Gestione dei rapporti con i clienti

Originanddevelopment

Theemphasisoncustomerrelationshipmanagementapplicationscomesfromthecompany’slong-termcustomermanagementconcept,whichbelievesthatcustomersarethemostimportantassetofthecompanyandthecompany’sinformationsupportsystemmustDevelopundertherequirementsofgivingcustomersinformationautonomy.

Successfulcustomerautonomywillgeneratecompetitiveadvantageandincreasecustomerloyaltyandultimatelyincreasethecompany’sprofitmargins.Whilefocusingonthekeyelementsof4p,themethodofcustomerrelationshipmanagementreflectsthecombinationofvariouscross-functionalfunctionsinthemarketingsystem.Thefocusisonwinningcustomers.Inthisway,themarketingfocusisfurthershiftedfromcustomerneedstocustomerretentionandensuresthatthecompanywilldirectlyfocustheappropriatetime,funds,andmanagementresourcesonthesetwokeytasks.

In1999,GartnerGroupIncproposedtheconceptofCRM(CustomerRelationshipManagement).IntheERPconceptproposedbyGartnerGroupIncearlier,itemphasizedtheoverallmanagementofthesupplychain.Asapartofthesupplychain,whydoesthecustomerproposeaCRMconceptforit?

OneofthereasonsisthatintheactualapplicationofERP,peoplehavefoundthatduetothelimitationsoftheERPsystemitself,andduetothelimitationsoftheITtechnologydevelopmentstage,theERPsystemhasnotachievedagoodInthedownstream(client)managementofthesupplychain,ERPdoesnotprovideagoodsolutionforthediversityofcustomersinthe3Cfactor.Ontheotherhand,bytheendofthe1990s,theapplicationoftheInternetbecamemoreandmorepopular,andCTIandcustomerinformationprocessingtechnologies(suchasdatawarehouse,businessintelligence,knowledgediscovery,etc.)havedevelopedbyleapsandbounds.Combiningtheneedsoftheneweconomyandthedevelopmentofnewtechnologies,GartnerGroupIncproposedtheconceptofCRM.Sincethelate1990s,theCRMmarkethasbeeninastateofexplosivegrowth.

Definition

CustomerRelationshipManagementisreferredtoasCRM(CustomerRelationshipManagement).

TheconceptofCRMhasbeenintroducedintoChinaforseveralyears.Itliterallymeanscustomerrelationshipmanagement,butitsdeepconnotationhasmanyexplanations.ThefollowingisanexcerptfromthedifferentdefinitionsofCRMbyseveralforeignexpertswhostudyCRM.Throughthesedefinitions,wehaveapreliminaryunderstandingofCRM.Fromtheliteralmeaning,itreferstotheenterpriseusingCRMtomanagetherelationshipwithcustomers.CRMisabusinessstrategyforselectingandmanagingvaluablecustomersandtheirrelationships.CRMrequiresacustomer-centricbusinessphilosophyandcorporateculturetosupporteffectivemarketing,salesandserviceprocesses.Ifthecompanyhastherightleadership,strategyandcorporateculture,CRMapplicationswillachieveeffectivecustomerrelationshipmanagementforthecompany.

CRMisamethodandprocessforacquiring,maintainingandincreasingprofitablecustomers.CRMisnotonlyabrand-new,internationallyleading,customer-centricbusinessmanagementtheory,businessphilosophyandbusinessoperationmodel,butalsoaspecificsoftwarethatusesinformationtechnologyasameanstoeffectivelyimprovebusinessrevenue,customersatisfaction,andemployeeproductivityAndimplementationmethods.

ThegoalofCRMimplementationistoreducecorporatecostsbycomprehensivelyimprovingthemanagementofcorporatebusinessprocesses,andtoattractandmaintainmorecustomersbyprovidingfasterandmorethoughtfulqualityservices.Asanewtypeofmanagementmechanism,CRMhasgreatlyimprovedtherelationshipbetweenenterprisesandcustomers,andisimplementedinenterprisemarketing,sales,serviceandtechnicalsupportandothercustomer-relatedfields.

Withthedeploymentof4Gmobilenetworks,CRMhasenteredthemobileera.ThemobileCRMsystemisamobilecustomerrelationshipmanagementproductthatintegrates3Gmobiletechnology,smartmobileterminals,VPN,identityauthentication,geographicinformationsystem(GIS),Webservice,businessintelligenceandothertechnologies.MobileCRMmigratesthecustomerresourcemanagement,salesmanagement,customerservicemanagement,dailyaffairsmanagementandotherfunctionsoftheoriginalCRMsystemtothemobilephone.Itcanbeoperatedonthecompany'slocalareanetworklikeageneralCRMproduct,oritcanbeoperatedonamobilephonewhenemployeesareout.MobileCRMmainlyrealizesthemobileversionmanagementsoftwareprovidedbyfrequentbusinesstripssoastograspthecompany'sinternalinformationanytimeandanywhere.Customersonlyneedtodownloadthemobileversionsoftware,installitonthemobilephoneanduseitdirectly.Atthesametime,usethecomputertoapplyfortheaccount.Youcandirectlyusethesystemwithyourorganizationnameandaccountname,sothatcustomerscannotonlycheckinformationatanytime,butalsogiveworkinstructionstothecompany’sinternalstaffthroughtheirmobilephones,andtheycanalsouseallthefunctionsprovidedbytheplatform.

Untiltoday,theglobalizationofcloudcomputinghasmadetraditionalCRMsoftwareanoutstandingrepresentativethathasgraduallybeensurpassedbyWebCRM(alsoknownas"onlineCRM","hostedCRM"and"on-demandCRM").MoreandmorecustomerstendtousetheWebtomanagebusinessapplicationssuchasCRM.

Asasolution(Solution)customerrelationshipmanagement(CRM),itintegratesthelatestinformationtechnology,includingInternetande-commerce,multimediatechnology,datawarehouseanddatamining,expertsystemsandmanualIntelligence,callcenter,etc.Asanapplicationsoftware,customerrelationshipmanagement(CRM)embodiesthemanagementconceptofmarketing.Marketing,salesmanagement,customercare,serviceandsupportformthecornerstonesofCRMsoftware.

Tosumup,CustomerRelationshipManagement(CRM)Therearethreemeanings:

(1)Reflectedastheguidingideologyandconceptofnewenterprisemanagement

(2)Itisaninnovativeenterprisemanagementmodelandoperatingmechanism

(3)Itisinformationtechnology,softwareandhardwareinenterprisemanagementThesumofsystemintegrationmanagementmethodsandapplicationsolutions.

WhatisCRM

TheGartnerGroup,whichfirstproposedthisconcept,believesthattheso-calledcustomerrelationshipmanagementistoprovideenterpriseswithacomprehensivemanagementperspective;Bettercustomercommunicationcapabilitiestomaximizecustomerprofitability.

1.CRMisabusinessstrategythatmaximizeslong-termvaluethroughcustomerselectionandmanagement.CRMrequiresacustomer-centricbusinessphilosophyandculturetosupporteffectivemarketing,marketing,andserviceprocesses.Aslongastheenterprisehastherightleadership,strategyandculture,theapplicationofCRMcanpromoteeffectivecustomerrelationshipmanagement.

Second,CRMisaboutdevelopingandpromotingbusinessstrategiesandsupportingtechnologytofillthegapsintheacquisition,growthandretentionofcustomers.Whatcanitdoforenterprises?CRMimprovesreturnonassets.Here,assetsrefertothecustomerandpotentialcustomerbase.

3.CRMisatermusedintheinformationindustry.Itreferstomethods,softwareandevenInternetfacilitiesthathelpcompaniesmanagecustomerrelationshipsinanorganizedmanner.Forexample,thecompanybuildsacustomerdatabasetofullydescribetherelationship.Therefore,management,salespersons,serviceprovidersandevencustomerscanobtaininformation,provideproductsandservicesthatmeetcustomerneeds,remindcustomersofservicerequirementsandlearnthatcustomershavepurchasedotherproducts.

Four,CRMisanInternet-basedapplicationsystem.Itintegratesuserinformationresourcesthroughthereorganizationofenterprisebusinessprocesses,managescustomerrelationshipsinamoreeffectiveway,andrealizesthesharingofinformationandresourceswithintheenterprise,therebyreducingenterpriseoperatingcostsandprovidingcustomerswithmoreeconomical,faster,andthoughtfulProductsandservices,maintainandattractmorecustomers,inordertoachievetheultimategoalofmaximizingcorporateprofits.

Fifth,CRMistheabbreviationofCustomerRelationshipManagement(CustomerRelationshipManagement),itisacomprehensiveITtechnology,butalsoanewmodeofoperation,itisderivedfromthe"customer-centric"newtypeBusinessmodelisanewmanagementmechanismaimedatimprovingtherelationshipbetweenenterprisesandcustomers.Itisabusinessstrategyforenterprisestowincustomers,keepcustomers,andsatisfycustomers.Enhancecustomerrelationshipthroughtechnicalmeans,andthencreatevalue,andultimatelyincreasetheupperlimitandbottomlineofprofitgrowth,whichisthefocusofcustomerrelationshipmanagement.Ofcourse,whethertheCRMsystemcanreallyexertitsapplicationeffectsalsodependsonwhetherthecompanytrulyunderstandsthe"customer-centric"CRMconcept,whetherthisconceptisimplementedinthecompany'sbusinessprocess,whetheritreallyimprovesusersatisfaction,etc.Wait.

Six.CustomerRelationshipManagement(CRM):Itistheestablishmentofacustomer-centricdevelopmentstrategyforenterprisestoimprovetheircorecompetitiveness,achievethegoalofwinningcompetitionandrapidgrowth,anddeveloponthisbasis,includingjudgments,Select,win,developandmaintainallthebusinessprocessesrequiredbycustomers;itisthatthecompanyfocusesoncustomerrelationships,throughsystematiccustomerresearch,throughoptimizingcorporateorganizationalsystemsandbusinessprocesses,improvingcustomersatisfactionandloyalty,andimprovingTheworkpracticeofenterpriseefficiencyandprofitlevel;itisalsotheadvancedinformationtechnology,softwareandhardwareandoptimizedmanagementmethodscreatedandusedbytheenterpriseintheprocessofcontinuouslyimprovingtheentirebusinessprocessoftherelationshipwithcustomers,andfinallyachievingthegoalofelectronicandautomatedoperation.,Thesumofthesolutions.

Seven,CRMistheabbreviationofCustomerRelationshipManagement,thatis,customerrelationshipmanagement.ThemainmeaningofCRMistoimprovecustomersatisfactionthroughin-depthanalysisofcustomerdetails,therebyimprovingthecompetitivenessofenterprises.Customerrelationshipreferstothecollectionofinformationthatoccursanddevelopsaroundthecustomer'slifecycle.Thecoreofcustomerrelationshipmanagementiscustomervaluemanagement.Throughtheprincipleof"one-to-one"marketing,itmeetstheindividualneedsofcustomersofdifferentvalues,improvescustomerloyaltyandretention,andrealizescontinuouscontributiontocustomervalue,therebycomprehensivelyimprovingcorporateprofitability.

Itisnotjustasoftware,itisacombinationofmethodology,softwareandITcapabilities,andabusinessstrategy.

InChina,whenanenterprisestartstopayattentiontocustomerrelationshipmanagement,itisoftenaccompaniedbytheadjustmentofbusinessprocesses.Byintroducingadvancedmarketingmanagementconcepts,referenceprocesssystemsandautomationtools,thecompanycanachieveStrategicobjectives.

CustomerrelationshipmanagementtoolsaregenerallyreferredtoasCRMsoftwareforshort.Therearecertainrisksinimplementation.Morethanhalfofenterprisesputthesoftwareontheshelfafterthesystemhasbeenimplementedforaperiodoftime.

Fromthepointofviewofsoftwarefocus,CRMsoftwareisdividedintotwocategories:operationtypeandanalysistype.Ofcourse,therearealsobothtypes.Theoperationtypepaysmoreattentiontobusinessprocessesandinformationrecords,andprovidesconvenientoperationandhumanizedinterface;whiletheanalysistypeisoftenbasedonalargeamountofdailydataoftheenterprise,andanalyzesthedatatofindoutthecharacteristicsofcustomers,products,andservices,soastomodifytheenterpriseProductstrategyandmarketstrategy.

Fromtheperspectiveofsoftwaretechnology,CRMsoftwareisdividedintotwotypes:pre-builtandhosted.HowtosolvedatasecurityconcernsisthebiggestproblemfacedbyhostedCRM.HowtoconvinceamatureenterprisePlacingcoredataoutsidethecontroloftheenterpriseisthefocusofhowfaramanagedCRMcango.

CRMclassification

Accordingtodifferenttypesofcustomers,CRMcanbedividedintoB2BCRMandB2CCRM.ThecustomersmanagedinB2BCRMarecorporatecustomers,whilethecustomersmanagedbyB2CCRMarepersonalaccount.TheB2BCRMrequiredbyenterprisesthatprovideenterpriseproductsalesandservicesisthecontentofmostoftheCRMsonthemarket.AndcompaniesthatprovidepersonalandfamilyconsumptionneedB2CCRM.

AccordingtothefocusofCRMmanagement,itisdividedintooperationalandanalyticalCRM.MostCRMsareoperationalCRMsthatsupporteveryaspectofCRM'sdailyoperationprocess,whileanalyticalCRMsfocusondataanalysis.

Munus

1.Improvemarketingeffects

2.Providedecisionsupportforproductionresearchanddevelopment

3.TheimportanceofprovidingtechnicalsupportMeans

4.Providedecision-makingsupportforfinancialstrategies

5.Provideabasisfortimelyadjustmentofinternalmanagement

6.Makethecompany'sresourcesrationaluse

7.Optimizeenterprisebusinessprocess

8.Improveenterprise'srapidresponseandadaptability

9.Improveenterpriseservicesandincreasecustomersatisfaction

10.Improvethesalesrevenueofthecompany

11.Promotethechangeofcorporateculture

12.IntegratewithIM,canquicklycommunicatewithcustomers

Systemfunction

Thefunctionsofcustomerrelationshipmanagementcanbesummarizedintothreeaspects:customerrelationshipmanagementinmarketing,customerrelationshipmanagementinthesalesprocess,customerrelationshipmanagementinthecustomerserviceprocess,hereinafterreferredtoasmarketMarketing,sales,customerservice.

Marketing

Inthemarketingprocess,thecustomerrelationshipmanagementsystemcaneffectivelyhelpmarketersanalyzetheexistingtargetcustomergroups,suchaswhichindustryandwhichoccupationthemaincustomergroupsareconcentratedin.,Whichagelevel,whichregion,etc.,soastohelpmarketpersonnelcarryoutaccuratemarketplacement.Customerrelationshipmanagementalsoeffectivelyanalyzestheinput-outputratioofeachmarketactivity,andcalculatesbasedonthepaymentrecordsassociatedwiththemarketactivityandthereimbursementreceiptsforthemarketactivity,andthenstatisticsontheeffectofallmarketactivitiescanbereported.

Sales

Salesisthemaincomponentofthecustomerrelationshipmanagementsystem,includingpotentialcustomers,customers,contacts,businessopportunities,orders,paymentreceipts,reportstatistics,etc.Module.Salespersonseffectivelyshortentheirworkingtimebyrecordingcommunicationcontent,establishingschedules,queryingappointmentreminders,andquicklybrowsingcustomerdata.Functionssuchaslarge-amountbusinessreminders,salesfunnelanalysis,performanceindexstatistics,businessstagedivisionandotherfunctionscaneffectivelyhelpmanagersImprovetheentirecompany'sorderrateandshortenthesalescycle,soastoachievethemostprofitablebusinessgrowth.

Mos muneris

Mos munerisismainlyusedtoquicklyandtimelyobtaintheinformationofproblemcustomersandcustomerhistoryproblemrecords,etc.,sothatitcansolveproblemsforcustomersinatargetedandefficientmanner.Improvecustomersatisfactionandenhancecorporateimage.Themainfunctionsincludecustomerfeedback,solutions,satisfactionsurveysandotherfunctions.Applicationoftheautomaticupgradefunctionincustomerfeedbackallowsmanagerstogetunresolvedcustomerrequestsinthefirsttime.Thesolutionfunctionenablesallemployeesoftheentirecompanytoimmediatelysubmitthemostsatisfactoryanswerstocustomers,andthesatisfactionsurveyfunctioncanLetthetopmanagersknowthetruelevelofthecompany'scustomerserviceatanytime.Somecustomerrelationshipmanagementsoftwarealsointegratesthecallcentersystem,whichcanshortentheresponsetimeofcustomerservicepersonnelandalsoplayaverygoodroleinimprovingthelevelofcustomerservice.

Manycustomerrelationshipmanagementsoftwareonthemarketwillhavemanyotherfunctions,suchasofficemanagement,administrativemanagement,invoicing,etc.,butthesesystemsareonlycreatedfortheconvenienceofusers.Thecustomerrelationshipmanagementdoesnothaveanyrelationship.

ApplicationScope

Salesperson

DataEntry

1.Customerinformationentryandmaintenance:Salespersoninthedailybusinessdevelopmentprocess,Enterbusinesscardsorcustomerandrelatedcontactinformationcollectedfromotherchannelsintothesysteminatimelymanner.Ifthecustomer’saddress,phonenumberorcontactinformationchanges,thecustomerinformationinthesystemwillalsobeupdatedintime;

2.Entryofcontactrecords:salespersonsusuallycontactcustomers,regardlessoftelephone,email,instantmessaging,door-to-doorvisitsandothercontactmethods,shouldenterthecontentofcontactwithcustomersintothesysteminatimelymanner;

3.Quotationentry:Thesalesmanusuallygivescustomersaquotation,andcanenterthequotationinformationintothesystem.Thesystemcanprintthequotationaccordingtothepresetprintingtemplate(userscandesignandcustomizebythemselves)orconvertittoanExcelform.Greatlysavethetimeofhand-made,andfacilitatethequeryofhistoricalquotations.

Dailyuse

1.Reminderofcustomercontact:customerswhoshouldcontacttodayortomorrow;customerswhohavenotcontactedintimeoverdue;customerswhohavenotplacedordersintimeorhavenobusinesscontactsforalongtime;

2.Customerdataqueryandanalysisstatistics:fuzzyquerybycustomernamekeywordstopreventcollisions;

3.Dailycustomercontactandvisitstatusqueryandanalysis;

4.Performanceinquiryandstatistics;

5.Reminerofaccountsreceivable;

6.Inquisitionis salarii, commissionis et expensi.

Salesassistant

Dataentry:

1.Entryofcontractorders:Afterthecustomerfaxestheorder,orsignsthesalescontractwiththecustomer,theorderinformationistimelyTheentrysystemincludesdatasuchasthemodel,quantity,unitprice,andamountoftheorderedproduct;iftherearenomorethan5productsperorder,theentrytimewillgenerallynotexceed1minute;ifitiscalculatedbasedon30-50ordersperday,theentrytimeishalfHour-1hour;

2.Entryofshippingorder:Entertheshippingorder,includingtheshippingdate,shippingwarehouse,shippingproductdetails,etc.;iftheorderhasbeenenteredbefore,youcandirectlyExporttherelevantinformationfororderswithoutre-entering.Thesystemcanprintouttheshipmentorderaccordingtothepresetprintingtemplate(userscandesignandcustomizebythemselves).Ifyouwanttoprintamulti-partshipmentorder,theenterpriseshouldbeequippedwithaneedleprintertousemoreUnionspecialprintingpaper.

Dailyuse:

1.Orderqueryanddeliveryreminder;

2.Statisticssalesdepartmentperformance;

3.PrintShipment.

FinancialSupervisor

Dataentry:

1.Afterreceivingthepayment,performthepaymentprocessinginthesystemtooffsetthereceivable;

2.Afterpayment,makepaymentprocessinginthesystemtooffsetthepayables;

3. Intervarias expensas et impensas societatum operationum, ut vectigal, aqua et electricitas, officium expensum, usus stipendia, commissiones boni, variae pecuniarum pecuniarum expensorum, etc.

Dailyusage:

1.Reminderofaccounts receptibiles: quae in die et septimana rationum acceptabiles sunt, intra XXX dies, XXX-LX dies plus debentur, LX-XC dies, LXXX-LXXX dies, CLXXX dies vel plusquam duereceivables;

2.Statisticalanalysisofreceivables:whichcustomershavealargerproportionofreceivables,andwhichcustomershaveaccumulatedoverduepaymentsExceedinglimitandlongaging;

3.Inquiryandstatisticsofreceipts/payments:thereceipt/outgoingdetailsofreceipts/paymentsinanyperiod,accordingtothemethodofreceipt/payment,bysalesperson,byyear,Performclassifiedstatisticsmonthlyanddisplayvariousstatisticalchartstoreflecttheinflowandoutflowofenterprisefunds;

4.Expensequeryandstatistics:checkvariousexpensesanddetailedexpendituresoftheenterprise,andcanbeclassifiedbyexpense,Expenseitems,statisticsbyyear/month,bysalesperson,anddisplaystatisticalcharts.

Emptor

Dataentry:

1.Entryofpurchaseorder:enterthenameofthesupplier,thedetailsofthepurchasedproduct,etc.,whichcanbeprintedaccordingtothepresetTemplate(userscandesignandcustomizebythemselves)print/faxthepurchaseorder,orexporttheExcelsheettosendanemail.

2.Entryofthepurchasereceipt:Afterthesupplier’sshipmentisreceivedandstoredinthewarehouse,thereceiptinformationisentered.Ifapurchaseorderhasbeenenteredbefore,therelevantdatacanbedirectlyexportedfromthepurchaseorderwithoutrenewingEntry.

ManagementPhilosophy

CRM(CustomerRelationshipManagement)hasenteredChinawiththetideoftheInternetande-commerce.Oraclestartedmarketingeducationandpopularizationofcustomerrelationshipmanagement(CRM)inChinatwoyearsago.

ThecountrythatfirstdevelopedcustomerrelationshipmanagementwastheUnitedStates.Intheearly1980s,therewasaso-called"ContactManagement"(ContactManagement)thatcollectedalltheinformationaboutcustomersandthecompany.By1990,itevolvedintocustomercare,whichincludedanalysisofsupportdatafromthetelephoneservicecenter.

Fromtheperspectiveofmanagementscience,customerrelationshipmanagementisderivedfrom(CRM)marketingtheory;fromtheperspectiveofsolutions,customerrelationshipmanagement(CRM)istopassthescientificmanagementconceptofmarketingThemeansofinformationtechnologyareintegratedinthesoftware,anditcanbepopularizedandappliedonalargescalearoundtheworld.

Marketinghasahistoryofnearlyahundredyearsasanindependenteconomicdiscipline.Inrecentdecades,marketingtheoriesandmethodshavegreatlypromotedthedevelopmentofindustryandcommerceinWesterncountries,andprofoundlyaffectedthebusinessconceptsofenterprisesandpeople'slifestyles.Therapiddevelopmentofinformationtechnologyhasopenedupabroadspaceforthepopularizationandapplicationofmarketingmanagementconcepts.Wehaveseenthatinformationtechnologyisrapidlyexpandingitsfunctions,anditiscarryingoutthinkingandreasoninginawaydescribedinprevioussciencefictionnovels.Insomerespects,theintelligenceofinformationtechnologyisreplacinghumanintelligence.

CustomersareanimportantassetofanenterpriseinCRM.

Intraditionalmanagementconceptsandthecurrentfinancialsystem,onlyplant,equipment,cash,stocks,bonds,etc.areassets.Withthedevelopmentofscienceandtechnology,technologyandtalentsarebeginningtoberegardedastheassetsofenterprises.Attachgreatimportancetotechnologyandtalents.However,thisconceptofdividingassetsisaclosed-loopratherthanopen-endedconcept.Whetheritisthetraditionaltheoryoffixedassetsandcurrentassets,orthenewlyemergedtheoryoftalentsandtechnologicalassets,theyarepartofthecondition,notthecompletecondition,forcompaniestorealizetheirvalue.Themissingpartisthefinalstageoftheproduct'srealizationofitsvalue.Atthesametime,itisalsothemostimportantstage.Thedominantplayerinthisstageisthecustomer.

Astheproduct-centricbusinessmodelisshiftingtoacustomer-centricbusinessmodel,manycompanieshavebeguntoregardcustomersastheirimportantassets,andcontinuetoadoptavarietyofwaystodealwiththem.Caringforcustomerstoimprovecustomersatisfactionandloyaltytothecompany.Wehaveseenthatmoreandmorecompaniesintheworldareproposingsuchconcepts,suchas:"thinkwhatcustomersthink","customersareGod","customers'interestsareparamount","customersarealwaysright"andsoon.

CustomercareisthecenterofCRM

Inthebeginning,companiesprovidedafter-salesservicetocustomersasakindofsupportfortheirspecificproducts.Thereasonisthatthispartoftheproductrequiresregularrepairandmaintenance.Forexample,householdappliances,computerproducts,automobiles,etc.Thisafter-salesserviceisbasicallyregardedbycustomersasanintegralpartoftheproductitself.Ifthereisnoafter-salesservice,customerswillneverbuythecompany'sproducts.Themarketsalesofcompaniesthatdowellinafter-salesserviceareonanupwardtrend.Conversely,thosecompaniesthatdonotpayattentiontoafter-salesserviceareatadisadvantageintheirmarketsales.

Customercarerunsthroughallaspectsofmarketing.Customercareincludesthefollowingaspects:customerservice(includingprovidingcustomerswithproductinformationandservicesuggestions,etc.),productquality(shouldcomplywithrelevantstandards,suitableforcustomeruse,andensuresafetyandreliability),servicequality(referringtocustomersintheprocessofcontactwithenterprisesExperience),after-salesservice(includingafter-salesinquiriesandcomplaints,aswellasmaintenanceandrepair).

Inallmarketingvariables,customercareshouldbefocusedondifferentstagesofthetransactiontocreateafriendly,motivating,andefficientatmosphere.Thefouractualmarketingvariablesthathavethegreatestsignificanceforcustomercareare:productsandservices(whicharethecoreofcustomercare),communicationmethods,salesincentives,andpublicrelations.ThecustomercaremoduleofCRMsoftwarefullyincorporatesrelevantmarketingvariables,sothattheveryabstractproblemofcustomercarecanbemeasuredthroughaseriesofrelatedindicators,whichisconvenientforcompaniestoadjusttheircustomercarestrategiesinatimelymanner,sothatcustomerscanhavemoreimpactonthecompany.Highloyalty.

Thepurposeofcustomercareistoenhancecustomersatisfactionandloyalty

Someveryauthoritativeresearchinstitutionsintheworldhavecometosuchconclusionsafterin-depthinvestigationandresearch."Improvecustomersatisfactionbyfivepercentagepoints,andtheresultisadoublingofcorporateprofits";"Averysatisfiedcustomerhassixtimeshigherwillingnesstobuythanasatisfiedcustomer";"2/3ofcustomersleavethesupplierIt’sbecausethesuppliersdon’tcareenoughaboutthem";"93%ofcorporateCEOsbelievethatcustomerrelationshipmanagementisthemostimportantfactorforthesuccessandcompetitivenessofacompany";

Asacompany’sproductshavealifecycleSimilarly,customersalsohavealifecycle.Thelongerthecustomerretentionperiod,thehighertherelativereturnoninvestmentoftheenterprise,andthegreatertheprofititwillbringtotheenterprise.Thisshowsthatretainingcustomersisvery,veryimportant.Whatkindofcustomerstoretainandhowtoretaincustomersareimportantissuesraisedforenterprises.

Thecompanyhasthousandsofcustomers.Howmuchdoesthecompanyknowaboutsomanycustomers?Itisimpossibletodistinguishbetweencustomerswithoutknowingthecustomers.Whatmeasuresshouldbetakentosegmentcustomers,whatformofmarketingactivitiesshouldbeadoptedforsegmentedcustomers,andwhatdegreeofcareshouldbetakentocontinuouslycultivatecustomersatisfaction.Thisiswhatenterprisestraditionalcustomerrelationshipmanagementfaceschallenge.

Funtionalrole

TheemergenceofCRMistheresultofmarketandtechnologicaldevelopment.Itisanewmanagementmechanismaimedatimprovingtherelationshipbetweenenterprisesandcustomers,Itisimplementedinenterprisemarketing,sales,serviceandtechnicalsupportandothercustomer-relatedfields.OnlineCRMisanonlinemarketingmanagement,salesmanagement,andcompletecustomerlifecyclemanagementtooltailoredforsmallandmedium-sizedenterprisesbasedontheInternetmodel.SowhatarethespecificfunctionsofCRM?

Prescribetherightremedytosolvethethree“stubbornproblems”incustomerrelationshipmanagement:

Symptom1:forgetoldcustomers,blindlyfindnewcustomers

Constantlychanging,customersarealsochanging.Acustomerthatamarketerhasalreadycontactedmaybetreatedasanewcustomerbyothermarketers,andrepeatingtheabovesalescyclenotonlywastesthecompany'sfinancialandmaterialresources,butalsoisnotconducivetothemaintenanceofcustomerrelationships.

Dispensing:ThroughtheCRMsystem,salesmanagerscannotonlyperformmarketforecastanalysisbasedonreal-timedata,specifyfeasibilityplansandgoals,butalsohelpthemtrackcustomersmoretargeted,andthecompanycanimplementthesalesstaffDynamicperformanceappraisalandappraisal,toformapositiveincentiveeffectbetweendifferentbranchesandsalesstaff,andenhancethecompany'sperformance.

Symptom2:Customerinformationisscattered,andcorporatecompetitionisweak

Intraditionalcustomermanagement,themanagementofcustomerinformationisverymessy.Duetothetraditionalmethodsusedtomanagecustomerinformation,therearealsomanyproblemswithcustomerinformationmanagement,suchasinsufficientcustomerinformation,insufficientqueryinformation,andlackoftoolsforcustomeranalysis.Thisdispersiveandfragmentedcustomerinformationhascausedgreattroublestothebusinessactivitiesofenterprises.

Dispensing:ThroughtheCRMsystem,corporateresourcescanbeclassifiedscientificallyandcomprehensively,includingspecificcategoriessuchascustomers,competitors,andpartners,sothatinformationrecordsaremorecomprehensive.Realizethecomputerization,standardizationandautomationofthecompany'sinternalresourcemanagement,reducetheworkloadofmanagers,improveworkefficiency,andalsohelpcorporateleaders'monitoringanddecision-making.

Symptom3:Softwareflexibilityispoor,anddevelopmentandupgradearedifficult

Justasacompany’sproducthasalifecycle,customersalsohavealifecycle.Thelongerthecustomerretentionperiod,thehighertherelativereturnoninvestmentoftheenterprise,andthegreatertheprofititwillbringtotheenterprise.However,traditionalmanagementsoftwareisnotflexibleenoughtomeettheactualneedsoftheenterprise,suchashugeworkload,highcost,insecuretime,maintenanceandsystemupgradedifficulties,etc.,allofwhichhindertheoptimalmanagementofcustomerresourcesandmaximizecustomervalue,andarenotconducivetocustomersThelong-termcyclemaintainsthesustainableplanningoftheenterprise.

Dispensing:DuetothelocalizationcharacteristicsofChinesecompanies,evencompaniesinthesameindustryhavecompletelydifferentmanagementprocesses.Therefore,China'smulti-leasingbusinessmodelmusthavepowerfulpersonalizedself-customizationcapabilities.

Indicatores

Customerprofileanalysis(Profiling)includescustomerlevel, periculum, oblectamenta, habitus, etc.;

CustomerloyaltyAnalysis (Persistentia) referttocustomer'screditworthiness,persistentia,commutationes, etc.

Customerprofitanalysis(Profitability)referstothemarginalprofitandtotalprofitofproductsconsumedbydifferentcustomers

Customerperformanceanalysis(Performance)referstothesalesofproductsconsumedbydifferentcustomersaccordingtocategories,channels,saleslocationsandotherindicators;

Customerfutureanalysis(Prospecting)Includingthefuturedevelopmenttrendofthenumberandcategoryofcustomers,themeanstowincustomers,etc.;

Customerproductalysis (Product)includesproductdesign, relevance,supplechain,etc.;

Customerpromotionanalysis(Promotio)includesthemanagementofadvertising,publicityandotherpromotionalactivities.

Managementskills

Customerrelationshipmanagementfocusesoncommunicationwithcustomers.Thebusinessofthecompanyiscustomer-centricratherthantraditionalproductsorFocusonthemarket.Tofacilitatecommunicationwithcustomers,customerrelationshipmanagementcanprovidecustomerswithmultiplecommunicationchannels.Customersincludebotholdandnewcustomers,sothefirsttaskofgoodcustomerrelationshipmanagementistonotonlyretainoldcustomers,butalsovigorouslyattractnewcustomers.

Themainmethodsofretainingoldcustomersinclude:

First,providecustomerswithhigh-qualityservices.Thelevelofqualityisrelatedtocorporateprofits,costs,andsales.Everycompanyisactivelyseekingwhatkindofhigh-qualityservicescanbeusedtoretainhigh-qualitycorporatecustomers.Therefore,themostbasicthingtoprovideservicestocustomersistotakeintoaccountthecustomer'sfeelingsandexpectations,fromtheirevaluationofservicesandproductstothequalityofservices.

Second,strictlycontrolproductquality.Productqualityisakeyweaponforcompaniestoprovidecustomerswithfavorableguarantees.Withoutgoodqualitysupport,therapiddevelopmentofenterprisesisaveryremoteproblem.KFC'sserviceisfirst-class,butthereisstilltheSudanRedincident,whichallowsopponentstotakeadvantageofit,resultinginapartiallossofcustomergroups;drugssuchasContecxaminealsohavequalityproblemsandcannotbesoldinthemarket.

Third,toensureefficientandquickexecution.Toretainthecustomerbase,goodstrategyandexecutionareindispensable.Althoughmanycompaniescanprovidecustomerswithgoodstrategies,theyfailbecauseoflackofexecution.Inmostcases,thedifferencebetweenacompanyandacompetitorliesintheexecutioncapabilitiesofbothparties.Iftheopponentdoesbetterthanyou,thenhewillbeaheadinallaspects.Infact,toformulateavaluablestrategy,themanagermustalsoconfirmwhetherthecompanyhassufficientconditionstoexecuteit.Intheimplementation,everythingwillbecomeclear.Inthefaceoffiercemarketcompetition,theroleofmanagersneedstobechanged,fromfocusingonlyonstrategyformulationtoabalancebetweenstrategyandexecution.Behavior-orientedcompanieshavebetterstrategyimplementationcapabilitiesthantheirpeers,andcustomersaremorewillingtodevotethemselvestogrowingwiththecompany.

Thefollowingmethodscanbeusedtoattractnewcustomers:

First,collectalistofcustomersbasedonmarketresearch.

Secondly,toengageinactivitieswiththecompany,youcanparticipateinthelottery,andthencollecttherelevantlist.

Tertio, excoluntur consuetores, qui habent ordinatores, providere bona opera, quaerentes delationes, etc.

Retainingoldcustomersandattractingnewcustomersislikehavingthepoweroftwoswords,whichcanmakeitplaythegreatestbrillianceandachievethedesiredgoal.

Accessus

PhilipKotlerbelievesthatcustomersatisfactionreferstoaperson’sperceptionofaproduct’seffects(orresults)andThestateoffeelingofpleasureordisappointmentformedaftercomparinghisorherexpectations.Accordingtothedefinitionofcustomersatisfaction,customersatisfactionisthegapbetweencustomers'expectationsofproductsandservicesandtheeffectsofcustomers'perceptionsofproductsandservices.Therefore,fromthedefinitionofcustomersatisfaction,weknowthatthefactorsthataffectcustomersatisfactionarecustomerexpectationsandcustomerperceivedvalue,andcustomerperceivedvaluedependsonthedifferencebetweencustomerperceptionandcustomerperception.Therefore,thelogicofimprovingcustomersatisfactionis:managecustomerexpectations,increasecustomerperceptiongains,andreducecustomerperceptionlosses.

Themanagementofcustomerexpectationshasthefollowingconsiderations:

1.Increasingexpectationswillhelpattractcustomerstobuy.

2.Expectations aresettoolow, customersatis factio- nis alta, sed salesariasmall.

3.Theexpectationsaresettoohigh,customersatisfactionislow,andcustomersrepeatpurchaseslessfrequently.Therefore,companiesshouldguidecustomerexpectationsasappropriate.

Therearethefollowingwaystoincreasetheperceivedvalueofcustomers:

1.Increasethe perceivedincomeofcustomers.

2.Reducecustomerperceptionloss.

3.Itnotonlyincreasescustomerperceptiongains,butalsoreducescustomerperceptionlosses.

Mainstructure

Thema et propositum CRM (Means-Ends) intelligi potest '10C' structura CRM.

(1)CustomerProfile:referstothecollectionofintegratedcustomerinformationbyenterprises,includingdemographicinformation,consumerpsychologicalcharacteristics,consumerdemand,consumerbehaviorpatterns,transactionrecords,credit,etc.Andsoontofullyunderstandtheprofileofcustomers.

(2)CustomerKnowledge:referstosomerulesofthumbandcausalityrelatedtocustomers,transformedfrominformation,deeperandbroader,andmoreabletoguideCRM.

(3) CustomerSegmentation:Referstothedifferentiation consuetudinum consuetudinum (necessariarum), ordinatio-morum utilitatum (value-fundatur), thelatteris praesertim momenti CRM.

(4) Customization: referstotailor-madeP/Sforasinglecustomertomeettheirindividualneeds, ut-oneprices, unum ad onepromotions, unum ad oneaccess. ThisisoneoftheimportantmethodsofCRM, id est, from MassMarketing → Segmentation → OnetoOneMarketing

(5) CustomerValue(CustomerValue)Value): quod consuetudo exspectet ex ratione speciei/S, inclusa producta valoris, muneris valoris, usus amici valoris, notae, etc.

(VI) CustomerSatisfaction: refero ad gradum voluptatis ordi- ficationis, quod consuetudo sentiat post comparationem suae expectationis' et affectionum actuum P/Squalitatis.

(7)CustomerProgressus(CustomerProgressus):Referstotheexistingoldcustomers,shoulddoeverythingpossibletoincreasetheircontributiontothecompany'sWalletRation(WalletRation),therearetwomaintypesPractice:

·CrossSell:Attractregularcustomerstopurchaseotherproductsofthecompanyinordertoexpandtheircontributiontothecompany’snetworth.

·UpSell:Promotenewer,better,andmoreexpensivesimilarproductstocustomersattherighttime.

(8)CustomerRetention(CustomerRetention):referstohowtoretainvaluableoldcustomersandpreventthemfromlosing,usingexcellent,caringandtailoredProductsandservicestoimprovecustomersatisfaction,toreducetheirChurnRate(ChurnRate),toobtaintheirlifetimenetworth.

(9)CustomerAcquisition:Itreferstotheuseofproductsandservicesofhighervaluethancompetitorstoattractandgainthefavorandpurchaseofnewcustomers.

(10)CustomerProfitability:referstotheprofitthatacustomercontributestothecompanyforalifetime,thatis,thelifetimepurchaseamountminusthemarketingandmanagementcoststhecompanyspendsonit.

Purposeofimplementation

Postula

Lookingatit,ontheonehand,manycompanieshavedonealotofworkininformatizationandhavereceivedverygoodeconomicbenefits..Ontheotherhand,acommonphenomenonisthatinmanycompanies,thedegreeofinformatizationofsales,marketing,andservicedepartmentsisbecominglessandlessabletomeettheneedsofbusinessdevelopment,andmoreandmorecompaniesrequireimprovingthedailybusinessofsales,marketingandservice.TheautomationandscientificationofThisisthedemandbasisfortheemergenceofcustomerrelationshipmanagement.

Technology

Therapiddevelopmentofcomputer,communicationtechnology,andnetworkapplicationsmakestheaboveideasnolongerstayinthedreamstage.

Theimprovementofofficeautomationlevel,employeecomputerapplicationability,enterpriseinformationlevel,andenterprisemanagementlevelareallconducivetotherealizationofcustomerrelationshipmanagement.Itisdifficultforustoimaginethatinanenterprisewithlowmanagementlevel,backwardemployeeawareness,andlowlevelofinformationtechnology,customerrelationshipmanagementcanberealizedtechnically.Thereisasayingthatmakessense:theroleofcustomerrelationshipmanagementistheicingonthecake.Inthe21stcentury,theconceptofinformatizationandnetworkinghasbeendeeplyrootedinmanyChineseenterprises,andmanyenterpriseshaveaconsiderablefoundationforinformatization.

E-commerceisdevelopinginfullswingaroundtheworldandischangingthewaycompaniesdobusiness.ThroughtheInternet,youcancarryoutmarketingactivities,sellproductstocustomers,provideafter-salesservice,andcollectcustomerinformation.Theimportantthingisthatthecostofallthisissolow.

Customerinformationisthebasisofcustomerrelationshipmanagement.Thedevelopmentofdatawarehouse,businessintelligence,knowledgediscoveryandothertechnologieshasgreatlyimprovedthequalityofcollecting,sorting,processingandusingcustomerinformation.Inthisregard,wecanlookataclassiccase.OneofthelargestsupermarketsintheUnitedStates:Wal-Mart,initsanalysisofcustomerpurchaselistinformation,showsthatbeeranddiapersoftenappearonthecustomer'spurchaselistatthesametime.ItturnsoutthatwhenmanymenintheUnitedStatesbuydiapersfortheirchildren,theyalsobringafewbottlesofbeerforthem.Ontheshelvesofthissupermarket,thesetwoproductsarefarapart.Therefore,Wal-MartSupermarketredistributestheshelves,thatis,placingbeeranddiapersclosetogether,sothatmenwhobuydiaperscaneasilyseethebeer,whichultimatelymakesThesalesofbeerhavesoared.Thisisthefamous“BeerandDiaper”dataminingcase.

Management

Aftermorethan20yearsofdevelopment,theconceptofmarketeconomyhasbeendeeplyrootedintheheartsofthepeople.Atpresent,thefocusofsomeadvancedenterprisesisundergoingashiftfrombeingproduct-centrictocustomer-centric.Someoneputforwardtheconceptofcustomeralliance,whichistoestablishawin-winrelationshipwithcustomers,andachieveawin-winresult,insteadofdoingeverythingpossibletoseekself-interestfromcustomers.

The21stcenturyisaneraofchangeandinnovation.Onestepaheadofthecompetition,andjustonestepmaymeansuccess.Theredesignofbusinessprocessprovidesatoolforenterprisemanagementinnovation.Whenintroducingtheconceptandtechnologyofcustomerrelationshipmanagement,itisinevitabletochangetheoriginalmanagementmethodoftheenterprise.Theideasofchangeandinnovationwillhelptheemployeestoacceptthechange,andthebusinessprocessreorganizationprovidesspecificideasandmethods.

IntheInternetage,traditionalmanagementideasarenolongerenough.TheInternetisnotonlyameans,ittriggersthereorganizationofcorporateorganizationalstructures,workprocesses,andthetransformationoftheentiresocialmanagementthinking.

Mainsteps

1.Establishabusinessplan

Beforethecompanyconsidersdeployinga"customerrelationshipmanagement(CRM)"solution,itfirstdeterminesthespecificbusinessgoalsthatthenewsystemwillachieve,suchasimprovingcustomersatisfaction,shorteningproductsalescycles,andIncreasethecontractturnoverrate,etc.Thatis,companiesshouldunderstandthevalueofthissystem.

2.EstablishaCRMworkforce

InordertosuccessfullyimplementaCRMprogram,managersmustalsomakeoverallconsiderationsonthebusinessoftheenterpriseandestablishaneffectiveworkforce.Everydepartmentpreparingtousethissalessystemsolutionmustselectarepresentativetojointheworkforce.

3.Evaluatethesalesandserviceprocess

BeforeevaluatingthefeasibilityofaCRMsolution,usersneedtospendmoretimetoplanandanalyzetheirspecificbusinessprocessesindetail.Tothisend,itisnecessarytoextensivelysolicittheopinionsofemployeestounderstandtheirunderstandingandneedsofthesalesandserviceprocess;ensuretheparticipationofthecompany'sseniormanagementtoestablishthebestplan.

4.Clarifytheactualneeds

Afterfullyunderstandingthebusinessoperationofthecompany,thenextstepistodeterminetherequiredfunctionsfromtheperspectiveofsalesandservicepersonnel,andenableenduserstofindoutwhatisbeneficialtothem.Thefunctionyouwanttouse.Asfarasproductsalesareconcerned,therearetwousergroupsinanenterprise:salesmanagersandsalesstaff.Amongthem,salesmanagersareinterestedinmarketforecasts,saleschannelmanagement,andthesubmissionofsalesreports;salesstaffwanttoquicklygenerateaccuratesalesandsalesrecommendations,productcatalogs,andcustomerinformation.

5.Chooseasupplier

Makesurethatthechosensupplierhasafullunderstandingoftheproblemyourbusinessistryingtosolve.UnderstandthefunctionsthatitsprogramcanprovideandhowtouseitsCRMprogram.Ensurethateverysoftandhardfacilitysubmittedbythesupplierhasadetailedtextdescription.

6.Progressusanddeployment

ThedesignoftheCRMsolutionrequiresthejointeffortsofboththeenterpriseandthesupplier.Inorderforthisplantoberealizedquickly,companiesshouldfirstdeploythosefeaturesthatarecurrentlymostneeded,andthencontinuetoaddnewfeaturestotheminstages.Amongthem,priorityshouldbegiventotheneedsofemployeeswhousethissystem,andthesystemshouldbetestedagainstacertainusergroup.Inaddition,companiesshouldalsoestablishcorrespondingtrainingplansfortheirCRMprograms.

considerations

ThesumofannualexpendituresonCRMapplicationsbySMEsisnotinferiortothatoflargecompanies,butformostSMEs,chooseItisnotaneasytasktofindacost-effective,functionalandpracticalsolution.

IfyourSMEisevaluatingtheapplicationofCRM,itisrecommendedthatbeforemakingapurchasingdecision,itshouldbebasedonthecompany'ssizeandbusinessrequirements,andconsiderthefollowingsixfactors.

Requisita

BeforeyoustartcomparingvariousCRMapplications,youmustfirstdecidewhatfunctionsandfeaturesyouneedinthesoftwaretohelpyousolveproblemsandachieveyourgoals.

Budget

Manysmallandmedium-sizedenterprisesdonothaveamplebudgets,sowhenlookingforsolutions,thefocusistostrikeabalancebetweenpriceandfunctionality.

Beforeyoustartcontactingthemanufacturer,firstdeterminetherangeofbudgetyoucanafford.Onlythoseproductvendorsthatcanprovidethefeaturesyourbusinessneedsandwhosequotationsarewithinyourbudgetcanbeincludedinyourshortlist.Don'tbeswayedbysalesrepresentativestochoosemoreadvancedCRMapplications,whichmayleadtoalargebudgetoverrun.Infact,manyfunctionsmaynotbeavailabletoyourbusiness.

3.ConsiderITresources

HowmuchpressurewillbeputonyourITteamtoimplementCRMapplications?DoyouhaveenoughstafftocomeImplementationandmaintenance?Dotheyhavetheappropriateskillsorhavereceivedsufficienttrainingtosupporttheproject?

Iftheanswerstotheabovequestionsareallnegative,thenpre-builtCRMapplicationsmaynotbesuitableyourcompany.Youcaninsteadconsiderhostingoron-demandCRMtominimizetheburdenontheITteam.

Background

Doesthemanufactureryouchoosehaverelevantcooperationexperienceinyourindustry?Cantheyprovideproductsspecificallydesignedforyourindustry?AcompanythatunderstandsyouVendorswithindustrybackgroundcanhelptofurtherstructureyoursolutionsandprocessesandmaximizethevalueofCRMapplications.

aversio

Cases

Whenchoosingcustomerrelationshipmanagementsoftware,thesoftwareproductcasesaresimplyusedasthesoftwareprocurementstandard,oreventheonlystandard.However,forsoftwarewithever-changingITtechnology,thisstandardoftenallowsyoutochooseoutdatedproducts,orevenproductsthatareabouttobephasedout.Similarly,inthefieldofmobilecustomerrelationshipmanagement,technologicalprogressischangingwitheachpassingday.Theintroductionofsmartphonesand3Gappearedin2000.Obviously,designsbasedonnon-smartphonesandnon-3Genvironmentshavefallenbehindintermsoftechnologicaladvancement.Buttheremustbemorecasesthantheformer.Inaddition,thefirstgenerationofmobilecustomerrelationshipmanagementinthepastfewyearsusedSMStechnology,andthesecondgenerationofmobilecustomerrelationshipmanagementusedWAPtechnology.Thistechnologyhasbeeneliminated,andtheircasesmustbebetterthanthenewlydevelopedones.Thethird-generationmobilecustomerrelationshipmanagementofWebServicetechnologyismuchmore,butthistechnologyhasbeeneliminated.Today,withtheexponentialgrowthoftechnologicalprogress,blindlypursuingmorecaseswillonlychooseaproductthatisabouttobeeliminatedtechnically.Therefore,thethirdcriterionforsoftwareselectionis:Neverusemultiplecasesastheonlycriterionforsoftwareselection.

Progressus

Developingcustomerrelationshipmanagementbyyourselfcanbettermeetyourownrequirements.Itcanalsobeupgradedandmaintainedatanytime.Ithasstrongcontrollabilityandcanavoidbeingdeceived,butinfact?

Firstofall,customerrelationshipmanagementsystemshaveinvolvedmoreandmoredisciplinesandtechnologies,includingcomputers,communications,networks,managementandbehavior,multimedia,databases,graphicsandimages,etc.ItisaneedtointegratevariousTalentteamengineeringisdifficultforoneorafewordinaryprogrammerstodowell.

Secondly,theprogrammersintheunitarerestrictedbyindustryandposition,andcannotgraspthelatestmanagementconceptsanddevelopmenttrends.TheyoftenonlyAbletosimplyimitateandclonetheCRMsystemonthemarketandtheofficeprocessofone'sownunit,butcannotreallyachievethepurposeofimprovingthemanagementlevel

Again,frequentadjustmentstothecustomerrelationshipmanagementsystemwillseriouslyaffecttherapidgraspofemployeesExtendtheintegrationperiodwithnormaluse

Finally,thedevelopmentofacustomerrelationshipmanagementsystemrequiresalotofmanpower,materialresources,financialresources,management,andtimecosts.Therearemanyuncontrollablefactors,andtheminimumcomprehensivecostistensofthousandsofyuan.Manyofthemcosthundredsofthousandsofdollars,whichobviouslyoutweighsthegains.

Therefore,inadditiontosomeverylargeenterprisesandsensitiveunits,itisrecommendedthatordinaryenterprisesdonotneedtodeveloptheirown,anditismoreappropriatetochoosesomematureCRM.

Methodus

Fromtheperspectiveofmarketing,companieshavetwomaintasks,oneistoretainoldcustomers,andtheotheristoattractnewcustomers.Themainmethodsofretainingoldcustomersinclude:

Promotio

Afterthe21stcentury,manycompanieshaveshiftedfrom"product-centric"to"customer-centric".Center"transformation.Therefore,itcanbeseenthatthepresentcompaniespaymoreattentiontocustomerrelationshipmanagement.Insidersbelievethatthecentraltaskoftheentirecallcenteriscustomerserviceandrelationshipmanagement,soacertainsubsysteminthecallcentersystemiscalledtheCRMsystem.WiththecontinuousdevelopmentofcallcentersandCRM,theapplicationofcallcenterstomanagecustomerrelationshipsisundoubtedlythefocusoftoday'sdevelopment.

Ifanenterpriselosesanoldcustomer,itneeds8-9newcustomerstocompensatefortheloss.Therefore,retainingcustomersismoredirectandeffectivethanexchangingthem.Thecallcentercentralizesallthecompany’scustomerinformationmaterialsandprovidestoolssuchascustomeranalysisandbusinessanalysistoassistcompaniesinidentifyingthemostvaluablecustomers,identifyingtheirneedsandsatisfyingthem,therebyimprovingcustomerserviceandmakingthemallchangeBecomealoyalcustomeroftheenterprise.

Thecallcentercanformulatetheneedsanddecisionsofsuitablecustomersthroughin-depthexplorationandanalysisofcustomerinformation;atthesametime,itregularlycommunicateswithcustomersorpotentialcustomerstonarrowthegapbetweenenterprisesandcustomers;inaddition,improveAfter-salesservicemanagementcanfurtherimprovecustomersatisfaction.Therefore,itcanbeseenthatthecallcenterCRMsystemplaysaveryimportantroleintheenterprise.

Mainbenefits

SuccessfulapplicationofCRMsystemwillbringmeasurableandsignificantbenefitstoenterprises.ISM(InformationSystemsMarketing),anindependentITmarketresearchorganizationintheUnitedStates,hasbeentrackingandresearchingtheimpactofCRMapplicationonenterprisesfor13years.Throughafollow-upsurveyofalargenumberofcompaniesthatimplementCRM,adetailedandquantifiablelistofbenefitshasbeenobtained.Provethattheinvestmentoffunds,time,andmanpowerintheCRMsystemisjustified.

1.Inthefirstthreeyearsofimplementingthesystem,thetotalannualsalesofeachsalesrepresentativehasincreasedbyatleast10%.Thereasonwhysuchbenefitscanbeobtainedisthatsalesstaffhaveimprovedtheirworkefficiency(forexample:moretimetovisitcustomersandimplementstrategies),andworkmoreproductively(forexample:becausesalesstaffpaymoreattentiontovaluablecustomersandunderstandCustomerdemandthusimprovesthequalityoftheirsalesvisits).

2.Inthefirstthreeyearsofimplementingthesystem,generalmarketingexpensesandmanagementexpensesshallbereducedbyatleast5%.Becausecompaniesandmarketingpersonnelcandistributetheinformationtheyneedtotargetcustomersinamoretargetedmannerandchoosecommunicationchannelsinsteadofdistributingalargenumberofexpensiveprintedmaterialsandmaterialstoallexistingandpotentialcustomersasinthepast.Themethodisnotwell-targeted,soitwillinevitablybeawidevarietyofcrops,andthecostwillremainhigh.

3.Inthefirstthreeyearsofimplementingthesystem,thesalessuccessrateisexpectedtoincreasebyatleast5%.Becausesalespeoplecanbemorecarefulinidentifyingandchoosingopportunities,andgiveupthosebadopportunitiesearly,sothattheycanconcentrateonthoseopportunitieswithhighsuccessrates.

4.Intheprocessofapplyingthesystem,thevalueofeachbusinessincreasesbyatleast1%ofthemarginalprofit.Becausesalespersonscanworkmorecloselywithcarefullyselectedcustomergroupsthatfocusonvaluesalesasmuchasdiscounts,salespersonstendtodiscountless.

5.Customersatisfactionrateincreasedbyatleast5%.Becausecustomerswhocangettheinformationtheyneedfaster,customerswhogetbetterservice,andcustomerswhoarewillingtobuildrelationshipmarketingandsalesmencanprovidearemoresatisfied.

Related Articles
TOP