Informatization deployment process is King)

CRM Deployment status Most Chinese enterprises are not familiar with the process, especially the process of refined management. If there is a process, it may also be an extensive process, because we still pay more attention to results and are not very accustomed to process management. We still pay more attention to what everyone is doing, rather than getting used to overall collaboration. On this basis, most enterprises may encounter potential misunderstandings when deploying CRM, either left or right. The actual results are disappointing, even a large number of CRM projects were idle and abandoned in just Year 12. Currently, most of the CRM deployment projects have two directions: consulting companies, CRM strategic consulting, and drastic strategic changes, organizational structure changes, and process reengineering, however, this mode is a typical top-down direction, based on a high strategic starting point, focusing on the strategic needs of the enterprise's senior management and ignoring the implementation needs at the grassroots level, it is often the case that the strategic positioning is very good and exciting, but it cannot be implemented and cannot be implemented. In addition, sometimes excessive changes may lead to potential risks of enterprises, which may be fatal for enterprises that are growing or developing. The other model focuses on CRM system vendors, guiding enterprises to place their applications on CRM systems, emphasizing the importance of systems from system requirement analysis, system analysis, personalized customization, system implementation, and training, however, this model is too low Based on the starting point of the system. Although it focuses on basic tool applications, it ignores the strategic needs and is a typical bottom-up direction, it is easy to fall into the details of system functions without overall coordination. enterprise users do not know what to use in the face of complicated functions, which leads to ineffective promotion and poor application effects. Some enterprises with strength and determination can effectively combine the advantages and disadvantages of the two modes, introduce the CRM strategy consulting of the management consulting company in the first stage, and introduce the CRM system implementation of the system implementation vendor in the second stage, this effect is far better than any other one. However, in such a case, there are also many problems. The most important thing is how to achieve the best connection between strategy and tactical execution? Change Process There cannot be too many changes, and there are too many and too complex system functions. Is there a better model? Yes! This is the process! Why is the process king? During CRM deployment, the importance and connection of the process should be emphasized. When the change cannot be implemented by the re-engineering of business processes, the enterprise can perform BPI (Business Process Optimization) and optimize the enterprise's risk tolerance capability based on the process. Enterprises in different industries have different operation modes. Even enterprises in the same industry have different operation modes due to different development stages or scales, sometimes the operating modes of enterprises vary depending on different customer groups in different regions. If you focus on the process, the operation model can be interpreted as a combination of processes. When we break down the operational model into processes, we will find that the process is a combination of a series of collaborative behaviors to achieve business goals. It is mobile and collaborative. Therefore, organizational changes during CRM Strategic Consulting can lead to fear and conflict, while Process Optimization without revolutionary changes can be better accepted. System Process When the CRM system is complex like a big maze, and its functions can be listed higher than the building, enterprises will encounter a key problem: what functions are used? How to use it? How to make good use of it? It is impossible for enterprise users to use all functions. In the manual and training classes of CRM system manufacturers, every functional point is described in detail, and the final point of function is indeed solved, what is the new button? How can I deal with the shutdown of business opportunities? You may not be familiar with it again. However, enterprise users do not know how to use and use the service in their actual business, or are confused. What enterprises need to solve when using CRM systems is business problems, and business problems of enterprises are nothing more than business scenarios. These business scenarios can be mapped to or solved by processes. Therefore, the application of the CRM system still needs to be attributed to the process. At the system implementation level, the process can be interpreted as a combination of functional points, and the series of collaborative behaviors in the process are mapped to a combination of series of functional points, more importantly, the process flows through static functional points to collaborate. This process is first a business process, followed by a system process. The order of order cannot be wrong, because the principle of implementing the business of the system cannot be changed. The process is king When we find that the process can serve as a bridge to effectively link strategic changes and system implementations, the entire CRM deployment will become reasonable and orderly on the basis of the process: the operational model is formed based on the Strategic Consulting of enterprises, business processes are formed based on business needs, and system functions are formed based on the business system implementation. The operational model is divided into different processes, each process is embodied in a combination of different system functions. Based on this deployment model, enterprises need to consider the process at the execution layer when conducting strategic consulting, and consider the overall collaborative business process during system implementation. These considerations may change many things. For example, Will Strategic Consulting never be implemented? Should the user manual of CRM system vendors introduce business scenarios and business process descriptions? In any case, when the process is king, enterprises will find that the process is inseparable from top to bottom! It is a customer-centric process to promote enterprises to become customer-oriented enterprises!