Monday, April 16, 2012

How does CRM

The need for a system that automates various aspects of working with clients, there is a top. It comes from the desire to do more for the same expenditure of labor. For example, there are people, there dtsat orders that he no longer handles and can not, because you have to open the file, type text, file, print, paper punch punch, add a folder, file, save, open a new file. And also smoke or have lunch. And with the client, or need to talk to the manager. A growing number of orders, a pile on the table - also. And plans for improving performance are beginning to balk at the impossibility of extending the working day.

As a result, China 's dilemma arises: either take two workers at half the salary and lose as a performance, or take a normal employee and double the cost of salaries. Or, buy an automatic system that will enable the employee for the same time to handle twice as many orders. In most cases the most appropriate choice is to opt for the program.

But from the standpoint of the owner. The owner loses a little money to implement, but in the end turns out to be a winner: over the same time, the worker will make twice as much. For the employee as one Cons: Salary will not grow, work as much, yet have to learn an unfamiliar software. So the problem arises in the implementation of full-length.

The employee is almost always dissatisfied with the introduction of software CRM - they take his time, effort and money.

Collecting the same information for the construction of the system is below. Only twice in my practice was to build software on top and then by virtue of the fact that the directors of tasks is fully owned by the situation. In most cases, the Directorate only poses the problem that must be output, without having any idea that the input.

The input data - it is the bible of CRM, its foundation. To build a program without knowing the input data and only based on desired outcomes crime: such a system will not work. It should therefore be a laborious collection of information, all of these papers, files,. Then you need to sit with each employee for an hour or two, knocking him out as an interrogation, as it is filled, as that's where these numbers are then recorded and how they obtained the report from the.

This is a very fun time. Do not see many bright emotions on the faces of ordinary managers or employees. This is the pathos of what they hear. And scorn - you do not understand anything in his work. And the corrosive curiosity, why are you exactly what has been said to mark the introduction and.

The second phase - the digestion. Here everyone has their own ways. I personally just throw off all these bills, and a couple of weeks of doing nothing. Then sit down, look, if something in my head left - then this is the most appropriate.

The third stage - the collection of information that must be output. There has to shake the leadership of. Ironically, most of the reports reaching the leadership, are the result of folk art from the bottom. Comrades, can not understand what was expected of them really want to make records, as they understood because of their knowledge and experience. In fact, leadership is waiting for an entirely different. And here we have been to work with the highs, patiently listening to their verbal diarrhea and raking from it grain of truth.

Next 're driving the input and output, increasing the missing and discarding excess (this is, of course, agreeing with the customer). When the picture becomes clear, then you start to do data schema, a test version of its drive to start your employees. All this is a hundred times is described in various sources.

The most fun - is to move to a working version when double counting is. A lot of screams, grunts, and emotions about that Excel and the paper clearer and better. And then, further triggered the law of nature, people are accustomed to and work is in the normal course. Only a sudden out of nowhere comes plenty of spare time, despite the fact that the work is done more.

That's such a simple aytishnaya magic!.

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