The implementation
Posted: Wed Feb 12, 2025 8:44 am
Let's move on to the second aspect, implementation. CEOs are generally more interested in this. No wonder, this is where the company makes its money. In addition to the strategic question: "What do our customers want and need?", CRM should also answer very operational questions: "Who can I sell what to?", "Which customer is considering switching to the competition?" and "Which customer is asking which questions about our products and services?" Here, CRM compares customers with other customers. The more a company knows about a particular customer, the more criteria it knows by which it can compare this customer with other similar customers.
And this comparison is the core of analytical CRM. Since the 1990s, Amazon has been getting to the point like this: "Customers who bought this product also bought that product." Or (a little more advanced): "72% of customers who bought these six products bought product XYZ after three months." So we can now offer our initial customer exactly this product XYZ. japan telegram data There is a high probability that they will buy the product. If I now know which arguments from which campaign convinced the 72% of customers who have already bought this product, I have already done a lot of practical preparatory work for sales. CRM makes the company "smarter."
In order to gain and use such insights, a lot of management work and the use of modern information technology is necessary, both on the strategic, analytical and operational side. I would like to introduce the various aspects to you here in the next few weeks. In order to do this systematically, I would like to align all of the following blog posts with a working definition:
CRM is a customer-oriented corporate strategy that uses modern information technology to try to build and consolidate profitable customer relationships in the long term.
You see, dear readers, it's about making more money by managing customer relationships. And what do relationships always start with? Getting to know each other. If you know that, you'll understand why CEOs should spend more than three percent of their time talking to customers.
And here are the follow-up articles:
And this comparison is the core of analytical CRM. Since the 1990s, Amazon has been getting to the point like this: "Customers who bought this product also bought that product." Or (a little more advanced): "72% of customers who bought these six products bought product XYZ after three months." So we can now offer our initial customer exactly this product XYZ. japan telegram data There is a high probability that they will buy the product. If I now know which arguments from which campaign convinced the 72% of customers who have already bought this product, I have already done a lot of practical preparatory work for sales. CRM makes the company "smarter."
In order to gain and use such insights, a lot of management work and the use of modern information technology is necessary, both on the strategic, analytical and operational side. I would like to introduce the various aspects to you here in the next few weeks. In order to do this systematically, I would like to align all of the following blog posts with a working definition:
CRM is a customer-oriented corporate strategy that uses modern information technology to try to build and consolidate profitable customer relationships in the long term.
You see, dear readers, it's about making more money by managing customer relationships. And what do relationships always start with? Getting to know each other. If you know that, you'll understand why CEOs should spend more than three percent of their time talking to customers.
And here are the follow-up articles: