The construction of CRM avoid One-second cycles

Recently, I saw someone on the internet claiming that the CRM failure rate is as high as 70%. In fact, from the beginning of CRM, the reputation of high failure rate will be the same, whether domestic or foreign, failure rate and how to avoid failure has become the focus of CRM discussion, and this trend has not changed.

I have experienced this in the process of CRM consulting, where the CIO thinks the CRM project is successful and the marketing manager thinks the CRM project is a real success. Is the CRM project not in demand as the marketing manager thinks? What are the criteria for CRM success and failure? The lack of success and failure measurement means that CRM projects in many enterprises are in the dilemma of application.

The implementation of CRM project is actually a process of spiral and cycle of planning, execution, evaluation and improvement.

In fact, many CRM projects exist application problems, often because managers do not realize that CRM is actually a planning, implementation, evaluation, improvement of the spiral, cyclical process. At present, many enterprises focus only on implementation and evaluation (success or failure evaluation of results), ignoring the planning and improvement of these two equally important aspects.

Y implementation and evaluation must be based on prior planning, no planning implementation is aimless, no assessment criteria will appear in front of the situation, the project results diverging, difficult to distinguish the authenticity.

The y improvement is based on the evaluation results, and if the evaluation results are inaccurate, the improvements are destined to be rubbish only. Similarly, there was no corresponding improvement after the evaluation, and the evaluation was so unproductive that the results did not have any effect on CRM, only a result or a set of boring data.

So, if CRM has only one-second loops, even if it is considered successful, it fails. In the actual process should pay attention to planning and improvement. In addition, while focusing on high failure rates, few people pay attention to how failed CRM projects can be saved. Although McKinsey published a famous "How to save CRM" a few years ago, it is now almost impossible to know how the Enterprise handled its failed CRM project. The process of thinking, in fact, is also based on the evaluation, analysis of the success and failure of CRM, rather than the CRM a stick to kill.

Here we start with the current planning and project improvements to explore how to avoid the One-second CRM loops (there is no business crmhttp://www.aliyun.com/zixun/aggregation/7978.html here). > Strategic planning).

The ultimate goal of the program is to provide guidance for the implementation of CRM projects and to provide standards for the implementation of project evaluations.

All things in advance, not in advance--planning before project start

Before starting CRM investment, we should set up a series of evaluation system, not only include corresponding technical index, but also include business index, quantify expected cost and cost, tangible financial income, intangible strategic income. Companies need to know what they are getting through a CRM project.

Project cost

Project costs typically consist of it costs and business costs, and the enterprise considers the TCO of the CRM when considering project costs, rather than just one part. It costs mainly include:

*CRM software licensing and support. Regarding the software license support, must understand the manufacturer to provide the authorization license way, avoids the misunderstanding or the misleading phenomenon, affects the enterprise later to the software use. Because different manufacturers usually adopt different licensing methods, some manufacturers will have a variety of licensing.

License support for *edi tools, databases, operating systems, and other software. This is an easily overlooked part of the project cost plan, because many CRM solutions are not directly to provide these additional products, and procurement of these products will also produce costs, but for the well-known reasons, some enterprises in the country for a short period of time can not consider the corresponding costs, but with the increase in protection, These costs must also be included in the planning.

* Hardware sourcing and support. such as servers, storage devices and network costs, because some solutions to the server and storage devices have higher requirements, or because the enterprise application scope and need to load balance, these will produce the corresponding 11585.html "> Hardware equipment requirements.

* Software integration and customization. This includes design and development testing and maintenance, as well as labor costs for implementation, and labor costs to support management and support. For example, the integration of CRM and call center, there are many situations, there may be a large number of development, to advance planning for the cost of integration.

CRM Benefits

The benefit of CRM project can be divided into two kinds of tangible income and intangible income. Many companies believe that intangible strategic gains are more important than tangible gains. However, the measurement of intangible strategic income is indeed a difficult point, because it is difficult to accurately quantify, and need to be based on the different circumstances of the enterprise to determine. A few examples of benefits are listed below:

* Increase employee productivity. Help customer-oriented employees improve productivity by providing CRM automation tools such as faster access to customer information.