Is, or should, opportunity tracking be embedded into the customer service process? Do you know what opportunities can be converted into new customers or into new (or enhanced) products or services? How do you track opportunity costs? Do you link complaints / repairs / service / opportunity reporting back to customer attrition? Does your bi consultant know what to ask or do they just ask you what reports you need? . In other words, what are you paying them for? .
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do you need quality management (QM)? . Is full blown sap style qm overkill? . Is there a way to promote customer self-service with solving some of their own problems, both to empower them and to reduce your own internal costs? . Did the erp or crm consultant have basic business and troubleshooting skills to ask such questions? . If you want roi for it expenditures, if you want sap erp, crm, bi, or soa to deliver business related results, start asking business questions about why you are looking at any technology spend to begin with: How do you determine customer needs and wants? How do you track changing dynamics in customer needs and wants? How do you convince paper your customer base to execute a purchase based on their needs or wants? How do you anticipate new products or services your customers may need or want next? How do you track market spend to new customer or enhanced existing customer product spend? Do you measure, or need to measure cost per lead and then lead conversion assignments rates? How do you compare to your competitors?
As a result a solid sd consultant has a fair understanding of the general types of data points and bi reports that are necessary to report. . An sap sd consultant who is skilled and diligent has also encountered many of the issues related to customer retention and customer acquisition. First Things First basic Business Strategy. The difference between an application technician and a business consultant who knows the application is in knowing what questions to ask to determine what the true underlying business need. . even when technicians learn the business need they often have no idea how to convert that into a solution outside of their very narrow focus. . For example, if you have service or repair requests that seem high, do you focus on solving a quality problem, or on shipping processes, or packaging, or other reasons? And to resolve these issues, do you have or need a solution database? . do you need some form of Engineering Change management process integrated within the customer Service processes? .
At the start of the crm project, did they explore where you might gain value in customer retention? . do they even understand general sales, marketing, business, or operations concepts around customer retention? . Did they ask the critical questions showing they know how to define what you need to improve the quality of your customer touch points? Does your crm implementation vendor or their consultants have a clue? I find it funny that to this day i frequently receive calls from recruiters and companies who are interested in me helping them do a crm project. . This is even though I make it clear that I have no sap crm experience and my resume does not list any sap crm experience. . However many customers are beginning to realize that the sap sales and Distribution background (sd with its sales and marketing implementation focus helps to ensure good integration between the crm application and the erp product, as well as the business experience that a good sap. On top of that, many highly experienced sd consultants have developed customer focused reports and tools to address some of the customer issues.
Do crm consultants or crm vendors Know What you need? What are your goals, your reasons, or your business triggers for doing crm, erp, or bi applications? . Did your implementation vendor assessment or consultant review include a detailed exploration of exactly how they would help you achieve those goals? Does the vendor or their consultants have any real business change management experience to help focus the company on a commitment to the customer experience? . do they have the critical communication skills to support a communication program to the larger organization about the crucial role the new crm application will fill? . Can they help guide the business in understanding how each persons job or responsibility affects the marketplace, how the erp system extends into the supply chain, or how the bi system supports the key data for reporting on various goals and performance metrics? . do they even have strong enough communication or language skills to have actually done the things they claim to have done before?
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Most sap crm implementations relied on retooled, post-Y2k html and java consultants who flocked to the crm space. Because the sap new Dimension products were new the screening was not sophisticated and the experience requirements were low. These web techies had little or essay no business experience and certainly little (if any) understanding of competitive pressures, value propositions, business strategies to retain or acquire customers, or a whole host of key issues that a good crm consultant must know. . They were (and still are) completely clueless about marketing, customer / sales conversions, product development cycles, solution databases, improving service cycle times, etc. . They might know how to set some switches, or make some coding changes, but they have little ability to help transform your business or in how to move you forward in the marketplace. . Basically they had little, if any business experience. These consultants learn to talk the application talk, and they can spout some of the tools available, but when you drill down deep into their experience you find they are an empty shell. .
They are like apprentice musicians who can read a few notes on a page of sheet music but they lack the years of practice and do not have the musicians soul to understand and appreciate business. These application technicians lack the critical transformational understanding your business needs. . True crm success stories require consultants who have some measure of business or marketing background, not just an it background. If youre running a formula 1 race team you dont go to your nearest garage with a great tune-up special and hire them to do your tune-up before a race. . They might be able to keep the car running but you have no chance of winning the race with their expertise. . Their garage serves an important purpose, and it fills a particular niche, but if you are looking for race winning results they are not the right folks for the job.
John's Bridge, florida avenue bridge. Take our Survey, downloads). Most companies want to use crm applications as a way to supercharge their sales forces. . They want to gain some advantage with customer retention and acquisition, to manage the sales pipeline and to have better market insight. . But few companies realize these goals. After going through some of the academic studies and literature about crm implementation there is evidence to suggest that some companies see some limited benefit from their crm implementations, but overall they are not happy. .
These anecdotal accounts show the primary reasons companies benefit from their crm implementations at all is because the project itself causes the company to look more closely at their customers. . even then, with few exceptions, the way the crm software is often implemented does little to provide significant market-focused benefits. It doesnt have to be that way, and you as a customer can change. Its not the sap crm application that is the problem. Between crm, erp, and bi, the tools are all there, but an instrument in the hands of a journeyman musician sounds far different than the same instrument handled by the journeymans apprentice, or a novice. Where Things Get Off Track on crm projects Why crm projects go bad.
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