The hottest IT department should not let CRM make

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It departments should not let CRM make mistakes in its operation.

it is much harder for people to use a new system correctly than to give up and run away. But this is more important

after a year of valuable analysis and debate, a large number of global telecom companies have entrusted themselves to a professional CRM system. This is a big deal. CRM sellers agreed to make some unusual changes to the software to adapt to the actual situation of global giant - in their words, "to complete this transaction" - the IT departments of both sides reached a consensus on specification, guidance and implementation. The budget and schedule also seem reasonable

on the other hand, the sales, marketing, customer service and channel management departments of global giant also need to solve the implementation problems they are concerned about. They shouted that they would not really evaluate the business impact of this professional system they had never used before. They will find out the differences when they use it for the first time

although this makes the seller and the Management Committee of global giant unhappy, this view has undeniable logic. After experiencing the painful implementation of ERP, everyone believes that the implementation of CRM will be infeasible and equally bad

they are indeed wrong. For some time, less than a year from the beginning, the vice president of sales was forced to resign; The channel manager voluntarily withdrew after being frustrated; The marketing and customer service departments, which once maintained a good partnership, hated each other. More importantly, several key corporate customers, as well as some channel merchants (shopping malls and value-added sellers), do not like their business relations to be adjusted and managed by pure technology

isn't this an irony? This CRM system is working perfectly. The seller delivered on time what they had previously agreed and promised, and the funds did not exceed the budget. In fact, every important technical problem has been solved; In fact, each customer contact loop and customer tracking program is carefully selected by the sales, marketing, customer service and channel management departments

unfortunately, no one except the IT department has used this CRM system in the expected way, including customers and channel providers. On the contrary, the CRM system for the company is a feast for some improper consequences. For example, shopping malls and value-added sellers hope to use this new system to manage their own high-strength adhesive tensile testing machine, which will form a huge environmental infection inventory, as well as the task completion of each salesperson. Although this does not make the salesperson particularly happy, it can give them more time and opportunities to sell things

however, these channel providers have been paying attention to those salesmen to see whether they can obtain better conditions than those provided by CRM system. Some smarter and more - AHA - "customer-oriented" salespeople have learned how to "play well" this CRM system to make their customers get better prices, delivery and credit conditions. This unexpected interference disturbs the logistics budget and sales forecast of the Department in charge of the company. Worse, after adopting the "allow in" rule of the new CRM system, several channel providers found that they had fewer advantages than their competitors. Through complaining, they obtained the company's commitment to provide compensation for this different price

what is the result? At the end of the first six months of using CRM system, the company's unit sales cost increased. Worse, the company threatened to punish those salesmen who used CRM system. They made everyone want to use this system to help sales, which reduced the company's sales force. The vice president of sales of the company was surprised to learn that his most creative salesperson was "punished" for his originality, and sharp words came out of his mouth. Finally, he was asked to resign

the new CRM system provoked a conflict between the customer service department and the marketing department, because the customer service department must now deal with two data entry and knowledge management systems - the existing system and the new CRM system. The customer service department has habitually helped solve customer problems first, and then sales problems and "upward sales" problems. In fact, customer service seems to have a more "technical support" function than marketing work. The new CRM system is used to make it easier for customer service departments to help solve market-wide and innovative service problems. Unfortunately, the customer service department must now be responsible for recording and responding to technical and logistical issues, as well as responding to inquiries and "up selling" questions generated by the CRM system. Even if they can estimate how many decisions they can make every hour to satisfy customers, they can't do both things well. Therefore, if they can't do anything well, customer satisfaction will naturally decline

finally, because the new system needs to establish a network-based access and system structure, the company's sales page requires existing customers to fill in a new form and set a new password to achieve the purpose of security and system integrity. 20% of existing customers refuse to do so and turn to use - which increases the unit sales cost and leads to the failure of some purchase efforts, because there will be delays caused by unexpected instruction shocks (3) advanced basic materials

although these technologies are expressed in specifications, who will be blamed for these conflicts between customers and channels? CIO, of course! CEO, CFO and coo left this poor "stupid guy" behind because of these CRM disasters that have actually become physical objects

is this very unfair? of course! However, this CIO has made one of the biggest - and most common - twists and turns of various types of wire cores, which is an important reason for insulation eccentricity. 1. Implementation error, which destroys the credibility of the IT department. He did not make it clear that the implementation system should operate effectively by implementing an effective system. Implementing a CRM system is a technical success, but it has not been able to produce the effect of cultivation and rescue. This is the it version of the joke "the operation is very successful, but the patient is dead"

so, what happened before? When the instructors, marketing departments and salespeople did observe some early bad behaviors (which eventually led to a disastrous failure in the form of a large amount of capital loss), what did they do? When dealing with this matter, they told the IT department: enforcement. The stupid guy did it

imagine such an easy to understand experiment: suppose a company sends each employee a free car belonging to the company for everyone to use. However, within 90 days, a third of the cars were damaged, involved in traffic accidents, towed away, or created a series of debts for the company. Who is responsible for this? Are they those irresponsible people who abuse vehicles? No, in most organizations, the most likely scapegoat is the person who distributes these "free" vehicles

in the CRM implementation process, the scapegoat is the IT department, which is the guy who distributes it. The people who support and install "productivity enhancing" tools often bear the responsibility of how these tools are used or abused. Back to this: you can be sure that if the CRM system does change the business model of the company, the IT department will also be trusted

the lesson is simple: when implementing ERP, SCM or CRM, CIOs only naively pay attention to whether the system really works at the level of C. The way to succeed may be - and should be - to measure how useful that system is. You don't think that's the job of a CIO? Try to implement a technically excellent system that has not been fully utilized before, and you will find how generous and compassionate your CEO, COO and CFO will be. (end)

Copyright © 2011 JIN SHI