Cloud computing to attack traditional CRM will "die"?

Over the past more than 10 years, the development of CRM in small and medium-sized enterprises is in full swing, more and more small and medium-sized enterprises have experienced the significant return of CRM. However, some data show that in the next few years, off-site mobile office systems and cloud computing CRM needs will continue to increase, cloud computing CRM market will break through the annual composite growth rate of 60%,3721.html ">2014 Cloud CRM or will replace the traditional CRM, thus becoming the industry mainstream." Cloud computing attacks, traditional CRM will "die"?

The deployment of cloud computing in Asia-Pacific (excluding Japan) has risen sharply in 2010, according to a report published in 2010 by IDC. 45% of businesses are already using or planning to deploy cloud computing. The need for cloud computing CRM is growing, and most CRM vendors around the world are offering online CRM products, including Salesforce, Oracle, 800, XTOOLS, etc.

With the transformation of enterprise upgrade into the mainstream today, customer relationship management will become a universal and important application demand of enterprise users. As domestic online CRM products in the continuous innovation, expand the service model, from CRM to other management applications, from SaaS to PAAs, the product continues to expand, enterprises in the continuous transformation. Believe that with the gradual release of the CRM market potential, CRM service providers will seize the opportunity to steadily forward, "cloud" end of the management of the fun to bring more enterprises.

However, whether the traditional CRM has no value, still need to deliberate! The essence of traditional CRM should continue to be inherited, and some wrong ideas or product implementation of the negative effects of enterprises, should try to avoid.

Although the customer relationship management in China is very hot, but the corresponding situation of professionals is not optimistic, many enterprises to implement customer relationship management system projects, have to face customer relationship management professionals serious shortage of embarrassing reality. The market to the customer relationship management personnel quality requirements are quite high, the general enterprise requires them to be both the customer's manager, staff, but also the enterprise's marketing staff, observers, analysts, to require them to master the theory and skills of customer relationship management, to formulate the enterprise's customer relationship process, to properly plan, The implementation and evaluation of the Enterprise CRM project, and the image of good, rich affinity, good communication, strong business development ability, hard-working spirit and innovative spirit, have a wealth of negotiation experience and strong PR ability, strong independence and team consciousness. In addition, the implementation of any CRM system involves an implementation of the depth of the problem, that is, both in terms of business and technology, in the end to the implementation of what degree, to achieve a what kind of goal, data concentration to which step and other knowledge is often an important element of enterprise investigation. From now on, the domestic enterprises have these qualities of the customer relationship management talent is few, many practitioners lack of customer relationship management of the scientific concept and understanding.

Chang Network Professional blogger Summary: CRM fell into the trap of the four major reasons.

First, usually the implementation of the CRM plan before the formulation of the customer strategy in the post. They mistake CRM technology as a marketing strategy, changing some kind of customer strategy to match their newly purchased CRM technology, which is like building a house without engineering measurements or architectural solutions. The New York Times, which has launched a shock to the target of its circulation, has taken CRM as part of its solution, not as a factor in driving customer policies or processes, and has set a good example of how customer relationship management can be planned.

Two, usually is the introduction CRM plan before, adjusts the organization structure in after. They often ignore the need to reform internal structures and systems before investing in CRM technology, which is doomed to be worse than trying to repaint the walls without polishing them. The squared and General Electric Financial Services Group (Gecapital) have reformed their organizational structure and processes to pave the way for successful implementation of CRM before embarking on the implementation of the CRM program.

Third, users assume that the higher the technical content of CRM, the better, and pay a high price. In fact, companies with good CRM programs use technologies at different levels, low, medium, and high. The Great Expedition Travel Group (Grand Expeditions) and the American Real Fast Company take a scientific and comprehensive attitude to CRM, they choose their own technical means according to the customer's strategy, instead of pursuing high technology blindly.

The company hunts customers, rather than earnestly strives for customers. Different industries, different companies in the same industry, and different customers of the same company have different requirements for customer relationships, and managers tend to ignore these when implementing CRM programs, causing them to annoy potential customers. The Dallas Morning Post had a lesson in this, and then adjusted the client's strategy to regain the trust of the client.

The author concludes by emphasizing that successful CRM programs depend more on strategy than on technical inputs. The only way to make CRM work is to spend time crafting your customer strategy, which will help employees figure out what they should do and why, and arrange business processes before the technology is implemented.

At the same time, managers must effectively lead and manage the corresponding changes and demonstrate to the CRM support team how to achieve their goals through new processes. To be successful, employees are also required to equip themselves with all the necessary tools. The author acknowledges that technology is a huge boost in the CRM process, but its role is limited to this. Once this is forgotten, the company's CRM tools, instead of improving customer loyalty, can lead to counterproductive consequences.

(Responsible editor: The good of the Legacy)