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customer oriented management business staff

An important task of any company, especially a large one, is the formation of a customer relationship management system. The creation of a certain algorithm for managing customer relations allows you to comprehensively manage your customer base, regardless of the specifics of the company. Accordingly, customer relationship management techniques consist of a general part (actions that are taken constantly) and a specific part (actions that are taken depending on the personality of the employee and / or client). Shavrovskaya M.N. Efficiency of methods of forming customer-oriented personnel. Bulletin of Omsk University. Economics.-2011.- №4. pp.225-229.

The general methodology takes into account the basic interests of the client in a particular society, and the refined methodology takes into account the personality of the client, as well as the features of business processes within the company in question.

There are a number of methods for improving the effectiveness of customer relationship management, the success of which depends on such criteria as the degree of bringing to the possibility of practical use; availability of mathematical apparatus; taking into account industry specifics and specifics of the company's activities; availability of basic principles of customer relationship management (differentiated approach, customer focus). Kryukova A.A. Algorithm for customer relationship management // Russian Journal of Entrepreneurship. 2011. - No. 2 Issue. 2(178). - c. 92-98.

It is necessary to consider a number of the most well-known methods, among which the IDIC model of M. Rogers and D. Peppers, the software package of P. Molino and the set of cross-functional processes for managing the customer base of E. Payne are usually distinguished. They are undoubtedly prerequisites for the formation of a unified scheme of interaction with customers, the purpose of which is to increase the efficiency of the company as a whole. But each of these models is only a theoretical concept, which is rather advisory in nature and has no possibility of practical application.

For example, according to E. Payne's model, in order to build successful relationships with customers, a company needs to: "develop a customer-oriented strategy, solve the issue of creating value for the customer, choose the most appropriate channels of interaction with him, collect and use information about customers at the right time, and also evaluate the effect of the above actions " Payne E. Guide to CRM. Way to improve customer management. - Minsk: Grevtsov Publisher, 2007. - 384 p. The author only gives advice and guidance on solving the problem of customer base management. How and in what form a client-oriented strategy should be developed, how to evaluate the value brought by the client, how to distinguish between buyers is unknown. Companies are forced to look for answers to the questions themselves, which leads to a lack of consistency and, as a result, negative results. The complex of cross - functional processes of E. Payne is not applied in nature and does not include specific tools with which the problem of customer relationship management can be resolved.

The IDIC process by M. Rogers and D. Peppers is also a theoretical management concept based on the following recommendations: a company needs to "identify its customer, then differentiate it according to certain parameters and carry out standardized interaction with it" Peppers D, Rogers M. Relationship Management with clients. ? M.: Mann, Ivanov and Ferber, 2006. In this case, the specifics are completely absent, clear, understandable actions and mechanisms for the implementation of each stage by the creators of the IDIC process are not indicated, quantitative indicators are not used to more accurately describe the features of the process of interaction with customers.

As for the concept of P. Molino, the process of customer relationship management is: "creating the point of view of a single buyer and product, in determining the balance between the consumption of the client and his contribution, attracting the right buyers through marketing and implementing the buyer's experience" Molino P. CRM technologies : express course. - M.: FAIR-PRESS, 2004. - 272 p. These recommendations are too general, which does not allow them to be applied in practice.

Based on these approaches, it is customary to single out several generally accepted recommendations, the implementation of which will lead to optimization of the customer relationship management algorithm:

Segmentation of the client base; assessment of the profitability of client segments; assessment of customer satisfaction with the work of the company;

· optimal distribution of marketing expenses and selection of strategic alternatives for managing client segments. Blinov A.O., Rudakov O.S. Process approach in the management system of modern organizations. Economics and Management: Problems, Solutions.-2014.- No. 1.С.56-62.

The implementation of these actions will ensure the required level of interaction with the client from the moment of engagement throughout the entire life cycle of communication with the client. These recommendations will provide feedback to the client, which serves as a kind of stabilizer for the changing external environment companies. Karvitskaya G.V. customer interaction: theory and practice marketing activities. Bulletin of the Ryazan State University. S.A. Yesenin. 2013.- No. 1 (38). pp. 099-109.

Thus, the purpose of analyzing the business processes of a particular organization in terms of its customer focus is to compile practical recommendation clarifying general provisions taking into account the peculiarities of the influence of the internal and external environment.

The process approach is aimed at ensuring that the components of the company's activities in their totality form a system that would become faster, better, cheaper. Perhaps, the principles of cooperation with the client are inextricably linked with the principles of applying the process approach. The client sees bottlenecks in service and production, expressing his relationship with the demand for products or services. Mikheeva E.Z. Process and functional approaches to management modern enterprise. Topical issues modern science. 2008.-№1. pp.50-56.

Taking into account the specifics of restaurant activities, as well as the corresponding demand in St. Petersburg, the following criteria should be distinguished for evaluating the activities of organizations Catering:

Location and interior

The quality of food preparation

· quality of service;

a variety of menus;

The average score

Diversity (presence) of marketing programs. Samoilova A.N., Potapov A.V. Process approach in the system for evaluating the effectiveness of small business management. Modern trends in economics and management: a new look. 2010.- №3-2.С.175-179.

These criteria apply to any catering organization. Location and interior factors are important from the point of view of the external attractiveness of the establishment, since all processes are usually hidden from the consumer and it is impossible to attract the consumer otherwise than by an advantageous location and modern design of the premises.

Once a consumer selects a particular establishment, he must be welcomed as a welcome guest, otherwise the customer will leave and never return. A lot of specialized literature in the field of restaurant business is devoted to service, so the basics of hospitality and service should be mastered by each employee.

In general, a bad impression of food will not brighten up even best service. For the purposes of this work, top-level establishments will not be taken into account, where many go rather for business negotiations, going out and attending events taking place in the restaurant.

It is also worth paying attention to pricing - prices should be reasonable, but at the same time aimed at the only possible goal - maximizing profits.

As a consequence, skillful pricing will be complemented by effective marketing programming. This is due to both attracting new customers and holding events to retain old ones. Kotova O.N., Ostapenko S.P. Marketing strategies of service companies in the current economic crisis. Bulletin of the Siberian State Aerospace University. Academician M.F. Reshetnev. 2013.- No. 1. S. 181-186.

In general, when compiling a list of criteria for each specific organization, it is necessary to follow the path of the client, being aware of what processes he encounters along the way.

Consideration of business processes and recommendations for their improvement should be made on the basis of precisely the specified data characterizing the level of customer orientation of the cafe, both from the standpoint of the external environment of the company and the internal environment. Zarubina V.R., Kubrakova M.F. The nature of personnel marketing in the management of a modern enterprise. Economy and politics. 2014.- No. 1 (2). pp. 93-99.

Customer Relationship Management System (CRM, CRM system, short for English. Customer Relationship Management ) - application software for organizations designed to automate strategies for interacting with customers (clients), in particular, to increase sales, optimize marketing and improve customer service by storing information about customers and the history of relationships with them, establishing and improving business procedures and subsequent analysis of the results.

CRM is an interaction model that believes that the center of the entire business philosophy is the customer, and the main activities are measures to support effective marketing, sales and customer service. Support for these business goals includes the collection, storage and analysis of information about consumers, suppliers, partners, as well as about the company's internal processes. Functions to support these business goals include sales, marketing, consumer support.

System Composition

CRM system may include:

• The front part, providing customer service at points of sale with autonomous, distributed or centralized information processing
• The operational part that provides authorization of operations and operational reporting
• Data store
• Analytical subsystem
• Distributed sales support system: data replicas at points of sale or smart cards

Basic principles

1. The presence of a single repository of information where information about interaction with customers is collected.
2. Use of many channels of interaction: point of sale service, phone calls, email, events, meetings, registration forms on websites, advertising links, chats, social networks.
3. Analysis of the collected information about customers and preparing data for making appropriate decisions - for example, segmenting customers based on their importance to the company, potential response to certain promotions, forecasting the need for certain company products.

This approach implies that when interacting with a client, an employee of the company has access to all necessary information about the relationship with this client and the decision is made on the basis of this information (information about the decision, in turn, is also stored).

In the 2000s, the SaaS model for providing CRM systems became widespread.

Goals of CRM implementation

As a rule, the main goal of implementation is to increase the degree of customer satisfaction by analyzing the accumulated information about customer behavior, regulating the tariff policy, and setting up marketing tools. Thanks to the use of automated centralized data processing, it becomes possible to effectively and with minimal participation of employees take into account the individual needs of customers, and due to the efficiency of processing, to carry out early identification of risks and potential opportunities.

In the trading sector, CRM provides a more effective use of the cross-selling method (eng. cross-selling ) and upsell techniques.

Classifications of CRM systems

Classification by functionality

• Sales Management (SFA) Sales Force Automation)
• Management of customer service and call centers (systems for processing customer requests, fixing and further work with customer requests)

Classification by levels of information processing

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See what "Customer Relationship Management System" is in other dictionaries:

- (abbreviated from English Customer Relationship Management System, CRM system) corporate Information system designed for CRM automation company strategies, in particular, to increase sales, optimize marketing and ... ... Wikipedia

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GOST R 53633.3-2009: Information technology. Telecommunications management network. Extended Communication Organization Activity Chart (eTOM). Decomposition and descriptions of processes. Level 2 eTOM processes. Primary activity. Customer Relationship Management- Terminology GOST R 53633.3 2009: Information technology. Telecommunications management network. Extended Communication Organization Activity Chart (eTOM). Decomposition and descriptions of processes. Level 2 eTOM processes. Primary activity. Management… …

customer relationship management- The process of building relationships with customers using special systems, processes and procedures for interaction. Business strategy focused on the needs of the customer. English analogue of the term Customer Relationship Management (CRM). CRM system is... Technical Translator's Handbook

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system- 4.48 system combination of interacting elements organized to achieve one or more stated objectives Note 1 to entry: A system can be viewed as a product or the services it provides. Note 2 In practice… … Dictionary-reference book of terms of normative and technical documentation

business support system- 3.13 business support system (BSS): A system that supports eTOM processes from the Strategy, Infrastructure and Product area. Source … Dictionary-reference book of terms of normative and technical documentation

core business support system- 3.14 operations support system (OSS): A system that supports the eTOM processes from the Core Activities area. Source … Dictionary-reference book of terms of normative and technical documentation

Federal Agency for Education

Ministry of Education and Science of the Russian Federation

State educational institution higher professional education

Perm State University

Berezniki branch

Department of Economics

"Customer Relationship Management Systems"

Control work on discipline

"Information technologies in management"

fourth year students

specialty "Management of the organization"

groups BF/Z MNO-1-06

Syuraeva Elena

Checked:

Lecturer: Kadochnikova G.V.

Berezniki, 2010

CONTENT Introduction…………………………………………………………………………………...2Chapter 1. Customer relationship management systems. Basic concepts and history of development …………………………………................................ .....................4

1.1. The concept of CRM. Types and purpose of CRM systems…………………………..4

1.2. History of CRM - solutions. Place of CRM in Russian business……………...10

Chapter 2. Implementation technology of the customer relationship management system "1C: CRM PROF" ……………….…………...................... .....................14

Conclusion………………………………………………………………………………..23 References….…………………………… ………………..24

Introduction

The presented control work is devoted to the topic "Customer Relationship Management Systems".

The relevance of the chosen topic is due to the fact that companies have realized that simply offering excellent products is no longer enough: ease of copying and market saturation can quickly negate the first hints of a success formula. Today, the hallmark of distinction has become the exclusivity of the service provided on a solid and clear basis. The service requires the influx and involvement of customers, and therefore it is much more difficult than the product to imitate. Therefore, competitive advantage can be achieved by sharing knowledge about customer expectations, preferences, and behaviors. And this requires a continuous dialogue with customers and the use of information and ideas obtained at each point of contact with them.

Customer Relationship Management (CRM), often referred to as customer management, is a business approach. Its goal is to create, develop and strengthen relationships with carefully selected clients, increasing client benefits, increasing corporate profits, and therefore maximizing investor profits. CRM combines new technologies with new market thinking, thus creating profitable long-term relationships with customers.

The relevance of the problem under consideration and its practical significance set the goal and objectives of the work.

Aim control work is a comprehensive study and consideration of the features of customer relationship management systems.

The goal set determines main task, which is to be solved in this work:

Studying the essence, role and purpose of CRM - systems;

Consideration of the history of CRM - systems and place of CRM in Russian business;

Learning Technology CRM implementations-system "1C: CRM PROF" in practice.

The object of the control work is customer relationship management systems (CRM - systems), and the subject – CRM systems, their purpose and main functions.

The topic of this work is widely considered in the works of foreign and domestic specialists Kudinov. A, Adrian Payne, Cherkashin P.A. and other authors.

Chapter 1. Customer relationship management systems. Basic concepts and history of development

1.1. The concept of CRM. Types and purpose of CRM - systems

CRM - system (Customers Relationship Management - customer relationship management) is a customer-oriented strategy based on the use of advanced management and information technologies through which the company builds mutually beneficial relationships with its customers.

The main nuance in the use of the term CRM, which often leads to misunderstanding between the heads of commercial and IT departments of companies, is that it is used both for corporate strategy and for the class of information systems that support this strategy.

An analysis of various information-technological and methodological solutions, which have now received the name of a customer relationship management system (the so-called CRM - Customer Relationship Management), allows us to conclude that CRM is not a software product, and not a set of software products, and even not a special information technology. CRM is primarily a complex organizational model, the core of which is a "customer-centric" approach. This approach assumes a high level of information technology and organizational solutions.

Such a strategic model is based on the use of advanced management and information technologies, with the help of which the company collects information about its customers at all stages of its life cycle (attraction, retention, loyalty), extracts knowledge from it and uses this knowledge in the interests of its business by building mutually beneficial relationship with them. The result of applying this set of organizational and technical solutions (business models) is to increase the company's competitiveness and increase profits, since properly built relationships based on a personal approach to each client allow attracting new customers and helping to retain old ones.

The purpose of CRM systems is to attract and retain profitable customers by establishing and improving relationships with them. The development of a customer relationship strategy has been made possible by advances in information technology. Today, companies can improve their customer experience using a range of database management technologies, as well as a growing number of CRM applications. This development allows for the creation of vast arrays of customer data, guarantees broad customer feedback, and allows for the analysis, interpretation, and constructive use of the resulting data. In addition, along with the growing benefits provided by more and more powerful computer equipment, programs and electronic services, the cost of their maintenance is reduced. This plethora of available CRM tools allows companies to target the most promising areas much more effectively.

The main task of CRM systems is to increase the efficiency of projects and services concentrated in the "front office" and aimed at attracting and retaining customers - in marketing, sales, service and maintenance, regardless of the channel through which contact with the client occurs.

In the light of information technology, a CRM system is a set of specific software(Software) that allows you to automate and improve business processes related to sales management, marketing and customer service support. This software makes it possible to coordinate not only the activities of various departments interacting with the client (sales, marketing, service), but also the work of various channels of interaction with the client - personal interaction, telephone, Internet - in order to establish long-term and mutually beneficial relationships

Currently, CRM solutions, in addition to collecting and storing information, make it available to all company services, allow you to analyze information, make forecasts and take into account customer preferences and make decisions for each specific client.

There are several types of CRM systems:

1) Operational CRM. This type of CRM is aimed at automation business processes flowing in places of contact with customers. Includes sales, marketing and customer service automation. Historically, operational CRM has become a major expense for businesses as companies develop Call Centers or install sales force automation systems. CRM vendors are gaining the attention of companies by offering an increasingly wide range of operational CRM solutions.

2) Analytical CRM. Includes the search, accumulation, organization, analysis, interpretation and use of data obtained in the operational part of the business. It is very important to consider integrating analytical CRM methods with operational CRM methods.

3) Collaborative CRM. Includes the use of shared services and infrastructure to enable a company to interact with its many channels. This type of CRM facilitates interaction between customers, the enterprise and its employees.

Together, these three components of CRM support and nurture each other; their integration is simply necessary for the successful work of CRM, expressed in improving the experience of customer relationships. Collaborative CRM allows customers to contact the enterprise through a range of different channels and get the same impression of contact with the company across all these channels. Operational CRM facilitates customer contact with the company, as well as the subsequent processing and fulfillment of their requests. Analytical CRM helps you target the right customers and make them the right offers, and with much more high level knowledge about customers to carry out personalization and individual marketing. Although historically operational and collaborative CRM have dominated, businesses today are increasingly recognizing the need for analytical CRM to optimize their customer-centric operations and create value for themselves and the customer.

The following terms are also used in the CRM market:

1) Strategic CRM. It includes the development of an approach to CRM based on the company's business strategy and aimed at developing customer relationships that result in long-term growth in shareholder returns. This approach is the focus of this book. Note that a number of authors use the term "strategic CRM" in a more limited sense, when, in fact, we are talking about analytical CRM.

2) e-CRM. This term refers to the use of tools in CRM e-commerce or electronic data collection channels. As noted in the introduction to this book, we do not distinguish between CRM and e-CRM. (Sometimes confusing is the use of e-CRM in relation to company-wide CRM, a system designed to provide a unified view of the customer across all company channels.)

3) Partner Relationship Marketing, or Profit Center. This term means CRM activities aimed at strategic partners.

The implementation of CRM will bring tangible benefits if the company has the following problems:

Scattered client base. Data about customers, partners, suppliers, competitors is stored in different sources. Information is difficult to access, there is no possibility of joint analysis of customer data. When a manager leaves, customer data simply disappears, because no one knows where it is stored and how to get it.

The history of communication with clients is fragmented or not recorded at all. The agreements reached in the negotiations are forgotten and not implemented, which causes a negative reaction from customers. Customers are asked each time about their phone number or e-mail, about what they ordered.

The loss of information during the transfer between departments leads to failures in the main business processes of the company. "Information gaps" between employees and departments increase the number of complaints and the cost of sales.

Regulated and approved business processes are not automated and are not implemented in the "working environment" of the company. They are not always executed, and it is impossible to quickly control the progress of business processes.

A company needs a sales forecasting tool to actively manage the sales business process.

There is no possibility of analyzing the client base, building comprehensive reports on sales, purchases and the history of communication with clients.

Customer complaints are lost, not dealt with in a timely manner. It is not possible to receive reports on the types of complaints for the period in the context of the company's managers.

The knowledge of the company's employees is stored only in their heads, the transfer of knowledge from an experienced employee to a novice takes a lot of time and ultimately leads to an increase in company costs and reduces sales.

Employees waste a lot of time responding to model questions clients.

Managers are forced to spend several hours a week writing sales reports and talking to the head of operations.

Drafting standard contract or commercial offer takes the manager more than half an hour.

The manager is forced to spend half of his working day on monitoring the work of employees.

Marketing, sales and after-sales service is growing much faster than the company's turnover.

If the listed problems take place in the company, then the CRM system will be able to help in solving them.

The implementation of a CRM system is unlikely to bring tangible benefits to the following businesses:

If the organization has a limited circle of clients and contact persons and it is not interested in further growth of the client base, for example, in the case of a deliberate restriction by management of the growth of a small company.

If there is no competition in the market segment or its level is low. When there are no competitors on the market, and the demand for the company's product is high, customers will be forced to purchase it without additional efforts on the part of the seller.

If the customers are one-time, casual, and the seller is not worried about the quality of services, about retaining regular customers. This style of work is typical for traveling salesmen. If potential clients enough for decades to come, why worry about each of them?

When everyone works as he sees fit, and does not need to exchange information with colleagues. An example of such a business can be a law office - a community of independent professionals united in one entity only to solve formal or technical issues business.

1.2. History of CRM - solutions. Place of CRM in Russian business

History of CRM - solutions. Typically, the history of CRM-like products for systematizing customer data is customary to begin with John Henry Patterson (John Henry Patterson), the founder of the National Cash Register, who was the first to generalize the techniques used in the organization of trade.

In 1911, Jam Handy, an advertising executive for the Chicago Tribune, studied the reasons why customers buy certain products. He believed that the use of special posters and films that explain to buyers the benefits of goods and services would give sellers a head start over those who act in accordance with the usual patterns of trade. Subsequently, they registered trademark"A Jam Handy Production", used in over 7,000 promotional items.

In 1947, attorney Morris Perkin of Pennsylvania developed a system for recording appointments and events, the Day-Timer. It contained a means of notification of upcoming events, served as a detailed time planner and a diary that reflected the work done. This system could already be attributed to the prototypes of modern computer CRM solutions. The development of the "Day-Timer" since 1952 began to become widespread. In the 60s of the XX century, this development became in demand in the UK and Canada. The many times resold company Day-Timer Ltd. still exists and continues to release tools for organizing and planning time.

Arnold Neustadter, the inventor of the Rolodex, a 360-degree rotating file cabinet, came even closer to today's computer technology, which became the most popular means of recording business contacts until the 70s.

At the same time, the much earlier described era of computers begins. Despite the fact that the number of transactions stored in computers increased markedly in the 60s and 70s, computer time remained too expensive, and most companies had to limit themselves to simple sales support tools like Day-Timer and Rolodex. ".

By the early 80s, the number of specialized sales management CRM systems could be counted on the fingers. But time passed, and development computer technology allowed to significantly reduce the cost of calculations. In 1987, Pat Sullivan, founder of Contact Software International and SalesLogix Corporation, released the first commercial contact management software called ACT!. This specialized program allowed salespeople to track the development of customer relationships, process and analyze information about these relationships. Currently, the 10th version of the program (“ACT! by Sage 2008”) has been released for the twentieth anniversary of the product, and it still remains the leader in sales of CRM solutions of the Contact Management class and operational CRM systems in many countries around the world.

The term "CRM-system" acquired a new quality by the mid-90s. Under the CRM-system began to understand the end-to-end automation of customer-oriented sales technologies. The term CRM itself was first used by Siebel Systems to reflect the specifics of this type of enterprise software products.

At the moment, there are more than 1000 solutions in the world that can be classified as CRM and Contact Management.

The place of CRM in Russian business. The development of interest in CRM-technologies in Russia as a whole repeated the trends of the Western market, only it was accelerated in time by several times. The events that took place in Russia in the first half of the 20th century did not contribute to the customer orientation of either the service sector or the wholesale and retail. At the first stage of the emergence of domestic business in modern times, in the late 80s - early 90s, in the era of "wild capitalism", a large number of new products and services appeared on the Russian market, the demand for which, as a rule, exceeded supply. characteristic feature of that time was the unsaturation of markets, their chaotic organization, the breakdown of established ties.

Lack of specialization for most firms and enterprises was the norm. It is not uncommon for companies to completely change the profile of their activities during the year. Under these conditions, the company's management did not even think about plans for the development of customer loyalty programs, about long-term relationships and target segments, and in general about any management of sales, service and marketing processes.

In the second half of the 90s Russian market gradually saturated with goods and services. In the face of increasing competition, companies that specialized in certain types business. The key link of this time were sales managers or "contact managers", around whom the whole business technology was built.

Such a manager recruited a client base for a certain time, and then worked independently with it, receiving a percentage of each sale upon subsequent contacts. The result of his activity depended solely on his personal experience, skills of searching and communicating with clients. Therefore, the main capital of such a manager was the actual client base, which he protected from fellow competitors, and, often, from own employer. In the press came across such announcements: "We will hire a sales manager with our client base." Naturally, when such employees left, the losses for the company could be very tangible. With such an organization, the overall strategic goals of the company often diverged from current interests. key employees. For example, the company's top management, based on strategic plans, the competitive situation and trends, planned to move into new markets, while the key manager, accustomed to working with a familiar assortment and market, resisted change. As a result, the current financial result of the manager came into conflict with the strategic plans of the company. The resolution of such conflicts was often the departure of the manager along with "his" client base to another employer.

The first projects for the implementation of CRM-systems in Russia were completed in the late 80s - early 90s. At that time, implementations were carried out mainly in banks and the financial sector. This is not surprising, because at that time not every Russian company could afford a Western CRM system and Western consultants. These projects were isolated and were mainly based on the enthusiasm of the leaders or top managers of the companies. Often, the implementation project involved full or partial localization of a Western CRM solution (translation of the interface and documentation, adaptation to Russian business realities).

IN modern conditions, when competition in many markets in the Russian Federation has become quite tough, the issue of active sales management is acute. Customer-centric technology has become a means of survival for the company in the market and a weapon in the competition. Now the demand for CRM technologies from Russian business much higher. The number of exhibitions and conferences dedicated to the subject of CRM is growing year by year, and the number of CRM implementation projects in Russia is already in the thousands.

Chapter 2. Technology for implementing the customer relationship management system "1C: CRM PROF"

The implementation methodology is intended for companies that plan to implement CRM systems using the 1C: CRM PROF software product. Based on the 1C: Enterprise 8 program, several compatible industry solutions CRM. This is a set of tools for working with information, which includes a client base, as well as a number of methods that allow you to systematize data and regulate the procedure for working with them. Those. This automated system, which allows the company to maintain relationships with customers, collect information about customers and use it for the benefit of their business.

"1C: CRM PROF" is a tool for registering and distributing contacts, conducting and evaluating marketing activities, implementation and control of the main business processes, planning and analysis of sales. This is a universal solution that can be used both as a standalone program and as an extension of the configuration CRM functionality on the 1C:Enterprise 8.0 platform.

Implementation goals software product"1C: CRM PROF":

1) Attracting new customers;

2) Reducing the number of dissatisfied customers;

3) Organization of monitoring the quality of work with clients;

4) Automation of business processes for working with clients;

5) Obtaining reliable information about clients for making informed management decisions;

6) Responding to customer complaints.

The main features of the solution "1C: CRM PROF":

Client base management. detailed information about each client and contact person, the dynamics of changing relationships with clients, the ability to quickly enter and access information about the client (Fig. 1).

Rice. 1. Extended information about the client in the client card

Managing contacts with clients. Accounting for the history of contacts with customers, registering customer needs, prompt transfer of information between departments, planning contacts.

Planning and control of actions. Coordination of work in time, a system of reminders and issuance of tasks.

Marketing management. Customer segmentation, planning and evaluating the effectiveness of marketing campaigns, questioning, telemarketing.

Multivariate sales analysis. ABC analysis of sales, analysis of the state of work with clients, performance of employees, analysis of the client base.

Sales knowledge base. Data about goods, competitors, service. Structuring information, keyword search, quick access to information.

Data protection. Setting up access rights for users to information, providing users with access only to information on their clients.

Facilitate routine operations. E-mail integration, report preparation, new client entry assistant, search for duplicate clients, group processing of clients, filters.

Management of business processes for working with clients. Creation of a procedure for working with clients and templates for typical actions for sales, service, complaints (Figure 2).

Rice. 1. Information about past and planned meetings with clients

Preparing for the implementation process before it is formally launched is of the utmost importance. In order to decide how to implement the CRM-System, involve external specialists or not, whether a change (programming) of the program is required or not, it is necessary to perform a number of preparatory actions:

Understand what specific problems and tasks in the company the CRM system should solve:

Formulate the desired goals and results of implementation;

Determine the responsible project manager and key customers from your company;

Determine the desired budget and timing of the project;

Familiarize yourself with the capabilities of the 1C: CRM PROF program and compare them with the needs of the company;

Decide on the method of implementation and clarify the budget and timing of the project.

For the successful implementation of the CRM-System, it is necessary to clearly define the goals and business problems in the company. In the future, it is on the basis of these goals that the options for their solution using the CRM-System will be determined. If the project initiator does not have a clear vision of what tasks can be solved during implementation, the project will be meaningless. You need to ask yourself the question “Why are we doing this?”.

One of the factors for the success of implementation is the formation of an implementation team consisting of company employees who have knowledge of their business and organizational structure companies. All members of this team should be interested in success.

The implementation team of the company may include: the head of the company, heads of departments in which the program is being implemented, leading experts in the subject area. It is necessary to distribute “roles” among the members of the implementation team: project manager, project sponsor from the management side, project consultants, system support specialist, system administrator. In this case, the same participant can perform several roles, or one role can be distributed among several participants.

Not unimportant role is played by the budget of the project and the timing of implementation. It must be understood that it is impossible to achieve maximum results in record time with financial constraints. Therefore, it is necessary to find a compromise between several interests: the functionality of the system, the timing of implementation, the budget of the project. Before implementation, it is necessary to decide on the method of implementing the program - on your own or with the involvement of consultants.

Implementation technology of the CRM-System "1C: CRM PROF"

The most complete technology for the implementation of the CRM-System with customization (programming) for the specifics of the company and the involvement of external consultants includes the following stages of program implementation:

Table 1. Stages of implementation of the software product "1C: CRM PROF"

First stage: Pre-project survey

The first stage is necessary to assess the needs of the company and the possibilities to meet these needs when implementing the CRM-System.

The purpose of the stage is to analyze in detail the current state of the business in the field of customer relationship management, identify problem areas and understand the desired state of the business.

At the stage of pre-project examination, the following questions are clarified:

Organizational structure of the company. Within the framework of the organizational structure, the main functions of the departments are specified. Departments (departments) that interact with clients are studied in more detail.

Products (services) of the company.

Existing classifications, characteristics of clients.

Client portraits. They are sets of specific values ​​of customer characteristics that describe categories of customers. For example, portraits of "desirable" and "undesirable" clients can be prepared.

Sales channels for products.

Sources of attracting and stimulating sales. Or the marketing mix that a company uses to attract and retain its customers.

The main business processes of departments (departments) working with clients. Usually this is a sales department, a service department, a marketing department.

Used analytical tools, reports. It is necessary to find out to what extent the existing analytical tools will satisfy the needs of the company, what analytical slices the company needs additionally.

During the pre-project survey, problematic situations are identified at each stage. For a holistic picture and analysis of problem situations, it is recommended to prepare a summary table of symptoms and causes of problems (Table 2).

Table 2. Analysis of problem situations

Not all causes and symptoms can be eliminated by implementing a CRM System. Perhaps the problems lie in the sphere of organizational or personnel policy companies and automation is possible only after these problems are eliminated or solved.

The result of the pre-project survey is the report "Terms of Reference", which describes what needs to be implemented in the system.

Second stage: Design

As part of the second stage, the design of the proposed CRM-System is carried out. The purpose of this stage is to describe how to implement the requirements for the program described in " terms of reference". As a result of the stage, a report is prepared " Preliminary design", which answers the question - "How to do it?" what is described in the Terms of Reference.

The Draft Design report contains: a method for implementing the requirements for the program, a description of the required settings and changes in the program, examples of screen forms of document and report interfaces, printed forms of reports or other material that describes how the requirements for the program described in the Terms of Reference will be implemented ". To check the results of the program, we recommend preparing test cases.

Third stage: Development

The third stage consists of the following sub-stages:

Embedding "1C: CRM PROF" into the accounting system;

Programming;

Customization;

Development of operational documentation;

Testing.

Configuration embedding

If a company to automate management accounting uses the "1C: Trade Management" or "1C: Manufacturing Enterprise Management" configuration, then it is necessary to embed the "1CCRM PROF" configuration into the existing accounting system.

This step is not mandatory if the organization uses "1C: Accounting 7.7". In this case, the "1C: CRM PROF" configuration is installed without combining with accounting system as a standalone program. Between "1C: CRM PROF" and "1C: Accounting" there is a mechanism for exchanging information: synchronization of directories "Counterparties", "Nomenclature", documents "Account".

Programming

At this stage, the 1C programmer develops new functionality and implements the necessary changes in the "1C: CRM PROF" configuration.

Setting

The purpose of the stage is to prepare the system for users to work. At this stage, the main accounting parameters are configured, directories are filled in (the necessary analytics are created), interfaces are configured, user access rights are determined, system users are registered, interfaces and access rights for users are assigned.

Development of operational documentation

The purpose of this stage is to develop clear instructions for working with the system for all categories of users of the organization. It is advisable to prepare two types of documentation.

The first type of documentation is an instruction for working with the system. The instruction should contain information about the purpose and use of CRM-system objects. The instruction is created in accordance with official duties employees.

The second type of documentation is the regulation of participation in the business process for each category of users. That is, the stages of the business process are grouped by categories of employees. It is convenient to use such a regulation - a “hint” regularly in everyday work.

The result of the stage is clear and convenient instructions for working with the system for the organization

Testing

The purpose of the stage is to check the performance of all implemented modules and blocks. In the course of testing, a list of inconsistencies is identified, and the procedure for their elimination is agreed upon.

Testing is performed by employees from the program implementation team. This group includes external consultants who are involved in the development of this software product, familiar with the tasks and requirements of the project.

Fourth stage: Implementation

The purpose of this phase is to prepare the system for commissioning. After completing this step, users should be able to perform their functional responsibilities using a CRM system.

This stage consists of the following sub-stages:

Data transfer

User training

Commissioning

Data transfer

At this stage, information about clients from various electronic sources is transferred to the CRM System. Before transferring customer data to the system, it is necessary to check the information, remove obsolete and irrelevant data, and remove duplicate information. Data transfer is carried out using converters implemented at the programming stage. After data transfer, it is recommended to check the information for duplicate records using the processing of the 1C: CRM PROF program and make the necessary adjustments.

User training

The purpose of this stage is to teach employees of the organization to work with the system. Training is carried out by an individual specialist. The number of classes depends on the level of computer literacy of employees.

In the process of training, employees should get acquainted with the main objects of the system, learn how to use the system in their daily activities. Training should include a sufficient number of practical tasks.

During training, it is necessary to teach employees how to use the developed documentation for working with the system. At the end of the training, employees perform a control task. The purpose of the task is to check how well the material is learned.

Trial operation

The purpose of this stage is to start working with the CRM-System of all employees of the organization. To do this, the CRM-System is installed on the server and at users' workplaces, measures are taken to ensure the security of the information base, user passwords are set to enter the system.

Fifth stage: Project audit

To successfully achieve the set goals, it will be necessary to monitor this process and take corrective actions. For this, an audit (analysis) of the work of employees with the system will be regularly conducted. At the initial stage of implementation, the audit will be performed once a month.

For an average enterprise, there are approximately the following indicators of the acquired benefits from the implementation of the 1C: CRM PROF software product:

Table 7. Indicators of the acquired benefits from the implementation of the CRM strategy

Conclusion

In this control work, the features of customer relationship management systems are considered. The studied material corresponds to the goal and objectives.

In the course of the control work, results were obtained that prove that with the correct implementation of the CRM system, the business receives significant competitive advantages and opportunities for growth. Using CRM tools, it is possible to solve a number of tasks facing almost any company, here are just a few of them:

Bring together disparate information about customers, transactions, marketing and service;

Create company business processes in the system, regulate the activities of employees on typical operations;

Get advanced analytics on the company's work and move from analyzing the results of the past to predicting the expected result;

Minimize routine operations in the work of qualified highly paid employees, increasing their productivity;

Facilitate the adaptation of new employees in the company and reduce the period of their entry into the position;

Establish systematic work to collect and analyze customer feedback, including complaints;

Organize the collection, systematization and storage of knowledge about the products, services and regulations of the company and quick access to this knowledge.

So, CRM technology proves its viability and effectiveness. The CRM system becomes a business application, "by default" necessary for the company, as well as accounting program Today. In the coming years, the work of a company without a CRM class system will become almost impossible.

List of used literature

1. Kudinov A. CRM: Russian practice efficient business. - M.: 1C-Publishing, 2008., 374 pages.

2. Pikulin D.M. Project-oriented service management system. - Moscow, Chelyabinsk: Sotsium, 2005. - 334 p.

3. CRM online. Independent CRM - portal. http://www.crmonline.ru/

4. CRM - systems. Journal IT Special February 02’2008. Publisher: Game Land. – 132 p.

5. CRM - systems: brief reference. Journal IT Special February 09'2008. Publisher: Game Land. – 128 p.

6. Cherkashin P.A. Are you ready for the war for the client? Customer Relationship Management (CRM) strategy. - M .: INTUIT.ru LLC, 2004, 384 p.

7. Chizhov N.A. Management of the bank's client base: A practical guide. - M .: Publishing house "Alfa-Press", 2007. - 284 p.

8. Adrian Payne. CRM guide. Way to improve customer management. - Publisher: Grevtsov Publisher, 2007, 384 pages.

Relatively recently, manual labor was widespread in the economic sector. Over time, it was replaced by mass production, in which the share of human participation has decreased significantly. Along with this, the shortage was eliminated, many products became available. As society develops, the needs of its members change. Today, in particular, buyers tend to buy things that are different from others. At the same time, many are willing to overpay for a unique product. Modern business impossible to imagine without customers. In fact, they act as the second key component of the success of the enterprise after the uniqueness of the offer. In this regard, the customer relationship management system is of particular importance. Let's consider it in more detail.

Relevance of the issue

To establish with consumers, the company needs to develop two main areas. First of all, you should organize your production so that it can be reoriented depending on the buyer of the product. Secondly, it is necessary to develop a system for exchanging information with the consumer and partners. During the period of competition, the quality of products is approximately the same for all manufacturers. In such circumstances, the rate of profit of the enterprise decreases. The only way to stay on the market is to develop an individual offer for each consumer.

Modern solution

Customer Relationship Management (CRM) is now widely used. The consumer is perceived in a broad sense. They are not only the direct end user of the product. The abbreviation for customer relationship management system in English sounds like This model is aimed at building sustainable business relationships with the consumer. It acts as a business strategy for enterprises. The core of it is to meet the individual needs of the consumer.

Features of occurrence

The concept of a customer relationship management system (CRM-system) was introduced by specialists in the field of marketing. This model began to act as a technology focused on the consumer. Working with customer relationship management systems is aimed at increasing the profitability of the buyer, his profitability, increasing the period of his loyalty, and so on. It is based on advanced information technologies, with the help of which the enterprise collects data about its consumers. The company extracts the necessary information and applies it to the interests of the business by building mutually beneficial cooperation.

Specificity

At the technology level, the customer relationship management system is a set of programs that are used to carry out such important operations as:

1. Sale of services and goods.
2. Maintenance, warranty and service including.
3. Marketing.

In addition, the customer relationship management system allows you to explore the conclusions obtained by the management and managers of the enterprise are used when planning further activities.

Analysis of customer relationship management systems

How does this model work? Generally speaking, a customer relationship management system is a special program, tracking the history of interaction between the enterprise and consumers. The input data is all information about the buyer and his actions (gender, age, purpose of purchase, method of payment, income) and the purchased product. All this information is obtained from various sources. It can be emails, questionnaires, personal conversations. The output is data on how to adjust the company's activities to improve interaction with the subject. This information can be general and needs to be taken into account when developing or changing the concept, or it can be sent to a specific employee.

Model tasks

Currently, a significant improvement in models is stated, but the evolution of customer relationship management systems has not yet ended. Meanwhile, there are several tasks that can be solved by any program:

1. Collection of information. Information can be added automatically or specified manually by the employee.
2. Storage and processing of data. The received information is systematized and distributed among certain groups.
3. Sharing information with employees. The processed information should be in an understandable form. It is necessary for employees to analyze and develop appropriate concepts. For convenience, information is provided in graphs and tables. In some cases, the program itself issues some recommendations.

Practical use

An integrated system helps to ensure the coordination of the activities of different departments of the enterprise. The program provides all employees with a common platform to interact with consumers. The main purpose of the system in this case is to ensure the coordinated work of the departments of service, marketing, sales. Often they operate in isolation from each other. At the same time, their ideas about customers, as a rule, do not coincide. If we consider the importance of systems from the point of view of enterprise management, then the effect of their implementation is manifested in the transfer of the decision-making process to lower levels through automation. Accordingly, this helps to increase the speed of response to requests, accelerate the turnover of funds and reduce costs. The application of systems in practice increases the competitiveness of the company, increases profits.

Main users

CRM systems are especially relevant for small companies operating in highly competitive markets. In such situations, the priority is given to superiority, and a high level of management. The competition is won by those companies that fully master CRM systems. The program is also in demand for economic entities with a network of small customers. By examining the preferences of buyers, it is possible to predict the demand for a particular product in a particular price segment. Accordingly, it is possible to plan the efficiency of bringing the product to the market. Management systems for service companies are in demand. Managers of such enterprises can control the wear and tear of the customer's equipment and the need for preventive maintenance and repair, frequent breakdowns and defects. Based on customer preferences, service companies offer updated equipment.

Conclusion

By using a customer relationship management system, an enterprise can gain significant value compared to other companies in its market segment. The program allows you to develop a specific offer for a specific buyer. At the same time, data on its needs are summarized in an automated mode. Management systems can be applied by any enterprise, regardless of the scope of its activities.

Customer Relations Management (CRM) is a strategy based on the use of new management and information technologies, with the help of which companies accumulate knowledge about customers in order to build mutually beneficial relationships with them. Such relationships contribute to increasing profits, i.e. attract new customers and help retain old ones.

CRM means process management, production activities, organization of product promotion, conclusion of contracts, after-sales service, etc. The implementation of CRM should involve the majority of corporate services and departments - marketing, production, customer support, territorial sales departments and service departments.

The modern concept of CRM considers sales not as a separate act carried out by a specific seller with a specific buyer, but as a continuous process in which each employee of the enterprise is involved. As the art and science of using customer information to build customer loyalty and add value to the enterprise, this is especially true for custom manufacturing. Target- personal relationship with the client, regardless of what position the employee of the enterprise holds, in which department he works, where the office is located.

At the same time, the concept of the customer's life cycle appeared, starting from the first contact and drawing his attention to a product or service and ending with the formation of loyalty (Figure 7.16).

In addition, the pyramid of values ​​has changed. A typical manufacturer's strategy in an industrial economy was based on the following "pyramid" of motives: product availability, price, convenience, trust.

Fig.7.16 - Model of the life cycle of the client.

Thus, now the accents have noticeably shifted. If earlier the client got an idea about the company based on its products, now he builds his attitude towards the company as a whole - as a partner with whom he interacts through various channels - from the phone to a personal visit.

At the same time, the forms of interaction between the enterprise and the client have become much more personalized (Figure 7.17).

Fig. 7.17 - Characteristics of the forms of interaction with the client.

In the era of the electronic, "new" economy, the highest goal is loyalty, and it is mutual - not only is the client loyal to the enterprise, but the enterprise is also loyal to the client. From the achieved level of satisfaction, a new pyramid is built: satisfaction, constancy, personalization, merging (Fig. 7.18).

Fig.7.18 - Pyramid of motives of industrial and "new" economy.

As part of the second pyramid, the task of CRM is to cover all channels and points of contact with customers and coordinate them. To have a single method and technique of communication. each contact should work to attract a buyer. The client wants to be served with the same quality regardless of the interaction channel. The information delivered to the client at his request must be accurate, complete and consistent. There should not be different answers to the same questions from different representatives of the enterprise.

Thus, client base is the most important asset of the enterprise, which must be carefully and effectively managed. Customer acquisition and retention is seen as necessary condition successful work with both current and prospective clients. It is interesting to note that price is far from being a decisive factor in instilling loyalty and making repeat purchases.

Investments in technologies for working with existing customers directly affect their loyalty, and therefore, the efficiency and sustainability of the business. In terms of money, loyalty leads to the following results:

The client becomes less sensitive to the price, which means that a higher price can be set for products without the risk of losing turnover;

The cost of selling products and services to existing customers is significantly lower (as a result, profitability is higher);

The client can be offered a number of additional services(products), thereby increasing the turnover of the enterprise.

3.2.1. Definition of a CRM system.

There is no single definition of CRM today, since for marketers CRM is a concept similar to direct marketing, which should cover business processes and activities of the entire enterprise; for leading CRM managers, this is the implementation of client-oriented strategies and business models; for service technical support CRM is an enterprise-wide information system based on modern technologies, which help to accumulate, store and analyze all information about the development of customer relationships in order to increase customer satisfaction; for enterprise personnel, CRM involves a complete change in working methods towards a customer-oriented business.

CRM– an integrated approach to customer relationship management, including the concept and ideology, marketing methods, strategic planning, organizational and technical means, the latest technologies aimed at achieving and maintaining a high level of retention and contact of certain categories of currently valuable and promising in the future customers.

The CRM approach is schematically presented in Figure 7.19.

Fig.7.19 - Scheme of an integrated approach to CRM.

3.2.2. CRM functionality and communications.

By accumulating information in a single enterprise database within the framework of CRM, the chance to retain a client increases. In addition, the duplication of information and duplication of efforts is minimized, which, in turn, leads to a reduction in costs.

At the same time, all processes of interaction with customers should be managed through an agreed set of procedures based on a single technology that allows creating a common impression of the enterprise and its products. Very often, the consumer has a disparate, fragmented opinion about the enterprise, obtained through interaction through various inconsistent communication channels. Coordination leads to maximum customer satisfaction, ultimately increasing profits.

The information accumulated with CRM enables the enterprise to apply various methods analysis to gain knowledge, in particular, to predict what the client will want in the future. It is possible to segment the audience, analyze the performance of a particular distribution channel, the success of an advertising company, optimally load your sales and service network, etc.

To obtain effective results within the framework of CRM, the entire modern arsenal of techniques and methods of mathematical data analysis is used. For example, to solve the customer retention problem, you need to:

Build models of customer preferences, which allows you to reduce the percentage of their outflow;

Make an analysis of customer preferences for certain channels of interaction and sales;

Conduct an analysis of the customer's life cycle, his purchasing behavior at all stages (from attraction to the emergence of loyalty);

Analyze life values customers at all stages of interaction.

CRM functionality covers marketing research, sales and service, which corresponds to the stages of attracting a client, the very act of making a transaction (transaction) and after-sales service, that is, all those points of contact where an enterprise interacts with a client, so almost any practical implementation of CRM implementation has the appropriate modules (marketing, sales , support and service).

The input information for the CRM system is, on the one hand, data characterizing the client: contact history, his profile, purchase history, and on the other hand, data about the organization. The output information is aggregated data and indicators, new knowledge, conclusions - everything that can be used to optimize the operation of the enterprise. Accordingly, CRM should provide means of accessing and entering information into a single database, and the data should be centrally updated with each new contact.

It is important to note that with the growth of information detailing, from the point of view of analysis and its value, its cost, complexity, formalizability and variability grow. For example, demographic characteristics are relatively stable and have been studied for a long time, while the history of personal transactions, preferences that make it possible to predict the behavior of the client, are difficult to obtain, require accumulation time and are in constant dynamics.

The most effective methods are client management and personalized marketing, which aim to provide the client with information that is most relevant to his specific needs. Wherein Marketing communications regarded as cycle is a continuous process based on feedback with the market and based on the constant refinement of tasks and goals.

Besides, modern methods marketing are based on predicting the behavior of certain groups of customers based on information about previous interactions, allocation key changes V life cycle client and predicting his future actions and motivations. Thus, marketing has become more concentrated, and customers receive the information and products they need.