the number of repurchases by 20%.
Revenue from additional services purchased for the products will double in two years.
Replace with the system the existing separate email marketing software, customer list excels, and the appointment booking module available on the website, freeing up the 200 man-hours of resources spent annually to synchronize them.
As you can see, each of the above goals includes specific, quantified objectives, which is a very important criterion.
At first, it may also seem like a definite and clear goal to “Have all your customer, order, and marketing data in one place.”
The problem, however, is that it can be done very expensive — it could easily be, in the end, so much money and time that Sudan will finish at the top of the medal table at the Winter Olympics before the project pays off.
But if instead the direction is set to achieve a 10% increase in turnover by automating marketing while saving X man-hours of resources, then it is possible to know the maximum amount that can be spent economically on implementing and maintaining a project.