Regardless of market segment, it is a well-known fact that the relationship with the customer is today characterized by three aspects. Firstly, supply greatly exceeds the demand for products and services. Secondly, acquiring customers costs more than retaining the loyalty of customers already acquired. Thirdly, customers expert to have more customized offers. Knowing one's customers, their behaviour, and knowing what they have already been offered, what may be useful to them or appreciated by them: these are all determining factors for a company's success, and CRM is the standard technology.
CRM solutions combine organizational procedures, tools, information and behavioural models aimed at managing relations with customers. The customer is the theme that guides the company's choices and activities and CRM looks after the management of this. In the initial approach, implementing operational CRM properly enables a unified view of all the information connected with the specific customer - from advertising campaigns to administrative and accounting management - to be obtained. Good, analytic CRM will be able to segment our client base and profile the different subjects.
Potentially, the introduction of CRM practices may be very burdensome and not without risks. According to Gartner Group, Butler Group and Forrester Research, the project failure rate within CRM varies from 50% al 70%. The reason for this is simple: CRM practices impact strongly on company organization. The danger lies in starting with an invasive CRM throughout the whole company: this requires time and economic and organizational effort. Not interpreting the objectives correctly, underestimating latent processes within the company or a lack of awareness of the benefits to be gained, put the development of CRM at risk.
CRM projects developed by Beta 80 Group offer a course of action that start with creating a widespread awareness of the benefits deriving from CRM and quickly introducing alongside this an only slightly invasive first release that will take the evolution of the project into account. This approach allows for identifying first of all the final aims of the CRM, by analyzing processes, organization and information flows. We then go on to an implementation plan in steps. The approach is both integrated and modular at the same time. Defining the overall CRM strategy avoids useless and tiresome reworking. Drawing up a road map for subsequent steps guarantees full flexibility and adaptability for the CRM solution. The first activities comprise the following successive steps.
Definitions of long-term aims: identification of medium and long term needs; identification of the most significant processes, and pinpointing those to be implemented.
Analysis of selected processes: analysis of related process and plan for integration.
Product selection: identifying the technological solution to adopt.
Basic customization: defining operativeness.
Integration with systems: integrating the main systems.
The implementation of business solutions can be based either on software packages or, alternatively, on open source components. In both cases a strong integration with back-end enterprise systems is ensured (i.e. ERP systems for management, logistics, human resources, etc.). The specific technology to choose for CRM projects depends on many factors, with particular regards to the organizational ones and to the management of processes.
Beta 80 Group is Microsoft Dynamics CRM Certified Software Advisor (CSA) and chose the cloud solution for Microsoft Dynamics CRM, which ensures a tight control on costs and high efficiency. In addition, the Microsoft Dynamics CRM platform enables update mode always aligned with the evolution of the business.
As an alternative to the software packages on the market, Beta 80 Group implements solutions based on the VTE CRM platform (http://www.vtecrm.com), developed on LAMP technology (Linux Apache MySQL PHP).