Entrepreneur Purchasing Recommendations for CRM

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1 Entrepreneur Purchasing Recmmendatins fr CRM Salesbm.cm Mst business wners wuld tend t agree that they dn't necessarily think f themselves as entrepreneurs, they are just peple running a business, making things g, getting past challenges, keeping their eye n the prize. They knw the business, the markets, the prcesses and anticipate steady grwth based n these understandings. These cmpanies tend t meet their business targets in terms f sales, and will ften surpass targets because the wners have the visin and dedicatin t grw the business t a particular state. But it is at this pint cmpanies differentiate their nging success frm mderate success t near miss. Custmer Relatinship Management (CRM) is an ptin fr businesses at the crssrads f grwth, plateau, change and status qu. It is an ptin when lking fr ways t mve a business frward, and t psitin fr future markets and technlgy.

2 Table f Cntents 1.0 Business Funder Grwth Dldrums Why CRM? On-demand CRM Sftware as a Service (SaaS) Identify the Need CRM Purchasing Checklist Markets and Grwth Pssibilities with CRM Cntact Us Mre Infrmatin

3 1.0 Business Funder Mst business wners wuld tend t agree that they dn't necessarily think f themselves as entrepreneurs, they are just peple running a business, making things g, getting past challenges, keeping their eye n the prize. They knw the business, the markets, the prcesses and anticipate steady grwth based n these understandings. These cmpanies tend t meet their business targets in terms f sales, and will ften surpass targets because the wners have the visin and dedicatin t grw the business t a particular state. But it is at this pint cmpanies differentiate their nging success frm mderate success t near miss. Custmer Relatinship Management (CRM) is an ptin fr businesses at the crssrads f grwth, plateau, change and status qu. It is an ptin when lking fr ways t mve a business frward, and t psitin fr future markets and technlgy. 2.0 Grwth Many businesses grw predictably and enjy success in a range f ways, ver varying perids f time. Often a business will start with ne r mre wners, a clear visin f the market and prduct, and dedicatin that is typical f entrepreneurial spirit. With hard wrk and perseverance the business is a success and everyne carries alng until the markets plateau, and may actually begin t fall ff. This may happen because the market saturates, r changes, r the prduct(s) need refreshing, r because f a need t change the marketing/sales prcess. One f the hardest things abut running a business r rganizatin, is making things happen, quickly. Custmers and clients are changing, the market cnditins are changing, and s must the apprach t service and retentin. Oftentimes the prblem is that the cmpany has utgrwn its wners, and if it is t survive, it must undertake t begin new prcesses and alignments that may seem freign t the wners wh have faithfully shepherded the cmpany thrugh the perils and pains f grwth. This is ften the time t cnsider the pssibilities f integrated CRM/ERP slutins. The intrductin f CRM sftware requires a dedicatin and cmmitment t a new way f ding business, with the custmer as the key business driver. But the custmer has always been a pririty yu say. Wnderful, and with CRM it is pssible t make the custmer 'the' business driver, and t autmate prcesses in rder t capture custmer infrmatin as an asset in servicing and retentin and sales activities. 3

4 In this way it is pssible t extract and manipulate infrmatin t influence marketing and sales activities in a very psitive way. The result is in capturing infrmatin that presents micr and macr custmer purchasing activities, custmer preferences, spending patterns and service preferences which lead t imprved sales fr the cmpany. 3.0 Dldrums As an entrepreneur, the best part f running a business is the feeling yu get as yu watch it grw. Each success and every breakthrugh is a triumph. Unfrtunately thugh, it is nt always pssible t remain in this psitive state, particularly if yu happen t sail int the dldrums. There are many recgnized buying patterns, and it is acknwledged that there are perids where markets are very sft and mst rganizatins have planned ways t manage this. There are als times when an rganizatin has enjyed steady grwth, and then seems t funder, fr n apparent reasn. There are a myriad f pssible reasns that this culd be happening but shrt f ttal catastrphe, there are als many ways t wrk ut f the situatin. It seldm invlves sitting and waiting fr 'better weather'. It might mean initiating new partner relatinships based n financial, prduct and/r service agreements. It is pssible t re-align business prcesses t imprve efficiencies. It may mean eliminatin f ld prcesses all tgether, and intrductin t new nes. Any cmbinatins f these things are pssibilities t imprving sales and services activities t mve business frward ut f the dldrums. It is all change hwever, and it means wrk and requires dedicatin t fllw thrugh. 4.0 Why CRM? Cmputerizatin has changed the way cmpanies are appraching their CRM strategies because it has als changed cnsumer buying behaviur. With each new advance in technlgy mre f the relatinship is being managed electrnically. Custmer relatinship management (CRM) marries and delivers, methdlgies, and technlgies that supprt businesses t manage custmer relatinships. The general purpse f CRM is t enable rganizatins t better manage custmers with quality systems, prcesses and prcedures. The bid t autmate prcesses led many t think f CRM as sftware, but this is nt apprpriate as it is a truly a service with three key cmpnents: Peple Prcess Technlgy 4

5 As discussed earlier, there are times when a business may need t lk at prcess imprvements. This is almst always dne as a result f pr perfrmance in the market, and is undertaken as a remedy t the situatin. N matter the reasn, it has becme clear that CRM services are an ptin t remedy inefficiencies. 4.1 On-demand CRM Sftware as a Service (SaaS) SaaS is a distributin mdel with applicatins hsted by a vendr r a service prvider typically thrugh the Internet. This service has becme the favured delivery mdel because the underlying architecture fr web services has evlved and can accmmdate new prgramming prtcls such as AJAX that can prcess cmmands right in the brwser. The traditinal mdel f sftware distributin, in which sftware is purchased fr and installed n persnal cmputers, is smetimes referred t as sftware as a prduct. On-demand CRM gives custmers netwrk-based access t a single cpy f an applicatin created specifically fr SaaS distributin. This translates int savings in the frm f: Easier administratin Sftware cmpatibility fr all users leading t easier cllabratin Autmatic sftware updates Glbal accessibility 4.2 Identify the Need Many cmpanies feel frustrated with business-as-usual management prcesses. The ver emphasis n painfully detailed budgets, meaningless frecasts, reprts, ad hc system integratins, and uncertain and/r limited metrics fr accurate measurements n successes, failures, ROI and warning flags. There had nt been much mvement in deplying slutins fr this situatin in the past, because it was difficult t imagine what the slutin might be. With the advent f SaaS and n-demand CRM, it is nw pssible t envisin a slutin with a tls set that can address and remediate deficiencies. Traditinal medium and practices are n lnger able t address the demands accelerated by Internet transactins. Internet in and f itself cannt be the sle reslutin, s it becmes clear that bth mediums must wrk tgether t be successful. If an rganizatin finds itself at this crssrads, and is willing t underg the effrts required t align business lines and implement system and prcess changes, then there is pprtunity fr successful CRM deplyment. 5

6 4.3 CRM Purchasing Checklist CRM: D yu knw the industry definitin f CRM? D yu agree? Can yu define the rle CRM will have in yur cmpany? Can yu articulate a CRM prcess fr yur cmpany? PRM: D yu knw the industry definitin f PRM? Is there a rle fr PRM in yur cmpany? Can yu define the PRM prcesses fr yur cmpany? ERP: D yu knw the industry definitin f ERP? Is ERP apprpriate t yur current situatin? Can yu articulate ERP prcesses fr yur cmpany? Can yu define the effect and benefit ERP activities will have in yur cmpany? SFA: D yu knw the industry definitin f SFA? Can yu define yur Sales Prcess fr yur cmpany? Can yu identify efficiencies fr the existing prcesses? D yu see benefits t autmating sales activities? 6

7 On-Demand Services: D yu knw the industry definitin f On-Demand CRM? D yu understand what integratin means in this cntext? D yu understand what custmizatin means in this cntext? D yu understand what tailring is in this cntext? D yu understand and differentiate between best f breed sftware fr SaaS CRM Slutins? Business: Des the cmpany have a develped, custmer-fcused strategy that is independent f a technlgy slutin? What is it? Missin: Can yu visualize and articulate the reasns fr undertaking a CRM/ERP prject? Where des custmer service fit in yur cmpany as a business line? Can yu visualize and articulate the state f yur business nce the prject is cmpleted? Objectives: Can yu list the bjectives f a CRM/ERP prject fr each business line yu mean t capture? Deliverables: Can yu articulate the deliverables fr the cmpany, at a high level? Can yu articulate the deliverables fr each business line in terms f functinality? Can yu articulate the deliverables fr each business line in terms f prcess? Principles: D the cmpany principles understand CRM? Are they cmmitted t change prcesses? 7

8 Stakehlders: Can yu identify the stakehlders at a high level? Can yu identify the stakehlders at the business lines? D yu knw if they understand r want CRM/ERP? D yu anticipate the need fr a Change Management Prgram? Rles and Respnsibilities: Can yu identify rles and respnsibilities at: The executive level? The stakehlder level? The business line? Structure and Wrk Assignment: Having identified rles and respnsibilities, can yu realistically build teams and assign prject wrk with existing resurces? 8

9 Assumptins: What are the assumptins fr: Vendr? Csting? Leadership? IT? Legacy? Data? Security/Data Management & Ownership? Change Management? Training? Pilt Rll-ut? Future Psitining? Cmmunicatins: What is yur cmmunicatins plan fr the stakehlder cmmunity? The vendr? The teams? Change Management? Risks: Are there risks t deplying a CRM/ERP Sftware Slutin? What are the risks? Where are they? Can yu mitigate the risks? Is the prject wrth the risk? 9

10 Dcumentatin: Hw will the prject be dcumented? What will be dcumented? Can yu capture metrics? Will this be useful fr future enhancements/upgrades? Bundaries: If the rles and cmmunicatins expectatins are defined, what ther bundaries might need t be addressed? (Stakehlder, Vendr, Partners) Decisin Making Prcess: Is there a clear chain f cmmand in terms f sign ff fr activities, decisins, change requests, scping, csting, etc. Interpreting Results: D yu have an interest in develping usable metrics? What infrmatin d yu wish t capture fr measurement? Needs: Need help watching verall trends Need t watch fr internal cmpetitin and/r needless duplicatin Need t expand and manage ways t Need t enhance cmmunicate with custmers Need help t elevate crss-selling pprtunities Need help t elevate clsing times n sales 10

11 5. Markets and Grwth Pssibilities with CRM Generally speaking, CRM is a philsphy that a business shuld fcus n the custmer t deliver persnalized, service-driven sales and supprt. N matter what type f cmpany yu run, the acquisitin f custmers is the real business. Many CRM prjects are undertaken t help marketing and sales activities with effrts at imprving custmer satisfactin and/r retentin. Marketing and sales is a science nt an art. It is precise and measurable. Online CRM Services, with the right mix f tls, scalability and custmer supprt can imprve marketing initiatives and grw sales revenue. Many cmpanies will discver, with a little digging, that the tp 20% f their custmers nt nly deliver 80% f their revenues they accunt fr 100% f cmpany prfits. Many cmpanies lse mney n 80% f their custmers because f the cst f acquisitin fr new custmers. Using a CRM Slutin wuld help in increasing revenues by identifying and differentiating prfitable and unprfitable custmers and t defray the csts f serving them. CRM can imprve custmer prfitability with services that: Reduce csts assciated with acquiring new custmers Identify custmers with the greatest ptential fr spending Reduce the csts assciated with serving existing custmers Imprve custmer retentin 11

12 6. Cntact Us Website: Telephne: r Mre Infrmatin Fr mre infrmatin regarding ur prducts and services please visit ur site at: 12

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