CRM Customization – The lead-to-sale process varies from business to business because companies do not necessarily operate in the same way. While standard, general-purpose CRMs are easy to implement right away, they force organizations to align their processes with generic, default system features, rather than the solutions mapping onto the business’ way of doing things to address unique needs and pain points.
Certainly, deploying a one-size-fits-all CRM hurts user adoption and limits the management value of the solution, affecting the bottom line in the end. Here are some critical perks that CRM customization delivers to enterprises:
1. Meaningful, Real-Time Tracking of Deals with CRM Customization
A CRM should help enhance the sales pipeline visibility, from prospecting to closing. Customizing the solutions lets a business replace default sales processes with unique features and stages suitable for their specific sales cycle. For instance, a company with a protracted and intricate buyer’s journey, including demos and regular customer engagements, may require additional phases along the sales pipeline.
Such CRM customization may increase the relevance of deal stages to the business’ unique sales processes. Likewise, sales managers find custom sales processes to be more intuitive as they enable them to monitor various phases of customer engagement in real time and close deals more efficiently.
2. Custom CRM-Oriented Applications
The people working in an organization understand best what they need to achieve with their apps. So, in-house teams are in a better position to build business apps that draw data from a common CRM database. By customizing these CRM-integrated apps to their own unique specifications, employees acquire more effective solutions that increase their workplace productivity.
The custom CRM-centric solutions may have viable applications across various business operations and departments, such as a ticketing system for the customer support team.
3. Tailored Integrations With Third-Party Systems
The ability to integrate a CRM system with as many other business applications as possible is vital to the attainment of good ROIs. A Forrester study showed that proper integration could yield 245 percent ROI or higher. Each business has to place CRM integration in the context of their existing disparate systems to achieve full software customization benefits.
For example, a company may integrate a CRM system with their contact center, enabling the sales team to learn more about customer pain points and address them quickly enough, such as in future marketing messaging or other promotions. Likewise, custom integration with ERPs, spreadsheets, financial systems, or personnel management platforms improves data flow, eliminates error-prone manual data entry, and saves time.
4. Better Adoption and Customer Satisfaction Rates With User-Specific Workflows
Typically, CRM software facilitates workflow automation in place of long drawn out manual tasks. An organization may customize such automation to create consistent, systematic, and user-specific processes. A CRM platform with these customizations delivers a superior user experience because it relieves productive employees of cumbersome, repetitive tasks. Similarly, custom CRM workflows enhance the promptness and consistency of communications with customers, helping employees to manage their expectations. Engaging and updating customers proactively courtesy of automatic user-processes may increase their satisfaction rates.
For instance, a sales rep looking to meet a prospect may create a CRM workflow that autonomously activates an appointment alert based on particular criteria, such as two days before a close date. It’s also possible to “program” the change of the status of a lead or deal, for example, to “Inactive,” and notify the relevant representative or project manager, based on the last date of activity or modification.
It’s difficult for a business to reap the full benefits of a CRM system without customization. Tailored integrations, workflows, sales cycles, and apps align a CRM platform the unique strategic processes of the business. That’s why, at SalesNexus, we built a customer relationship management you can tweak to suit user-centric workflows and specific sales processes. Feel free to contact us about strategic CRM customization!
Sales leaders searching for CRM and sales management solutions typically have Dashboards and Reports high on their shopping list. Unfortunately, they’re often misled by the sexy demos they see and only learn about key limitations after they’ve made a commitment and it’s too late.
Imagine two car sales people traveling to the Amazon to sell cars.
One sells Kias and the other sells Cadillacs. Deep in the Amazon where the
natives have scarcely seen a car, they’re not likely to appreciate the depth of features and quality that the Cadillac salesperson can point out.
It’s only after driving a Kia for a while that you can really appreciate a Cadillac.
Most CRM vendors will show you dashboards that do generic things like measure leads by source or by vertical market or sales opportunities by product or territory. And if you’ve never been able to get that type of report without putting your accounting department, marketing department and your assistant through torture for weeks, then those reports look like game changers.
But, it’s only after looking at a report of sales opportunities by product each week for a few weeks that it begins to dawn on you…. You need something slightly different. Your business is unique and even your direct competitors probably want to measure their sales pipeline in different ways.
CRM Customization Breakdown Example:
A standard report or dashboard in most CRM systems is Calls made by sales person. Again, if you’ve never been able to get that data easily, then it is a very nice report! But, can you look at that report and know which sales person on your team needs some attention regarding their call volume? Probably not. Sally might have logged on 50 calls today but, that’s been the case for a few months and her sales keep coming in under quota. On the other hand, Sam only logs 10 or 15 calls in the CRM but, he kills his quota consistently. There’s something missing. It could be the potential size of the accounts Sally and Sam are calling on. Maybe Sally is very comfortable calling on customers in the industry she used to work in but, those accounts are typically smaller. Sam on the other hand is always focused on big fish.
The solution is that your call dashboard needs to clearly show calls logged for large accounts vs. small account. Or perhaps its certain vertical markets that need to be highlighted in your reporting.
The point is that it’s this simple little bit of detail that always does two things:
It makes the information actionable – you can look at the dashboard and know which sales person needs some training or some praise and take action immediately.
It breaks most CRMs
Most CRM solutions are built to do all sorts of need things with the default structure of their system and the fields built into their system. But, when you create custom fields to track unique bits of information that are crucial to your business, taking those pre-built, ready to go, great looking reports and adding that additional information in leads to one of these road blocks:
It just can’t be done in the basic product – purchase and configuration of add-ons or upgrades required.
It can be done but, it takes a skilled technician – start spending time and money with consultants.
Here are some conversations from the Salesforce.com support site:
Interpretation: “Yes, it can be done but, I’m probably going to need to do it for you.”
Interpretation: “Yes, it can be done but, you’ll need to purchase additional products or add-ons.”
This is why SalesNexus offers a far lower risk decision for sales managers:
All features are built to work seamlessly with your customizations. Custom fields can be the basis of your reports, dashboards, campaigns, etc.
SalesNexus provides unlimited support and consulting itself. If you can’t do something with SalesNexus that’s important to you, we work with you to create it rather than referring you to outside consultants and vendors. This keeps things simple and affordable as your needs grow and change
Measuring salespeople’s performance is a journey, not a destination. Measuring sales results is step one. Step two is measuring sales activity. Step three is the when CRM measures engagement.
At this point in your journey, you’ll be able to do some very powerful things! You can see who’s trying and who is not. You can compare salespeople to each other based on top of the funnel activity, rather than what they’ve sold. This is HUGE! Measuring the top of the funnel let’s you see problems before it’s too late. If you’re only metric is actual sales, then at the end of the month or the quarter, you’ll know who hit quota and who did not. However, you’ll have no idea how or why? What behaviors led the top producers to success? What were the low performers not doing? And without that knowledge, all you can do is give them a big speech and how things change. Something simple like not making enough prospecting calls will have already caused you to miss your goal for the month or the quarter and you’ll be hoping it doesn’t again.
Here’s a screenshot of a typical customer record setup to measure basic sales activity.
If your team is tracking this kind of information, your CRM can give you dashboards like this:
Again, this is a big step forward vs. just tracking sales results. However, once you’ve gotten to this point and begun to manage and coach salespeople based on this kind of top of the funnel activity, you realize that there’s a deeper level that’s important.
In the end, all calls are not the same. All leads are not the same. A lead can be “pre-qualified” based on its source or by information provided by the lead but, only after a conversation has taken place do you really know the things that matter. These things can include basic demographic/factual information like purchase timeline, budget, current vendor and other things that could be captured in a web form. Of course, this kind of information is not often captured initially because the more boxes the lead has to complete on your site, the fewer leads you get. So, it’s down to the salesperson to get the prospect engaged in a conversation and get these answers.
And, it’s the salesperson’s job to establish a relationship. To build trust and establish credibility. A lead might tell you that they need a solution this month and their budget is $50,000 but, that doesn’t mean the salesperson really connected with them or set your brand apart from the rest.
There are questions that really can’t be asked if some level of trust and rapport has been established. Those are the questions that top producers always get asked. The questions that you, as the sales manager, always ask the salesperson when they’re telling you about the opportunity.
What if you measured engagement?
Here’s a dashboard of Sales Pain (what their unique problem is that demands/justifies an expenditure). You
don’t get an answer to this unless you’re having a good solid conversation.
Of course, there are unique things in your business that you ask that you may want to measure.
Now you’re not just tracking how many calls got made, but also how many of them were valuable conversations. How many of those people are likely to pick up the phone next time the salesperson calls?
To start this type of measurement, simply adjust the typical customer record fields to include places to record the answers to those more in-depth questions. Below is an example.
Start by identifying 2 or 3 questions that you or your top producer always seem to ask and know about their clients that new reps would never think to ask. Add those to your online CRM system. Compare salespeople logging lots of activity with their success at getting these questions answered.
Those with high activity and low customer engagement need some coaching. Those with lower activity and high customer engagement are probably your top producers and may be getting fat on established accounts.
Whatever you find, knowing which customers you have real relationships with and which salespeople are good at building them is invaluable.
SalesNexus introduced new “multi-select” drop downs to organize customers in your CRM.
Previously customers often created large “grids” of check boxes in order to track and categorize customers that required large amounts of screen real estate and made searching for lists of customers based on these categories complex.
Now customers can be tagged with multiple values in a single field.
An example of how this can be helpful is this:
If you sell 10 different products, you could have one check box for each product. Then, if you want to search for customers that have purchased 2 of those products, you have to search against 2 separate checkbox fields.
Now with the Multi-Select Drop Down, one field can track all the products purchased by a customer and only one field is needed in searching.
CRM implementation cost is a big factor in choosing the right system for your business. Whether by purchase or subscription, it is a challenge to determine the real cost of implementing and maintaining a CRM software.
Ultimately, the overall CRM implementation cost should only be a fraction of the return you realize over time. That said, clearly those who sign the checks have to know how big the check is going to be.
The following breaks down various areas related to CRM implementation. It also provides some guidance on how to estimate the costs.
Typical CRM Implementation cost for a 10 User Team
Yes, even the process of choosing a customer management system costs money! In fact, some companies spend literally years and thousands of hours choosing their system. While that drawn out process is not recommended, it is true that proper planning and organization of the “shopping” process sets the stage for success. In fact, historically, 50% of CRM implementations fail to meet management expectations. It is important to know that making a good start of things sets the direction for the entire journey
Document requirements
This is the crucial step in the entire process. As they say,”start with the end in mind”. CRMs are so multifaceted. That’s why it’s very easy to get too focused on the wrong bells and whistles. There are multiple people with various roles. Therefore, certain individuals or teams may love specific capabilities. However, you should identify going in what are the “must haves” vs. the “nice to haves”. To see examples of how other companies have created their requirements lists, click here.
Vendor discussions
To minimize the amount of time invested on vendor dialogs, do the following. Firstly, identify one to three people on your team that will handle most of the vendor coordination. This will keep the bulk of your team from having to invest a lot of time in each vendor.
Secondly, prepare a clear and thorough requirements list and send this to your vendors. Wait for the responses. Then, see who can handle all of your “must haves”.
Demos
You’ll probably find 3 to 5 vendors that fit your requirements and your budget. You’ll want to get in depth demos of each. Be sure that all areas of your team are represented. Moreover, create a structure for each member to have a vote so you can choose a winner after it’s over.
Internal meetings and debates
Management doesn’t take the time to get the end users on board. This is the primary mistake made in implementing CRM implementation. Eventually, they’re going to make or break the system.
If they feel like they had no say in the selection, then they are not likely to be thrilled. Thus, more internal discussion is a GOOD thing. Invest in soliciting input from all involved users. Additionally, ensure that representatives of every department are involved in defining requirements. They should be inovlved in getting demos and planning implementation too.
Negotiations
Believe it or not, negotiating with vendors can be time consuming. There may be multiple software vendors and multiple consultants. Thus, insist on reading the terms of service from each vendor in advance. You cannot afford unexpected surprises!
CRM Implementation Tip: Estimate a minimum 96 hours of internal manpower for a team of 10 to 20 users.
CRM Implementation
Let’s be honest. Software vendors will always make it seem easy to setup and use their software. Some will tell you that you won’t need any help. You just logon and go to work. Undoubtedly, others will tell you that you really must hire a “certified consultant” to configure things for you.
No matter the solution you choose and the level of difficulty of that solution, you are implementing software in your business that every customer-facing employee will rely on in some way. Surely, that’s a big deal! Consequently, the greatest risk is the disruption of the work that these people do. Done wrong, a CRM implementation can cost millions in lost productivity. Moreover, it can also cost you poor customer service and even lost revenue.
The industry rule of thumb is that you should expect to spend $1 on consulting related to implementation. This is for every $1 in annual subscription costs for a cloud based system.
Expect to spend $1 on consulting related to implementation for every $1 in annual subscription costs
Data clean-u
You’ll probably be pulling together data from various sources. Expect multiple files from the sales team and others from marketing and still more from operations and accounting. As a result, there will be duplication across all of these sources. Plus, you’ll get various bits of critical info to glean from each source.
The costliest way to manage this is to have your admin assistant try to sort it all out in Excel. Of course, this just leads to staring at one row of data at a time trying to decide what goes where. It is so slow that by the time you’re finished, it’s all out of date. Thus, it is best to identify the crucial pieces of data. Their most reliable source and get someone skilled with databases and queries to put together a plan to bring it all together for you.
Data migration
Once you have all your data pulled together, it’s time to load it into your new CRM. If you have one big Excel file that needs to get loaded into the solution, then this should be easy with any system. However, it is highly likely that to truly leverage the capabilities of your new system.
Surely, you’ll need to load data into different “tables” within the system. The vendor or their trained consultants will need to help you understand what needs to go where. In addition, often, there are limitations. These are on which tables you can add data to directly so, you’ll need their help with the actual loading.
Timing
All day, everyday, things are evolving with your customers. If the process of cleaning up the data and then migrating it takes too long, you’ll end up with a CRM full of out of date information. That’s no way to get started.
Ideally, you plan a process whereby you pull together the latest information from all of the critical sources. Then, merge it all together and then load into the new system very quickly. Do this before you “go live” so the information is fresh and valuable to the users. Consequently, that often involves going through the process at least once as a dry run to get all pieces lined up properly.
Customization
This is the crucial piece. Out of box, one size fits all solutions are easy to get started with. On the other hand, it can only take you so far. Soon enough, you’ll find that the cool looking dashboards that are built into systems are not quite actionable information for your team. There are little details about the way you run your business and the nature of your relationships with customers. These make all the difference in the world.
Thus, your CRM implementation needs to make tracking and managing those specifics easy. Also, it is well worthwhile to bring in experienced experts to talk with your team about core processes and make objective recommendations about fields needed; key processes to focus on managing and automating; and key reports for management.
Indeed, there is an important balance between completeness and simplicity that must be struck. Too many fields and too many new procedures to learn will just overwhelm and turn off users.
Sometimes a phased in approach is best where the 2 or 3 most valuable and common processes are all you worry about in the beginning and the you add to the CRM over time.
Documentation of procedures
If you’re customizing the CRM, then the vendor’s documentation is not going to cut it. You need very simple and easy to understand procedures documents for each process and each role.
Integration
Moving customer information between the CRM and the accounting system or other marketing, backend or operational systems is usually worthwhile. However, this often requires technical expertise that even many consultants don’t possess.
CRM Implementation Cost
Estimate 40 hours of internal manpower and at least $5,000 in consulting fees.
Estimate 40 hours of internal manpower and at least $5,000 in consulting fees.
Training
Kicking things off with a good training session is crucial. Your team is busy and they’re just not going to stop what they’re doing for long to learn the new system. When it’s time to “go live”, you should have the “must do” processes clearly defined for each different type of user or role. They need to leave the training knowing how to do exactly what they are expected to do.
Current Staff
You can get everyone together in one room at one time and go through the system but, unless everyone has exactly the same job, they’re going to need to see different things and having people sit through learning how someone else should do their job is not very productive. Plan to put together a few groups of users by role and train them on the specific processes they need to master.
Remote staff
You can train remote users virtually. However, you’ll still need to plan on grouping them into training sessions focused on their role.
New Employees
Be sure you record the training sessions for all roles. This ensures that as new employees come on board, someone else doesn’t have to sit there showing them how to do all the little things.
Training Cost
Estimate 8 hours of internal manpower for coordinating and at least one hour per user plus $1,500 per on-site training visit by a consultant.
Business Dependency
In any CRM implementation, the greatest cost can be system failure. If you re-train your entire team to follow new processes that depend on your chosen solution, then your business comes to a dead stop if the CRM fails. If you’re choosing a cloud based solution, be sure you look closely at the downtime track record of the vendor. How often has the system been down in the last couple of years? What’s the average “outage” duration?
If you’re choosing a software solution that you’ll run and maintain internally, talk with other users about their experience with stability. Also, budget time for proper maintenance of systems and databases to ensure downtime is minimized.
Downtime Cost
For cloud based solutions, take their downtime track record over the past year and use that to estimate the # of man hours your staff will lose. Likewise, for locally installed solutions, budget a minimum of 16 hours per month for your IT staff to babysit servers, backups, software upgrades, etc.
What will it earn?
In case all of the above has gotten you squeamish about the whole project, don’t worry. The fundamental principle should be that your business will earn far more than all of the costs associated with CRM. Increased sales, longer customer lifetime, higher lifetime value per customer, higher customer satisfaction and more should all be the results of this endeavor! For an in-depth look at how to estimate the return on your CRM investment, stay tuned! We’ll be releasing and article very soon!
For locally installed solutions, budget a minimum of 16 hours per month for your IT staff to babysit servers, backups, software upgrades, etc.
Determining the real cost of purchasing (or subscribing to) implementing and maintaining a Customer Relationship Management (CRM) system is undoubtedly a challenge. And that’s before you begin running the numbers on what the return on that investment in CRM will be!
And truly, that IS the point. Ultimately, the overall cost of the CRM should be only a fraction of the return you realize over time. That said, clearly those who sign the checks have a need to know how big the check is going to be. The following breaks down the various areas of “cost” related to CRM and provides some guidance on how to estimate the costs.
Yes, even the process of choosing a customer management system costs money! In fact, some companies spend literally years and thousands of man hours choosing their system. While that sort of drawn out process is not recommended, it is true that proper planning and organization of the “shopping” process sets the stage for success. In fact, historically, 50% of CRM implementations fail to meet management expectations. While that is improving in recent years, it’s important to know that making a good start of things sets the direction for the entire journey.
Document requirements – This is the crucial step in the entire process. As they say,”start with the end in mind”. Because CRMs are so multifaceted, it’s very easy to get too focused on the wrong bells and whistles. There are multiple people with various roles and certain individuals or teams may love specific capabilities but, you should identify going in what are the “must haves” vs. the “nice to haves”. To see examples of how other companies have created their requirements lists, click here.
Vendor discussions – you can probably identify one to three people on your team that will handle most of the vendor dialog. That will keep the bulk of your team from having to invest a lot of time in each vendor. Having clearly and thoroughly documented requirements will minimize this too. Just send your list to the vendors and see who can handle all of your must haves and focus in on them.
Demos – You’ll probably find 3 to 5 vendors that fit your requirements and your budget and you’ll want to get in depth demos of each. Be sure that all areas of your team are represented and create a structure for each member to have a vote so you can choose a winner after it’s over.
Internal meetings and debates – the primary mistake made in implementing CRM solutions is that management doesn’t take the time to get the end users (sales, customer service, marketing, etc.) on board. Ultimately they’re going to make or break the system. If they feel like they had no say in the selection, then they’re not likely to be thrilled. So, more internal discussion is a GOOD thing. Invest in soliciting input from all involved users and ensure that representatives of every department are involved in defining requirements, getting demos and planning implementation.
Negotiations – believe it or not, negotiating with vendors can be quite time consuming. There may be multiple software vendors and multiple consultants. Insist on reading the terms of service from each vendor in advance. You cannot afford unexpected surprises!
Selection Cost: Estimate a minimum 96 hours of internal manpower for a team of 10 to 20 users.
Implementation
Let’s be honest. Software vendors will always make it seem easy to setup and use their software. Some will tell you that you won’t need any help. You just logon and go to work. Others will tell you that you really must hire a “certified consultant” to configure things for you.
No matter the solution you choose and the level of difficulty of that solution, you are implementing software in your business that every customer facing employee will rely on in some way. That’s a big deal. The greatest risk is the disruption of the work that these people do. Done wrong, a CRM implementation can cost millions in lost productivity, poor customer service and even lost revenue.
The industry rule of thumb is that you should expect to spend $1 on consulting related to implementation for every $1 in annual subscription costs for a cloud based system.
Data clean-up: You’ll probably be pulling together data from various sources. Multiple files from the sales team, others from marketing and still more from operations and accounting. There will be duplication across all of these sources and various bits of critical info to glean from each source. The costliest way to manage this is to have your admin assistant try to sort it all out in Excel. This just leads to sitting, staring at one row of data at a time trying to decide what goes where. And its so slow that by the time you’re finished, it’s all out of date. Identify the crucial pieces of data, their most reliable source and get someone skilled with databases and queries to put together a plan to bring it all together for you.
Data migration: Once you have all your data pulled together, it’s time to load it into your new CRM. If you’re going to end up with just one big Excel file that needs to get loaded into the solution, then this should be easy with any system. However, it’s highly likely that to truly leverage the capabilities of your new system, you’ll need to load data into different “tables” within the system. The vendor or their trained consultants will need to help you understand what needs to go where. In addition, often, there are limitations on which tables you can add data to directly so, you’ll need their help with the actual loading.
Plus, the timing is crucial. All day, everyday, things are evolving with your customers. If the process of cleaning up the data and then migrating it takes too long, you’ll end up with a CRM full of out of date information. That’s no way to get started. Ideally, you’ll want to plan a process whereby you pull together the latest information from all of the critical sources, merge it all together and then load into the new system very quickly, just before you “go live” so the information is fresh and valuable to the users. That often involves going through the process at least once as a dry run to get all pieces lined up properly.
Customization – This is the crucial piece. Out of box, one size fits all solutions are easy to get started with but, only take you so far. You’ll find that the cool looking dashboards that are built into systems are not quite actionable information for your team. There are little details about the way you run your business and the nature of your relationships with customers that make all the difference in the world. Your CRM needs to make tracking and managing those specifics easy. It’s well worthwhile to bring in experienced experts to talk with your team about core processes and make objective recommendations about fields needed, key processes to focus on managing and automating and key reports for management. There is an important balance between completeness and simplicity that must be struck. Too many fields and too many new procedures to learn will just overwhelm and turn off users. Sometimes a phased in approach is best where the 2 or 3 most valuable and common processes are all you worry about in the beginning and the you add to the CRM over time.
Documentation of procedures – If you’re customizing the solution, then the vendor’s documentation is not going to cut it. You need very simple and easy to understand procedures documents for each process and each role.
Integration – moving customer information between the CRM and the accounting system or other marketing, backend or operational systems is usually worthwhile. However, this often requires technical expertise that even many consultants don’t possess.
Implementation Cost: Estimate 40 hours of internal manpower and at least $5,000 in consulting fees.
Training
Kicking things off with a good training session is crucial. Your team is busy and they’re just not going to stop what they’re doing for long to learn the new system. When it’s time to “go live”, you should have the “must do” processes clearly defined for each different type of user or role. They need to leave the training knowing how to do exactly what they are expected to do.
Current Staff: clearly, you can get everyone together in one room at one time and go through the system but, unless everyone has exactly the same job, they’re going to need to see different things and having people sit through learning how someone else should do their job is not very productive. Plan to put together a few groups of users by role and train them on the specific processes they need to master.
Remote staff: You can train remote users virtually but, you’ll still need to plan on grouping them into training sessions focused on their role.
New Employees: Be sure you record the training sessions for all roles so that as new employees come on board, someone else doesn’t have to sit there showing them how to do all the little things.
Training Cost: Estimate 8 hours of internal manpower for coordinating and at least one hour per user plus $1,500 per on-site training visit by a consultant.
Business Dependency
The greatest cost can be system failure. If you re-train your entire team to follow new processes that depend on your chosen solution, then your business comes to a dead stop if the CRM fails. If you’re choosing a cloud based solution, be sure you look closely at the downtime track record of the vendor. How often has the system been down in the last couple of years? What’s the average “outage” duration? If you’re choosing a software solution that you’ll run and maintain internally, talk with other users about their experience with stability. Budget time for proper maintenance of systems and databases to ensure downtime is minimized.
Downtime Cost: For cloud based solutions, take their downtime track record over the past year and use that to estimate the # of man hours your staff will lose. For locally installed solutions, budget a minimum of 16 hours per month for your IT staff to babysit servers, backups, software upgrades, etc.
What will it earn?
In case all of the above has gotten you squeamish about the whole project, don’t worry. The fundamental principle should be that your business will earn far more than all of the costs associated with CRM. Increased sales, longer customer lifetime, higher lifetime value per customer, higher customer satisfaction and more should all be the results of this endeavor! For an in-depth look at how to estimate the return on your CRM investment, stay tuned! We’ll be releasing and article very soon!
processes with unique features and stages suitable for their specific sales cycle. For instance, a company with a protracted and intricate buyer’s journey, including demos and regular customer engagements, may require additional phases along the sales pipeline.
