Strategy
Choosing and implementing a system is a major undertaking. For enterprises of any appreciable size, a complete and detailed plan is required to obtain the funding, resources, and company-wide support that can make the initiative successful. Benefits must be defined, risks assessed, and cost quantified in three general areas:
Processes: Though these systems have many technological components, business processes lie at its core. It can be seen as a more client-centric way of doing business, enabled by technology that consolidates and intelligently distributes pertinent information about clientss, sales, marketing effectiveness, responsiveness, and market trends. Therefore, before choosing a technology platform, a company needs to analyze its business workflows and processes; some will likely need re-engineering to better serve the overall goal of winning and satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and how best to employ them.[2]
People: For an initiative to be effective, an organization must convince its staff that change is good and that the new technology and workflows will benefit employees as well as clients. Senior executives need to be strong and visible advocates who can clearly state and support the case for change. Collaboration, teamwork, and two-way communication should be encouraged across hierarchical boundaries, especially with respect to process improvement.[9]
Technology: In evaluating technology, key factors include alignment with the company’s business process strategy and goals; the ability to deliver the right data to the right employees; and sufficient ease of use that users won’t balk. Platform selection is best undertaken by a carefully chosen group of executives who understand the business processes to be automated as well as the various software issues. Depending upon the size of the company and the breadth of data, choosing an application can take anywhere from a few weeks to a year or more.[2]
[edit] Implementation
[edit] Implementation Issues
Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are some of the benefits to an enterprise. Proponents emphasize that technology should be implemented only in the context of careful strategic and operational planning.[10] Implementations almost invariably fall short when one or more facets of this prescription are ignored:
Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, context, and support for the workforce.[11] In other instances, enterprises simply automate flawed client-facing processes rather than redesign them according to best practices.[3]
Poor integration: For many companies, integrations are piecemeal initiatives that address a glaring need: improving a particular client-facing process or two or automating a favored sales or client support channel.[3] Such “point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than complete client view and often lead to unsatisfactory user experiences.[3]
Toward a solution: overcoming siloed thinking. Experts advise organizations to recognize the immense value of integrating their client-facing operations. In this view, internally-focused, department-centric views should be discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service.[3] For example, sales representatives need to know about current issues and relevant marketing promotions before attempting to cross-sell to a specific clients. Marketing staff should be able to leverage client information from sales and service to better target campaigns and offers. And support agents require quick and complete access to a client’s sales and service history
Saturday
CRM Type
Types/variations
[edit] Sales Force Automation
As its name implies, a sales force automation (SFA) system provides an array of capabilities to streamline all phases of the sales process, minimizing the time that reps need to spend on manual data entry and administration. This allows them to successfully pursue more customers in a shorter amount of time than would otherwise be possible. At the heart of SFA is a contact management system for tracking and recording every stage in the sales process for each prospective customer, from initial contact to final disposition. Many SFA applications also include features for opportunity management, territory management, sales forecasting and pipeline, workflow automation, quote generation, and product knowledge. Newly-emerged priorities are modules for Web 2.0 e-commerce and pricing management.[1]
[edit] Marketing
Systems for marketing (also known as marketing automation) help the enterprise identify and target its best customers and generate qualified leads for the sales team.[4] A key marketing capability is managing and measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Marketing automation also encompasses capabilities for managing customer loyalty, lists, collateral, and internal marketing resources.
As marketing departments are increasingly obliged to demonstrate revenue impact, today’s systems typically include performance management features for measuring the ROI of campaigns.[1]
[edit] Customer Service and Support
Recognizing that customer service is an important differentiator, organizations are increasingly turning to technology platforms to help them improve their customers’ experience while increasing efficiency and keeping a lid on costs.[5] Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solve customer problems.“.[6]
The core for customer service has been and still is comprehensive call center management, including such features as intelligent call routing, computer telephone integration (CTI), and escalation capabilities. More recently, e-service capabilities—Web self-service, knowledge management, email response management, Web chat, collaborative browsing and virtual assistants—are gaining in importance.[1] In fact, today’s profusion of customer service channels has prompted many companies to deploy integrated support applications that deliver knowledge-enabled solutions across all of them.
Another key trend is the increasing popularity of SaaS platforms for customer service, owing to their rapid deployment, low initial cost, and now-established efficacy for large and complex contact centers.[1]
[edit] Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and customer service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence.
Sales analytics let companies monitor and understand customer actions and preferences, through sales forecasting, data quality management, and dashboards that graphically display key performance indicators (KPIs).
Marketing applications generally come with predictive analytics to improve customer segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign[1] Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating customer “buy signals,” marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance.[5] Marketing and finance personnel also use analytics to assess the value of multi-faceted programs as a whole.
Customer service analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other support channels,[5] in order to correct problems before they affect customer satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various customer issues.
[edit] Integrated/Collaborative
Departments within enterprises—especially large enterprises—tend to function in their own little worlds.[7] Traditionally, inter-departmental interaction and collaboration have been infrequent and rivalries not uncommon.
More recently, the development and adoption of the tools and services has fostered greater fluidity and cooperation among sales, customer service, and marketing. This finds expression in the concept of collaborative customer relationship management, which uses technology to build bridges between departments. The objective is sharing and harnessing information from all quarters to improve the quality of customer service, and increase customer satisfaction and loyalty[7] as a result.
For example, feedback from a technical support center can enlighten marketers about specific services and product features customers are asking for. Similarly, demand generation strategies need to marry marketing programs with structured sales processes[citation needed] —that is, campaign-engendered leads must be quickly and efficiently funneled to sales. Reps, in their turn, want to be able to pursue these opportunities without the time-wasting burden of re-entering records and contact data into a separate SFA system. Conversely, lack of integration can have negative consequences: If a sales force automation or customer relationship management system isn’t adopted and integrated among all departments, several sources might contact the same customers for an identical purpose.[citation needed]
Owing to these and related factors, many of the top-rated and most popular products come as integrated suites.
Despite all this, many companies are still not fully leveraging these tools and services to align marketing, sales, and service to best serve the enterprise and its customers.[8] Often, implementations are fragmented; isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: Siloed thinking and decision processes frequently lead to separate and incompatible systems, an incomplete customer view, and dysfunctional processes.
[edit] Sales Force Automation
As its name implies, a sales force automation (SFA) system provides an array of capabilities to streamline all phases of the sales process, minimizing the time that reps need to spend on manual data entry and administration. This allows them to successfully pursue more customers in a shorter amount of time than would otherwise be possible. At the heart of SFA is a contact management system for tracking and recording every stage in the sales process for each prospective customer, from initial contact to final disposition. Many SFA applications also include features for opportunity management, territory management, sales forecasting and pipeline, workflow automation, quote generation, and product knowledge. Newly-emerged priorities are modules for Web 2.0 e-commerce and pricing management.[1]
[edit] Marketing
Systems for marketing (also known as marketing automation) help the enterprise identify and target its best customers and generate qualified leads for the sales team.[4] A key marketing capability is managing and measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Marketing automation also encompasses capabilities for managing customer loyalty, lists, collateral, and internal marketing resources.
As marketing departments are increasingly obliged to demonstrate revenue impact, today’s systems typically include performance management features for measuring the ROI of campaigns.[1]
[edit] Customer Service and Support
Recognizing that customer service is an important differentiator, organizations are increasingly turning to technology platforms to help them improve their customers’ experience while increasing efficiency and keeping a lid on costs.[5] Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solve customer problems.“.[6]
The core for customer service has been and still is comprehensive call center management, including such features as intelligent call routing, computer telephone integration (CTI), and escalation capabilities. More recently, e-service capabilities—Web self-service, knowledge management, email response management, Web chat, collaborative browsing and virtual assistants—are gaining in importance.[1] In fact, today’s profusion of customer service channels has prompted many companies to deploy integrated support applications that deliver knowledge-enabled solutions across all of them.
Another key trend is the increasing popularity of SaaS platforms for customer service, owing to their rapid deployment, low initial cost, and now-established efficacy for large and complex contact centers.[1]
[edit] Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, and customer service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence.
Sales analytics let companies monitor and understand customer actions and preferences, through sales forecasting, data quality management, and dashboards that graphically display key performance indicators (KPIs).
Marketing applications generally come with predictive analytics to improve customer segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign[1] Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating customer “buy signals,” marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance.[5] Marketing and finance personnel also use analytics to assess the value of multi-faceted programs as a whole.
Customer service analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other support channels,[5] in order to correct problems before they affect customer satisfaction levels. Support-focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various customer issues.
[edit] Integrated/Collaborative
Departments within enterprises—especially large enterprises—tend to function in their own little worlds.[7] Traditionally, inter-departmental interaction and collaboration have been infrequent and rivalries not uncommon.
More recently, the development and adoption of the tools and services has fostered greater fluidity and cooperation among sales, customer service, and marketing. This finds expression in the concept of collaborative customer relationship management, which uses technology to build bridges between departments. The objective is sharing and harnessing information from all quarters to improve the quality of customer service, and increase customer satisfaction and loyalty[7] as a result.
For example, feedback from a technical support center can enlighten marketers about specific services and product features customers are asking for. Similarly, demand generation strategies need to marry marketing programs with structured sales processes[citation needed] —that is, campaign-engendered leads must be quickly and efficiently funneled to sales. Reps, in their turn, want to be able to pursue these opportunities without the time-wasting burden of re-entering records and contact data into a separate SFA system. Conversely, lack of integration can have negative consequences: If a sales force automation or customer relationship management system isn’t adopted and integrated among all departments, several sources might contact the same customers for an identical purpose.[citation needed]
Owing to these and related factors, many of the top-rated and most popular products come as integrated suites.
Despite all this, many companies are still not fully leveraging these tools and services to align marketing, sales, and service to best serve the enterprise and its customers.[8] Often, implementations are fragmented; isolated initiatives by individual departments to address their own needs. Systems that start disunited usually stay that way: Siloed thinking and decision processes frequently lead to separate and incompatible systems, an incomplete customer view, and dysfunctional processes.
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