Develop and implement CRM in any organization
Defining a series of general steps that from my point of view should continue to develop and execute a CRM in any organization. Below is a diagram which displays each and every one of the steps which my own generic methodology, and then detail what each stage.
1. Definition of project objectives and vision of CRM
The first step in implementing a CRM in a company is to define a vision. This is in order that you can visualize how will the organization after a successful implementation of the CRM project. It is also important to further define overall objectives and to deepen our strategies based on these objectives and to keep track of them.
At this early stage it is also essential that the company has a notion of its current situation. The most important thing is that the company knows itself and knows what your needs are paramount. Based on this, you must define the degree of importance for the company to implement a CRM and why they want to do.
For this it is desirable to develop an initial analysis to understand both the strengths and weaknesses of the organization, and in this regard, focus our CRM. The objectives set at this time should be quite specific. That is, such targets would “reduce customer churn rate by 25%.” The objectives as “to improve relations with customers” are very general and ambiguous, being of little use, so we ignore such objectives.
2. Definition of indicators to evaluate results
At this stage we define the way we assess the results, they must be measurable through indicators such as customer retention, recency, RFM model, the rate of conversion, among others. These indicators will be very important for stage monitoring and control, and that will help us know whether we are meeting our targets or not.
3. Definition of the project manager and team
This stage is crucial because the final results depend on the performance of the project leader and team available. Members of the team must have the commitment and the right skills to function properly during the design process. As should also be aware of what the objectives are to follow and what their roles and duties in this project.
Remember that almost always require the cooperation of several departments, or even all the departments that make up the company. That’s why the team should be defined to include all the departments involved.
4. Necessary technological tools and infrastructure
This stage consists of the resources available to the company, and finding the right tools for effective implementation. So well, managers must be open to the implementation of technology needed to jump-start the CRM.
Here we must consider whether it is feasible or not the purchase of CRM software solutions. As well as analyze the requirements for the creation of a new historical database, and all the necessary technological infrastructure for a successful CRM.
5. Pilot testing and adjustments
At this stage should be to test the implementation of CRM, how it will work, what work performed within the company, the proper use, proper training to employees to do their job properly.
Once the pilot test, it will need to consider what adjustments are needed to make to ensure the success of CRM.
6. Realization of a prototype with real data
After seeing the results that were obtained from the pilot, you must implement the same procedure but with the actual information of customers, that is, to creating and shaping the database of the company.
7. System Launched
Once the prototype previously CRM with real information, you are ready to deploy to the company, and continue with the work of training employees to do their work properly.
At this point it is important that it is ready the database that stores customer information, and that the next stage will begin interacting with them and we should be prepared to record all this in a separate database to the base data of the company.
8. Implementation of CRM Components
In this next stage of implementing CRM components will be necessary in most cases modify the organizational structure and processes to achieve customer-centric company. The processes should be redefined to improve its effectiveness and efficiency, as already mentioned above, will give top priority to have the most impact on customer satisfaction.
But for this to be successful CRM implementation in the company, must be strictly necessary to generate and introduce organizational values on customer-oriented corporate culture. In other words, create an internal culture in which customer has as the main figure and on which everything revolves around them. This is a critical element in the success of a CRM project: the “passion for the customer” integrated into the culture of the organization.
Once this is understood, we will explain each of the 4 components of CRM that will be applied. The 4 components are: Identify, Differentiate, Interact and Customize.
a) Identify
The first component aims to allow the company to identify their customers. They try to pass a set of anonymous clients, or of whom almost nothing is known, a set of customers that are already known which many of its elements.
The methods used in this part of identification should facilitate the interaction with customers. System requirements that make the value proposition that offers customers the company is enough for this one interests you identify yourself voluntarily.
Some examples of tools that will help us to identify the customers are:
- Scripts for communication.
- Call centers.
- Contact centers.
- Help Desk.
- Service Desk.
b) Differentiate
In this second phase, which will seek to shift the company’s behavior to the attention of customers. Since the database will process information for each customer identified in the first phase. This is in order to generate a profile that allows us to estimate and calculate the value of each customer to the company. This is essential for the use of metrics.
Once the value of our customers, we will sort them either by value or by the objective is to manage your relationships, then begin to differentiate and therefore require the company.
c) Interact
This third phase, the company claims that relate to those identified and differentiated best customers before, to raise a number of possible ways of acting to interact with them.
The important thing here is to consider what the customer relationship will allow us to stay with him, and which of these relations are perceived by the client and added value.
d) Custom
This last phase will seek to provide those key customers with whom we have interacted, those benefits they want. At this stage it is important to exploit the information gathered from the client to further personalize services.
Students also have to take and learn from all past experiences.
Here we make use of other systems such as Supply Chain Management, modularisation, flexible manufacturing, among others, which will allow the company to adapt to what their customers demand.
These 4 components just discussed are intended primarily to learn more about the customers, crucial step for successful CRM strategy based on customer knowledge and development of products and services for you.
9. Monitoring and control
Finally, the last step in this methodology is the Monitoring and Control. Here we will use the indicators defined in step 2 to keep track of results, and according to them, to make decisions that support the fulfillment of our objectives.
Importantly, although we have a comprehensive development plan of the project is very important to take steps short and safe, and thus continue to motivate the company towards long way from being a customer centric organization.
Conclusion
The implementation of a CRM is not the job of the Department of Systems, or any other specific department. It is a task for the whole company, and this almost always involves all departments, as well as the most senior managers and stakeholders of the company.
For the implementation of CRM to be successful it is necessary to change the organizational culture of the company and begin work focused on the client and not the product. Besides this it is essential to a restructuring of the departments of business, and redefining existing processes and / or create new processes.
Without any of these 3 things (culture, structure and processes) are modified when implementing a CRM, they are satisfied that the implementation will fail.
Managing the customer relationship rather than a strategy, it is an opportunity for growth, an advantage that makes the difference and emphasizes the organizations that really care about their customers.
You need not be a genius to distinguish between a company that focuses its processes to the management of customer relationships, and another company that does not.
The CRM is changing the way business is defining which companies and which will fall in place, but for a CRM strategy to work properly, it is necessary to study both the business needs and the needs of customers.
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Tags: CRM project, project manager, project objectives, technological tools
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