Why is the most popular CRM difficult to be favore

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Why CRM is difficult to win the favor of enterprises

crm is no longer a new thing in China. Through several years of development, CRM has developed from the initial concept hype to today's practical application stage. CRM application systems and products have also developed from only some functional modules to overall solutions, and then to the current integrated application with ERP. It can be said that CRM has gradually matured in technology. At present, there are a wide range of CRM products, covering high, medium and low markets. Domestic and foreign CRM software suppliers also spare no effort to promote the application of CRM in China. However, as a whole, China's CRM market is far from mature. The main reason is that enterprises are still difficult to fully accept CRM. The main reasons are as follows

we didn't realize the importance of customers

long ago, we said that "customers are God". Later, slogans such as "customer first" and "customer-centered" were also filled with various media, but to be fair, these ideas still remained at the level of slogans. Customers themselves did not feel like "supremacy" or "center", and enterprises did not take customers as the most critical factor in the market. It is common sense that an enterprise cannot live without customers. The survival and development of enterprises must be guaranteed by customers. However, in many cases, enterprises can achieve success without spending a lot of investment to research and cater to customers. For example, some enterprises entering the market just need to produce their own products, invest in some advertising, and then establish their own sales channels. Customers will have customers and sales will be completed. Therefore, many enterprises still maintain the idea that women do not worry about getting married. They believe that as long as they concentrate on developing products that are right for the market, they will not worry about sales. If not, increase investment in advertising, for example, to hype. If it doesn't work, use the last move and reduce the price. The customer is always the last factor they consider, or they do not consider it at all. 4. Accuracy of experimental force: better than ± 1% of the indicated value

in the long-term market activities, our enterprise has taken "product as the center" and reaped rich market returns. These factors have created and laid the foundation for the typical "product as the center" concept. At present, due to the imperfection and nonstandard of China's economic market, this concept still has a certain market in China. However, with the development of the market, the competition will become more and more fierce, and the trend of product homogenization will become more and more obvious. The focus of enterprise competition will gradually shift from products to customers. Who owns customers, who will own the market, will become the final winner. This development trend has become more and more obvious

in fact, with the development of market economy, China's economy has entered the buyer's market. Many enterprises miss the early stage of reform and development because their products can fill the market gap and hardly have to worry about sales when the productivity level was low and social products were in short supply. However, with the improvement of the level of social productivity, social production began to surplus, social products gradually oversupplied, and competition began to appear and become increasingly fierce. In the face of a large number of commodities to choose from, customers have gradually become mature and rational, and began to examine the products of the enterprise with a critical eye. Therefore, today's enterprises lament that money is hard to earn

with the further development of the market economy, the market competition will become more intense and the customers will further mature. Providing customers with high-quality and low-cost products will become the most basic requirement for enterprises. Enterprises must pay attention to customers and meet their needs. Customers will become the focus of competition, and enterprises that are still "product centric" will be eliminated

not aware of the importance of CRM

whoever owns customers owns the market. But managing customers is not a simple job. When the enterprise business reaches a certain scale, the difficulty of manually managing customer relations will gradually increase. First of all, with the increase of customers, enterprises have more and more customer information, which makes it very difficult for enterprises to collect, sort out and query. In addition, with the intensification of competition, the market changes faster and faster. Enterprises must be able to effectively mine and extract customer information, provide support for decision-making, and help enterprises make rapid response to market changes. Finally, as customers become a scarce resource, improper management of customers will damage the interests of the company. For example, the loss of an employee who has mastered a large number of customer information will often cause the enterprise to lose a large number of customers, and CRM can effectively avoid this risk

many enterprises began to realize the importance of customers gradually, but they were indifferent to CRM and still managed their customers in the traditional way. Therefore, a strange phenomenon occurred. On the one hand, enterprises invested all their efforts to develop the market and tried to integrate enterprise resources to develop more customers. On the other hand, customers, especially old customers, were losing a lot, In the end, the enterprise is still empty

there are two economic theories in economics. First, the cost of maintaining an old customer is far lower than that of winning a new customer. Second, the more lasting the relationship between enterprises and customers, the more profitable it will be for enterprises. CRM is a new management model based on these two economic theories, which aims to improve the relationship between enterprises and customers. Customer relationship management will indeed change the business philosophy and means of the enterprise, so that the original sales personnel, marketing personnel, service personnel, after-sales maintenance personnel, etc. who are fighting on their own, can truly coordinate and cooperate, and become a strong team centered around customers

of course, there is a law of customer life cycle in any relationship between customers and enterprises, and there is a process of occurrence, development, maintenance, weakening and extinction of the relationship between customers and enterprises. CRM cannot change such a fact and law. However, the role of CRM can extend the customer life cycle law, so that customers and enterprises can maintain a relatively long stable time. CRM is not omnipotent. However, in today's fierce market competition environment, enterprises do not pay attention to customer relations, but it is absolutely impossible

lack of confidence and determination

crm can bring fundamental changes to enterprises, so as to enhance their core competitiveness. But CRM also needs huge investment and long implementation cycle. The most important thing is that there is a risk of failure in the implementation of CRM

to establish its own CRM system, an enterprise must first have a comprehensive and profound understanding of itself, understand its specific business needs and the objectives of implementing CRM, and on this basis, select the software, hardware and related facilities suitable for its own characteristics. Secondly, during the implementation of September, 2010, enterprises, suppliers and consultants should cooperate closely, step by step, and get the real understanding, support and input of internal personnel. In addition, the enterprise should reorganize the process and organizational structure according to the system to truly integrate the business with the system. The whole implementation process of CRM consists of many links. As long as any one of them fails, all efforts may be wasted. In recent years, there are many examples of failure in the market

in fact, the market is far less terrible than people think. There are many examples of failure in the market, but there are more successful examples. Moreover, how to evaluate the success and failure of CRM is actually a matter of opinion. Only the wearer knows whether the shoes are comfortable on his feet. Whether CRM is successful or not, only the enterprise itself will have very serious consequences such as blocking the valve hole and scratching the piston surface. In addition, CRM is a long-term process. In other words, CRM has only commas and no periods. The life of an enterprise is not over, and CRM is not over. Failure is only temporary, only for a certain period of time, but also within a certain range. Enterprises can adjust and improve their CRM in time, from failure to success. At this point, CRM has not failed

in a word, enterprises should face CRM bravely, do not be afraid of failure, and do not abandon the opportunity to improve their core competence because of possible risks, otherwise, enterprises will never achieve development, or even survive

China has joined the WTO, and our enterprises will face fierce competition from foreign enterprises. As one of the important contents of informatization, CRM is one of the sharp tools to enhance the core competitiveness of Chinese enterprises. Only by attaching importance to CRM, implementing CRM and improving CRM, can our enterprises remain invincible in the future competition, and only by attaching importance to CRM, can CRM achieve considerable development in China. (end)

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