What is a CRM strategy? The 6 steps of Gedys Intraware

The CRM strategy is often seen as part of, if not the corporate strategy for achieving the corporate goals of growth, productivity and quality.

These targets can usually be achieved through a targeted improvement in secondary success factors such as speed, reliability, trust, competence and emotional loyalty via a (very) good customer experience at all touchpoints (points of contact with the customer).

For this reason, the term CRM strategy in the narrower sense is also regarded as a strategy for customer processing and is always the starting point for the introduction of CRM software.

All efforts focus on the customer

How do we achieve the goals we have set?

It is the profitable customers who increase the company's success and value. Customer-centric thinking (customer centricity) has already taken hold in many companies today. This way of thinking should also be reflected in day-to-day work. Customer relationship management (CRM) must therefore be introduced throughout the company. Here is the corresponding CRM definition, which also includes the digital strategy.

The focus is therefore on CRM as a strategy for implementing a concept for shaping customer relationships.

The contents of a good CRM strategy

Developing a CRM strategy: what needs to be done ?

A comprehensible and motivating strategy

• 1. defines the company 's vision of a perfect customer relationship
• 2. sets out the goals with the hard facts (KPIs), the desired = living corporate culture and many creative visions
• 3. sets out how these goals are to be achieved: in dealing with the customer, at the touch points and along the entire customer life cycle

The path thus essentially comprises the areas of customer segments, CRM processes and interaction channels between customer and company.

Basic considerations for developing a CRM strategy

When formulating a customer relationship strategy, the fundamental basic questions are asked at the beginning:

• In what way via which communication and sales channels should individual customers (segments) be dealt with?
• How can a high level of satisfaction be achieved with valuable* customer groups?

The answer in each case is: Only if the direct services and interactions between customer and company are designed to be customer-oriented.

The basic strategies can now be derived from this.

*EXPLANATION:

The profitability of a customer depends not only on the intensity of the business relationship, but also on its duration. Keyword: Customer Life Value (customer value). For this reason, the future potential of a customer is becoming increasingly important when determining customer value.

Furthermore, it can be seen that the benefits of a customer relationship do not only arise from the actual transaction (e.g. sales growth), but that "soft" factors, such as recommendations, also exert an influence.

What does "customer orientation" mean today?

What service does the customer expect in return?

The customer is king, because the offer has become high and comparable. It is therefore difficult for companies to stand out solely on the basis of technology, product or price. However, customer appreciation continues to be a positive competitive factor that should not be underestimated.

This appreciation is reflected in the company's efficiency in meeting customer expectations in terms of

• Quality, because every customer expects quality, professionalism, innovation and outstanding service from the company
• Speed, because we all (as customers) appreciate a quick response to our questions, requests and complaints

Building and maintaining profitable and long-term customer relationships

This goal can only be achieved

• by increasing customer satisfaction among dissatisfied customers
• by stabilizing the satisfaction of already satisfied customers
• by taking measures to strengthen customer loyalty to the company

Customer orientation" therefore requires the company to provide high quality business services and communication skills.

• Customer orientation of the range of services is demonstrated by high product and service quality
• Customer-oriented interaction behavior must meet customer expectations when dealing with the company, e.g. in the event of complaints or inquiries

Planning and implementing CRM measures

How are the processes designed?

These measures include

• the organizational and personnel framework conditions
• the optimization of customer-related business processes
• their support by aCRM system
• the systematic planning, control and improvement of these changes

Convincing people of the CRM strategy

With all these measures, it is important not to forget to inform and motivate employees in a targeted manner and to allow them to participate in the success. The CRM strategy can only be successful if employees accept it.

It is therefore advisable to introduce a CRM manager with a team in the company for complex project management, project controlling and project change management.

Creating excellent customer relationships

What does this mean for the departments?

The customer wants a transparent, convenient and fast purchasing process. That is a fact.

For the departments with customer contact, this means in concrete terms

1. CRM in marketing: targeted customer approach
2. CRM in sales: systematic processing of sales opportunities and synchronized collaboration between field and office sales
3. CRM for service: outstanding service for complaints, repeat orders, spare parts and service technicians, etc.

There are many best practice examples for implementation in conjunction with CRM software.

The digital implementation of the CRM strategy

What support do the departments need?

The conclusion is right: CRM software is needed to increase time and quality for the customer. A system that best meets the company-specific requirements for transparency and efficiency of data and processes.

"A CRM system therefore describes the technological realization of the CRM strategy."