Kuliah lagi......kuliah lagi..... ^_^
Minggu ini adalah @wal ane masuk kul lagi, agak males2 dkit jg nieh,
sekarang ane ikut ama semester delapan, uuchh bgni nasib jdi kelas terbang, hehe, kuliahnya loncat2 keatas kebawah, tpi tetap ane hrs semangaD....
sedikid berbagi ilMu, nanti ane akan belajar ttg CRM sob'
Apa sihh CRM ??
baca aja y sob nihh dbwah, ane dapet dari embah google, haha ...
Manajemen Hubungan Pelanggan (bahasa Inggris: Customer Relationship Management
disingkat CRM) adalah suatu jenis manajemen yang secara khusus membahas
teori mengenai penanganan hubungan antara perusahaan dengan
pelanggannya dengan tujuan meningkatkan nilai perusahaan di mata para
pelanggannya.
Pengertian lain mengatakan bahwa ia
adalah sebuah sistem informasi yang terintegrasi yang digunakan untuk
merencanakan, menjadwalkan, dan mengendalikan aktivitas-aktivitas
prapenjualan dan pascapenjualan dalam sebuah organisasi. CRM melingkupi
semua aspek yang berhubungan dengan calon pelanggan dan pelanggan saat
ini, termasuk di dalamnya adalah pusat panggilan (call center), tenaga
penjualan (sales force), pemasaran, dukungan teknis (technical support)
dan layanan lapangan (field service).
Sasaran dan Tujuan
Sasaran utama dari CRM adalah untuk
meningkatkan pertumbuhan jangka panjang dan profitabilitas perusahaan
melalui pengertian yang lebih baik terhadap kebiasaan (behavior)
pelanggan. CRM bertujuan untuk menyediakan umpan balik yang lebih
efektif dan integrasi yang lebih baik dengan pengendalian return on
investment (ROI) di area ini.
Otomasi Tenaga Penjualan (Sales force
automation/SFA), yang mulai tersedia pada pertengahan tahun 80-an
adalah komponen pertama dari CRM. SFA membantu para sales
representative untuk mengatur account dan track opportunities mereka,
mengatur daftar kontak yang mereka miliki, mengatur jadwal kerja
mereka, memberikan layanan training online yang dapat menjadi solusi
untuk training jarak jauh, serta membangun dan mengawasi alur penjualan
mereka, dan juga membantu mengoptimalkan penyampaian informasi dengan
news sharing.SFA, pusat panggilan (bahasa inggris:call center)
dan operasi lapangan otomatis ada dalam jalur yang sama dan masuk
pasaran pada akhir tahun 90-an mulai bergabung dengan pasar menjadi CRM.
Sama seperti ERP (bahasa Inggris:Enterprise Resource Planning), CRM adalah sistem yang sangat komprehensif dengan banyak sekali paket dan pilihan.
Merujuk kepada Glen Petersen, penulis
buku “ROI: Building the CRM Business Case,” sistem CRM yang paling
sukses ditemukan dalam organisasi yang menyesuaikan model bisnisnya
untuk profitabilitas, bukan hanya merancang ulang sistem informasinya.
CRM mencakup metoda dan teknologi yang
digunakan perusahaan untuk mengelola hubungan mereka dengan pelanggan.
Informasi yang disimpan untuk setiap pelanggan dan calon pelanggan
dianalisa dan digunakan untuk tujuan ini. Proses otomasi dalam CRM
digunakan untuk menghasilkan personalisasi pemasaran otomatis
berdasarkan informasi pelanggan yang tersimpan di dalam sistem.
Fungsi-fungsi dalam CRM
Sebuah sistem CRM harus bisa menjalankan fungsi:
- Mengidentifikasi faktor-faktor yang penting bagi pelanggan.
- Mengusung falsafah customer-oriented (customer centric)
- Mengadopsi pengukuran berdasarkan sudut pandang pelanggan
- Membangun proses ujung ke ujung dalam melayani pelanggan
- Menyediakan dukungan pelanggan yang sempurna
- Menangani keluhan/komplain pelanggan
- Mencatat dan mengikuti semua aspek dalam penjualan
- Membuat informasi holistik tentang informasi layanan dan penjualan dari pelanggan
Mengimplementasikan CRM
Customer relationship management adalah
strategi tingkat korporasi, yang berfokus pada pembangunan dan
pemeliharaan hubungan dengan pelanggan. Beberapa paket perangkat lunak
telah tersedia dengan pendekatan yang berbeda-beda terhadap CRM.
Bagaimanapun, CRM bukanlah teknologi itu sendiri, tapi ia adalah
pendekatan holistik terhadap falsafah organisasi, yang menekankan
hubungan yang erat dengan pelanggan. CRM mengurus filosofi organisasi
pada semua tingkatan, termasuk kebijakan dan proses, customer service,
pelatihan pegawai, pemasaran, dana manajemen sistem dan informasi.
Sistem CRM mengintegrasikan pemasaran, penjualan, dan customer service
dari ujung ke ujung.
_________________________________________________________________________________________
Customer relationship management (CRM)
is a broadly recognized, widely-implemented strategy for managing a
company’s interactions with customers, clients and sales prospects. It
involves using technology to organize, automate, and synchronize
business processes—principally sales activities, but also those for
marketing, customer service, and technical support. The overall goals
are to find, attract, and win new clients, nurture and retain those the
company already has, entice former clients back into the fold, and
reduce the costs of marketing and client service.[1] Customer
relationship management describes a company-wide business strategy
including customer-interface departments as well as other departments.[2]
Related trends
Many CRM vendors offer Web-based tools
(cloud computing) and software as a service (SaaS), which are accessed
via a secure Internet connection and displayed in a Web browser. These
applications are sold as subscriptions, with customers not needing to
invest in purchasing and maintaining IT hardware, and subscription fees
are a fraction of the cost of purchasing software outright.
Phases
The three phases in which CRM support the relationship between a business and its customers are to:
- Acquire: CRM can help a business acquire new customers through contact management, direct marketing, selling, and fulfillment.
- Enhance: web-enabled CRM combined with customer service tools offers
customers service from a team of sales and service specialists, which
offers customers the convenience of one-stop shopping.
- Retain: CRM software and databases enable a business to identify and
reward its loyal customers and further develop its targeted marketing
and relationship marketing initiatives.
Challenges
Tools and workflows can be complex,
especially for large businesses. Previously these tools were generally
limited to contact management: monitoring and recording interactions
and communications. Software solutions then expanded to embrace deal
tracking, territories, opportunities, and at the sales pipeline itself.
Next came the advent of tools for other client-interface business
functions, as described below. These tools have been, and still are,
offered as on-premises software that companies purchase and run on
their own IT infrastructure.
Often, implementations are
fragmented—isolated initiatives by individual departments to address
their own needs. Systems that start disunited usually stay that way:
siloed thinking and decision processes frequently lead to separate and
incompatible systems, and dysfunctional processes.
Types/variations
Sales force automation
Sales force automation (SFA) involves
using software to streamline all phases of the sales process,
minimizing the time that sales representatives need to spend on each
phase. This allows sales representatives to pursue more clients in a
shorter amount of time than would otherwise be possible. At the heart
of SFA is a contact management system for tracking and recording every
stage in the sales process for each prospective client, from initial
contact to final disposition. Many SFA applications also include
insights into opportunities, territories, sales forecasts and workflow
automation, quote generation, and product knowledge. Modules for Web
2.0 e-commerce and pricing are new, emerging interests in SFA.
Marketing
CRM systems for marketing help the
enterprise identify and target potential clients and generate leads for
the sales team. A key marketing capability is tracking and measuring
multichannel campaigns, including email, search, social media,
telephone and direct mail. Metrics monitored include clicks, responses,
leads, deals, and revenue. This has been superseded by marketing
automation and Prospect Relationship Management (PRM) solutions which
track customer behaviour and nurture them from first contact to sale,
often cutting out the active sales process altogether.
Customer service and support
Recognizing that service is an important
factor in attracting and retaining customers, organizations are
increasingly turning to technology to help them improve their clients’
experience while aiming to increase efficiency and minimize costs. Even
so, a 2009 study revealed that only 39% of corporate executives
believe their employees have the right tools and authority to solve
client problems.“. The core for these applications has been and still is
comprehensive call center solutions, including such features as
intelligent call routing, computer telephone integration (CTI), and
escalation capabilities.
Analytics
Relevant analytics capabilities are often
interwoven into applications for sales, marketing, and service. These
features can be complemented and augmented with links to separate,
purpose-built applications for analytics and business intelligence.
Sales analytics let companies monitor and understand client actions and
preferences, through sales forecasting and data quality.
Marketing applications generally come
with predictive analytics to improve segmentation and targeting, and
features for measuring the effectiveness of online, offline, and search
marketing campaign. Web analytics have evolved significantly from
their starting point of merely tracking mouse clicks on Web sites. By
evaluating “buy signals,” marketers can see which prospects are most
likely to transact and also identify those who are bogged down in a
sales process and need assistance. Marketing and finance personnel also
use analytics to assess the value of multi-faceted programs as a
whole.
These types of analytics are increasing
in popularity as companies demand greater visibility into the
performance of call centers and other service and support channels, in
order to correct problems before they affect satisfaction levels.
Support-focused applications typically include dashboards similar to
those for sales, plus capabilities to measure and analyze response
times, service quality, agent performance, and the frequency of various
issues.
Integrated/Collaborative
Departments within enterprises —
especially large enterprises — tend to function with little
collaboration. More recently, the development and adoption of these
tools and services have fostered greater fluidity and cooperation among
sales, service, and marketing. This finds expression in the concept of
collaborative systems which uses technology to build bridges between
departments. For example, feedback from a technical support center can
enlighten marketers about specific services and product features
clients are asking for. Reps, in their turn, want to be able to pursue
these opportunities without the burden of re-entering records and
contact data into a separate SFA system. Owing to these factors, many
of the top-rated and most popular products come as integrated suites.
Small business
For small business, basic client service
can be accomplished by a contact manager system: an integrated
solution that lets organizations and individuals efficiently track and
record interactions, including emails, documents, jobs, faxes,
scheduling, and more. These tools usually focus on accounts rather than
on individual contacts. They also generally include opportunity
insight for tracking sales pipelines plus added functionality for
marketing and service. As with larger enterprises, small businesses are
finding value in online solutions, especially for mobile and
telecommuting workers.
Social media
Social media sites like Twitter, LinkedIn
and Facebook are amplifying the voice of people in the marketplace and
are having profound and far-reaching effects on the ways in which
people buy. Customers can now research companies online and then ask
for recommendations through social media channels, making their buying
decision without contacting the company.
People also use social media to share
opinions and experiences on companies, products and services. As social
media is not as widely moderated or censored as mainstream media,
individuals can say anything they want about a company or brand,
positive or negative.
Increasingly, companies are looking to
gain access to these conversations and take part in the dialogue. More
than a few systems are now integrating to social networking sites.
Social media promoters cite a number of business advantages, such as
using online communities as a source of high-quality leads and a
vehicle for crowd sourcing solutions to client-support problems.
Companies can also leverage client stated habits and preferences to
personalize and even “hyper-target” their sales and marketing
communications.
Some analysts take the view that
business-to-business marketers should proceed cautiously when weaving
social media into their business processes. These observers recommend
careful market research to determine if and where the phenomenon can
provide measurable benefits for client interactions, sales and support.
It is stated that people feel their interactions
are peer-to-peer between them and their contacts, and resent company
involvement, sometimes responding with negatives about that company.
Non-profit and membership-based
Systems for non-profit and
membership-based organizations help track constituents and their
involvement in the organization. Capabilities typically include
tracking the following: fund-raising, demographics, membership levels,
membership directories, volunteering and communications with
individuals.
Many include tools for identifying
potential donors based on previous donations and participation. In
light of the growth of social networking tools, there may be some
overlap between social/community driven tools and non-profit/membership
tools.
Strategy
For larger-scale enterprises, a complete
and detailed plan is required to obtain the funding, resources, and
company-wide support that can make the initiative of choosing and
implementing a system successful. Benefits must be defined, risks
assessed, and cost quantified in three general areas:
- Processes: Though these systems have many technological components,
business processes lie at its core. It can be seen as a more
client-centric way of doing business, enabled by technology that
consolidates and intelligently distributes pertinent information about
clients, sales, marketing effectiveness, responsiveness, and market
trends. Therefore, a company must analyze its business workflows and
processes before choosing a technology platform; some will likely need
re-engineering to better serve the overall goal of winning and
satisfying clients. Moreover, planners need to determine the types of
client information that are most relevant, and how best to employ them.
- People: For an initiative to be effective, an organization must
convince its staff that the new technology and workflows will benefit
employees as well as clients. Senior executives need to be strong and
visible advocates who can clearly state and support the case for change.
Collaboration, teamwork, and two-way communication should be
encouraged across hierarchical boundaries, especially with respect to
process improvement.
- Technology: In evaluating technology, key factors include alignment
with the company’s business process strategy and goals, including the
ability to deliver the right data to the right employees and sufficient
ease of adoption and use. Platform selection is best undertaken by a
carefully chosen group of executives who understand the business
processes to be automated as well as the software issues. Depending upon
the size of the company and the breadth of data, choosing an
application can take anywhere from a few weeks to a year or more.
Implementation
Implementation issues
Increases in revenue, higher rates of
client satisfaction, and significant savings in operating costs are
some of the benefits to an enterprise. Proponents emphasize that
technology should be implemented only in the context of careful
strategic and operational planning. Implementations almost invariably
fall short when one or more facets of this prescription are ignored:
- Poor planning: Initiatives can easily fail when efforts are limited
to choosing and deploying software, without an accompanying rationale,
context, and support for the workforce. In other instances,
enterprises simply automate flawed client-facing processes rather than
redesign them according to best practices.
- Poor integration: For many companies, integrations are piecemeal
initiatives that address a glaring need: improving a particular
client-facing process or two or automating a favored sales or client
support channel. Such “point solutions” offer little or no
integration or alignment with a company’s overall strategy. They offer a
less than complete client view and often lead to unsatisfactory user
experiences.
- Toward a solution: overcoming siloed thinking. Experts advise
organizations to recognize the immense value of integrating their
client-facing operations. In this view, internally-focused,
department-centric views should be discarded in favor of reorienting
processes toward information-sharing across marketing, sales, and
service. For example, sales representatives need to know about current
issues and relevant marketing promotions before attempting to cross-sell
to a specific client. Marketing staff should be able to leverage
client information from sales and service to better target campaigns
and offers. And support agents require quick and complete access to a
client’s sales and service history.
Adoption issues
Historically, the landscape is littered
with instances of low adoption rates. In 2003, a Gartner report
estimated that more than $1 billion had been spent on software that was
not being used. More recent research indicates that the problem, while
perhaps less severe, is a long way from being solved. According to CSO
Insights, less than 40 percent of 1,275 participating companies had
end-user adoption rates above 90 percent.
In a 2007 survey from the U.K.,
four-fifths of senior executives reported that their biggest challenge
is getting their staff to use the systems they had installed. Further,
43 percent of respondents said they use less than half the
functionality of their existing system; 72 percent indicated they would
trade functionality for ease of use; 51 percent cited data
synchronization as a major issue; and 67 percent said that finding time
to evaluate systems was a major problem.[15] With expenditures expected to exceed $11 billion in 2010,[15] enterprises need to address and overcome persistent adoption challenges. Specialists offer these recommendations[14] for boosting adoptions rates and coaxing users to blend these tools into their daily workflow:
- Choose a system that is easy to use: All solutions are not created
equal. Some vendors offer more user-friendly applications than others,
and simplicity should be as important a decision factor as
functionality.
- Choose the right capabilities: Employees need to know that time
invested in learning and usage will yield personal advantages. If not,
they will work around or ignore the system.
- Provide training: Changing the way people work is no small task, and
help is usually a requirement. Even with today’s more usable systems,
many staffers still need assistance with learning and adoption
- Lead by example: Showing employees that upper management fully
supports the use of a new application by using the application
themselves may increase the likelihood that employees will adopt the
application.
Privacy and data security system
One of the primary functions of these
tools is to collect information about clients, thus a company must
consider the desire for privacy and data security, as well as the
legislative and cultural norms. Some clients prefer assurances that
their data will not be shared with third parties without their prior
consent and that safeguards are in place to prevent illegal access by
third parties.
(Source : http://en.wikipedia.org/wiki/Customer_relationship_management)
