Open the cloud for Customer Relationship Management and deployment)

Most enterprises pay attention to customers. Customer Relationship Management naturally becomes part of enterprises' information needs. However, the dispute over the success or failure of the CRM project has lasted for a long time, and many reasons have come and come because of the implementation of the CRM project. To be a project is to be a person. To be a person, you must have principles and do not follow the rules. The implementation of CRM projects is an art that involves communication, communication, control, and influence. However, it follows certain rules, which is also the reason of methodology. Different consulting companies and project managers face the same enterprise users and software, and the implementation status is also different. The beauty of the implementation is the human factor. Implementation methodology is the accumulation of experience and rules, but it is also a rigid dogma. To start project implementation, we need to learn and use it live and grasp the key. Many consultants from international consulting companies hold the implementation methodology as if they were holding the sword of the Shang Fang. When they arrived at the customer's place, they were dizzy, the two sides finally announced the successful implementation of the project following the methodology of being indeed a senior one. However, the customer's projects are idle or have no concerns. Customer relationship management is not only about systems, but also about enterprise deployment. To surpass software, the most critical factors must be involved: organizations and people. It is precisely because the political and human factors of this Organization are extremely local and personalized. Therefore, foreign methodologies and best practices are far more flexible than Chinese enterprises. Focus on solving problems In many CRM projects of Chinese enterprises, the goal is vague or numerous. Enterprises often do not know what problems they really need to solve when deploying CRM projects? Or there are too many problems to solve. I don't know which one is the most important one. In the end, it seems that the entire CRM Project has no problems, but there is no real effect. The most important part of CRM project implementation is to grasp the key points. In CRM solution planning, the key points should be grasped based on the existing problems, requirements, and long-term development strategies and objectives of the enterprise, this ensures that the direction and resources of the CRM project can be deployed under a unified key target. There are many problems or multiple key issues in the CRM project at the same time, but the enterprise must analyze the key issues. Sometimes some key problems do not come on the water, sometimes some key problems follow some common problems. Only by grasping the key points and solving the key problems can we ensure the deployment direction of the entire CRM Project. This is the focus and the key. It can stimulate and promote the vitality of the entire CRM Project, and there are continuous points to support continuous projects. If there is no focus, the entire project will be flat and everything will be done, which may mean nothing will be done. The effectiveness of the CRM project is not very good, and it is not too bad. Just like a quiet lake, there are no highlights, and there is no key to stimulating enthusiasm, the entire CRM Project will gradually become quiet over time. Principles with Chinese Characteristics During the implementation process, enterprise users often come up with a lot of comments on the system: Unlike the operating habits of the original system, the use of new systems is too complicated; some enterprises think that the CRM process is too different from their own process, and they need to use their own processes completely. In addition, some CRM projects have not been moved after the CRM process is deployed; and so on. Based on domestic CRM practices, I have summarized a principle based on Chinese characteristics: "rigidity, optimization, solidification, and optimization ". This principle with Chinese characteristics sets a more practical rule for these situations and similar phenomena. During the implementation of the CRM project, the CRM system combined with the joint efforts of both parties of the project should be used in a rigid manner. Do not raise questions or raise comments. The CRM system should be used first, persistently, and adopt a combination of performance appraisal methods for forced use, based on the mature foreign concepts and systems adjusted with the current situation of the enterprise, the company uses the CRM concepts and processes in a rigid manner. After two or three months of use, each user has a deep understanding of the functions of the CRM system and is used to the new operation methods of the CRM system, and there are still more mature suggestions, so after a period of operation, we will optimize the CRM system and enterprise processes based on the business development and practical experience of the enterprise, the suggestions at this stage are more mature and valuable than they were at the beginning. After the operation and optimization, the user, CRM system, and business process are getting smoother and smoother, the CRM system is used to solidify the optimized process of the enterprise, and the information technology is used to establish the enterprise process system, this is conducive to business standardization and process automation, and can also improve the efficiency and overall ability of the team. With the continuous development of enterprises and changing business needs, the original process cannot adapt to the development of enterprises. This means that when the process becomes a drag factor, the organization, position, and process will be optimized, perform secondary improvement. This principle emphasizes continuous optimization, and enterprises must always realize that CRM projects are not a one-stop task. Organization and person There is a guideline for CRM project implementation: "People, customers, processes, technologies, and projects ". Many people have emphasized technology and projects, but missed the more important part of people, customers, and processes. Whether it is project communication, senior support, adjustment of organizational positions, front-line employees who are in direct contact with customers, etc., are all part of people. The customer is the core of CRM, the customer can participate in the CRM project through feedback on the CRM experience, which is a key part of the CRM project. In the past, the company's process was centered around the production or the boss. Now, to grasp the customer, the company's process should be centered around the customer. This is the CRM process. Those outdated, rigid, and conservative processes that cannot adapt to enterprise development must be optimized and adjusted to quickly enter the customer's path. Only by laying a solid foundation in the previous steps can CRM technologies and projects become solid support. Otherwise, it will be a castle in the air or a decoration on the wall. Chinese enterprises have taken some detours in the deployment of Customer Relationship Management, hoping that more enterprises can correctly understand the true meaning of customer relationship management, truly deploy the customer strategy to the culture, organization, process and people of the enterprise.