CRM ve İş Geliştirme

Spending on social CRM is set to go through the roof – but there are major concerns that much of the investment will be as slapdash and unstrategic as in the early days of CRM. So are businesses set to repeat the same CRM mistakes as they did 10 years ago?
On the eve of the Gartner Customer Relationship Management Summit, Summit chair and research director Jim Davies, describes the present scenario as a “significant time of change” for CRM. With smartphone and tablet sales overtaking the PC, the mobile touchpoint is having an increasing influence on sales, marketing and customer service processes. Elsewhere, new developments in analytics trends are also forcing their way into a next generation customer strategies.

But it has been the social phenomenon that has attracted the most attention and the most hype. And expenditure is set to follow suit, with Gartner recently forecast that by 2013, spending on social software to support sales, marketing and customer service processes will exceed $1 billion worldwide.

According to the Gartner report ‘Emerging Technology Analysis: Social CRM for Customer Service’ most deployments of social CRM are taking place in corporate marketing departments as an exercise in brand management, whether that be maintaining a presence on Facebook or Twitter or monitoring activity relating to the brand on social networks.

“A lot of this [expenditure] comes down to the fact that all businesses are more paranoid about what people are saying about them and social media is a great way of finding out what people are saying about them and their competitors,” says Davies. “So even as a starting point, social media monitoring is a massive investment area because it gives that really quick unbiased independent voice of the customer view.”

But to a lesser extent expenditure is also being driven by sales (”there is an interesting opportunity with lead generation and even just finding contact details and network analysis – so if Fred knows Harry can we sell to Harry as well,” says Davies) and customer service (”On the social media side it could be Jim from Widgets ‘R’ Us reaching out to a customer in Twitter to show how to resolve a problem or support via communities… also on the support side there is a growing trend for communities providing self-support, rather than the business doing it.”)

Social media perception

Davies spent much of last month travelling around Europe talking to hundreds of clients and prospects about social CRM. The discussions have provided interesting insight into the perception of social media within the business community.

More…

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As 2010 draws to a close, the customer support technology industry is breathing a sigh of relief –spending is back, requests for proposals are circulating and most large enterprises are gearing up for big technology projects in 2011. Like Cinderella dressing for the ball, vendors across CRM, knowledge management, support automation, Web collaboration, multichannel management and online communities have spent the last two-plus years of down spending beefing up — and sometimes overhauling — products. Companies evaluating products today will find new infrastructures, new user interfaces, new deployment options and stronger integration stories than ever before.

Before I make some predictions for 2011, let’s start with the key drivers in the industry:

•         The move to the cloud. What we heard loud and clear from technology support executives at the Technology Services Industry Association (TSIA) Fall Technology Services World Conference is that formerly on-premises vendors moving to on-demand offerings have their work cut out for them. With no more clear annual maintenance fee earmarked for support, service teams in the on-demand world are fighting for funding from the slush fund of monthly user fees. And support burdens are increasing, as no IT system administrators are resident at the customer site, meaning enterprise support techs are now receiving procedural questions from end users for the first time.

•         Mass adoption of/demand for communities. According to the Technology Services Industry Association (TSIA)’s October Social Media survey, by 2011, 85% of technology companies will have an online discussion forum for customers, and customer traffic is rapidly increasing. Unlike traditional self-service, for which we have been trying to find creative ways to encourage customer adoption for a decade, customers are quick to join online communities for products they use regularly, and they are eager to join in conversations about product features, bugs and needed enhancements. While the experts thought older demographics would be slow to adopt Web 2.0 tools, today’s online support communities have heavy involvement by customers of all age groups, including many seasoned professionals.

•         It’s a mobile world. You’ve all read the numbers: More people will access the Internet via mobile devices in 2011 than using laptop or desktop computers. And this doesn’t apply to just online shopping. Both employees and customers will be pushing the boundaries of your existing applications and knowledge bases trying to get access to information 24 hours a day. My 2010 spending report showed huge planned spending for tools to mobile field service teams, and there are innovative approaches being introduced — from digital pens to virtual reality knowledge — that will easily revolutionize the way we support customers.

With these drivers as a backdrop, here are some thoughts on what the new year will bring.

Prediction 1:  Standalone community vendors will be absorbed.

There is a constant cycle in the support technology industry: Innovative products are introduced, they reach mass adoption, then the functionality is absorbed into the “stack.” Customer service became a slice of CRM. Email response became just another part of multichannel management. And in 2011, we will see standalone community vendors acquired by CRM, multichannel or web collaboration vendors … they just can’t make it on their own anymore for several reasons:

•         Standalone communities have questionable ROI. Simply put, the best online communities are well integrated into the corporate website, including federated search, ties to CRM and performance reporting. To accomplish this you have two options: buy a standalone community platform and integrate it to every single technology you have, or buy an online community from an existing search, CRM or knowledge management vendor and it is preintegrated to at least half your platform “out of the box.” Which would you choose?

•         Open source communities offer a viable option. Not only have the number of freeware/open source communities exploded, they are becoming more feature rich and easy to customize, and they offer a compelling, low-cost option for companies that do want a standalone community tool.

•         Multichannel/CRM vendors offering strong community tools. In 2010 we saw several vendors expand their own community capabilities, and there are several players in the CRM, knowledge base and multichannel world with fully integrated communities, such as Parature, eGain, Moxie and Consona.

Prediction 2: Online communities will solve more customer problems than traditional self-service in 2011.

OK, maybe this isn’t an earthshaking prediction, considering some consumer companies can claim this today already. But according to TSIA data, the number of issues resolved via communities has been growing rapidly compared with self-service sites, even for enterprise hardware and software firms. In many cases the answer found in the forum could have also been found in the knowledge base, but as I’ve already pointed out, customers are adopting online communities for support more rapidly than anticipated.

If you are curious why, look no further than self-service success rates, which we track in the TSIA Benchmark. Self-service success, or the percentage of customers who attempt self-service and successfully solve their problem, has been in steady decline, from 48% in 2003 to only 40% today. Since more than half the time customers can’t find what they need via traditional self-service, you can understand why they are quick to adopt an alternative — customer-assisted support in a forum.

Prediction 3: Web self-service overhauled to more closely resemble smartphone media sites

Perhaps this is a wish, disguised as a prediction. We know traditional self-service sites are not working, we know both customers and employees are demanding streamlined access to content for smartphone consumption, and we know that younger demographics learn and process information differently than baby boomers and Gen X. It is my sincere hope that with all the 2011 planned spending in the areas of knowledge bases, search and self-service, we will finally see companies not just add more bells and whistles to existing self-service sites, but completely overhaul them to be not only smartphone friendly, but also so that they present information in ways that make it easier to consume.

Examples include links to YouTube videos for training and performing diagnostics, federated search tools with granular filtering options, and easy links to launch assisted support via phone or chat. Here’s our chance to develop the next generation of self-service tools. I hope we get it right this time.

Customer retention rate: — The customer retention rate refers to the number of customers lost over a period of time. It is normally calculated by the percentage of lost customers versus existing customers over a quarterly or annual period, without tallying new customer acquisitions.

While there are obvious benefits to keeping customers loyal and maintaining high customer retention rates, it can be extremely challenging for management to keep retention rates up. This guide will explore some of the best customer retention strategies, important topics and common challenges related to customer retention:

• Understanding customer retention
• Build a customer retention strategy
• Implementation of a customer retention program
• How to calculate retention rate
• Understanding customer retention

  Those getting started with a customer retention strategy might initially assume that retention rate is based on customer satisfaction. However, several studies have indicated that there is little correlation between customer satisfaction and retention or future purchases, according to customer experience expert Lior Arussy, founder of Strativity Group Inc. In one case, only 17% of satisfied customers of financial institutions claimed that they would not entertain a competing offer.

  The real indication for customer retention is not customer satisfaction, but customers’ actions, Arussy said. Repeat business, purchasing ancillary services, recommendations to others, willingness to pay premium price and frequency of purchasing are the indicators of customer retention. These factors can be easily quantified and measured by the dollar value of each action.

  Sometimes organizations need to understand that the closest touch point to the customer can help improve customer retention. For example, Arussy received a question from a SearchCRM.com reader who manages a fleet of truck drivers, who was wondering about ways to improve the customer experience. Arussy advised this fleet manager to embrace the role of his drivers as the “delivery on the promise” professionals, meaning they are the action behind the promises and commitments made by the sales force. As Arussy said, “They are experience creators in every way that they conduct themselves: clothing, appearance, language, etc. They are the face of the company and they can help customer retention rates.”

  Arussy’s advice to this reader was to put in place a retention strategy that supports the customer experience. The infrastructure should include training drivers (or any other employees that are interacting with customers) about their role and how they are being perceived by the customers. Arussy encouraged the reader to create incentives and motivation programs to encourage desired behavior as well as performance evaluations that measure how customers rank behavior.

  While there may not be a direct correlation between customer satisfaction and customer retention rates, many experts have studied employee retention and how it affects customer retention.

  A 2007 study on customer experience management by the Strativity Group surveyed 309 global executives and found a number of negative trends. One of the major issues? Only 54% of respondents said their company deserves their loyalty.

  “Which is a very dangerous trend,” Arussy said. “If your employees don’t believe in the value of a product or owe you any type of loyalty, trying to win the battle for customers’ hearts, wallets and relationships is impaired.”

  Customer retention expert Michael Lowenstein, vice president and senior consultant for customer loyalty management at Harris Interactive, agrees that employee loyalty and engagement has a direct relationship to customer marketplace behavior. He explored employee retention strategies, in an article called, Cowboys and Saloons. Chickens and Eggs. Customers or Employees. Which Came First? Here’s an excerpt:

  “Researchers—including James Oakley of Purdue University, Northwestern University’s Forum for People Performance Measurement and Management and relationship experts Dwayne D. Gremler of Bowling Green State University and Kevin P. Gwinner of Kansas State University—have found that employee behavior and advocacy—regardless of the employee’s level of satisfaction—have a direct and profound relationship to the behavior of customers, and also to corporate sales and profitability.

  Employees are capable of directly contributing to both customer disappointment and customer delight. It is essential that companies have a research and analysis method that links staff performance engagement directly to customer behavior, so they can hire, train, recognize and reward employees for how they contribute to customer value.”

  Build a customer retention strategy

  As Lowenstein points out, customer loyalty is all about driving perceived value, whether that is rational (functional, quality, cost, etc.), emotional (trust, service, communication, information, brand equity, etc.) or a combination of these two dimensions. His advice for building a customer retention strategy? First, identify what leverages top-end customer commitment and advocacy behavior, and then build customer experience around it. According to Lowenstein’s research on customer retention, there is no standard schedule for how often to communicate with customers to build loyalty. In his research, customers reported an interest in receiving communication from suppliers as long as they could see personal value in each message. The excerpt below is from an article Lowenstein wrote called Balancing Messaging and Experience: The CRM ‘Lasagna’ Recipe for Creating Customer Advocacy:

  “In CRM, like lasagna, it’s layers of messaging and experience over an extended period; but it has to begin with messaging, i.e., how the brand promise is initially communicated and sustained, and grown, with each succeeding customer engagement and contact. Companies tend to believe that customers gain experience with their enterprises entirely through people, products and services. Largely true, as far as this thinking goes; but organizations often don’t have enough awareness that what is said to customers, and how, where, and when it is said has an equal, if not greater, behavioral impact. Communication is about relevance and trust, two essential elements in the way customers see suppliers. Customers have grown increasingly skeptical of supplier messaging. When considering alternative suppliers or making final purchase decisions, it is now becoming well understood that the principal, previously neglected criteria are intangible, emotional, relationship benefits, with much of what is tangible seen as one-dimensional and expected. This absolutely requires that the meld between messaging and experience is as seamless as possible.”

  When it comes to getting started with building a customer loyalty strategy, CRM expert Jim Berkowitz advises businesses to use these six questions as a guide:

  1. What are the expectations of our customers and what it will take to exceed them?
  2. What differentiates our company in the eyes of our customers?
  3. To what extent can we grow our business with our existing customers?
  4. How do our interactions with our customers affect their satisfaction and buying behavior?
  5. Do we have any customer segments that require different treatment?
  6. How loyal is our customer base and how can we improve it?

  Implementation of a customer retention program

  A road map for implementing a customer loyalty program should include the following, according to Lowenstein:

• Appropriate research for identifying the benefits.
• Testing them for prospective customer interest and effectiveness.
• Following up with further research once implemented to make certain that the loyalty program’s benefits are working.
• CRM software can help support customer retention programs if the system captures all customer interactions in a database. According to Lowenstein, CRM software alone can’t guarantee the creation of value — customer centricity, and a single view of the customer across the enterprise, will do that.

  To be successful with a customer loyalty program, rely on both tangible and intangible (service, convenience, information, etc.) components, experts say. In most programs, a high percentage of customers do not take advantage of loyalty rewards. Consulting firms can help by researching the effectiveness of each element of the loyalty or retention program, based on its correlation, or contribution, to desired loyalty behavior. For those that don’t have access to this kind of quantitative evaluation, Lowenstein recommends debriefing the redeemers and non-redeemers of a loyalty program to find out why they are/are not redeeming and also to determine what else the company can do to build value.

  When evaluating the benefits of a customer loyalty program, companies need to consider whether they will buy an off-the-shelf vendor program or develop a homegrown program. Lowenstein pointed to two resources for off-the-shelf loyalty programs:

• The Loyalty Guide: An encyclopedia of loyalty program information published by The Wise Marketer.
• Epsilon (formerly Frequency Marketing Inc.): Responsible for the loyalty programs for many large corporations.
• How to calculate retention rate

  According to ROI expert Tom Pisello, CEO and President of Alinean, the customer retention rate is calculated by determining the number of customers lost over a period of time compared to repeat customers over the same amount of time. Pisello said, “A customer is one who continues to make purchases, and a lost customer is one who has made purchases, but does not repeat these purchases for some time. The key is to analyze the repeats over a long enough horizon.” The calculation is:

  (Total number of customers minus the number of repeat customers) divided by total number of customers

  In environments where users purchase a subscription, the calculation is easier, and can be represented as:

  Number of subscribers who cancelled or did not renew during the period divided by the total number of subscribers for the period

  As Pisello advised, “The difficult part in this equation is determining the right total number of subscribers to use: the ones at beginning of period, the ones at the end, a peak, or an average over the period.”

  Some companies can measure retention rate using their CRM system, since any of the vendors with solid sales modules should offer this capability. Customer service expert Lori Bocklund, founder and president of Strategic Contact, Inc., recommends that companies look for this functionality when evaluating CRM solutions, even though it is unlikely to be the differentiating factor.

  “You can also consider performance optimization tools if you want to combine things like save rate with other key performance indicators for an overall scorecard,” Bocklund said. Companies like Witness, Performix, AIM, and Merced offer these types of tools. To measure this, some companies combine data from the CRM system and data from other systems, such as your quality monitoring system, ACD or CTI solution handling contact routing and reporting.

  There are no hard and fast rules on calculating customer defection and customer retention, according to Lowenstein. It can depend on the industry or the type of business, since some companies have long-term arrangements with customers.

  B2B customer deflection models may be somewhat more challenging, Lowenstein said, because of the greater likelihood to have missing or incomplete ‘firmographic’ variables. However, several consulting and database management companies have succeeded in creating them.
  

  More resources for developing customer retention strategies

• Customer loyalty case studies and industry-specific strategies
  This section of the Customer Loyalty Learning Guide provides a look at successful businesses that have implemented customer loyalty programs and examines innovative strategies and industry-specific challenges.
• What is customer life cycle?
  Customer life cycle is a term used to describe the progression of steps a customer goes through when considering, purchasing, using, and maintaining loyalty to a product or service. In this article, read the full definition for customer lifecycle and find out about a matrix developed by marketing analysts Jim Sterne and Matt Cutler that breaks the customer life cycle into five distinct steps.
• Ask the Expert: Customer loyalty
  Ask SearchCRM.com’s customer loyalty expert Michael Lowenstein a personalized question on measuring, managing or understanding customer loyalty in your organization.
• Customer loyalty quiz
• This quiz covers common customer loyalty terms, related technology and best practices for retaining customers. Find out how much you know — and learn new things — about building customer loyalty.

We are at the point where analytics is playing an increasing role in our lives and, surprisingly, CRM is not in the forefront of the analytics revolution. Yet. There are reasons for this; chief among them is that there have been lower-hanging opportunities for number crunching.

For instance, analysis for things like fraud detection, new drug development and big retail efforts has taken precedence over CRM. In part, this stems from the audience for analytics.  Fraud detection, drug development and even assortment planning in retail all involve a small handful of people in an organization, and those few can certifiably be called rocket scientists.

By contrast, the challenge for analytics in CRM is that the tools need to be easy enough for everyman (or woman) to use. Truth be told, the ways that rocket scientists and everyperson use analytics are different for good reasons. The rocket scientists might go back to the well again and again asking what-if questions, changing the inquiry ever so slightly each time. In contrast, when the sales vice president wants to know how the company is doing year over year, it’s the same analysis applied to a different data set.

The difference is important and necessary. The rocket scientists aim to optimize processes whose variables change from time to time. The sales VP wants standardized metrics. That’s oversimplifying by a lot but good enough for this work.

Perhaps more important, the flow of data into the organization and the extreme importance of analyzing it correctly has favored other departments. Consider fraud detection. An avalanche of transaction data arrives at the doorsteps of banks and other financial institutions daily. The opportunity for loss is open-ended. Compare this with optimizing markdowns in a retail chain and you have a qualitative and quantitative difference.

But this is all changing rapidly. The quick assimilation of social media has deposited the same mountain of data on the doorstep of the front office. The difference now is that the front office has less feel for analytics than R&D and the back office. But the need is certainly real. A recent Harvard Business School study of 2,100 companies showed

•         Three-quarters (75%) of the companies in the survey said they did not know where their most valuable customers were talking about them.

•         Nearly one-third (31%) do not measure effectiveness of social media.

•         Less than one-quarter (23%) are using social media analytic tools.

•         A fraction (7%) of participating companies are able to integrate social media into their marketing activities.

While more than half were getting on the social media train, a much smaller group was analyzing the data generated by these applications.

The Harvard study found that the vast majority of companies surveyed had no idea what their customers were saying about them or where it was being said. Talk about unlimited downside.  I did a short study last year of customer antipathy and discovered that even really good companies had lots of detractors. Not-so-good companies have detractors coming out of the woodwork, and we’re not just talking about people who are upset. We’re talking about people who are upset enough to sponsor blogs and post to them regularly. It’s almost a fetish. Think your company is immune? Guess again. My own study even showed that every Ivy League college has hundreds of thousands of detractors.

Understanding what makes customers happy and identifying who is not are twin pillars of the modern social-driven enterprise’s outreach, and analytics is essential to the effort. We’re always in a kind of arms race with technology. We ratchet up based on demand and what we see our competition doing. Today the competition is well on its way to nailing social media, and its sites are now harnessing analytics. That’s where we all need to be, because as soon as we’re done with analytics there will be something else. I can already see it.

http://searchcrm.techtarget.com/news/2240031716/When-will-CRM-join-the-analytics-revolution?asrc=EM_NLN_13252444&track=NL-156&ad=811604

Google Nisan 2011′de CEO değişimine gidiyor, mevcut CEO; Eric Schmidt koltuğu, Larry Page’e bırakıyor…

Bu haber her yerde var hatta ben biraz geciktim yazmaya, ancak…

Larry PAGE’in akademik kimliği biraz adamı düşündürmüyor değil…

Larry PAGE iyi bir Veri Madenciliği üstadı ve veri modelleyicisi, acaba Google yakın gelecek olan 2012′nin ortalalrından itibaren tamamen semantic web işleyişine geçiş yapacakta, buradan veri madenciliği adına şimdiden ne tür stratejik adımlar atılmalı nın hesabını mı yapıyor ?

Ben, CRM ve Veri Madenciliği yoluna baş koymuş bir kimlik olarak düşündüğümde; google’ın elindeki veriyi hayal dahi edemiyorum…

…asıl bir veri madenciliği üstadının bu büyüklükteki veri ile neler yapabileceğini ya da ne tür ufuklara yelken açabileceğini az çok gözümde canlandırmaya çalıştıkça heyecandan sıcak basıyor bedenimi

Web 3.0 ya da semantik web ile CRM inanılmaz bir hal alacak, kendi kendine karar veren, kampanyalar yaratan, ROI hesabını iki satırda oluşturup mantıklı kurgular oluşturabilecek siteler geliyor gibi. Kendi SEO ve SEM algoritma ve stratejilerini belirleyen siteler aynı zamanda CPM bazlı hedeflerini ve ROIlerini bir tür çekirdek CRM yapıları ile otomatik ve hızlı karar alır vaziyette yapabilecek gibi geliyor bana… İşte o zaman dillere pelesenk olan ama pek bir çıktısını henüz göremediğimiz; Veri Tabanına dayalı Performans Pazarlaması çıktılarını netlikle görebileceğiz sanırım…

Uykularım kaçıyor

Mobil Sosyaldir…
Teknoloji değildir…
Sosyal – Asosyal olmayandır…
Sosyal iletişimdir…
İlitişmek asosyal olmamaktır…
İletişim duymaktır…
Duymak + Dinlemek = Haberdar olmaktır…
Haberdarlığı disipline etmek öğrenmeye başlamaktır…
Haberi yorumlamak + sentezlemek + üretmek = öğrenmektir…
Biber acıdır…
Hayat acıdır…

Birber hayat mıdır ?

Mobil işte bu yüzden sosyaldir…
Sosyal Öğrenmektir…

Önümüzdeki ister 1 sene ister 1.000 sene iletişimi destekleyecek adı her ne konulursa konulsun oluşabilecek gerek yeni gerek mevcut tüm teknolojiler taşınabilir olmanın yanında öğretici de olacaktır.

İster okulda,
İşte Otobüste,
İster askerde,
İster iş’te,
İster İş yapış biçimlerinde,
İster tuvalette…

Her yerde öğreniyoruz, öğreneceğiz, daha kısıtlı zamanlarda yaşayacağımızı varsayarsak mobil öğrenme, mobil içerik çoook ama çok önemli olacak…

Mobil Sosyaldir…
Mobil Hayattır…

Kız arkadaşın arayıp;
- Senden ayrılıyorum…
…dediğinde,

Mobil Biberdir…

2000 – 2005 yılları hatta 1997’den sonrası yıllar…

Çılgın gibi MİRC takıldığımız, belki de interneti sosyalleşme anlamında ilk kullandığımız zaman dilimi…

Ünlü ve popüler MIRC sunucularında popüler ve bünyesinde oldukça fazla adette insan barındıran # ile başlayan kanalların olduğu ortamlar…

Kanal Adminlerinin ilah gibi takıldığı günler…

Düşünüyorum da; o günkü Channel Oplar bugün olsaydı; ağzımıza pelesenk ettiğimiz community managemnt gibi kavramlar daha mı hızlı yayılırdı acaba ? Ya da ilgili kişilerin yapacakları yönlendirmeler daha hızlı sonuçlara dönüşür müydü ?

Ahh minel aşk o gün popüler bir kanal’ın Channel OP’u olan bir adam çıksada toparlasa eski tayfaısını da yönetse kitleleri… Yeni tanıdığımız ve bugün ahkam kesmeye çalışığımız kavramları meğer yıllar önce profesyonele yakın amatör yetkinliklerle yapıyormuşuz da farkında değilmiş…

Unutmamak gerekir ki;

Zaman aralığı ve periyotlar aynı olsada zaman aynı değerde değişmiyor…

2000 ile 2005 yılları arasında 5 yıl yaşadık ve değişimi net olarak zaman anlamında gözlemleyebildik, oysaki yine 2005 – ile 2010 arasında da 5 yıl yaşadık ancak değişim belki de 5 kat daha hızlı gerçekleşti… Bugün geçmiş diye andığımız kavram ve tecrübeler isim ve etiket değiştirerek bir şekilde halen karşımızda dimdik duruyorlar… Varın gelin siz tamamlayın cümleyin.

Sosyal CRM mi ?

Tespit Et,

Kim hakkımda konuşuyor ? Ne konuşuyor ?

Dinle,

Hakkımdaki fikirleri ne/neler ?

Analiz Et,

Yorumlar, kendimi konumlandırdığım noktalar ile ne derecede örtüşüyor ?

Temas Kur,

İşte buradayım bir kezde hakkımdaki deneyimlediklerini benimle paylaş,

Aksiyon Al,

Özür dilerim, Mutluluğumuz uzun yıllar devam etsin, Her şey çok güzel !

****************

Sat,

Gördüğüm kadarıyla şunlara ilgin var, bunlarda senin için uygun görünüyor, x, y, z avantajlarla almaya ne dersin ?

Sattır,

A, B, C, D isimli arkadaşların gördüğüm kadarıyla seninle bir çok ortak paydada buluşuyorlar onlara x, y, z’yi önersen nasıl olur ? Bunu yaparsan sana güzel bir sürprizim olacak…

Ne dedik hep ?

CRM bir felsefedir…

Hem çok şey demektir hem de hiç bir şey…

Analizden yoksun eski kafalar tarafından “Hiç Bir Şeydir” bunların önemi yok ! önemli olan paradır denir genelde…

Evet önemli olan paradır… CRM’in kazandıracaklarını da işin sonunda kazandırdığı para ile ölçmek zorunludur…

Gel gel gelelim “Hiç Bir Şeydir” öngörüsünü kanıtlarcasına yapılan saçma sapan işlere…

Ağızlara sakız olmuş bir istatistik vardır; Dünya’da; CRM yapıyoruz denilerek başlanılan projelerin %87’si çöpe dönüşmektedir. Temel sebep sabırsızlık ve salt bir realize olmuş kısa sürede çok büyük para beklentisidir.

Kesinlikle kısa vadede para beklemek bir çok işletme için hayati önem taşımaktadır. Ancak CRM’in felsefi tarafındaki başarı projeksiyonu olayı biraz daha orta ve uzun vadeye yaymaktan geçmektedir. Keza CRM aldık entegre ettik süper çalışıyor denilecek bir kavram ya da iş yapış biçimi değildir. Şirket içerisindeki tüm noktalara nüfus etmesi gereken bir iş yapış yaklaşımıdır. Önce içeriyi iyi tanımak ve gerekirse bu tanıma sürecini iyice hazmedebilecek kadar uzun tutmak gerekmektedir. Hal böyle iken birileri gelir ve size CRM yapalım şirket uçsun sizde çılgın gibi para kazanın diyecektir… Kavram popüler olunca pek tabiiki ticari kaygılardan dolayı “hadi yapalım” kararı hızlıca alınacaktır.

– Peki ne kadar sürede biter bu iş ?
– Programların kurulması taş çatlasın 5 gün bilemedin 10 gün, sonra hayırlısı olsun anahtar teslim CRM elinizde…

Bu şekilde hazmedilmeden başlanılan projeler, beklentilerin çok yüksek tutulması, 3. parti ortakların yeteneksizlikleri, şirket içi ilgili kaynakların yetkinsizlikleri vb. faktörler sonrasında 5 günlük vaadler yılları kapsayan ve bitmeden çöpe dönüşen CRM projeleri olarak tarihteki yerlerini alırlar…

5 Günde bilemedin 10 günde CRM olmaz… Heleki ülkemizdeki gibi dünya standartlarından binlerce kilometre uzaktaki iş sistemleri ile entegrasyon aşamasında farklı sistemlerin aynı dili konuşmasını sağlatacak projeler asla olmaz… oluyorsa da kadıköy’den rahatlıkla alınabilecek “5 TL’ye CRM Programı”ndan farkı olmaz…