Four suggestions on the implementation of the hott

800 customers: four suggestions for CRM project implementation

with the intensification of global economic integration competition, the trend of product homogenization is becoming more and more obvious, and the difference in product price and quality is no longer the main means for enterprises to make profits. Enterprises realize the importance of meeting customers' personalized needs, and can even exceed customers' needs and expectations. The ability to be customer-centric, listen to customers' voices and needs, and quickly respond to changing customer expectations has become the key to enterprise success

although there are many researches and discussions on CRM, the implementation failure rate of CRM is still very high, and most enterprises are still outside CRM. The reason for this problem is that many enterprises think CRM looks beautiful, but it is difficult to implement and there are many obstacles, which are mainly manifested in the following points:

1. Management philosophy - fundamental obstacles. CRM involves many aspects of enterprises, such as R & D, production, sales, marketing, logistics, service, administration and other departments. In order to successfully implement CRM, we should not only be strict with CRM technology, but also change the management concept and mechanism. We must unify the understanding of ideas in the enterprise. Once the management idea is broken through, the technology will be solved easily

2. Safety risk -- important obstacle. Because the implementation cycle of CRM is uncertain and there are many uncontrollable variables, a certain project risk is formed

3. Return on investment -- the main obstacle. How much is the profit? How long will the enterprise see benefits? The return on investment of CRM has become the most concerned problem of enterprises

4. Application definition -- basic obstacles. How large-scale CRM should be deployed? How much capital is needed? What is the most suitable range? What departments are involved? Where should the starting point of data acquisition and input be? Is it from the level of the branch company or the maintenance station? A series of basic issues need to be carefully measured by enterprises

these obstacles in front of enterprises are like mountains, which hinder the process of implementing CRM. It is urgent to remove these obstacles

how to exclude? From the perspective of manufacturers, we should cultivate model customers so that enterprises that need to implement CRM can find a reference frame and find their own direction from comparison. From the perspective of enterprise users, it is necessary to find out their actual needs and implementation steps as soon as possible. For enterprises, it is more meaningful to clarify their own business management mode and focus on the business difficulties they want to solve than simply looking for "industry general template", which also lays a successful foundation for the later implementation

crm does have some failure cases in the operation process, including salesforce, which cannot be completely avoided in the early stage

what factors should be paid attention to in the implementation of a successful CRM project? To this end, 800 customers, the first SaaS manufacturer in China, were interviewed. Their application experts put forward four suggestions, hoping to help many enterprises break through the obstacles of CRM implementation and benefit from it as soon as possible

first, understand CRM correctly. CRM is a management project, not just a kind of software or technology, so it needs high-level attention

the participation of senior leaders can better match the CRM system with the enterprise's management system and management process, better coordinate the resources of each business department, and make each business link more smooth. Sometimes, they can even stand on the company's point of view and urge each industry with administrative orders or process the contact surface of the jaw into an inclined business unit with a small angle. Senior leaders must have a considerable degree of participation in the project, and then be able to have a certain understanding of the project implementation, so as to transmit the objectives, business scope and other information achieved by the CRM system to relevant departments and personnel

secondly, the deployment of CRM should adhere to the "people-oriented" and make employees satisfied. Many employees' understanding of CRM software is a data collector tool. Using CRM will tie their hands and feet, so they are repellent to deploying CRM

therefore, after the top-down system application rules are established, it is also crucial for employees to understand the purpose of applying CRM and what problems the CRM system can really solve for employees. Relevant experts have found through research that when the goal of CRM is consistent with that of employees, it will greatly improve the success rate of CRM, while if starting from the maximization of shareholders' interests, the promotion effect on the success of CRM is only 1%

third, the implementation of CRM should have clear plans and objectives. When formulating plans and objectives, we should not only consider the current situation and actual management level within the enterprise, but also focus on the changes in the external environment. Enterprises must understand what the purpose of establishing CRM system is: the need of competition or the need to establish a close relationship with customers. Only by knowing the original intention of implementing CRM, can we formulate a CRM implementation plan that matches our own, which is a key step for the success of implementing CRM

finally, select an experienced service provider to organize the implementation. Such service providers know how to systematically help enterprises sort out business processes, establish customer-centric refined business rules, improve customer value evaluation system, and know how to overcome and avoid project implementation risks and ensure enterprise data security. In the process of implementation, both parties work closely to standardize and refine the process that has been implemented but the equipment itself cannot produce test results, so as to ensure the level promotion and efficiency of the project, so as to effectively control risks

this requires enterprises to choose CRM service providers with good reputation, strong strength, many successful cases and long service history, and charge appropriate service fees at the same time. Since its establishment six years ago, 800 customer has successfully provided more than 100 solutions for more than 20 sub industries in seven categories with its strong strength. More than 10 enterprises have implemented the national innovation driven development strategy. 000 enterprises have enjoyed the fun of "cloud" end management. China Mobile, Dell English, bright cheese, zhongyi'an guarantee, Tsinghua Ziguang, mocha software and other enterprises have successively adopted 800app--crm system

"however, the establishment and maintenance of a complete set of CRM by enterprises requires more human, material and financial resources. It is a huge project. To improve the success rate of CRM projects, it largely requires the investment and cooperation of both enterprises and service providers. Only when the management concept and management method of CRM are truly integrated into the enterprise, can it drive the enterprise to improve its profitability and core competitiveness. (end)