Friday, February 28, 2014

Saatnya kita perlu Sales 2.0

salesperson-two-fingersThanks to social media and professional networks, today’s more informed, savvy, and frankly empowered buyer has forever altered the buyer-seller relationship. The balance of power has titled in the buyer’s favor at the expense of many of us in sales.  
But as with any evolution or indeed revolution, there are those that adapt and prosper. We’re witnessing the emergence of a new type of salesperson. Let’s unimaginatively call them “Salesperson 2.0.”
Salesperson 2.0 has met the challenge of the more sophisticated, informed buyer by becoming a more sophisticated and informed seller. They’ve realized that the skills needed to be successful are more expansive than ever before, and that mastery of each is critical to success. These skills can be categorized as follows:  
  • Research Skills
  • Business Acumen
  • Micromarketing
  • Fundamental Selling Skills
Let's explore each one further. 

Research Skills

Salesperson 2.0 realizes that while the buyer has access to a wealth of information about their products/services as well as access through professional network with current customers and competitors, it also works in reverse.  
Salesperson 2.0 has developed keen research skills and has established a regimen of dedicated time to skillfully leverage social media and personal online networks to learn more about their target buyer, business issues and opportunities, and what’s happening in their organization/market segment.  

Business Acumen

The days of a salesperson using superficial knowledge of the mechanics of business are gone. Sales reps cannot fruitfully research their target buyer if they don’t understand how their business or market segment operates. They can’t add value to their interactions with the buyer if they don’t understand how to parlay the business impact their organization has brought to other businesses in their sector.  
Salesperson 2.0, on the other hand, not only understands the topline but also the bottom line -- and everything in-between.  


In order to leverage the wonderful interconnectedness that social media and professional networks provide, sales people need to get heard above the noise. Salesperson 2.0 has added marketing skills to their arsenal to communicate in a concise fashion, distilling down to only those pieces of information that add value, provide insight, and attract the attention of their buyer.  
This gives Salesperson 2.0 a competitive advantage in a socially powered buying environment.  

Fundamental Selling Skills

Some time back I coined the phrase, “If you can’t sell offline, you can’t sell online.” And nothing has so far proven me wrong.  
Although social media, professional networks, and an array of software applications have made it easier and more convenient to find target buyers, salespeople still have to know what to do once they find them. Their interactions may be more virtual than before, but they still need to apply fundamental selling skills to the equation. They have to adapt them and learn to apply them differently, but they still need them. Technology in any form will not sell for them, nor will it compensate for any shortcomings as a sales rep.  
Salesperson 2.0 understands this and devotes as much time to perfecting their selling craft as they do to integrating the other skills mentioned above.  
So the choice is pretty stark for salespeople: Either evolve to become the multi-dimensional Salesperson 2.0 or risk being left behind by a buyer that has moved on.

What skills do you see necessary for today's buyer-driven sales environment?

Thursday, February 27, 2014

Navicat, tool dalam manajemen database vtigercrm

Salah satu tools yang kami pakai waktu melakukan maintenance database vtigercrm adalah menggunakan Navicat For MySql

Tuesday, February 11, 2014

Istilah dalam CRM

  • Lead: A lead is a prospective customer. In a CRM system, prospective customers are first entered into the system as leads. You may collect leads from your marketing events such as conference, advertisement, trade show etc. The goal is to convert a lead into a customer. Not all leads will result in a sale and be converted into a customer. This lead will contain all the information about the contact or the account available at this sales stage.
  • Potential: (also known as Opportunity):A potential is an opportunity to make a sale, i.e. a potential sale. When you determine a lead could generate a potential sale, the Lead will be converted to a Potential. In addition, an Account and Contact entries for this lead will be automatically created in the CRM system. Each businesses will determine when a lead should be converted to a potential. For example, a business may decide a lead that requests a quote can be converted to a Potential. The Lead entry will be deleted to avoid confusion and duplicate entries. All the information collected for the Lead is still available in the CRM system, but will now be presented in records for Contact, Account or Potential.
  • Account: An Account is a customer account record for a customer or prospective customer. When a Lead is converted to a Potential, an Account for the prospective customer is automatically created in the CRM system.
  • Contact: A Contact is the contact information for a given customer or prospective customer. When a Lead is converted to a Potential, a Contact for the prospective customer is automatically created in the CRM system.
  • Quotes: A Quote is a records information for a sales quotation, i.e. price, quantities, and other terms, for a potential sale to prospects. The CRM system supports you in the creation of quotes for potential customers. A quotation can be created for a Potential, for easy and automatic transfer of the customer data to the quote.
  • Purchase Order: A purchase order (PO) is a commercial document issued by a buyer to a seller, indicating types, quantities, and agreed prices for products or services the seller will provide to the buyer. The Purchase Order is a formal notification and approval for a customer order, and kicks off the next stage in the sales process when the PO is received.
  • Sales Order: A Sales Order is a document used internally by businesses to track and complete a customer order. A sales order may be for products and/or services. A CRM system allows you to record and manage Sales Orders and related information as part of your sales process. Once a quotation is approved, a Sales Order can be created directly from a Quote detail view. All the relevant data from existing records will be automatically populated in the Sales Order.
  • Invoice: An invoice is a commercial document issued by a seller to the buyer, indicating the products, quantities, and agreed prices for products or services the seller has provided the buyer. Once a quotation is approved, an Invoice can be created directly from a Quote detail view. All the required data will be automatically added to the Invoice.
  • Campaign: A Campaign (or Marketing Campaign) is a marketing effort to increase sales through a set of marketing activities. The goal of this effort is often to generate new leads and help convert them to new sales. A campaign can have other goals, e.g. improve the awareness or brand of the company. A CRM system can help manage, execute and monitor marketing campaigns.
  • Product: A Product is a business offering from a business to it's customers. A CRM system allows a business to record it's Products and related information so that sales staff and other CRM users can use product information fully and correctly in their business activities.
  • Vendor: A Vendor is a supplier of a product. The Inventory Management portion of a CRM system allows tracking of inventory being supplied by multiple Vendors.
  • Price Books: A Price Book is a named collection of products and pricing created to serve a specific purpose, e.g. a segment of the market. For example, a business may have a Price Book for government sales, where prices are discounted, or include additional charges. Price Books in a CRM system allow sales staff to more easily quote prices when serving different types of customers that need differentiated pricing strategies.
  • Trouble Ticket (sometimes called Service Request): A Trouble Ticket is a record of information related to a customer issue or service request. A CRM System, as well as many other Help Desk and Issue Tracking systems, use Trouble Tickets to capture, track, and manage, customer issues or service requests.
  • Security Administration: The user security administration functions are the core of CRM security management, and are used to control the access to the CRM system for each user. vtiger CRM provides a privilege system that allows you to control who can view, edit, delete or create each type of CRM data. Roles, Profiles, and Groups, are used to make it easier to manage privileges for multiple users and managers, and eliminates the need to setup each privilege individually for each user. Instead, you can setup privileges for a Profile, and use the Profile for multiple users and Roles. Roles are organized hierarchically and a user can have multiple Roles, which provides an efficient way to assign privileges to users and managers performing multiple functions.
  • Profiles: Profiles are a set of security privileges for executing CRM operations, and can be assigned to users. Profiles make it easier to control detailed security privileges without having to specify them individually for each user. Specific security privileges can be granted once in a Profile, and then assigned to users as needed.
  • Roles: Role based security allows security setup using hierarchical roles that capture user and manager responsibilities in an organization. Each Role is primarily one or more Profiles, i.e. a set of security privileges. These Roles are then assigned to users. Security administration with role based security consists of determining the operations that must be executed by persons in particular jobs, and assigning Roles to users as needed.
  • Groups: In addition to restricting security privileges for each type of data, vtiger CRM provides some security control to permit access to specific subsets of data. For example, you may need to setup access to data for a specific customer account so that specific people can see the data. For better manageability, the CRM allows to collect users and Roles in Groups. Specific data, e.g. a specific Account, can be assigned to the group so that everyone in the group has accesses to that data.
  • Sharing Access: Sharing Access controls are used to determine what level of data sharing is enabled between users, e.g. can one salesperson see another's leads. By default the sharing access settings may allow all users to see all CRM records, even if the record is not assigned to them. Sharing Access allows you to restrict or allow such access for each type of CRM data.
  • Field Access: Field Access is used to control visibility of specific fields in each module to users of the module. You can use this function to either show or hide particular fields to the entire organization. Default field access settings include custom fields you may have created before. By default it is configured to display all data provided in the CRM system.
  • Tag Cloud: Tag Clouds are a convenience for CRM data access that has been tagged with labels. They are designed to improve the usability of the CRM by making it easier to access. They help to categorize the records based on a user's requirement from categories set by the CRM system. Tag Clouds are used to pool objects based on subjective or other values.
  • Calendar Reminder: Each user can activate an activity reminder function by setting a reminder interval in My Preferences. If activated a popup browser window will be displayed every time an activity is due. The popup window displays the time, status, and subject of an activity. It offers you the options to postpone or to close a reminder message. If postponed the message will popup again after the next reminder interval until it is closed.
  • Chat Functionality: The chat functions offered by the CRM provides instant messaging capabilities in a form of real-time communication between two or more CRM users. The CRM offers public as well as a private chat capabilities in so-called chat rooms. The public chat allows all CRM users to share a common chat room where each user can read all messages and can contribute if desired. The private chat room serves as a platform for the communications between two users.

Hati-hati, proyek CRM anda bisa gagal !!

WARNING: CRM project pitfalls ahead!

Given the scope and complexity of a typical CRM project, there are plenty of opportunities for things to go awry. And go awry they often do.
Here are some of the mistakes that most commonly undermine your CRM initiative, as nominated by a panel of experts.
For those of you that are about to undertake a CRM project, take note! And for those of you that have recently deployed CRM – are there any pitfalls that we’ve missed?
Trying to do too much, too soon
“When implementing change in any aspect of a business it’s all too easy to see the end goal and want to achieve it as quickly as possible,” says Julie Hessselgrove, group president of Xerox CMS. “Instead, invest in an evolutionary manner, rather than going for it all at once. To be successful, you should consider creating a transformation roadmap based on your overall strategy and implement it incrementally.”
Webalytix CRM strategist Kate Amos adds: “Trying to do too much too soon and investing in advance CRM software before the business is ready. It is much better to start with a very basic approach and achieve success with this approach before developing a more complex CRM strategy which is support by advance CRM software.”
Failing to secure buy-in from top to bottom of the organisation
“It needs complete buy-in from the team that cascades from senior managers down,” explains Andrew Brittain, MD of digital agency Advantec. “If teams understand a system and the objectives that the whole business is working towards, then they are more far likely to buy-in to it, to use systems correctly and to start seeing results!”
Creating a CRM system without collaboration with those who will be using it
“Creating a CRM strategy and system in isolation from the people who will actually be using it is a common mistake,” notes Matthew Walko, head of strategy at Omobono. “It’s vital to understand the needs and requirements of end users and to include them in the process so that the end product is gratefully adopted, as opposed to forced upon them. The CRM system should be selected based on CRM objectives, customer needs and end user requirements.”
Failing to properly plan CRM’s integration into existing systems
“Failing to think about and plan how a CRM system will be integrated within a business’ existing operational systems can lead to problems, such as doubling up on entries or missing data,” says Brittain. “Check all the dots will be joined together. If the process is not logical and easy, it can lead to negativity and time wasting. Can all team members get what they need from the system?  Can it easily be updated? Can reports and analysis be produced quickly?”
Failing to take adoption and change management into account
“Businesses often forget to ensure CRM will be adopted by end users, they seem to neglect to introduce mechanisms for convincing users to utilise the new solution, which can cause failure of CRM implementation,” suggests Marcin Malinowski, Head of International Services at Outbox. “This should be planned in the early stages of strategy development.”
Using fragmented solutions instead of a single centralised on
“The most common mistake is to allow different business units to run their processes in different ways, with different platforms and with different suppliers,” says Hesselgrove. “This makes innovation expensive and slow. A centralised communications solution, shared throughout a company is far better practice.”
Prioritising the technology ahead of the customer
“Another common mistake is that they don’t put the customer at the centre of their strategy; they invest in a CRM software solution before creating a CRM strategy and find they are bound to the strictures that software applies to their policies and procedures,” suggests John Everhard, technical director at Pegasystems.
Focusing on quick wins rather than taking a holistic view
“Some companies choose not to look holistically at customer relationship management and instead look for ‘quick win’ solutions that on the surface may appear to have near term benefits, but in reality do not solve the bigger challenges with customer relationship management,” highlights Yossi Zohar, head of product and partner marketing, customer management division at Amdocs.
“For example, a company may want to increase online sales by installing a shiny new eommerce platform in their website, but neglect to integrate this platform into their ordering system and product catalogue. On the surface, customers may be able to order more easily, but the lack of integration may cause undetected errors in order entry that lead to order fallout, delays and customer frustration. Such mistakes also cause inconsistencies between channels. A customer that sees an offer online and then calls the contact centre to order may find that the offer is no longer available, which may cause frustration and abandonment. Other companies may choose to focus on deploying a business intelligence and analytics platform that predicts customers likelihood to switch to the competition, but do not complement these predictions with guidance to the customer-facing agents on how to handle the customer in real time.”
Underestimating the ongoing resources required to maintain CRM
“The most common mistake is to underestimate the time it takes to maintain an up to date CRM system, keeping contacts / notes up to date and ensure all staff are involved and working smartly with the same system,” says Sylvain Reiter, Development Director atCyber-Duck. “The biggest failing of any CRM is neglect, this comes through lack of/poor procedures or incentives for maintaining and updating contacts.”
Underestimating the importance of social media to modern CRM

“When developing a CRM strategy, businesses often make the mistake of overlooking social media and failing to see it as an integral component of their overall strategy,” says Zohar. “Companies need to embrace the social media revolution and meet customers on their terms. For the most part they are not leveraging the power of social media even though, according to recent research of the telecoms industry, half of smartphone customers looking for support have complained on social media. What’s more, three out of four of these complaints are not addressed or resolved, resulting in almost 80 percent calling the contact centre. This means that operators are missing the opportunity to reduce the operating costs by deflecting calls to a low cost channel. Furthermore, they are missing an even greater opportunity to learn more about their customers, as a whopping 64 percent would share their social media identity if their problems could be resolved over social media.”

Bagaimana memilih konsultan CRM?

How to successfully select a CRM consultant

Do you need a third party consultant to ensure your CRM project successfully crosses the finishing line?
The complexities surrounding a CRM deployment are sometimes only compounded by the number of third parties that are involved in such an endeavour.
Richard Boardman, founder of Mareeba Consulting, summarises the activity that typically characterises a large CRM project.  
“While a business can buy something like, subscribe to it and customise it themselves so that there is only the one party involved, if there is any kind of complexity, you are going to have at least an implementation partner and a technology provider. The technology provider is what sells the likes of, which develops the technology, while the implementation partners are smaller organisations focused on product-specific implementation services – so their job might be to configure the system to sort processes, do some data migration from your existing CRM system and integrate your system to the financial system, for example.”
But then there is also the option to bring in independent CRM consultancy.
“Traditionally, the CRM consultant has been heavily involved in the technology selection process because choosing the right CRM software has never been the easiest of tasks,” notes Boardman. “There’s a lot of technology options, and then throw into the mix the marketing hype, the claims and counterclaims of competing salespeople, and the knowledge that the wrong selection can doom a project; it’s no surprise that organisations turn to the independent consultant for help in making the right choice.”
However, this is only part of the consultant’s role. And Boardman suggests there are five other key areas where CRM consultants can earn their crust:
  • Feasibility and planning – consultants are helping businesses determine whether a CRM project makes sense in the first place and in what form. This involves helping define the business case, estimate cost and resource requirements, evaluate different options and identify key implementation considerations so that organisations can make a dispassionate assessment whether to proceed, and can structure a project in a way that the potential return on investment is maximised.
  • Requirements definition – defining and documenting business and functional requirements for a CRM system, and helping organisations re-engineer or introduce new business processes in order to benefit from the technology, can be a demanding process. It is also essential to being able to make the right technology choice, and has a big impact on the speed of the downstream implementation. However, it’s not easy to do unless you have a good working knowledge of CRM technology, which means it’s often an area best performed by an outside specialist.
  • Negotiating pricing and terms – while many organisations would feel they are strong negotiators, CRM consultants have very specific knowledge as to what’s achievable through negotiation with each vendor, and perhaps more importantly can review implementation estimates to spot any excess fat. It’s not uncommon for a consultant to reduce the initially quoted price very significantly, and clients can get a very big return from a very brief engagement.
  • Implementation - the implementation phase is also an area that consultants are increasingly playing a role, either as project managers, or more commonly mentoring the client’s project manager, who may not have extensive experience of managing CRM projects. While the instances of outright project failure are rarer these days; budget overruns, and missed live dates are common place, which means that companies look to get specialist advice to keep things on track.
  • Working with existing systems - the big growth area in CRM consultant involvement has been for businesses wrestling with the decision as to whether to replace an existing system. Systems often under perform as a result of a poor implementation or user adoption issues, rather than a fault with the underlying technology. Re-implementing existing software can be considerably cheaper than buying a new system, but organisations often need outside guidance as to whether they are ‘salvageable’. For those that choose the re-implementation option, getting help ensuring ‘it’s done properly this time around’, is also common theme.
Whether you would best off hiring in the skills of a CRM consultant is dependent on your company’s particular circumstances. But in all likelihood some consultancy usually proves valuable. This is borne out by the popularity of this kind of third party assistance, with statistics demonstrating just how big a part consultancy plays in most CRM projects.
According to Ed Thompson, VP and distinguished analyst at Gartner Research, while there are examples at either extreme, on average 55% of work on a CRM project is done internally, and 45% is done by external third parties – meaning either by the software vendor or a business consultant or an IT technical system integration consultant.
Software vendors often provide assistance beyond mere provision of the tools, including the likes of training, so there is a temptation to rely solely on the provider for external consultancy, if only to keep costs down. However, as noted by Bill Band, VP and principal analyst at Forrester Research, vendors can have their limitations in this capacity.
“Most software companies traditionally have good technical skills, but they don’t have the strong strategic of business process skills,” he warns. “For this reason we generally always recommend you should work with a systems integrator to implement CRM solutions, whether they are Cloud or not.”
Thompson also highlights that of the four types of head count that typically characterise a CRM project – which is internal business people, external business people, internal IT people and external IT people – there is a tendency to under-estimate the value of external business consulting advice.
“A lot of businesses don’t think they need any help, and then they suddenly realise that they need someone to perhaps redesign their sales process, or they would like some expertise in incentive compensation plan design or some assistance with how to do pricing configuration on an ecommerce platform or maybe some analytics expertise,” he says. “So a lot of organisations think they can do it themselves – but then further along the process they realise they don’t know what they’re doing and start getting some help in at that point.”
So if the hiring of a consultant is appealing, how can you ensure that you maximise the chances of it being a fruitful relationship? Here are some valuable tips.
Do your research
When you’re evaluating CRM consultants, do your due diligence. Chris Bucholtz, director of content marketing at Relayware, advises that you seek out consultants that have case study libraries that demonstrate their success.
He writes: “Ask prospective consultants if they have case studies for you to peruse, and then read them with a critical eye… Case studies offer a chance for consultants to show they know what they're doing and what their roles should be; if a consultant can't do that, you may want to think twice before sealing a deal.”
Marcin Malinowski, head of international services at Outbox, also suggests digging into other vital details about potential candidates. “Look at the sustainability of their business - will they exist in a few years? Losing a valuable service and finding a replacement can be an arduous process. And also consider value for money - sniff around for the best deal. After all, it is a competitive market.”
Look for experience in the same vertical as your organisation
“One thing that system integrators can bring that software vendors don’t have is an understanding of specific industries,” says Band. “We always encourage the clients to make sure they look for the consultant to bring insight and information about their industry to the project. You don’t want general consultants, you want people that know your industry, and that's where SIs can add value.”
Bucholtz recommends that when you ask for customer references when speaking with consultants, that you specifically request feedback from those in the same industry as you, and also ask to speak with them. “This will not only give you a feel for the effectiveness of the consultant in areas that are important to you, but also help you gauge the consultant's ability to think creatively about your vertical market,” he notes.
Be clear about exactly what you need/expect from the relationship
Malinowski says: “An important thing to remember is to communicate exactly what your expectations from your consultant are, and confirm those requirements in writing. This will avoid any embarrassing and difficult conversations further down the line.”
This, of course, demands that you yourselves are crystal clear about what it is that you want from your implementation.
“If you as a customer can't describe where your company wants to go, a consultant will face an impossible task,” highlights Bucholtz. “The consultant can attempt to guess and put a system in place that requires extensive retrofitting; or beg you to provide a clearer view of things; or - if you've chosen someone with a nefarious streak - view your company as a spigot from which unlimited cash may flow. All three of these less-than-optimal scenarios can be avoided if you do your homework ahead of time.”
Ensure you know who is involved
“You have to really understand what team you’re actually going to get to work on your project,” emphasises Band. “All of the big guys have thousands of people that work in their CRM practices and it really comes down to who’s going to work with you. It doesn’t really matter if Accenture has done 5,000 projects, it only matters about the ten guys that you’re going to have working on your project. And that can be a challenge to find out.”
David Taber, CEO of SalesLogistix, agrees and provides the following advice: “Don’t let the integrator play the ‘our finest staff’ game. Make them name names, show specific resumes and provide guaranteed levels of effort for the key individuals across the life of the project. Look at the CVs of the team, as much for their prior industry experience as for their consulting gigs. Titles matter. Look for span-of-control and specific process verbiage in the CV.”
Malinowski also recommends that businesses get references for the team members that are assigned to their project. “Ask for customer experiences and references – like purchasing any product or service, see what people have got to say.”
So do you need a consultant?
As highlighted earlier, whether you decide to use a consultant or not will depend on your own specific circumstances. Even then, certainly there are pros and cons.
“It is a given that there will be politics, natural born cynicism and resistance, and good old reluctance to change that will surround the implementation regardless of whether it is a consultant or in-house. There are pluses and minuses to each,” warns Mike Muhney, CEO of vipOrbit.
“The vendor presumably is exclusively focused on the challenges and requirements necessary to implement a successful CRM system, whereas internally it may be nothing more than another project. Conversely in-house would have a higher level of accountability with the greater expected understanding of the overall needs of the organisation and its culture.”
Malinowski adds: “Some of the pros of using an independent consultant are gaining experience and expertise hard to find internally. But the flip side is the strain on management that can occur when taking on a consultant. Ultimately, the quest to find your ideal CRM consultant is always the hardest part.”
However, hopefully the advice above will make your quest a successful one.

10 cara untuk menerapkan CRM pada anggaran yang ketat

Dengan ekonomi dalam keadaan rapuh dari pemulihan, kebutuhan untuk sistem CRM yang efektif adalah sama pentingnya seperti biasa. Tapi dengan anggaran masih sering ketat, ruang lingkup untuk memperkenalkan banyak teknologi yang dibutuhkan masih terbatas. Saya sering bekerja dengan perusahaan yang mencari untuk menerapkan teknologi CRM pada anggaran ketat, jadi aku menggambar pada pengalaman saya untuk berangkat 10 cara untuk menerapkan teknologi CRM lebih efektif biaya:

1. Dapatkan kebutuhan Anda dengan hati-hati dipetakan pertama. Semakin rinci spesifikasi kebutuhan Anda yang bisa Anda hasilkan, vendor lebih baik diposisikan adalah untuk memberikan harga perusahaan. Harga Firm memungkinkan Anda mengidentifikasi persembahan yang paling kompetitif, dan membantu Anda mengidentifikasi kemampuan yang dapat Anda lakukan tanpa jika Anda berjuang untuk mencapai anggaran. Banyak organisasi terburu-buru untuk memilih vendor dengan set tidak jelas persyaratan dengan harapan bahwa vendor akan mengembangkan spesifikasi final. Seperti dalam kepentingan vendor untuk memaksimalkan nilai komersial dari proyek, dan pada titik ini Anda cukup banyak terkunci dalam, Anda bisa mengharapkan untuk membayar sekitar 50% lebih dengan mengadopsi pendekatan ini

2. Anda tidak perlu pergi untuk merek premium. Sementara godaan mungkin untuk pergi untuk merek CRM terkenal, mereka mungkin tidak menjadi pilihan biaya yang paling efektif. Sebuah spesifikasi persyaratan yang ketat akan membantu Anda mengidentifikasi fungsi yang Anda lakukan dan tidak perlu, dan Anda mungkin menemukan bahwa pilihan biaya yang lebih rendah dengan nyaman dapat memenuhi kebutuhan Anda. Bahkan beberapa dari open source gratis dan biaya rendah komersial open source persembahan dapat mewakili rute yang layak maju jika kebutuhan Anda tidak terlalu canggih. Ini dianjurkan untuk melakukan due diligence berhati-hati, namun, untuk memberikan kepastian vendor yang Anda pilih akan tetap perdagangan dalam kondisi pasar yang lebih ketat.

3. SaaS tidak menurut definisi yang lebih murah. Meskipun apa perangkat lunak sebagai layanan (SaaS) vendor mungkin menyarankan, host perangkat lunak mungkin atau mungkin tidak lebih murah daripada on-premise alternatif, bahkan ketika hanya mengukur satu tahun biaya. Kecuali ada kebutuhan mendesak untuk menggunakan teknologi dengan cara tertentu, adalah bijaksana untuk tetap berpikiran terbuka antara host dan on-premise pilihan.

4. Toko sekitar. Organisasi sering membayar terlalu banyak karena mereka tidak perlu membatasi pilihan. Sebagai kasus di titik, kami baru-baru ini mengeluarkan RFP untuk sistem yang cukup sederhana, dan termasuk beberapa reseller untuk teknologi CRM yang sama. Perkiraan harga dari orang-orang reseller berkisar antara £ 30,000 - £ 150.000. Kita punya distribusi yang lebih terbatas kita mungkin berakhir membayar jauh lebih dari yang kami butuhkan, atau diskon teknologi berpotensi menarik.

5. Bernegosiasi dengan baik. Sementara anggaran Anda mungkin lebih ketat dalam ekonomi bawah vendor kemungkinan akan merasakan kesulitan itu juga, jadi ada umumnya banyak ruang untuk bernegosiasi. Sementara biaya perangkat lunak dan tingkat hari cenderung menjadi target utama untuk negosiasi, itu juga patut melihat jumlah layanan hari vendor mengusulkan untuk menentukan apakah mereka cocok untuk proyek tersebut. Jika ragu, berbicara dengan konsultan CRM independen, mereka sering dapat menambahkan banyak nilai di daerah ini untuk pengeluaran sederhana.

6. Jangan membebani pada perangkat lunak. Sudah ada miliaran pound senilai perangkat lunak yang tidak terpakai di luar sana duduk di rak-rak mengumpulkan debu, jangan menambahnya. Bisa ada kecenderungan untuk membeli perangkat lunak untuk kelompok yang lebih luas daripada benar-benar akan menggunakannya. Beberapa vendor CRM menghukum Anda untuk membeli perangkat lunak secara bertahap, sehingga sering membayar untuk memulai kecil dan menambahkan lisensi saat Anda membutuhkannya. Anda mungkin menemukan Anda perlu jauh lebih sedikit perangkat lunak daripada yang Anda pikir awalnya.

7. Keep it simple untuk memulai dengan. Ini biasanya cara terbaik untuk fase proyek. Hanya menerapkan dasar-dasar sering dapat menambahkan banyak nilai, dan kemampuan lebih lanjut dapat dengan mudah ditambahkan dari waktu ke waktu. Hal ini akan mengurangi jumlah biaya di depan, dan sebagai organisasi sering hanya melihat potensi yang realistis teknologi setelah mereka telah menggunakannya untuk sementara waktu, sering menghindari perkembangan gajah putih yang mahal.

8. Mengambil lebih banyak sendiri. Ada gunanya membayar vendor untuk melakukan tugas-tugas yang Anda dapat dengan mudah melakukan sendiri. Dengan banyak teknologi CRM saat ini menjadi sangat dikonfigurasi pengguna ada banyak ruang bagi organisasi untuk melakukan dasar-dasar sendiri dan membiarkan vendor menangani bagian yang lebih teknis menuntut.

9. Sewa pengembang. Beberapa penyebaran biaya yang paling efektif yang kita telah bekerja pada datang ketika kami dibayar untuk pengembang dari hari ke hari, sampai mereka di situs di mana kita bisa mengawasi mereka, meminta mereka untuk mematikan ponsel mereka, dan mengatakan kepada mereka apa yang kami ingin ditulis. Hal ini membutuhkan pemahaman yang baik tentang bisnis dan fungsional persyaratan dan pengetahuan tentang teknologi Anda menyebarkan, dan tidak dianjurkan dalam segala situasi, tapi kami telah menerapkan sistem di bawah 20% dari biaya awalnya dikutip beroperasi dengan cara ini sebagai lawan membiarkan vendor melakukan pekerjaan desain awal.

10. Gunakan pihak ketiga. Anda tidak harus menggunakan vendor untuk semuanya. Anda sering dapat menemukan mampu, pihak ketiga yang berkualitas dan kontraktor independen untuk melibatkan sebuah proyek tanpa harus membayar premi penjual. Situs seperti dan oDesk juga dapat memperluas pilihan Anda dengan memberikan Anda akses ke pengembang hemat biaya yang terletak di seluruh dunia. Anda mungkin harus menyedot itu dan melihat beberapa kali sebelum Anda menemukan orang-orang yang memiliki keterampilan yang tepat dan bahwa Anda dapat bekerja dengan, tetapi sebagai harga sangat kompetitif Anda mampu beberapa palsu dimulai.
Dengan menggunakan imajinasi Anda dan menentang beberapa konvensi implementasi CRM, sungguh menakjubkan betapa efektif biaya sistem CRM dapat digunakan. Kadang-kadang keterbatasan anggaran dapat bermanfaat - kebutuhan adalah setelah semua ibu dari penemuan.

Richard Boardman adalah pendiri Mareeba CRM Consulting.