Describe the importance of customer relationship management (CRM) to sales management.
CRM is important to sales management for many reasons (Customer relationship management, TechTarget). It helps them optimize information shared by multiple employees and streamlines business processes such as taking orders. and, it allows the formation of individualized relationships with customers, with the goal of improving customer satisfaction and maximizing profits. It does so in part by providing employees with the information and processes necessary to know their customers, understand their needs, and effectively build relationships between the company, its customer base, and channels. and, it helps drive marketing efforts that increase the number of high quality leads for the sales team.
Identify different types of technology that the organization in your case study could use to enhance their selling functions and CRM techniques.
There are many technologies that could help G.W. Pergault enhance their selling functions and CRM techniques. Examples applicable to incorporating the online sales channel include (Meister, Chambers and Fenner, 2001).
Integration across all channels -- a single view of the customer is important. This means tracking the various channels through which the customer interacts to understand the information requests at each point, track the status of any pending requests, and report on contact histories. With a common, unified view of the customer, the company can ensure more consistent service and follow-up.
Customer self-service -- by providing rich content around customer transactions and self-service activities such as frequently asked questions, bills, policies and product documentation, organizations can increase the value of their Web site to their customers....
If this was the case, the client would probably feel overwhelmed by a team of people all trying to influence them. Instead, the sales force needs to have people with a business approach and with a relationship building approach, as well as someone with a sales approach. The next consideration is the training required of the staff. Considering that the approach to be used is based on teamwork, it is
67 Northwest Vans 70 20 10 Sciffman 65 20 15 Lukebore 80 10 10 Wilkie 20 10 70 Region Averages 58.75 15 26.25 Revenue Average $822.50 $180.00 $525.00 $509.17 Southwest Goodie 5 5 90 Stubber 5 15 80 Holden 0 0 Macke 10 20 70 Region Averages 5 10 85 Revenue Average $70.00 $120.00 $1,700.00 $630.00 Assumption: Average Gross Margin Per Ton (1998-2000) Ammonia $14.00 Phosphates $12.00 Potash $20.00 Tonnage across all regions for the three years was next calculated based on the Exhibits in the case study. Figure 2: Total Tonnage Analysis provides a three-year breakout including the four quarters of 2000 as defined in the case study. The Southwest region leads in total tonnage with 395,507. Figure 2: Total Tonnage Analysis 1 rst Qtr 2nd qtr 3rd qtr 4th qtr Total Tonnage Region Sales 98 Sales 99 2000 2000 2000 2000 Eastern 107,747 115,373 36,440 51,726 21,446 14,144 346,876 Central 126,372 95,880 28,085 50,941 13,710 18,274 333,262 Northwest 106,750 102,609 40,758 58,862 29,016 15,664 353,659 Southwest 124,448 110,165 51,826 77,017 17,292 14,759 395,507 When
Change Management -- a Case Study of British Telecom About CRM Theoretical Perspectives, Concepts and Practices Involved in Implementing a CRM Change Management About British Telecom British Telecom -- Implementing CRM CRM Systems -- Data Quality and systems Integration British Telecom -- A Case Study BT's Solution Analyzing BT's CRM from an Academic Perspective An Example of Systems Integration British Telecom -- Building Customer Relationships Problems with Implementing a CRM System Change Management -- A Case Study of British Telecom Today, when one thinks
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