Orderly development of information

2003, the newly joined Hisense’s Stephen Green is facing an arduous task, leading the IT department staff to achieve the company telephone, video and data triple play. At that time, the country does not triple-play business, Hisense wants to do the first person to eat crab. First half of 2003, Mr. Green led the team planning the entire triple-play of the project, and ultimately successful completion of this project. Triple-play realization of business development for the Hisense provided a lot of support, the most obvious manifestation is the cost of network usage down.

Triple play also makes Hisense’s work efficiency, before the implementation of marketing plans in order to better sales staff meeting every day together, or open conference call, but personnel are clustered together should be very difficult, there are some problems by telephone and can not explain. Triple play, the Hisense sales staff every day to sell video conferencing, which Hisense business growth was greatly facilitated. Triple Play The most important role is to Hisense’s ERP, CRM and other core business systems, the provision of basic conditions. “If there are no triple-play, no special network, it is impossible to achieve the core ERP business systems development. As telephone, video conferencing, ERP systems, CRM systems are the backbone of our walk.” In this regard, Stephen Green is quite proud of.

With triple-play basis, second half of 2003, Mr. Green led the team began to do ERP systems. After 5 years, Hisense Group has been

TV

Plate,

Air conditioning

Plate to complete the ERP system implementation. “Because we are a subsidiary of the Group’s too much, a total of 100. The ERP system also achieve full coverage, so progress on the implementation of the slower.” Mr Green told reporters, now, Stephen Green is leading the team

Refrigerator

Plate ERP system implementation, the implementation is expected to complete the first half of 2009. The implementation of ERP systems have been completed, a subsidiary had been effective. It makes the internal management of Hisense more standardized and institutionalized, but also makes the financial sector have dramatically reduced the workload of reconciliation. In addition, ERP has increased internal sales orders Hisense efficiency, achieve process reengineering, reducing operating costs within Hisense.

CRM system is more important Hisense another system has been implemented. Second half of 2003, Mr. Green led the company’s information technology department started the construction of call centers. “Because CRM systems and call center is a large system of two projects, while the call center system is based CRM system.” Mid-2006, in the call center after implementation of the system, Mr Green has led the team to start a CRM system implementation, and in early 2008 for all business segments in the group to complete full implementation. Now, Hisense total of seven call centers, more than 1,000 seats. Moreover, Hisense’s CRM system has 15,000 access lines, covering the country, which can be made in time to meet customer needs.

For any company seeking to establish or improve its customer experience management capabilities, it’s important to dispel these myths once and for all.

Myth #1: Net Promoter Score (NPS) is the Only Metric You Need

The customer experience can be broad, long running, it can span channels, and is influenced by any combination of internal and external factors. Attempting to measure it effectively with a single metric such as customer satisfaction or net promoter score is overly simplistic and risky. Effectively managing the customer experience requires effective measurement and management of a portfolio of metrics that will provide a true measure of what is – or is not – working.

The Net Promoter Score (NPS) is a measure of customer advocacy that was the centerpiece of Fred Reichheld’s 2006 book titled ‘The Ultimate Question.’ The net promoter score is calculated by taking the percent of customers who are promoters less the percent of customer who are detractors. Obviously, the higher the resulting number – the better.

While the net promoter score is an effective measure of overall customer advocacy, it will not address all of your potential customer experience management questions. Here’s why:

1. Customer advocacy – or net promoter score – measures only one dimension of the customer experience. Focusing only on a single metric such as net promoter score means ignoring equally important dimensions such as customer satisfaction and customer loyalty. An effective and comprehensive customer experience program must take all of these dimensions into consideration.

2. The net promoter score is only an aggregated measure of the total customer experience. However, the number of factors and touch points that contribute to the overall customer experience can be numerous. Focusing only on an aggregate metric without understanding or managing the contributing factors can yield unpredictable results. Companies seeking to improve their overall customer experience must focus on managing and measuring the underlying events that contribute to an exceptional customer experience.

3. The net promoter score does not necessarily equate to customer action. For example, for every customer that says they would “definitely recommend” the company in a customer survey may not make any actual recommendations. Companies seeking to realize tangible results will need to correlate their NPS ratings with other key business metrics such as new customer additions, increase in profitability, or changes in market share.

While NPS is an important customer experience metric, companies that are looking to establish or improve their customer experience capabilities will need to identify a more robust set of metrics that will measure all dimensions of the customer experience lifecycle.

Myth #2: Customer Experience is Just a New Term for Customer Service

Customer service just doesn’t measure up to the customer experience. Make no mistake, customer service is as important as ever; delivering great customer service is one of the most tangible and visible methods for improving customer satisfaction. Customer service, however, represents only a small fraction of the overall customer experience. Companies that talk themselves into a false sense of accomplishment by focusing only on customer service are missing the bigger picture; customer experience encompasses much more that just customer service.

While customer service is important, focusing solely on customer service misses the mark on the bigger picture. Here’s why:

1. Customer service often represents only a subset of potential touch points: a receptionist, a call center representative, or a restaurant waiter or waitress. Each touch point does provide a significant contribution to how each customer is treated. Even the best customer service, however, won’t rectify an otherwise flawed customer experience. In contrast, the customer experience is broad and encompasses all touch points that can extend from the customer’s first impression to their ultimate defection.

2. Customer service often refers to human interaction with the customer. While human interaction is critical, consumers are increasingly utilizing self-service alternatives via the internet, automated telephone response systems, and kiosks. According to a study by Pew Internet Study, 73% of adult Americans use the internet, a touch point dimension that continues to grow steadily. Customer experience initiatives must consider all touch points and channels in order to grasp the end-to-end scope of the customer experience process.

While customer service is an important component of the overall customer experience, companies that are looking to establish or improve their customer experience capabilities should define their customer experience more broadly; the customer experience should be defined as an end-to-end process that begins with customer attraction, flows through interaction, and ends with cultivation – where the process starts over.

Myth #3: Each Channel Should Have A Unique Customer Experience

Thanks to technology and multiple points of presence, business just keeps getting more complex. Innovations in technology have brought new channels such as the call center, Internet, and now mobile channels in many industries. Many businesses, anxious to stay in the game, jump in with new channel offerings without an integrated view of the customer.

Granted, each channel has unique characteristics and can be used in different ways and for different purposes by the customer. Treating each channel experience as unique and independent, however, is a recipe for disaster. Each channel may indeed be different; the customer experience shouldn’t be.

Ever since the day that Ray Kroc began expanding the McDonald’s empire, he set the standard for consistency across each and every location. No matter where you are in the world, the McDonald’s experience is the same. Ray Kroc’s formula for consistency should be a blueprint for any business operating in a multi-channel environment today. Managing each channel as unique and different shouldn’t be. Here’s why:

1. Customers are increasingly expecting multiple channel options. According to a Sterling Commerce Study, 80% of customers surveyed feel it is important to have a choice of shopping across multiple channels when choosing a retailer. Businesses with only a single channel option, or channels which are discrete and disconnected, will likely miss the boat.

2. Customers expect the customer experience to be the same across channels. According to a survey conducted by Tealeaf, 85% of adults expect their online service levels to be the same as offline, an increase of 3% from the prior year. Providing inconsistency across channels will only contribute to customer frustration or confusion.

3. Customers will likely switch channels. As the number of channels available to the customer continues to grow, so too does the challenge of providing seamless cross-channel integration. A customer experience that begins in one channel should transfer seamlessly and be continued in another without interruption. Lack of consistency across channels will only detract from the overall customer experience.

While each business channel has unique characteristics and can be used in different ways and for different purposes by the customer, each channel experience should not be designed or managed independently. Companies that are seeking to establish or improve their total customer experience should focus on cross-channel consistency and seamless channel handoffs regardless of the customer experience scenario. Simply put, maintaining discrete channels with separate customer experiences won’t cut it for today’s demanding customers.

Myth #4: A Centralized Customer Database Provides a 360-degree View of the Customer

Establishing a 360-degree view of the customer has long been the holy grail of any CRM program. Many companies consolidate their multiple customer databases into a centralized customer database and declare victory. Although establishing a single customer database is foundational to a 360-degree view of the customer, a customer database alone often won’t provide your company with a complete view of the customer. Here’s why:

1. A centralized customer database often contains only basic or static data including name, address, account number, demographic and profile information. Although this core information is critical, it often won’t provide historical information regarding transactions or changes to address, account, or profile information. Without historical information, it’s difficult to get a complete picture of the customer.

2. Customer interactions can take place in many forms, at multiple locations, and across multiple channels. Unless the customer database is specifically designed to store interactions, you’ll be missing an important element of your customer’s behaviors.

3. Customer databases are often designed to support operational activities such as transaction processing, order management, and billing. Operational databases often lack robust customer analytics that are necessary to unlock the secrets of the customer experience.

4. Customer feedback is often collected and managed separately from customer information. As a result, correlating customer sentiment to specific customers or customer segments can be difficult.

Although a centralized customer database is foundational to a 360-degree view of the customer, a database alone won’t provide the complete picture. Companies that are seeking to establish or improve their total customer experience should look beyond customer databases to more robust data warehousing capabilities that include a view of historical changes, transactions, interactions, and feedback that can provide a complete 360-degree view of the customer.

Myth #5: CRM Software = Customer Experience Solution

As CRM concepts have matured, the hype-engines have been thrust into overdrive. The resulting marketing can make it difficult to differentiate between CRM and CEM. But make no mistake; Customer Experience Management is much different that Customer Relationship Management. Choosing a CRM software solution to solve your customer experience issues can miss the mark. Here’s why:

1. CRM software is typically more functional (rather than process-centric) in nature. Many CRM systems are designed to provide specific point solutions to support CRM functions such as call center support, eCommerce, marketing automation, or loyalty reward management. While each point solution often works well, CRM software solutions alone won’t enable or help to manage the end-to-end nature of the customer experience process.

2. CRM software is limited to the reach of its technology and can’t support or influence all touch points. While CRM software has come a long way over the past decade, there are still customer experience touch points that can’t be directly influenced or managed by CRM software. Touch points such as employee interactions, aspects of direct marketing, and third-party touch points may have a significant impact on the customer experience but may not be supported by CRM software.

3. CRM software is often implemented as a best-of-breed solution and lacks the level of enterprise-wide integration necessary to develop and manage a true 360-degree view of the customer. CRM software solutions are great at managing customer information. The view of the customer can limited, however, if a complete set of customer interactions, behaviors, or preferences aren’t properly captured and analyzed. Interactions such as inbound and outbound communications, campaigns, or customer care interactions are often not tracked and managed by CRM solutions. CRM solution alone won’t solve this problem; businesses must take the steps to engrain CEM concepts throughout all touch points in their enterprise.

4. CRM solutions provide a limited set of customer experience metrics. While CRM solutions often provide key functional metrics, they are often transaction in nature and won’t provide a comprehensive set of metrics necessary to analyze, measure, and manage the end-to-end customer experience.

While CRM software is an important first step for any business seeking to improve their customer relationships, it is not a surrogate for Customer Experience Management. Companies that are seeking to establish or improve their total customer experience should look beyond CRM software solutions and seek customer experience solutions that augment CRM software. CEM specific capabilities should include business process management, sophisticated customer experience analytics, and enterprise-wide visibility to customer interactions that span the total customer experience.

Customer Relationship Management

“Marketing takes a day to learn. Unfortunately, it takes a lifetime to master.”

– Philip Kotler

Introduction

In today’s competitive business customer is the king and important member who is said to contribute towards the overall success of a business enterprise. Identifying and building a strong relationship with the loyal customers is always a competitive advantage to every business enterprise in form of saving cost on promotions and sales expenses in finding new customers. The concept of customer relationship management is powerful and dynamic in modern marketing scenario.

Meaning of CRM

Customer relationship management (CRM) is the systematic process of managing detailed information about the loyal customers to build a continuous business relationship for the overall long run success of business enterprise.

Understanding the concept of CRM

CRM helps the business to provide better service ti its customers with new market offerings of products and services integrated with adequate marketing communication to a target group of loyal high value customers.CRM reduces the company’s eager search for new customers in the market for its product and helps to concentrate on its existing customers which builds brand loyalty for their products and services.

Creating a strong connection with loyal customers is a strategic key to a long term marketing success .For establishing a profitable business a company need not always search for new customers in a short span of time in its target market the company should always look forward to meet the changing needs of the existing customers, the satisfied customer will always add word of mouth which is powerful tool for gaining wide acceptance and popularity for the product or service. For example: airline services of jet airways, Vodafone teleservices, etc.

Here are few tips for building a strong business relationship with your loyal customers:

Ø Maintaining a customer profile: Customer  profiling enables the company’s marketing department to list out consumer’s likes and dislikes, where can be a target market can be established, how to provide  innovate products and services to retain the existing customers,etc.
Ø Reducing customer defection: A group of professionals can be chosen and provided appropriate training to build a friendly relationship with high value customers to cater their regular changing needs.
Ø Encouraging cross selling and up selling: A marketer may encourage a customer to buy a product which is related to similar brand offered by company to market or a complementary product.
Ø Profiling competitor’s strengths and weakness: Identifying competitor’s strengths and weakness of market offerings to similar target customers of one which the company intends to do will allow the company to devise intelligence/audit system that can maintain the track record of competitors in the market.
Ø Maintaining good call center management and auto response system: A company having a good call center management team and best manager’s may always provide assistance to customers against regular queries and problems.
Ø Customer relationship analysis (CRA): A company can choose actual process of collecting and analyzing data about its customer in order to better understanding about their marketing efforts to improve the sales and render customer service and reduce costs.

Case study

Bharti Tele-Ventures is one of India’s leading private sector telecom operators. Its cellular business, AirTel, is a leading mobile telephony brand. Like any telco, Bharti considers information technology a key business enabler. “For telecom, IT is like bread and butter. We believe it plays two significant roles-it works as a support system, and it can also be a business driver. Thus IT is very important to us,” says Amrita Gangotra, vice president of Information Technology at Bharti. It had a WAN in place with a mix of leased lines and E1 and E3 lines. The company also has an extranet in place through which it extends different applications to its dealers and partners. “We have an extremely large infrastructure based on products from multiple vendors,” says Gangotra. This includes a range of high-end servers from Sun and HP. “In the telecom business volumes are very large. We have millions of records and we process them every day, so for us storage is in terabytes,” she adds.
Bharti also has a storage area network (SAN) in place. The main data centre is located in Gurgaon, Haryana. As far as software is concerned, some of the applications that are running on its network are billing, fraud management, revenue assurance and data warehousing. They also have some internal-facing applications like Oracle Financial and Oracle HRMS.

The case for CRM

Initially, when Bharti started operations, the whole system was run manually. “At that point of time only 40 percent of our customer issues were getting resolved-this has now gone up to about 90 percent,” reveals Gangotra.
“It is vital for us to manage the expectations of our customers and provide them with innovative products and services in a manner which makes them loyal,” explains Gangotra. To achieve this, Bharti needed the right tools. “It is this need that made us opt for a CRM (customer relationship management) solution,” she says.

Cherrypicking a solution

Today Bharti is using the Oracle CRM platform. “As part of our vision, we intend to provide AirTel services anywhere and at any time. A customer should get the same quality of service no matter which of our call centres he contacts. This has been our vision, and because of that we have gone in for a centralized application like CRM,” Gangotra adds.
Before choosing its CRM tool, Bharti evaluated many options. It considered factors like proper workflow automation, facilitation of knowledge sharing, and integration with the billing system. After a thorough evaluation exercise, it decided to go ahead with the Oracle CRM platform.

Roll it

After starting its services in Delhi, Bharti acquired many circles and sought new licences in other circles; whenever they got a new license, they implemented the CRM tool immediately. But they had to put in a migration strategy in those acquired circles which had an existing subscriber base. “The migration had to be done in such a manner that the existing customer base did not suffer; we have already completed this in 14 of the 15 circles that we operate in,” says Gangotra. The goal was that all the circles would go live by the first quarter of 2004.
The biggest challenge for Bharti was to have a unified process in place. Once this was done they faced the challenge of imparting training. “When you go in for such a large-scale implementation you will definitely have problems,” says Gangotra. “We also had certain technical difficulties during implementation, but we were able to overcome them.”
The CRM strategy at Airtel revolves around two aspects: operational CRM and analytical CRM. The first is about helping their call centres in the workflow part, helping them in their day-to-day activities. The second provides staff with the required information on customers; this is used for business development activities. Together they help Bharti provide better services to its customers.

Tailor-made schemes

Gangotra says it is important to understand and segregate customer needs depending on the product and services he is buying. “One of the primary things that we have done in this solution is the segmentation of customers. With this, AirTel is now able to give its customers more value for money,” she says. With the help of CRM, they are able to provide customers different schemes and services depending on airtime usage. If the customer is a heavy user then they have some specific schemes; for normal users they have other schemes. Apart from this, they have also managed to segregate their workflow with the help of the CRM tool.

Source: http://casestudy.co.in/

Summary

Customer relationship management (CRM) is the systematic process of managing detailed information about the loyal customers to build a continuous business relationship for the overall long run success of business enterprise. Understanding and identifying the area for its successful implementation provides a competitive advantage for every business enterprise in the long run of the business with its marketing strategies the success story of Bharti Airtel is a live example of corporate success and best management practices and corporate heights of achievement.

Key words:

Customer profiling, customer defection, cross selling and up selling, customer     relationship analysis, call center management and auto response system.

Pradeep Raj.S

MBA Student

Bangalore, India

Email: Pradeepraj1@live.com

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How many times has that happened? A person works through a myriad of push buttons that would puzzle the most obsessive Sudoku junkie and then, after 15 minutes of finger exercise when they finally reach an actual person the line inexplicably goes dead. Who’s to blame? Is it the fault of the telephone company? Has technology once again run amok? It’s more likely that the caller has been the victim of a poorly thought out Customer Service Performance KPI.

It works something like this. Call Center operators are largely unsupervised, sitting in a cubicle answering hundreds of calls a day. Even though the calls are occasionally monitored the vast majority of the time the operator knows that no one will be listening in. So what motivates the quick hang up? Because the operator knows that the monthly performance bonus is based on one thing and one thing only: how many calls are processed in a given shift? Whether the customer is actually satisfied or not is practically irrelevant. That only relevant factor is the number of calls “processed,” not whether or not those calls are effective.

A similar scenario takes place when the order comes down from the executive offices that no call should take longer than 13 minutes (or some other arbitrary number) to complete. The call center employees’ performance bonus is based on clearing calls quickly and “efficiently.” That’s all well and good until a major issue comes up that takes longer than 20 minutes and then, suddenly the previously helpful call center rep is doing everything possible to hustle the caller off of the line.

As long as Customer Service Performance KPI is based on the quantifiable rather than the true level of satisfaction of the Customer, these scenarios will continue to frustrate the buying public. That is why many companies have introduced a more reliable system of measuring Customer Service Performance. These new KPI more accurately reflect whether or not the Customer actually feels like they have received a level of service that meets their needs. These models look something like this: When the clients’ questions have all been answered a series of questions are asked by the Customer Service rep. “Are you satisfied with the responses to your queries?” “Were your questions answered adequately and professionally?” “Is there anything else we can help you with today?” Sometimes these questions are asked by the rep themselves and sometimes a follow up call is made by a supervisor or another rep. The employees` primary KPI is based on the customers` answers to these questions.

The more often primary Customer Service KPI is based on mere quantity, the less true Customer Satisfaction is going to take place. The only accurate KPI for Customer Service Performance is the actual perception of the Customer as to whether or not they received adequate service.

Your investment can reduce your costs, depending on which call center system software you buy. The sooner your business is able to handle more calls, the sooner you can start making more money. Efficiency is key and a call center system can provide a wide selection of reports that give you detailed information, from live statistics on hold times and drop-off rates to yearly overviews of the entire operation. This will help you find out which employee is successful and which ones may need a bit more training. It is suggested before you call a dealer or go online looking for the best call center management software to fit your needs.

• How many requests do you handle per month?

• Where do your requests originate from? (phone, fax, email, web, online chat?) How many to

• What are your primary calls? (Inbound or outbound? sales or service? internal or external?)

• How many agents handle these calls? In how many locations?

• What metrics do you currently use to measure performance?

• What phone system are you currently using?

• What systems will the call center need to connect with? (Existing phones, databases, CRM, etc.)

• What’s your budget for this purchase?

• What IT resources are available to help integrate and maintain the system?

• How will you measure the success of the new system?

Hopefully some of these tools will help you decide whether you need or want to get into call center management software. These are just some of the idea’s out there that can help you decide. Always check out your different options that are out there for you to decide.

Although the development of electronic commerce today has matured, but the face of a virtual space, face more and more Internet Fraud , Consumption Are also constantly looking for ways to test the quality of business. Telephone counseling is no doubt become a connection bridge between virtual and reality, consumers can be judged by the phone to answer the adequacy of a business formal, business and Service Process is professional. “Call center” came into being, rigorous, standardized enterprise call center help improve the professional image, increase the degree of the user’s favor, becoming the network of Enterprise facade, and has become a lot of large and medium enterprises will be established department . But for many small and medium enterprises with limited budgets, the traditional call center hardware and software high initial investment, after completion of the cost of professional maintenance services, etc. have forced them to look “call center” sigh. The lack of professional call center to a certain extent, restricts the development of SMEs so that they target customer base is difficult to establish reliable corporate image, then have a really want to think small and medium enterprises, SMEs are worried about the urgent Call center?

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The first is a low-cost for SMEs to achieve professional call center opportunities. As a user of the enterprise does not need Purchase Any hardware device, you can only apply for open services. Registration process using the service is very simple: the make-day customer service phone 010-59222822 Run intermediation, or the user dials the operator Shanghai 10060, 10000 Beijing user customer phone calls, you can apply for services to facilitate opening. Service opened, the user per month for each terminal (seats) as long as pay 300 yuan toll can be. In addition, users without worrying about system Management Dimension Care Workers For, do not need to hire additional professional staff for system maintenance, all maintenance, upgrade management professional by day profit intermediation Project Division for the user to share.

Tianrun Accommodation “Business Hotline” very powerful, covering almost all the traditional call center functions, including: call queuing functionality, to telegraph the customer information, a unified hotline number, flexible, customizable welcome speech, simultaneous recording function . And to provide an online customer relationship management (CRM) system, has rich statistical capabilities and customer data management capabilities.

Order to apply the characteristics of SMEs, Business Hotline also has the size, distribution flexibility to adjust the characteristics. The scale of the enterprise’s own hotline can change with the seasonal business to expand or decrease at any time, so that the system will not cause waste and reconstruction. Call center system can be distributed throughout the set, cable companies can be deployed as needed in different offices or different locations. In addition, the system transfer function with phone calls, customer calls can be transferred to Mobile , Fixed telephone Or home phone, even on the road, at home, will not miss a trip Business Opportunities.

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[Key words]: Network   Call Center Comment Large   In   Small

This white paper introduces the fundamentals of running best marketing programs efficiently and with the highest possible ROI, using not only a creative, but also an analytical approach to direct response marketing that is impossible without marketing automation — a primary support system for any successful marketing campaign. The technology-driven process, in conjunction with a preferred-by-marketers intuitive process, will enable you to tightly interweave your marketing and sales programs and, as a result, realize a positive return from your limited marketing resources.

Nurturing customer loyalty

Your current customers can be your best future customers, as well as your best sales reps. Satisfied customers will bring you many referrals, and as you might well know, a lead that comes from a customer referral is the one that your sales team will close faster and with higher a rate of probability, because your customer already made a great deal of effort to pre-sell the referred prospects.

Growing through referrals

If you have not developed a well-managed referral program for your customers — and any other partners that want do get into business with you and become a free agent that is paid commissions for referrals — you are losing a great opportunity for organic growth.

Consider this example:

Company ABC is a B2B service company with about 500 current customers, and the average annual sales per customer is $20,000, which generates $10,000,000 in annual sales.

Your annual advertising budget is 1% of the revenue ($100,000). As we all know, the majority of it is usually spent on campaigns that bring modest results, in the hope of discovering winning advertising venues — which become even harder with competition trying to get over the hump in this economical downturn.

Your company has been growing at a 10% rate annually, slowly but surely, but now the growth starts declining, and it is forecasted to be down 5% this year, with the same marketing expenditure (and even more hassling that your marketing and sales team has to get through).

Now imagine that you decided to monetize the connections of your customers. You can ask for a favor and a few will return. But you don’t want random single referrals — you want to get bombarded with pre-sold prospects who will take less than average time to close. Wouldn’t that be a marketing and sales paradise?

Welcome to paradise

Let’s imagine that you designed a customer referral program and offered a 10% commission to be paid as a result of each referral that converted into a paid customer.

Let’s assume that 50% of your customers signed up for your referral program, but only 50% of those customers actually refer paying prospects on a regular basis — that brings you 125 new sales a month.

Now do the math:

500 customers x 50% x50% = 125 customer referrals per month

125 referrals/month x 12 months x $20,000 per sale = $30,000,000/yr

$30M – 10% commission = $27M in new business

As you can see, your next year’s revenue will be $37,000,000 instead of $10,000,000, and your company growth rate now is 370% versus the forecasted -5%.

Developing the strategy and the process management system

You liked the math, and now you are ready to jump in and get it done, right?

Do you have a system to manage hundreds of referral partners? You probably don’t have the tools in place for a successful execution of the program. Are you planning to do it intuitively and manually? Unless you have a proper structure, along with the necessary processes and technology to measure your success, you cannot execute your partnership programs properly.

That’s why you need to automate your marketing processes, and ideally you need to hire a professional marketing company that that will design, automate, and market the program for you – and charge affordable rates.

Costs of marketing automation and campaign execution

How much do you think it would cost you to invest in a program that brings you millions of dollars of additional sales? Would $100,000 be the right number? Maybe, but it drastically exceeds the limits of your existing marketing budget.

But the good news is that right now a direct response marketing company with established processes, a proven framework, and the right automation tools can get it all done for you in few weeks — for $10,000, or less.

Integrated marketing versus task-based marketing

Prior to using our solutions, for many of our clients, “marketing” was a series of isolated tasks — but from a sales point of view, selling is a coherent process. Task-based marketing can often fail because, at its core, it doesn’t help to commence a dialogue that a salesperson can bring to closure.

Test before investing

With the proper tools in place, now you can conduct formal tests of each marketing idea, collateral piece, and message to get the best performing tactics. No tests should be done manually because the necessary sampling size is prohibitively large.

The numbers game

Without proper metrics, marketers that rely blindly on an intuitive approach don’t have the tools to measure their success, and duplicate it in other programs.

Creativity and analysis have to go hand in hand. But proper analysis of a number of variables cannot be done manually. Tracking systems for both success and failure, and easy tools to analyze the elements that affected the result, have to be integrated and reflect the company’s objectives. Therefore few out-of-the box software packages for different purposes (such as campaign management, affiliate scripts, Google Adwords integration, and others) might not necessarily be the best solution for your company because it will require quite a bit of integration effort and maintenance resources.

A credible sales marketing & advertising firm will not only be able to consult with you on the most suitable solution, but also implement it and run the campaigns on your behalf, during the learning phase while your marketing team is getting familiarized with the program.

The benefits of overall marketing automation

Through the use of a database, marketing automation enables you to learn — in depth – about your prospects’ and partners’ behavior, along with the decision making process and variables that influence it. It allows you to automate communication processes and maintain relationships electronically.
The results:

Better-organized sales and marketing processes.

Superior customer retention.

A consolidated view of your customer and lead base.
Better lead qualification and retention.
Higher return on sales force and customer support technology investment.
Higher marketing ROI.
Better tracking capability.
A better platform for making marketing and sales decisions.

Which translates to:

Reduced operational costs.
Reduced marketing expenditure.
Increased revenue.

Marketing automation doesn’t just link marketing with sales — it helps marketing drive sales.

What you can achieve with the right marketing automation technology

SalesAnual will help you to improve your response rates and boost the revenues from your marketing efforts. We offer you the ability to easily manage sophisticated, timely, personalized customer communication strategies. Built specifically to meet the needs of key members of the marketing process, our product will provide comprehensive data management, campaign management, and advanced customer analytics in one integrated, easy-to-use solution.

Marketing campaign management

Marketing campaign management is easy with with our product. Through a single application, you can effectively plan your marketing spend, manage all your initiatives and campaigns, and analyze performance and results.

Market segmentation

Our product helps you create targeted campaigns by segmenting your audience based on attributes such as demographics or product interest, and then send specific messages and offers for each group. You will have the ability to easily add contacts and leads to lists right from within campaigns.

Campaign analysis

Our system is designed to simplify ABC (split) testing. You can track, analyze, and optimize multiple campaigns such as on-line marketing and telemarketing. It will also allow you to analyze and optimize other campaigns such as trade shows, direct mail, advertising, and promotions, so that all marketing efforts are focused on the most effective campaigns.

Campaign testing

ABC tests are typically conducted to determine which version or elements of advertising materials are helping the performance of the campaign. ABC tests dramatically challenge the assumptions that marketers and company executives may have about the best way to design a campaign or collateral piece. The automated functionality also enables you to solve conflicts between marketing and management.

While ABC testing typically applies to on-line adverting, we can build your system around a repetitive test process for all media, so it enables you to test Web pages, advertising copy, telemarketing scripts, e-mail messages, newsletter content and layout, and so on.

Testing yields the most valuable results only when the tests are conducted repeatedly; therefore efficient ABC testing is impossible without full automation of the test process. This is a key advantage of the SalesAnnual system.

Our software can create an “ABC test winners” table where all of the best advertising items will be stored. Each record provides statistics, upon which every new marketing effort in the same category will be measured.

Revenue tracking

Our product will help you identify the marketing activities that generate the most sales revenue by directly tying every sales dollar back to its campaign source. Campaign managers can analyze detailed analytics to track revenue, and measure campaign success.

Express follow-ups

Our product helps you to easily determine which prospects require follow-up contact after a campaign, and define the appropriate actions.

List management

You can import and export campaign lists in multiple data formats from and to various marketing vendors. With SalesAnnual List Management, you can also create targeted, effective marketing campaigns with list management tools for segmenting, exporting, and analyzing lead lists.

List creation

This module enables you to create customer or prospect lists by selecting any combination of contact and customer information.

Data exporting

This module helps you to easily export your lists to outside suppliers and manage the results with SalesAnnual’s campaign management features.

Data importing

The module allows you to quickly import sales leads from offline sources such as trade shows, seminars, and direct mail; matching group and campaign; eliminating manual data entry.
It also enables you to import leads provided in bulk by a specific referral partner as a result of a specific campaign. You can also map and segment any information you need to manage.

Detailed reporting

This module allows you to analyze lists and contacts to identify trends, and to optimize marketing campaigns.

Lead management

This module allows you to track incoming prospect inquiries that respond to particular campaigns, and automatically route qualified leads to the right people, enabling sales reps to get instant access to the latest prospects – and business opportunities are never lost.

Online lead capture

This module allows you to automate lead generation by capturing leads from your customers’ website, directly into our system, and automatically send a personalized response based on information supplied by the customer.

Lead search and merge

This module ensures that reps can easily identify prior interactions with a lead before following up. You can easily merge leads, contacts, and accounts – and remove duplicates — for efficient lead management.

Lead tracking

This module monitors leads end-to-end — from creation to conversion — with capabilities that include automatic date/time stamping, campaign or lead source tracking (vendor, campaign, and partner), lead status changes, and lead activity management.

Channel partner program management

With our system you can easily manage various channel partner categories such as affiliates, referral partners, and resellers — and create efficient, automated relationships with them.

Affiliate program management

Our affiliate program management functionality is designed to manage your channel partners who mostly operate on the Web, and therefore the tracking system reflects the way traffic is sent to you website. Affiliates typically use your on-line marketing tools, such as text links, ad banners, video clips, podcasts, webcasts, as well as text documents such as articles, press-releases, white papers, and case studies.

Referral program management

Our referral program management functionality is designed to manage your channel partners that deliver leads in a less organized manner — in a verbal or written form for example.

Reseller program management

Our reseller program management functionality is designed to manage your Value Added Resellers (VARs), that engage in the sales and marketing of your product. Typically they bundle your product and services with those of their own company, and market to their existing client base.

Channel partner compensation management

Our lead tracking and payment management solution gives you an extensive reporting system that will put you at ease, because your team – and your partners — can always access the latest data about their account and lead performance.

Contract management

Our system allows you to store the contracts signed with each partner and see the compensation due to each partner. The numbers are presented in % and $ value accordingly the agreement with a particular partner, as well as revenue generated to date since the partner signed up.

Reporting

Our flexible reporting solution gives you the ability to choose a report template or to customize reports according to your partners’ needs. The status of leads is reported as qualified, unqualified, dead, and so on, and you can easily send reports to your partners on a regular schedule.

Security controls

Our security controls and permissions capability allows your partners to access the sales leads in their own territories, or those provided by them. You can also manually share specific sales leads with any user you choose.

Automatic lead routing

Our product makes lead management easy by setting up queues and assignment rules to automatically route qualified leads to the right distributor (sales organization that is located in a country where a company has no inside sales capabilities) based on customized business rules, and track the status of every lead in your partner marketing channel. Your referral partners will get instant access to the latest prospects, and leads are never dropped or lost.

Email prospecting and tracking

Our system empowers your resellers and referral partners to send personalized, template-based, e-mail messages to prospects in large numbers, and to easily track all responses from one centralized lead management system.

Lead acceptance

Our system enables comprehensive tracking and accountability so you always know your lead status, in real time.

Targeted messages

Our system allows you to create specific messages and publish them to each individual channel partner.

Document management system

Our system provides a central repository of all the documents and communications your channel partners will need to support their sales and marketing efforts. Your partners will have continuous access to all of your up-to-date documents (product brochures, presentations, and support documents) from anywhere in the world, so they can respond to customer information requests quickly and easily.

Search

Our comprehensive search capability allows your partners to quickly find relevant information, view documents, and even send them as attachments to their prospects, directly from the search results.

Secure records management

Our security rules and custom folders allow managers to organize documents and communications based on partner type, department, or any other criteria with limited access for the intended viewer only. Document management is secure and customized.

Second-tier referral program

Our system enables you to track not only every sale from each of your 1st-tier partners, but also each sale made by the partners that were acquired through your first-tier affiliates or referral partners.
Compensation is calculated according to your agreements.

Co-marketing program management

Our system enables your partners to submit marketing requests for co-marketing programs, if you choose. Requests are automatically compared and deducted from the partner budget. You can manage partner claims for funds requests by analyzing each claim compared to the allocated budget for each partner. Claims can be documented with a proof of performance.

For all financial and non-financial transactions, partners submit claims with proof of performance. Documents and uploaded materials are integrated with the marketing programs.

Special promotion for partners

With our system, you can make your partner Web portal “stickier” and increase partner adoption, by creating and communicating rebates and promotions for the partners. We provide rebate guidelines and best practices to help channel managers design and launch winning programs.

Your partners will have the ability to submit special pricing requests for the competitive deals on which they are working.

Search marketing management

Our system enables you to gain complete visibility and control over your search engine marketing campaigns—from keyword selection to closed deal. It allows you to put your marketing dollars to work with keywords that deliver the best results. You will can see exactly which leads were generated by each search engine marketing program.

Email marketing management

Our product has feature-rich functionality that helps you use a wide range of professionally designed templates for e-mailers and newsletters. One of our unique features gives you an easy way of creating landing page templates that match customized e-mail template and content.

Email tracking

Our system makes it easy to evaluate the success of e-mail campaigns with integrated response tracking and easy monitoring of key campaign metrics. You can easily identify which e-mail campaign generates the most:

Open emails (what recipients, when, how many times)
Bouncebacks
Click throughs
Leads
Closed deals
Unsubscribes

Our system gives you the ability to assign a specific identification to each affiliate or referral partners’ outbound email or telemarketing campaign sent via your system. Every incoming lead will be assigned to the appropriate partner and will be reported in the statistics on partners’ performance, accumulated compensation, and payment schedules.

Personalization

Key features include:

Content editing supports a high degree of reusability and easy customization – push a button to insert a variable, “IF” statement, HTML template, and more.
Personalize messages using conditional content and data.
Default to standard content (such as “Dear Customer”) when conditions are not met.
Personalize subject lines.
Embed redirect URLs and attachments into e-mail messages.
Integrate with your favorite content editor, easily.
Flexible opt-in/opt-out support.
Viral marketing support – track and understand the value of customers who forward your messages, extending the return of those communications.
Rich re-marketing and wave campaign support via easy-to-create follow-up communications based on an individual’s response or lack of response.
CAN-SPAM compliant.
New dashboards and reporting functionality

With our new dashboard and customizable reporting functionality you will have instant access to the real-time data and analysis you need to run your business. Dashboards pull it all together, providing instant access to a consolidated, real-time view of your sales data.

Real-time dashboards

Dashboards give you an at-a-glance overview of the current status of your business, with benchmarks and critical metrics from sales, marketing, service, and more. One-click data refreshment ensures that your marketers are always working with the most up-to-date information.

Custom report formulas and highlighting

Multiple mathematical formulas are preprogrammed into the system to aggregate and perform calculations on raw data within the system. You no longer need to export your data to spreadsheets for detailed calculations.

Outbound sales campaign management

The module makes it easy for your telemarketers to create and test telemarketing scripts, as well as ABC test e-mail follow-ups that are automatically sent to the leads generated by each outbound sales campaign.

By default, unless customized, our system automatically sends three follow-ups to “non-responding” leads after which the system can automatically move them to the Dead category, which eliminates manual work.

Media buying and production management

We deliver a fast, powerful, and complete system that includes media buying, production, and result tracking, all designed with direct marketers in mind. Our system provides quick and easy access to information, and lets you track each campaign down to its tiniest details, because marketers and users need all the answers:

Which spots ads are profitable?
Which media is the most profitable?
Which creative is the best suitable for each particular media?
Which URL works best?
Which days of the week, month, and parts of the day work better for each media?
What is the cost per order for each media?
What is the cost per inquiry for each media?
What is the cost per lead for each media?
What is the ROI for each media?
Which call centers are the most effective?

Our system keeps everyone in sync and up-to-date because direct marketing is a complex process involving media buyers, scriptwriters, copywriters, designers, producers, call centers, accounting, budgets… as well as innumerable sign-offs by clients and management.

Media buying

Print ads in newspapers, 30-second spots on prime-time television, banner ads on websites — each can be considered a media buy. Managing your media is easy with our fully automated system.

Features:

Short-form.
Long-form.
Spot and network buys.
Direct mail.
E-mail.
Inserts and circulars.
Display advertisements.
Cable and broadcast.
Production management

Our system helps you traffic and manage jobs, work orders, and schedules.

Note: Please note, some functionality is not available with the basic package and is only sold to clients that order 50+ seats, or is included as part of customization consulting. Please specify your requirements and we will provide you with a quick quote.

Conclusion

In the new state of the economy, your motto as a marketer should be “efficient marketing made simple with less;” at least ours is. Our programs and technologies will give your marketing department the ability to take greater ownership of leads, as well as customer and partner relationships, which keeps the cost per interaction as low as possible while guaranteeing greater marketing performance.

This means you can continually improve the effectiveness of your marketing efforts rather than potentially repeat what hasn’t worked. Marketing automation — and a well-selected B2B or B2C marketing agency — will make your marketing programs more successful and remove discrepancies between your marketing objectives and your execution capabilities.

The result… your company generates more qualified leads at a lower cost per sale, and this helps your sales team achieve a higher closing ratio.

About SIdeaMama Ad Netork

IdeaMama™ Ad Network is the only affiliate network that can run highly priced B2B offers with a long sales cycle, as well as high-ticket B2C products. Therefore we offer very high payout to affiliates. We not only run your CP (pay-per-sale) programs on-line, but also solicit for you an army of referral partners and resellers who don’t have an on-line presence. No other network has an ability to manage off-line relationships. We can because we have an automated software system that enables referral partners to upload contact information of prospects and monitor the status of the leads, closely watching how they are moving through pipeline. We offer full transparency for affiliates and super-efficiency for advertisers. IdeaMamaAdNetwork.com provides each merchant with a full-blown, proprietary CRM solution to not only manage their channel partners, but also align the business processes of their entire organization — they will get top-rated, award winning sales, marketing and customer support automation solution to serve their new and existing partners and customers.

Cloud computing utilizes virtualization, data and application on-demand deployment, online delivery of services and open source software to yield considerable business benefits. With virtualization, cloud computing enables a dynamic data center where servers are utilizied based on demand. As demand changes, resources ramp up or down dynamically in order to meet the growing or shrinking workload. Applications in the cloud may replace traditional IT services, such as file serving, messaging, CRM, storage and more. 

The benefits of deploying applications using cloud computing include driving down run time and response time, minimizing the purchasing and deployment of physical infrastructure. Considerations for energy savings, flexibility, simplified systems administration, consumption-based pricing, and maximizing the footprint of the data center make the case for cloud computing even more powerful. 

Pay-by-use cloud computing

For smaller organizations in particular, where tighter budget, floor space issues and less specialized IT staff are common, pay-by-use, or public, cloud computing yields significant business advantages. Layered service providers offering cloud computing solutions can be adjacent to company’s equipment leases. Public clouds are run by third-party service providers and applications from different customers are likely to be mixed together on the cloud’s servers, storage systems and networks. 

•Expense-based, reduced capital outlay

•Up to date software licensing

•Automated software and security updates

•Robust, automated DR policies

•Reduced IT asset management issues

•Less hardware to dispose of

•Eliminates depreciable expenses

•Add/reduce capabilities and capacity as required

Private and hybrid cloud computing

Private cloud computing can be provided using an enterprise data center’s own servers. Private clouds are built for the exclusive use of one client, providing the utmost control over data, security and quality of service. These clouds can also be created and run by a company’s own IT staff. The combination of virtual machines and virtual appliances used for server deployment objects is one of the primary features of cloud computing. Also, organizations can merge a storage cloud that provides a virtualized storage platform and is managed through an API, or web-based interfaces for application data deployments and file management. Hybrid clouds combine both public and private cloud models, and may be used to handle planned workload spikes or storage cloud configurations. Dedicated audits for security policies are a must.

•Greater data security and control

•Manage quality of service

•Leverage existing infrastructure and staff

•Allows use of hybrid cloud services to suppliment private cloud capabilities.

To learn more about how cloud computing can positively affect your organization’s IT budget, productivity and physical resources, please visit http://shopricom.com.

Cloud computing utilizes virtualization, data and application on-demand deployment, online delivery of services and open source software to yield considerable business benefits. With virtualization, cloud computing enables a dynamic data center where servers are utilizied based on demand. As demand changes, resources ramp up or down dynamically in order to meet the growing or shrinking workload. Applications in the cloud may replace traditional IT services, such as file serving, messaging, CRM, storage and more.  The benefits of deploying applications using cloud computing include driving down run time and response time, minimizing the purchasing and deployment of physical infrastructure. Considerations for energy savings, flexibility, simplified systems administration, consumption-based pricing, and maximizing the footprint of the data center make the case for cloud computing even more powerful.  Pay-by-use cloud computing For smaller organizations in particular, where tighter budget, floor space issues and less specialized IT staff are common, pay-by-use, or public, cloud computing yields significant business advantages. Layered service providers offering cloud computing solutions can be adjacent to company’s equipment leases. Public clouds are run by third-party service providers and applications from different customers are likely to be mixed together on the cloud’s servers, storage systems and networks.  •Expense-based, reduced capital outlay •Up to date software licensing •Automated software and security updates •Robust, automated DR policies •Reduced IT asset management issues •Less hardware to dispose of •Eliminates depreciable expenses •Add/reduce capabilities and capacity as required Private and hybrid cloud computing Private cloud computing can be provided using an enterprise data center’s own servers. Private clouds are built for the exclusive use of one client, providing the utmost control over data, security and quality of service. These clouds can also be created and run by a company’s own IT staff. The combination of virtual machines and virtual appliances used for server deployment objects is one of the primary features of cloud computing. Also, organizations can merge a storage cloud that provides a virtualized storage platform and is managed through an API, or web-based interfaces for application data deployments and file management. Hybrid clouds combine both public and private cloud models, and may be used to handle planned workload spikes or storage cloud configurations. Dedicated audits for security policies are a must. •Greater data security and control •Manage quality of service •Leverage existing infrastructure and staff •Allows use of hybrid cloud services to suppliment private cloud capabilities. To learn more about how cloud computing can positively affect your organization’s IT budget, productivity and physical resources, please visit http://shopricom.com.