Marketing & Verkoop

CRM has been seen as a panacea for organisations without any real understanding of how it should fit in with the business strategy.  In this article Steve Downton explores the way successful businesses are seeing CRM as a concept not a software tool and are integrating the concept into their overall strategy.

Is the hype around CRM initially key in generating interest now stifling interest?

CRM has become a very common discussion point in conversations with almost any Service Manager or Director and as a result will highlight that they are either a real advocate for CRM or an opponent. However, is this continual exposure to the concept beginning to stifle interest rather than improve the quality of the debate?

A recent end-user survey of 405 European organizations showed that although half of the respondents rate CRM as critical for their business, as many as a third of European businesses are uninterested by CRM software.

Where to Start? What to Start? How to Start? What Steps to take? Don't Want to Start

The biggest challenge to investing in service solution tools is not necessarily the cost, but the time and effort it takes to implement them and generate the value.

Today's modern Service Directors have a growing list of requirements and responsibilities to face. They have to be strategically aware, supporting their board room colleagues in driving the business, while focusing on raising the performance of their own operation. They need to help the business differentiate itself from competitors by introducing new productivity tools, and better utilising working capital, people, and inventory; all of which are seen by many as potential liabilities rather than as assets.

During a recent workshop review I was asked my opinion of the value of implementing CRM in a business, was it satisfactory to talk in terms of intangibles when considering a CRM solution? The question was based on the assumption that CRM is a safe bet and even though you could not put hard numbers on the value of CRM, it still must be considered a worthwhile investment.

Software and technology are not the significant limiting factors in getting an effective result from implementing a service software application - it is the quality of the Vendor and their ability to determine an accurate and full understanding of their customer's needs that really makes the difference.

A significant shift in emphasis is now taking place so that suppliers of software applications are keen to establish themselves as long-term partners with their customers and not just product pushers.

Understanding the customer's real requirements

Service, generating revenue is a concept not normally considered. The normal assumption is that service, at best, can become more efficient and thereby save money and reduce costs. Applying the real concept of Customer Relationship Management allows the possibility of a profitable service organisation as not only feasible but expected.

Bij de marketing, adverteren en produkten en diensten aanprijzen, gaat het vaak al mis. Een structureel probleem is dat de verantwoordelijke mensen worden afgerekend op het aantal salesleads. Het gevolg is dat er van alles wordt beloofd en de verwachtingen van klanten zeer hoog gespannen zijn.

Vervolgens zijn de verkopers aan de beurt; zij worden beloond op basis van omzet en zijn uitermate bekwaam in het behalen van targets, zonder goed te weten wat het produkt is. Gevolg is vaak een groot verschil tussen de hoge verwachtingen van de klant en de te leveren prestatie. Tot overmaat van ramp zijn de mensen die de service uiteindelijk moeten leveren vaak niet goed geïnformeerd over afspraken met de klant, laat staan over de verwachtingen die zijn gewekt.

Service-organisaties zijn vandaag de dag voortdurend bezig met het verbeteren van de klanttevredenheid en -loyaliteit, door het verhogen van de operationele effectiviteit. Daarbij wordt de servicekwaliteit wel eens vergeten als kernwaarde van hun merkenbeleid, als versterking van hun imago en daardoor als verschil met de concurrent.