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Well CRM and CRM. Everything is easier than you think.

Remember the old cartoon about the hippopotamus, who was terribly afraid of vaccinations and ended up with infectious jaundice? An excellent and instructive cartoon for children who are afraid of one injection has left the main truth behind the scenes: in a hospital, a patient with jaundice begins a real carousel of injections, both intravenous jet, and intravenous drip, and intramuscular. That is, in fact, our big hippo avoided one unpleasant moment and received in return a couple of weeks of torture (in his understanding). 

You have already raised your eyes to the headline to once again see what the article is about and understand, where does the yellow hippo? Everything is in order, we are healthy (probably). The fact is that the behavior of this cartoon character resembles the behavior of small business executives who are thinking about implementing CRM: “Uh, I’ll postpone what will happen to me! Another time somewhere in the future somehow another time sometime later." And in the meantime, symptoms develop, time is running out, prospects are blurring. Frame from the cartoon "About the hippo who was afraid of vaccinations", version for CRM




Hi small business


So, imagine a simple situation: there is a small business (in any field, at least IT, at least an agency, at least production) and its head. The business lives and brings income, the head constantly has a headache due to endless small problems: salespeople have lost their hands, constantly forget about customers, transactions do not close, but freeze during the first conversation, paperwork takes a lot of time. And it seems to be a plus, but somehow quite stressful. 

What are the risks?


  • The risk of a lost transaction is due to forgotten meetings, calls and letters, due to delayed service or billing, etc. You need to understand that in the world of the ubiquitous Internet, potential customers will find out about your problems with service faster than you usually write a press release about the next event in the company (tie up, by the way, a waste of time).
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  • The risk of “business in business” is a dangerous symptom in small business. Employees, spinning in a small team, believe that they have already cut a chip and plunged into all the intricacies of doing business and begin to build a company within the employer's company, for example, concluding contracts with customers directly or providing additional services bypassing the company. This not only takes money from the company, but also generates completely useless employees: they spend almost all of their working time on “their business”. By the way, a common situation for the IT sector.

Together, this is the risk of lost revenue - each of the risks takes away some of the money that the company could earn. If you add to all this reputational risk and the resources spent on overcoming problems, you get some completely unbearable burden for a small business.



How can he be helped?


No matter what happens to you, there are always at least two ways out. In the case of small business management, the range of exits is much wider.

Action to be taken


Benefits


disadvantages


Dissolve autocracy and despotism in the company
  • Quick introduction of measures.
  • Quick response to the impact - for a while, the employees will "quiet down" and begin to work. 
  • Formally - no cost.

  • Negative response.
  • Possible layoffs due to changes in the situation.
  • Psychologically difficult experience, especially if this is not characteristic of you.
  • Short term exposure.

Carry out mass demotivation (deprivation of bonuses, dismissal)
  • An effective and awesome measure.
  • Short-term money saving.
  • Increasing job transparency.

  • Layoffs and reputation risk in the external environment.
  • Legal risk (claims, checks).
  • Distrust on the part of employees.
  • A sharp increase in denunciation (to cover up their affairs).

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There is definitely no right way out; most likely a combination of several of them that are suitable for a particular company will do. Nevertheless, there are elements that will not hurt inside any changes: for example, automation of operational work and resource management (CRM, ERP, project management system, ticket system, etc.) or the implementation of KPI (reasonable, flexible and gradual). We talked about KPI in detail here and here , and about CRM in 80 more articles :-) Let's talk in the 81st, this time about the simplest implementation of a CRM system . 

CRM is not a magic pill, but just a tool


CRM system vendors like to talk about how CRM increases sales by 2 times, reduces the need for staff by a quarter, and also makes hair soft and silky. Nah, things don’t do that. You choose and buy a CRM system, begin to implement it and use it at the same time, train employees, overcome negative moods and reactions, and only after at least six months do you begin to feel progress. But what a progress! Thus, according to research and analytics by Salesforce, enterprises using CRM software see a 29% increase in sales, a 34% increase in sales productivity, and a 42% increase in sales forecast accuracy. The numbers look quite real for Russian companies. But, I repeat, this is not done by CRM, but by company employees who have learned to use CRM. 

What can CRM


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We talked about complex implementation schemes more than once and even drew a special PDF that can be downloaded, printed and implemented as a turn-based strategy. However, this scheme and the implementation algorithm itself are a common story, an ideal scenario for an ideal company in a vacuum. In fact, there are complex implementations, but there are simple ones, and this primarily depends on which company itself: for example, implementing a CRM system in a pipe sales company for 150 employees may be easier than implementing it in a small company 20 people with a warehouse, own production, an assortment of 20,000 items and a network of representatives. But nevertheless, the implementation of CRM in small businesses is often quite linear and painless.

Therefore, in order to quickly reach the result, choose the CRM that you like (it’s not at all necessary for us or one of the sensational decisions) and start working closely with it. 

  • Start small: even if you just install CRM yourself and don’t ask the vendor a single question, on the first day you can start entering data into the customer’s card and nomenclature in the directories. This is a base that will accumulate and be preserved, and all the "bells and whistles" will already be associated with it. 
  • Make a list of those employees / departments / divisions where CRM is necessary in the first place - for them, conduct the most in-depth training, make settings, and from them, after 2-3 months of work, collect feedback to use it when rolling the project to the rest. Let it be your early birds (early followers).
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  • If you don’t have much money to implement CRM, start working with minor editions / packages / tariffs and gradually increase functionality. But if you have money, then it’s better to immediately buy the “top” version for your level so as not to delay the full start of work in the system. 

When exactly is CRM needed?


We are convinced that CRM should be in 99% of companies of any type of business. However, it happens that the work seems to be going on somehow and the implementation for some reason can be postponed. However, there is a list of signs that clearly indicate that without CRM - a pipe. 

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In these cases, the CRM system is both an ambulance and intensive care. In the rest - a recommendation for the successful and proper development of the company.

Once upon a time, I liked the definition that rated good CRM systems as nothing more than a digital sales shell. However, today it is the digital shell of the entire business, because modern universal CRM systems cover most of the interactions in the company. But the definition of bad CRM remains the same: bad CRM is a system that creates more problems than it solves.

In general, we are for everything good. And you?

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