Discussion on risk control and suggestions of ente

Discussion on enterprise CRM project risk control and suggestions

according to the research of foreign investigation institutions, the success rate of CRM implementation abroad is about 30%, in other words, 70% of the projects are unsuccessful. The reasons for this phenomenon are various, and many failures are completely avoidable. What is the standard for the successful implementation of CRM and how to improve the success rate of implementation? Through the successful implementation and case practice of hundreds of customers, the main factors in the following aspects are summarized for enterprise reference

one step or step by step

crm construction is a long-term management project. The success of the project depends on whether the original goal of the project is reasonable. In the past, for enterprise managers, of course, they hoped that the CRM system would be effective soon after it was implemented online - the sales volume could rise sharply, the personnel ability could be strengthened rapidly, the profit margin could be greatly improved, and so on; There are many demands of enterprises, many branches, many personnel, and many problems. What should we do

after years of research and practice, we suggest that managers of enterprises should not set goals too high at the beginning of launching CRM system, but should achieve them by stages and step by step, including the application of the system is also a gradual deepening process. In the early stage of system implementation, we need to find out the most critical problems from all foreseeable problems and solve them in the early stage; Secondary issues with the deepening of the application degree of the system, the development of enterprises, the development and progress of CRM suppliers, and the continuous upgrading and distribution of the system:

first, from the application level of CRM, it is divided into three levels:

the first level is to establish the management concept of "customer-centered" in enterprises through the implementation of CRM system. Realize the "customer-centric" information integration, that is, integrate the static and dynamic customer information scattered in different departments, business links or employees' hands in the past, and complete the enterprise based customer resource management. This is a step that enterprises must take. Only by doing this can we talk about other applications. It is very difficult to do this, because information is changing at any time, and the first user and the first recipient of information are not fixed. It is necessary to support multi angle query and retrieval conditions, which usually needs to be carried out with the help of the relatively fixed collection and summary method in CRM system

in the second level, based on the integration of customer information, establish the workflow management of collaborative cooperation between various departments. Improving the "customer-centric" fine business rules within the enterprise can help the enterprise improve the efficiency of collaborative work, speed up the response speed of customers, and improve the combat effectiveness of the overall operation of the enterprise. The optimization of this process can reduce unnecessary redundant work links at this stage, and even optimize some repetitive and transactional jobs

the third level is to use the above information to complete the "customer-centric" decision-making analysis, deeply process the business information that was difficult to extract in the past, help enterprises rely more on data to speak, and transition the business from result analysis to process and result analysis, such as formulating reasonable sales and service strategies according to the changes of customer value system and purchase characteristics, So as to achieve the high-level goal of CRM application. If an enterprise clearly understands the conditions for deepening the application of each step and sets reasonable expectations when choosing CRM, it can better start from the current management situation of the enterprise and improve the most urgent and most successful links in customer management. In this way, all enterprises can see the obvious effect of implementation at each stage and use the results to promote further application. Practice has proved that such implementation is easy to succeed

secondly, from the aspect of CRM system deployment, the following suggestions are put forward:

after the system is implemented and launched, it needs to go through a period of trial operation and running in period; During this period, the application personnel of the system will feed back the relevant problems found, and the system management department of the company will make necessary adjustments to ensure the stable, good and continuous operation of the system

therefore, for some large enterprises, especially those with many branches and a large number of business personnel, if the system involves all regional departments and personnel at the beginning of its launch, the company's system management department will face the situation that it is unable to effectively manage and control the system coverage area, and it is difficult to ensure the effective promotion of the system, This will have a certain impact on the success rate of the overall project

we suggest that the implementation of CRM system in medium and large enterprises should also follow the principle of "step by step" in the process of regional personnel promotion: first, we should select key business regions and departments (such as headquarters institutions) for system deployment and trial operation, and continue to find, analyze and solve problems after a period of system application; After the application of the system is relatively mature and stable, the system will be gradually extended to sub key regions and other regions, and finally to all departments and personnel, so as to ensure the success rate of the project

at the same time, it is suggested that the initial deployment of CRM system should be carried out in key areas and departments (such as business headquarters), so the system network environment can also be placed in the local area of the headquarters for internal adjustment and testing of the system. When the system is relatively stable and mature, and then extended to other regions, the system can be connected to public and foreign branches, and foreign office staff can access the company's system at any time through the Internet, Realize work collaboration and resource sharing

industry segmentation or mode differentiation

crm presents two development trends in China. One is to develop special industry CRM software according to industry segmentation and the common characteristics of the industry; The other is to provide CRM systems of different "formats" according to the differentiation of enterprise front-end management mode

from the application of CRM in hundreds of customers in China and abroad in recent years, CRM is different from ERP. It has no obvious industry characteristics, but there are obvious business model differences in marketing management. Some of our clients have different industries, but their business models are the same, while some have the same industries, but their business models are very different. After years of research and practice, looking at the essence through the appearance of management differences, turbocrm took the lead in putting forward the division of five business models of enterprises in China, which are standard product business model, promotion management business model, complex sales business model, membership management business model and key customer business model

there were two enterprises, one in the pharmaceutical industry and the other in the low-voltage electrical appliance industry. From the perspective of the industry, their gap is very large, but they both belong to the promotion management mode, that is, they need the regional promotion manager to lead the promotion personnel in the region to continuously visit end customers, collect market information, and summarize it to the headquarters for market analysis. They are very close in the key applications and management processes of CRM, It's just that the customers managed are different, one is hospitals and pharmacies, the other is shopping malls and building materials cities. During the visit and exchange, the two enterprises also believed that communicating with such "peers" who are "non peers" but have very similar "management formats" can have a lot of common topics, and can generally be twisted to the fracture of the sample for experience sharing

for another example, the same machine manufacturing enterprises, some enterprises need to use the project method to sell, and some use the distribution and generation and radiondtpa6.12 and radiondpa6.10 long glass fiber reinforced polyamide series material methods to sell. The business models are very different, so the focus of CRM application is also very different

confusion of scheme (product) selection

during the selection of CRM system, enterprises are bound to come into contact with two types of manufacturers: project development type and mature product scheme type; To be fair, both have their own advantages. In theory, project-based customization development can fully meet the current requirements of enterprises, including personalized interface and style, but there are also some inevitable disadvantages. For example, because there is no other enterprise to share the cost, the cost input of the project will be larger; The cycle is generally longer, because the whole process from requirements analysis to coding, testing, implementation and so on should be followed; The stability of the system is also worse, because large-scale tests, including feedback tests from a large number of customers, cannot be carried out. Therefore, the risk of customized development is relatively high, especially the business of the enterprise is always developing, and the business model and organization will also change. Because the project development cycle is too long, the business of the enterprise will also change after the software is developed. This customized development is based on the existing process and organization customization, and some programs will be written in the software, so it is lack of flexibility. If it is to be made into a flexible definition, The workload will be several times larger. From these perspectives, the mode of productization may not meet all the requirements of enterprises, but the risk will be relatively small, because the real gold plate is processed by phase change wrapped thermal insulation energy storage technology, and the energy can be seen readily. There are also successful cases applied by other enterprises for reference, and the main needs can generally be met, the project cost is small, and the implementation cycle is relatively short. The most important is the product oriented software, which pursues platformization and flexibility in architecture design. Because it is to meet the needs of a large number of customers in various industries, processes, forms and organization models can be customized and will continue to be upgraded to meet the evolving needs of enterprises

therefore, during the selection of product schemes, enterprises should make comprehensive measurement and decision according to the actual situation. (end)