客戶關系管理,Customer

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Customerrelationshipmanagement

Customerrelationshipmanagement(CRM)isawidely-implementedstrategyformanagingacompany’sinteractionswithcustomers,clientsandsalesprospects.Itinvolvesusingtechnologytoorganize,automate,andsynchronizebusinessprocesses~principallysalesactivities,butalsothoseformarketing,customerservice,andtechnicalsupport.Theoverallgoalsaretofind,attract,andwinnewclients,nurtureandretainthosethecompanyalreadyhas,enticeformerclientsbackintothefold,andreducethecostsofmarketingandclientservice.Customerrelationshipmanagementdescribesacompany-widebusinessstrategyincludingcustomer-interfacedepartmentsaswellasotherdepartments.

Challenges

Toolsandworkflowscanbecomplex,especiallyforlargebusinesses.Previouslythesetoolsweregenerallylimitedtocontactmanagement:monitoringandrecordinginteractionsandcommunications.Softwaresolutionsthenexpandedtoembracedealtracking,territories,opportunities,andatthesalespipelineitself.Nextcametheadventoftoolsforotherclient-interfacebusinessfunctions,asdescribedbelow.Thesetoolshavebeen,andstillare,offeredason-premisessoftwarethatcompaniespurchaseandrunontheirownITinfrastructure.

Often,implementationsarefragmented—isolatedinitiativesbyindividualdepartmentstoaddresstheirownneeds.Systemsthatstartdisunitedusuallystaythatway:siloedthinkinganddecisionprocessesfrequentlyleadtoseparateandincompatiblesystems,anddysfunctionalprocesses.

Businessreputationhasbecomeagrowingchallenge.Theoutcomeofinternalfragmentationthatisobservedandcommenteduponbycustomersisnowvisibletotherestoftheworldintheeraofthesocialcustomer,whereinthepast,onlyemployeesorpartnerswereawareofit.Addressingthefragmentationrequiresashiftinphilosophyandmindsetwithinanorganizationsothateveryoneconsiderstheimpacttothecustomerofpolicy,decisionsandactions.Humanresponseatalllevelsoftheorganizationcanaffectthecustomerexperienceforgoodorill.Evenoneunhappycustomercandeliverabodyblowtoabusiness.

Types/Variations

1.Salesforceautomation

Salesforceautomation(SFA)involvesusingsoftwaretostreamlineallphasesofthesalesprocess,minimizingthetimethatsalesrepresentativesneedtospendoneachphase.Thisallowssalesrepresentativestopursuemoreclientsinashorteramountoftimethanwouldotherwisebepossible.AttheheartofSFAisacontactmanagementsystemfortrackingandrecordingeverystageinthesalesprocessforeachprospectiveclient,frominitialcontacttofinaldisposition.ManySFAapplicationsalsoincludeinsightsintoopportunities,territories,salesforecastsandworkflowautomation,quotegeneration,andproductknowledge.ModulesforWeb2.0e-commerceandpricingarenew,emerginginterestsinSFA.[1]

Marketing

CRMsystemsformarketinghelptheenterpriseidentifyandtargetpotentialclientsandgenerateleadsforthesalesteam.Akeymarketingcapabilityistrackingandmeasuringmultichannelcampaigns,includingemail,search,socialmedia,telephoneanddirectmail.Metricsmonitoredincludeclicks,responses,leads,deals,andrevenue.Alternatively,ProspectRelationshipManagement(PRM)solutionsoffertotrackcustomerbehaviourandnurturethemfromfirstcontacttosale,oftencuttingouttheactivesalesprocessaltogether.

Inaweb-focusedmarketingCRMsolution,organizationscreateandtrackspecificwebactivitiesthathelpdeveloptheclientrelationship.Theseactivitiesmayincludesuchactivitiesasfreedownloads,onlinevideocontent,andonlinewebpresentations.[citationneeded

Customerserviceandsupport

Recognizingthatserviceisanimportantfactorinattractingandretainingcustomers,organizationsareincreasinglyturningtotechnologytohelpthemimprovetheirclients5experiencewhileaimingtoincreaseefficiencyandminimizecosts.[6]Evenso,a2009studyrevealedthatonly39%ofcorporateexecutivesbelievetheiremployeeshavetherighttoolsandauthoritytosolveclientproblems.—.[7]

Analytics

Relevantanalyticscapabilitiesareofteninterwovenintoapplicationsforsales,marketing,andservice.Thesefeaturescanbecomplementedandaugmentedwithlinkstoseparate,purpose-builtapplicationsforanalyticsandbusinessintelligence.Salesanalyticsletcompaniesmonitorandunderstandclientactionsandpreferences,throughsalesforecastinganddataquality.

Marketingapplicationsgenerallycomewithpredictiveanalyticstoimprovesegmentationandtargeting,andfeaturesformeasuringtheeffectivenessofonline,offline,andsearchmarketingcampaign.WebanalyticshaveevolvedsignificantlyfromtheirstartingpointofmerelytrackingmouseclicksonWebsites.Byevaluatingbuysignals,"marketerscanseewhichprospectsaremostlikelytotransactandalsoidentifythosewhoareboggeddowninasalesprocessandneedassistance.Marketingandfinancepersonnelalsouseanalyticstoassessthevalueofmulti-facetedprogramsasawhole.

Thesetypesofanalyticsareincreasinginpopularityascompaniesdemandgreatervisibilityintotheperformanceofcallcentersandotherserviceandsupportchannels」6]inordertocorrectproblemsbeforetheyaffectsatisfactionlevels.Support-focusedapplicationstypicallyincludedashboardssimilartothoseforsales,pluscapabilitiestomeasureandanalyzeresponsetimes,servicequality,agentperformance,andthefrequencyofvariousissues.

5.Integrated/Collaborative

Departmentswithinenterprises—especiallylargeenterprises—tendtofunctionwithlittlecollaboration」8]Morerecently,thedevelopmentandadoptionofthesetoolsandserviceshavefosteredgreaterfluidityandcooperationamongsales,service,andmarketing.Thisfindsexpressionintheconceptofcollaborativesystemswhichusestechnologytobuildbridgesbetweendepartments.Forexample,feedbackfromatechnicalsupportcentercanenlightenmarketersaboutspecificservicesandproductfeaturesclientsareaskingfor.Reps,intheirturn,wanttobeabletopursuetheseopportunitieswithouttheburdenofre-enteringrecordsandcontactdataintoaseparateSFAsystem.

Implementation

Implementationissues

Increasesinrevenue,higherratesofclientsatisfaction,andsignificantsavingsinoperatingcostsaresomeofthebenefitstoanenterprise.Proponentsemphasizethattechnologyshouldbeimplementedonlyinthecontextofcarefulstrategicandoperationalplanning."2]Implementationsalmostinvariablyfallshortwhenoneormorefacetsofthisprescriptionareignored:

Poorplanning:Initiativescaneasilyfailwheneffortsarelimitedtochoosinganddeployingsoftware,withoutanaccompanyingrationale,context,andsupportfortheworkforce」13]Inotherinstances,enterprisessimplyautomateflawedclient-facingprocessesratherthanredesignthemaccordingtobestpractices.

Poorintegration:Formanycompanies,integrationsarepiecemealinitiativesthataddressaglaringneed:improvingaparticularclient-facingprocessortwoorautomatingafavoredsalesorclientsupportchannel.[14]Such''pointsolutions"offerlittleornointegrationoralignmentwithacompany’soverallstrategy.Theyofferalessthancompleteclientviewandoftenleadtounsatisfactoryuserexperiences.

Towardasolution:overcomingsiloedthinking.Expertsadviseorganizationstorecognizetheimmensevalueofintegratingtheirclient-facingoperations.Inthisview,internally-focused,department-centricviewsshouldbediscardedinfavorofreorientingprocessestowardinformation-sharingacrossmarketing,sales,andservice.Forexample,salesrepresentativesneedtoknowaboutcurrentissuesandrelevantmarketingpromotionsbeforeattemptingtocross-selltoaspecificclient.Marketingstaffshouldbeabletoleverageclientinformationfromsalesandservicetobettertargetcampaignsandoffers.Andsupportagentsrequirequickandcompleteaccesstoaclienfssalesandservicehistory.

Adoptionissues

Historically,thelandscapeislitteredwithinstancesoflowadoptionrates.In2003,aGartnerreportestimatedthatmorethan$1billionhadbeenspentonsoftwarethatwasnotbeingused.Morerecentresearchindicatesthattheproblem,whileperhapslesssevere,isalongwayfrombeingsolved.AccordingtoCSOInsights,lessthan40percentof1,275participatingcompanieshadend-useradoptionratesabove90percent.

Ina2007surveyfromtheU.K.,four-fifthsofseniorexecutivesreportedthattheirbiggestchallengeisgettingtheirstafftousethesystemstheyhadinstalled.Further,43percentofrespondentssaidtheyuselessthanhalfthefunctionalityoftheirexistingsystem;72percentindicatedtheywouldtradefunctionalityforeaseofuse;51percentciteddatasynchronizationasamajorissue;and67percentsaidthatfindingtimetoevaluatesystemswasamajorproblem.[16]Withexpendituresexpectedtoexceed$11billionin2010,enterprisesneedtoaddressandovercomepersistentadoptionchallenges.Specialistsoffertheserecommendations】15]forboostingadoptionsratesandcoaxinguserstoblendthesetoolsintotheirdailyworkflow:

Chooseasystemthatiseasytouse:notallsolutionsarecreatedequal;somevendorsofferapplicationsthataremoreuser-friendly—afactorthatshouldbeasimportanttothedecisionasisfunctionality.

Chooseappropriatecapabilities:employeesneedtoknowthatthetimetheyinvestinlearningandinusingthenewsystemwillnotbewasted,indeedthatitwillyieldpersonaladvantages;otherwise,theywillignoreorcircumventthesystem.

Providetraining:changingthewaypeopleworkisnosmalltask;tobesuccessful,somefamiliarizationtrainingandhelp-desksupportareusuallyrequired,evenwithtoday’smoreusablesystems.

Leadbyexample:uppermanagementmustusethenewapplicationthemselves,therebyshowingemployeesthatthetopleadersfullysupporttheapplication-orelseitwillskewtheultimatecourseoftheinitiativetowardfailure,byriskingagreatlyreducedrateofadoptionbyemployees.

Marketstructures

Thismarketgrewby12.5percentin2008,fromrevenueof$8.13billionin2007to$9.15billionin2008.Thefollowingtableliststhetopvendorsin2006-2008(figuresinmillionsofUSdollars)publishedinGartnerstudies.

2008

2008

2007

2007

2006

2006

Vendor

Revenue

Share

Revenue

Share

Revenue

Share

(%)

(%)

(%)

SAP

2,055

22.5(-2.8)2,050.8

25.3

1,681.7

26.6

Oracle

1,475

16.1

1,319.8

16.3

1,016.8

15.5

S965

10.6

676.5

8.3

451.7

6.9

Microsoft

581

6.4

332.1

4.1

176.1

2.7

Amdocs

451

4.9

421.0

5.2

365.9

5.6

Others

3,620

39.6

3,289.1

40.6

2,881.6

43.7

Total

9,147

100

8,089.3

100

6,573.8

100

Relatedtrends

ManyCRMvendorsofferWeb-basedtools(cloudcomputing)andsoftwareasaservice(SaaS),whichareaccessedviaasecureInternetconnectionanddisplayedinaWebbrowser.Theseapplicationsaresoldassubscriptions,withcustomersnotneedingtoinvestinpurchasingandmaintainingIThardware,andsubscriptionfeesareafractionofthecostofpurchasingsoftwareoutright.

Theeraofthe"socialcustomer"】20]referstotheuseofsocialmedia(Twitter,Facebook,LinkedIn,Yelp,customerreviewsinAmazonetc)bycustomersinwaysthatallowotherpotentialcustomerstoglimpserealworldexperienceofcurrentcustomerswiththeseller'sproductsandservices.Thisshiftincreasesthepowerofcustomerstomakepurchasedecisionsthatareinformedbyotherpartiessometimesoutsideofthecontrolofthesellerorseller'snetwork.Inresponse,CRMphilosophyandstrategyhasshiftedtoencompasssocialnetworksandusercommunities,podcasting,andpersonalizationinadditiontointernallygeneratedmarketing,advertisingandwebpagedesign.Wi