CRM-fever: how not to get sick, and how to recover?
1. Who is susceptible: it is easy to get sick, but it is more difficult to recover.
Recently, when it is massively emphasized how important it is for a company to have customer relationship management systems, or otherwise, CRM systems, the “implementation race” becomes not only the main task of marketing, service, and IT departments but also a big problem for the company as a whole. At the same time, it is often forgotten that an effective customer relationship management system is impossible without developing and implementing a strategy of customer base management. The result of such "accelerated implementation at any cost" is usually quite depressing. This approach is sometimes referred to as the "CRM - fever ". As a rule, everything starts with relatively simple and logical goals. Namely, from the desire to understand which customers are important to us, what goals of interaction with them we set, and what activities will help us achieve these goals. Usually, a systematic analysis of customer data begins only after someone asks the right questions about “What part of our clients use our services constantly and what part periodically”, “How many clients do we have who consider our company a reliable partner ( in a broad sense)”, “To what extent our products are bought as a result of habit, and not the superiority of their consumer qualities”, etc. Further, there is an understanding that in order to answer these questions, it is necessary to a) collect these data, b) store them somewhere, c) analyze them somehow d) take into account the received information in further interaction. Accordingly, there is a desire to implement a CRM system. Then, the next phase begins: we study the CRM solutions market for a couple of months, and for another three months (in the ideal case) we look for and hire consultants (or staff in the company), with whom we write system requirements, we are looking for an integrator, we conclude a contract and a year and a half two (and sometimes even more) implement the system. And by the end of the implementation, we are faced with the fact that a bare system with the basic data that was available at the time of its launch will not bring big dividends to the business. And you need to supplement it for several months, create analytical models, and only after that, you can get a real effect. This is especially true if the company does not have a full-fledged customer database that can be quickly transferred to the CRM system. At the same time, there are very few analysts who would competently be able to process the received data, and specialists with solid profile experience in CRM analysis, who understand what the business needs, in general, units. That is, from idea to launch, it usually takes from one and a half to three years before the system could theoretically be beneficial. Usually, these deadlines are understood either before the start of the project (especially with the help of external consultants), or towards the middle (when it becomes clear that overly optimistic deadlines will not be met). What does this usually lead to (I consider the ideal option, provided that everything goes like clockwork: we bought the equipment, implemented the system, trained users, collected data - in practice, the path is usually much more severe and thorny)? The first option - managers, after a plausible assessment of the timing and cost of the project, refuse to implement or choose a "point" implementation option with limited coverage of business processes. The second - is a strong-willed decision that cuts off the deadlines and budget, and everyone begins to implement the project in emergency mode. The third way is gradual implementation, with the understanding that there is a very long way to go. Very few people usually follow it. The majority, inspired by the idea, require the results “yesterday”, so very often they go for the second option. This is a classic example of a “fever,” and in this case, potential problems are not difficult to predict. But, even if the CRM system is "correctly implemented", does this mean that we are out of the risk zone? Assume that the system has been successfully put into operation within the planned time frame, and handed over to business users who are trained, motivated, and looking forward to achieving an unprecedented breakthrough in the company's customer-centricity. Can the implemented solution really benefit? In capable hands, of course. Like any tool in the hands of a creative and goal-oriented person, CRM can do wonders. Or cause serious damage to the business if the actions turn out to be untimely, uncoordinated, and ineffective. What difficulties can a business face even with a perfectly implemented CRM system, but without understanding how to use it effectively?
2. What it threatens: negative examples and negative effects.
Problems can begin even from the moment when, due to inaccurate segmentation or misunderstanding of the needs of the target group, there is a communication of proposals that are poorly relevant for it. In this case, a set of offers specifically designed to increase customer satisfaction or loyalty reduces it. An excellent example would be, for example, sending out offers aimed at a youth audience, randomly, or with a low accuracy of the model that determines belonging to the segment. This can be especially pronounced when the target communication offers not only specific products, e.g. for content providers, this as ringtones, congratulations, and funny SMS messages, but also addressed using youth vocabulary. When such messages are received by older people, businessmen, and just busy people, such communication will not cause anything but irritation, respectively, the effect will be the opposite of what was expected. Therefore, you need to be especially careful and careful when planning targeted CRM campaigns, both at the level of creating offers, and at the level of defining and selecting the target audience. Poorly relevant CRM communications are one of the most widespread problems. Equally, problems arise when there is a limited understanding of how to apply the data collected by the system. Here is an example of such a situation: let's say a retail company has implemented a CRM system in order to find out who buys a certain type of product, and with what frequency. After implementation, the collected data was analyzed, and target segments were selected based on the regularity of purchases of the same type. Each customer was offered a discount when purchasing certain products, depending on which segment they belonged to. It would seem that the right strategy is aimed at strengthening the loyalty of the client base. What's happening as a result? Once customers realized that they could get discounts on certain product groups, they focused their consumption profile on what was most beneficial to them. And they did the right thing and as expected. As a result, the company lost about 10-15% of its revenue. At the same time, the number of customers remained practically unchanged, the frequency of purchases remained the same, and the volume of purchases also did not change significantly. Why? Because a person who buys one tube of toothpaste a month will not buy three. More precisely, perhaps and will if he is offered a volume discount, but once every three months. Similarly, Almost any product has a pronounced consumption limit. It was much more efficient to consider the target audience, not those who already consume “to the maximum” (namely, they will fall into the segments of regular consumers), but those who have the potential to increase the consumption of the target product. You can target such customers by analyzing the structure of consumption of buyers, propensity to consume, and offering complimentary and interchangeable types of products. This is a separate and difficult task, but without its solution, the effective implementation of any CRM system is in question.
3. How to resist: restructuring the picture of the world, a new look at the client.
What do we have in both cases? Implemented CR M system, collected and organized knowledge about customers, and a lack of understanding of how to use them effectively.
That is, it is important not only to gain knowledge about customers or subscribers, but it is also much more difficult to synchronize this knowledge with a model that allows for predicting customer behavior in the short and medium term. Here is another example, this time a positive one. The main task is to learn how to automatically anticipate the emerging needs of the client and offer them a set of products that satisfies them as much as possible. Everyone is well aware that the consumption profile of many products has a pronounced periodicity. For example, if we buy shaving foam, then it usually ends after a certain period of time, for example, after two months. And, as usual, at the most inopportune moment. And to buy a new tube or lack of time, or simply many people forget about it in the store. What happens if your store, for example, a large retail chain, "knows" that you usually buy shaving foam every two months? (And to find out, by the way, is quite realistic if you identify the purchases made by you and your family members). It is also quite realistic to remind you that two months have passed, and perhaps the old tube is already running out, and to offer, for example, not just foam, but a new shaving gel with improved properties, and if we know that this person regularly buys a certain type of blade, additionally offer a set of replacement razor blades at a small discount. This can also be done when paying for purchases at the checkout, or even on the trading floor. What is it for the consumer? Surprise, pleasant surprise, the competitive advantage of this network? Of course. Will it increase his loyalty? Undoubtedly. Will the company lose on this? Virtually nothing, more likely to win, because she sold you a more expensive gel, and even a set of blades, which you would otherwise buy “on occasion” in the first store near the house, when there would be an urgent need for it. If you can learn to separate those who buy unfiltered beer every Friday from those who buy laundry detergent every Monday, and understand why this is the case, you will find the key to the hearts of buyers with this understanding. Now ask yourself the question, how many of those who have implemented CRM systems and are proud of it, has managed to implement such business processes that would favorably distinguish the impression made on customers from what is being implemented by their competitors? When was the last time you told your friends or acquaintances about How surprised were you with the attitude in the supermarket, pharmacy, or sales department? Although no, probably still surprised, but not in a positive way. The indifference of the seller, the formal attitude of the company's employees to your requests, the unprofessionalism of technical support - all this also very often strikes us unpleasantly and is an element of the global CRM context of the company, which is implemented every day, and without the introduction of multi-million dollar systems. At the same time, the total negative effect may exceed the most positive business case of introducing an ultra-modern CRM system. Like Peter Drucker said - "Culture eats strategy for breakfast", this slogan can be found at the top management offices of Ford company. And it is impossible not to subscribe to this because these words appeared as a result of understanding why the company suffered billions of dollars in losses for a number of years.
Let me give another example, the example of the American teenager Tom, who was put in a supermarket to pack the things of customers at the checkout. He wrapped their purchases in standard wrapping paper and was an ordinary assistant cashier, part of a giant mechanism. But, at some point, the managers noticed that the queue at the cash desk where Tom worked became much longer than at the neighboring cash desks. After a while, the lines became even longer. We started to find out what is the matter here? It turned out that this guy, before starting the working day, every day wrote a new phrase on the wrapping paper - “the thought of the day,” as he called it, addressed to customers. These were not some abstruse sayings, it was just something that he wanted to tell them today, sincerely and from the bottom of his heart. And it began to attract people. After that, this practice was adopted by those who worked at neighboring cash desks. As a result, the flow of customers has increased significantly, as well as the profit of the store. It would seem that such a small change, addressed not "from the seller to the buyer", but from man to man, touched the hearts of those to whom it was directed, and provoked a response. So one packer changed the company's business and its perspective on customers. It is difficult to find a more impressive, yet simple example of the application of customer relationship management technologies.
It seems a bit wild to us, doesn't it? So that a person, of his own free will, without instructions from his superiors, invents some phrases, writes them every day on wrapping paper, spends his time on it every day - many will perceive such a person as an “alien”. How many of our people would think to do the same? The question is, of course, rhetorical.
4. How to get immunity: recipe set and prevention.
So what rules should be followed in order to implement client-centric initiatives today, putting business processes at the forefront, and not the functionality of the CRM system? According to Gartner, there are seven basic rules that are relevant for these purposes:
- Act on the principle of positive feedback. Companies that fail to effectively respond to customer requests and suggestions deliberately lose the opportunity to increase the number of loyal and satisfied customers. In this case, it is necessary to rebuild your business processes in such a way as to take into account all requests, store and systematize them, and establish and measure metrics for the effectiveness of interaction and response.
- Design business processes "outside", orienting them to external perception. You need to identify which business processes are critical to your customers and approach their development and change from the perspective of prioritizing a positive customer experience, and only then – in terms of cost reduction and operational efficiency optimization. Measure customer satisfaction and loyalty, and make them part of your business plan.
- Work as a single organism, ensuring consistency in all interactions. Ensure the creation of a unified communication center and information storage, which would take into account interactions with the client through each of the channels, and information about the client, his requests, problems, and the status of their solution would be available to employees of all departments involved in interaction with him.
- Be open. Think about how you can help the client interact with your company, how to make it convenient to obtain information about you and vice versa, expressing your wishes and suggestions to you. Try to build a policy of interaction on the transparency of relationships, be understandable and friendly, orienting your processes. For example, you can start by implementing a 24/7 service capability. in the contact center develop existing channels and create new ones, for example, organize web communities around a product or brand.
- Personalize products and company experiences. It is important to understand the difference between those Who do you constantly interact with? Is it acceptable to treat everyone “one size fits all”, and how you can benefit from offering your customers products that are specially selected and customized for them, and provide a “personalized experience”. If you produce snowboards, then let your potential customers choose a model, not only based on height, riding style, and experience - add, for example, the ability to apply an individual pattern from a collection on your website, as well as a name, photo - this will not go unnoticed. The same goes for the service - the more personalized approach you can implement, the more loyal your customers will be. Therefore, the increased cost of organizing a personalized experience will pay off with longer-term and profitable relationships, which will affect the return on investment in a personalized approach.
- Change attitudes and behavior within the company. The actions of your employees directly affect the customer experience of interacting with your company. These actions directly depend on how your company perceives customers, and how they treat them. There are three ways to change this attitude: hire employees with the “right” attitude, create and cultivate internal standards of interaction, and organize practical exercises, training, and employee motivation programs aimed at rewarding those who achieve maximum satisfaction and loyalty of your customers.
- Create a single field of relationship with the client. Design your activities by managing the impression that interactions with your company make. This applies to everything - from advertising messages to the appearance of those who are constantly in contact with the client.
5. Be healthy!
These recommendations are only the first step to ensuring that customers take a different look at our business, the products we offer, and the service we provide. After all, we never tell our clients what CRM system we use, what brand is behind it, and how many millions it cost to implement. They are absolutely not interested. Because the CRM system itself, no matter how functional and perfect it is, is of no value to them. They only value what they can see and feel. Does this mean that these applications are completely useless? No, and no again. You just need to remember the obvious fact that the presence of a tool does not guarantee a result in itself. And implementers, even very professional ones, will not be able to replace business users when implementing a CRM project. No matter how professional the violinist is, even if he has an excellent scalpel in his hands, he will not be able to remove the appendix. If you were sold and implemented (or you yourself developed) a CRM system, then in order to learn how to benefit from it, it will take a lot of time and effort, and first of all, your own understanding of the business and its strategic vision. But the result can surpass your expectations and the expectations of your customers. Therefore, it remains only to wish health and longevity for your business!
Recently, when it is massively emphasized how important it is for a company to have customer relationship management systems, or otherwise, CRM systems, the “implementation race” becomes not only the main task of marketing, service, and IT departments but also a big problem for the company as a whole. At the same time, it is often forgotten that an effective customer relationship management system is impossible without developing and implementing a strategy of customer base management. The result of such "accelerated implementation at any cost" is usually quite depressing. This approach is sometimes referred to as the "CRM - fever ". As a rule, everything starts with relatively simple and logical goals. Namely, from the desire to understand which customers are important to us, what goals of interaction with them we set, and what activities will help us achieve these goals. Usually, a systematic analysis of customer data begins only after someone asks the right questions about “What part of our clients use our services constantly and what part periodically”, “How many clients do we have who consider our company a reliable partner ( in a broad sense)”, “To what extent our products are bought as a result of habit, and not the superiority of their consumer qualities”, etc. Further, there is an understanding that in order to answer these questions, it is necessary to a) collect these data, b) store them somewhere, c) analyze them somehow d) take into account the received information in further interaction. Accordingly, there is a desire to implement a CRM system. Then, the next phase begins: we study the CRM solutions market for a couple of months, and for another three months (in the ideal case) we look for and hire consultants (or staff in the company), with whom we write system requirements, we are looking for an integrator, we conclude a contract and a year and a half two (and sometimes even more) implement the system. And by the end of the implementation, we are faced with the fact that a bare system with the basic data that was available at the time of its launch will not bring big dividends to the business. And you need to supplement it for several months, create analytical models, and only after that, you can get a real effect. This is especially true if the company does not have a full-fledged customer database that can be quickly transferred to the CRM system. At the same time, there are very few analysts who would competently be able to process the received data, and specialists with solid profile experience in CRM analysis, who understand what the business needs, in general, units. That is, from idea to launch, it usually takes from one and a half to three years before the system could theoretically be beneficial. Usually, these deadlines are understood either before the start of the project (especially with the help of external consultants), or towards the middle (when it becomes clear that overly optimistic deadlines will not be met). What does this usually lead to (I consider the ideal option, provided that everything goes like clockwork: we bought the equipment, implemented the system, trained users, collected data - in practice, the path is usually much more severe and thorny)? The first option - managers, after a plausible assessment of the timing and cost of the project, refuse to implement or choose a "point" implementation option with limited coverage of business processes. The second - is a strong-willed decision that cuts off the deadlines and budget, and everyone begins to implement the project in emergency mode. The third way is gradual implementation, with the understanding that there is a very long way to go. Very few people usually follow it. The majority, inspired by the idea, require the results “yesterday”, so very often they go for the second option. This is a classic example of a “fever,” and in this case, potential problems are not difficult to predict. But, even if the CRM system is "correctly implemented", does this mean that we are out of the risk zone? Assume that the system has been successfully put into operation within the planned time frame, and handed over to business users who are trained, motivated, and looking forward to achieving an unprecedented breakthrough in the company's customer-centricity. Can the implemented solution really benefit? In capable hands, of course. Like any tool in the hands of a creative and goal-oriented person, CRM can do wonders. Or cause serious damage to the business if the actions turn out to be untimely, uncoordinated, and ineffective. What difficulties can a business face even with a perfectly implemented CRM system, but without understanding how to use it effectively?
2. What it threatens: negative examples and negative effects.
Problems can begin even from the moment when, due to inaccurate segmentation or misunderstanding of the needs of the target group, there is a communication of proposals that are poorly relevant for it. In this case, a set of offers specifically designed to increase customer satisfaction or loyalty reduces it. An excellent example would be, for example, sending out offers aimed at a youth audience, randomly, or with a low accuracy of the model that determines belonging to the segment. This can be especially pronounced when the target communication offers not only specific products, e.g. for content providers, this as ringtones, congratulations, and funny SMS messages, but also addressed using youth vocabulary. When such messages are received by older people, businessmen, and just busy people, such communication will not cause anything but irritation, respectively, the effect will be the opposite of what was expected. Therefore, you need to be especially careful and careful when planning targeted CRM campaigns, both at the level of creating offers, and at the level of defining and selecting the target audience. Poorly relevant CRM communications are one of the most widespread problems. Equally, problems arise when there is a limited understanding of how to apply the data collected by the system. Here is an example of such a situation: let's say a retail company has implemented a CRM system in order to find out who buys a certain type of product, and with what frequency. After implementation, the collected data was analyzed, and target segments were selected based on the regularity of purchases of the same type. Each customer was offered a discount when purchasing certain products, depending on which segment they belonged to. It would seem that the right strategy is aimed at strengthening the loyalty of the client base. What's happening as a result? Once customers realized that they could get discounts on certain product groups, they focused their consumption profile on what was most beneficial to them. And they did the right thing and as expected. As a result, the company lost about 10-15% of its revenue. At the same time, the number of customers remained practically unchanged, the frequency of purchases remained the same, and the volume of purchases also did not change significantly. Why? Because a person who buys one tube of toothpaste a month will not buy three. More precisely, perhaps and will if he is offered a volume discount, but once every three months. Similarly, Almost any product has a pronounced consumption limit. It was much more efficient to consider the target audience, not those who already consume “to the maximum” (namely, they will fall into the segments of regular consumers), but those who have the potential to increase the consumption of the target product. You can target such customers by analyzing the structure of consumption of buyers, propensity to consume, and offering complimentary and interchangeable types of products. This is a separate and difficult task, but without its solution, the effective implementation of any CRM system is in question.
3. How to resist: restructuring the picture of the world, a new look at the client.
What do we have in both cases? Implemented CR M system, collected and organized knowledge about customers, and a lack of understanding of how to use them effectively.
That is, it is important not only to gain knowledge about customers or subscribers, but it is also much more difficult to synchronize this knowledge with a model that allows for predicting customer behavior in the short and medium term. Here is another example, this time a positive one. The main task is to learn how to automatically anticipate the emerging needs of the client and offer them a set of products that satisfies them as much as possible. Everyone is well aware that the consumption profile of many products has a pronounced periodicity. For example, if we buy shaving foam, then it usually ends after a certain period of time, for example, after two months. And, as usual, at the most inopportune moment. And to buy a new tube or lack of time, or simply many people forget about it in the store. What happens if your store, for example, a large retail chain, "knows" that you usually buy shaving foam every two months? (And to find out, by the way, is quite realistic if you identify the purchases made by you and your family members). It is also quite realistic to remind you that two months have passed, and perhaps the old tube is already running out, and to offer, for example, not just foam, but a new shaving gel with improved properties, and if we know that this person regularly buys a certain type of blade, additionally offer a set of replacement razor blades at a small discount. This can also be done when paying for purchases at the checkout, or even on the trading floor. What is it for the consumer? Surprise, pleasant surprise, the competitive advantage of this network? Of course. Will it increase his loyalty? Undoubtedly. Will the company lose on this? Virtually nothing, more likely to win, because she sold you a more expensive gel, and even a set of blades, which you would otherwise buy “on occasion” in the first store near the house, when there would be an urgent need for it. If you can learn to separate those who buy unfiltered beer every Friday from those who buy laundry detergent every Monday, and understand why this is the case, you will find the key to the hearts of buyers with this understanding. Now ask yourself the question, how many of those who have implemented CRM systems and are proud of it, has managed to implement such business processes that would favorably distinguish the impression made on customers from what is being implemented by their competitors? When was the last time you told your friends or acquaintances about How surprised were you with the attitude in the supermarket, pharmacy, or sales department? Although no, probably still surprised, but not in a positive way. The indifference of the seller, the formal attitude of the company's employees to your requests, the unprofessionalism of technical support - all this also very often strikes us unpleasantly and is an element of the global CRM context of the company, which is implemented every day, and without the introduction of multi-million dollar systems. At the same time, the total negative effect may exceed the most positive business case of introducing an ultra-modern CRM system. Like Peter Drucker said - "Culture eats strategy for breakfast", this slogan can be found at the top management offices of Ford company. And it is impossible not to subscribe to this because these words appeared as a result of understanding why the company suffered billions of dollars in losses for a number of years.
Let me give another example, the example of the American teenager Tom, who was put in a supermarket to pack the things of customers at the checkout. He wrapped their purchases in standard wrapping paper and was an ordinary assistant cashier, part of a giant mechanism. But, at some point, the managers noticed that the queue at the cash desk where Tom worked became much longer than at the neighboring cash desks. After a while, the lines became even longer. We started to find out what is the matter here? It turned out that this guy, before starting the working day, every day wrote a new phrase on the wrapping paper - “the thought of the day,” as he called it, addressed to customers. These were not some abstruse sayings, it was just something that he wanted to tell them today, sincerely and from the bottom of his heart. And it began to attract people. After that, this practice was adopted by those who worked at neighboring cash desks. As a result, the flow of customers has increased significantly, as well as the profit of the store. It would seem that such a small change, addressed not "from the seller to the buyer", but from man to man, touched the hearts of those to whom it was directed, and provoked a response. So one packer changed the company's business and its perspective on customers. It is difficult to find a more impressive, yet simple example of the application of customer relationship management technologies.
It seems a bit wild to us, doesn't it? So that a person, of his own free will, without instructions from his superiors, invents some phrases, writes them every day on wrapping paper, spends his time on it every day - many will perceive such a person as an “alien”. How many of our people would think to do the same? The question is, of course, rhetorical.
4. How to get immunity: recipe set and prevention.
So what rules should be followed in order to implement client-centric initiatives today, putting business processes at the forefront, and not the functionality of the CRM system? According to Gartner, there are seven basic rules that are relevant for these purposes:
- Act on the principle of positive feedback. Companies that fail to effectively respond to customer requests and suggestions deliberately lose the opportunity to increase the number of loyal and satisfied customers. In this case, it is necessary to rebuild your business processes in such a way as to take into account all requests, store and systematize them, and establish and measure metrics for the effectiveness of interaction and response.
- Design business processes "outside", orienting them to external perception. You need to identify which business processes are critical to your customers and approach their development and change from the perspective of prioritizing a positive customer experience, and only then – in terms of cost reduction and operational efficiency optimization. Measure customer satisfaction and loyalty, and make them part of your business plan.
- Work as a single organism, ensuring consistency in all interactions. Ensure the creation of a unified communication center and information storage, which would take into account interactions with the client through each of the channels, and information about the client, his requests, problems, and the status of their solution would be available to employees of all departments involved in interaction with him.
- Be open. Think about how you can help the client interact with your company, how to make it convenient to obtain information about you and vice versa, expressing your wishes and suggestions to you. Try to build a policy of interaction on the transparency of relationships, be understandable and friendly, orienting your processes. For example, you can start by implementing a 24/7 service capability. in the contact center develop existing channels and create new ones, for example, organize web communities around a product or brand.
- Personalize products and company experiences. It is important to understand the difference between those Who do you constantly interact with? Is it acceptable to treat everyone “one size fits all”, and how you can benefit from offering your customers products that are specially selected and customized for them, and provide a “personalized experience”. If you produce snowboards, then let your potential customers choose a model, not only based on height, riding style, and experience - add, for example, the ability to apply an individual pattern from a collection on your website, as well as a name, photo - this will not go unnoticed. The same goes for the service - the more personalized approach you can implement, the more loyal your customers will be. Therefore, the increased cost of organizing a personalized experience will pay off with longer-term and profitable relationships, which will affect the return on investment in a personalized approach.
- Change attitudes and behavior within the company. The actions of your employees directly affect the customer experience of interacting with your company. These actions directly depend on how your company perceives customers, and how they treat them. There are three ways to change this attitude: hire employees with the “right” attitude, create and cultivate internal standards of interaction, and organize practical exercises, training, and employee motivation programs aimed at rewarding those who achieve maximum satisfaction and loyalty of your customers.
- Create a single field of relationship with the client. Design your activities by managing the impression that interactions with your company make. This applies to everything - from advertising messages to the appearance of those who are constantly in contact with the client.
5. Be healthy!
These recommendations are only the first step to ensuring that customers take a different look at our business, the products we offer, and the service we provide. After all, we never tell our clients what CRM system we use, what brand is behind it, and how many millions it cost to implement. They are absolutely not interested. Because the CRM system itself, no matter how functional and perfect it is, is of no value to them. They only value what they can see and feel. Does this mean that these applications are completely useless? No, and no again. You just need to remember the obvious fact that the presence of a tool does not guarantee a result in itself. And implementers, even very professional ones, will not be able to replace business users when implementing a CRM project. No matter how professional the violinist is, even if he has an excellent scalpel in his hands, he will not be able to remove the appendix. If you were sold and implemented (or you yourself developed) a CRM system, then in order to learn how to benefit from it, it will take a lot of time and effort, and first of all, your own understanding of the business and its strategic vision. But the result can surpass your expectations and the expectations of your customers. Therefore, it remains only to wish health and longevity for your business!