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NextGen CRM: What, Why & How?
NextGen CRM
Sell Better
Serve Better
Development
Production
Customer
Collecting Customer Feedback
Procurement
Aftersales Service
Social Media
Telematics
CRM Data
Surveys
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Leading CRM Solutions for Large Business needs
Factors large business leaders should keep in mind before adopting a CRM Solution:
Default Data Storage File Storage CRM Functionality Price Deployment Model Security Features Channel management Features Customer services Integration Sales Automation Features Analytics features
Oracle CRM on Demand Sugar Enterprise SalesForce SalesCLoud Unlimited Edition SalesForce SalesCLoud Enterprise Edition Microsoft Dynamics CRM Sugar Ultimate Zoho CRM Enterprise Edition Storm Post Right Now CX
Sales forceSalesCloud
Microsoft Dynamics
Multiple currencies
Qualify & convert lead Activity tracking & history Contract Management
SalesForceSalesCLoud
Microsoft Dynamics
Sales forecating
Campaign Activities Email-Templates Campaign cloning Mass-emailing Campaign Wizard Wed-to-lead forms Campaigns
Case management
Self-services portals
Computer technology integration
SalesCloud Review
Smartly designed interface with the user in mind. Easy to create customized apps. Access data on mobile devices in real time. Nicely integrated social CRM functionality. Company-wise collaboration through Salesforce Chatter. Quality business data offered through data.com. App Exchange for great third party integration. Get support from multiple sources.
Classic MS interface. Guided dialogue to drive consistency & efficiency. Powerful reporting capabilities. Good online support. Auditing feature for tracking data changes. Easily accessible from Outlook. 99.9% uptime service level agreement
No Social CRM Features. Mediocre marketplace for third party solution. Runs on Internet explorer only.
Easy to navigate interface. Robust reporting capabilities. Solid tools to manage your sales process efficient. Access data offline. Work with MS office applications. Abundant online resources. Monitored communities with good service level agreement.
No social media integration. Lacks third party plugin solutions. Limited support for mobile devices.
Enterprise wide SaaS business system. Strong in business process automation. Support of SAP Cloud App Store. SAPs database attributable to Business by Design. Linked with SAPs Ideas by Design, an online community and crowd sourcing destination.
Social CRM capabilities are absent. The UI lacks an inviting and stimulating user experience.
Marketing to streamline campaigns. Mobile-work force having real time access to customer data. Sales to access a single version of customer truth quickly. Sales can access up to date pricing, marketing and sales information quickly Sales to spend less time finding sales collateral and more time creating and closing opportunities Customer service to resolve problems faster and reduce the time to service customers. Segmentation of customer database to provide focused marketing campaigns. Changing the lead generation tactics based on real time measurement.
Source-Gartner
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These are a few examples where the combination of sound process with technology results in productivity gains, but there are a raft of other potential improvements both within the sales function and other customer-facing areas such as marketing and support.
Ensuring leads are qualified and sales ready-Tools such as marketing automation
applications can help with this process by scoring leads based on the prospects interaction with the web site, for example, leads which visited the pricing page and signed up for a webinar might score more highly than those that visited the careers page. Robust lead management processes, including nurturing campaigns designed to move a lead into a sales-ready state, can also avoid wasted effort and have a huge impact on sales productivity.
for many salespeople the down side of making a sale is the paperwork that goes with it. Many order processes are long-winded with the same details being recorded in a range of different documents, spread sheets, and systems. Theres often scope to streamline these processes to free up more selling time, and using the CRM system to support this can be an effective strategy as details about the customer and the sales opportunity will generally already be recorded there. trying to sort out post-sales issues, where whats been delivered hasnt worked or met the customers expectations, can be a big drain on sales time, and this has become more of an issue as the complexity of many products and services has increased over time. Improving the quality of postsales fulfillment can therefore have a big impact on making a sales person more productive. As problems can often originate before the sale, improved controls over the sales, quotation and order management process can often help, as can tools such as configuration management applications.
the challenge with managing the on-going relationship with the customer is often getting access to the data required to do the job. Information held in ERP, finance, support, and other customer management systems, often isnt readily accessible to the sales team. Moving customerfacing functions into the CRM system, or integrating with other key systems, can significantly reduce the time involved in handling customer queries, and provide ready access to the information that sales need to better retain and develop the customer.
salespeople can spend a lot of time creating reports for their managers to review. In many cases this information already exists in the CRM system, or with modest changes can be tracked there. This not only streamlines the reporting function but also improves the depth and immediacy of management information.
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Outside-In Perspective On CRM
Next Generation Strategic CRM is a new paradigm shift from traditional SMS-based (Sales, Marketing, Support) CRM. Next Generation Strategic CRM encompasses all parts of the business, from traditional sales, marketing, and support, to engineering, manufacturing, operations, to supply and sales channels, to the customer.
Wants information from multiple sources, the majority outside the enterprise's control. Looks forward to learning about new products and brands primarily through social media and networks first and traditional media second, engaging the business last. Expects an organization's products and brand to be present and active in the same social channels where the customer operates, not in a separate, centrally managed, and disconnected sphere. Demands the organization with which he engages listen and respond rapidly without regard to the channel or department the customer uses to interact.
Developing a customer experience strategy that defines the intended-experience-specify the kinds of activities, processes,
and resources required to meet or exceed customers expectations across these levels.
CRM has historically been seen as a software tool, rather than a systematic approach to understanding and managing successful customer outcomes (as defined by the customer), and vendors perpetuate the myth. CRM is delivered through sets of features attractive to functional silos within organizations with no guaranteed integration, interdependencies and change management built in CRM product development is iterated around an existing product or platform, and thus is restricted from seeing opportunities that may require something different, or completely new CRM is designed through a process of what can we build and not what set of inter-related jobs can we help a customer do better CRM is seen by organizations as a technology to hire; and not as a customer strategy with complimentary capabilities enabled by select technology
The Job CRM is really hired to do- CRM will have to do much more than
centralize opportunity data and automate one-size-fits-all marketing campaigns. CRM should strive to help its customers achieve their desired outcomes (including our customers customers). The Front-End-of-CRM offers many promises and a new, broader and disruptive definition of the CRM market. Maybe theres a hidden back end as well. There are certainly many gaps in the middle.
CRM la Carte While maintaining integrated rules, data and workflow at its core,
user interfaces will be designed to get specific jobs done, regardless of where the data resides, and do so within the proper context. A one-size-fits-all CRM application is no longer a proper context. Throwing one-size-fits-all accounting and communication systems into the mix just makes the problem worse.
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CRMSome Case Studies & Research Work
Real time customer feedback including driver seeking advice on some issue
"This is a network in which customers can talk to other owners and dealers, and Toyota can now capture all of that internally as opposed to having to go externally to get it." Forrester Research
OnStar was rewarded for its excellent service with the Customer Service Institute of Americas (CSIA) award for Internation al Service Excellence in 2011
CX Research by Oracle
Improvements to introduce
Key Findings Loyalty to brands and dealers is on the rise. Despite the digital transformation that is occurring in the automotive and other industries, the dealer is still an integral part of car buying. Shoppers increasingly expect the showroom to be informative, interactive and entertaining. The best dealers seamlessly connect the virtual and the physical. The buying cycle continues to shorten with an increasingly demanding customer. Connect me technology enhances the ownership experience. Social media continues to influence consumers, especially in developing markets and among younger buyers. Alternative mobility solutions are seen as a viable alternative for purchasing.
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Nissan In the Current Car Market
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