eEnterprise: Superior Customer Service Provided By Web-Based Software

“The ability to deliver exceptional customer service is the key differentiator between small- and medium-sized enterprises and large companies,” says Michael Emaus, CEO of eEnterprise (www.eEnterprise.com), a division of NetSuite global reseller Skyytek Worldwide. “Yet as those businesses grow, they often find it difficult to maintain the internal communication necessary to successfully serve their customer bases. When the capability for effective customer service management erodes, so does the profitability of the enterprise.”According to Emaus, growing companies can maintain their customer service advantage by implementing an integrated solution like NetSuite, the world’s leading on-demand, Web-based business management software. “NetSuite integrates back-office operations with front-office activities, while providing employees with varying levels of access necessary for their job functions,” he says. “The information is made available on customer ‘dashboards’ that can reveal customizable information, such as key performance indicators and report snapshots, which allow managers to gauge the health of any given customer relationship.”

Best of all, NetSuite can track all points of contact between a company’s sales force and its customers. “This snapshot enables anyone to quickly review the events, tasks, and calls that have taken place and that are scheduled to close a deal,” says Emaus. “And, when a sale requires a team effort, the activities of each team member are available to more efficiently and effectively make the sale.”

Further, because NetSuite integrates customer transactions native to a company’s CRM product, customer service representatives are aided by historic transaction and upsell opportunities. “This functionality encourages the opportunity to support and grow sales through enhanced customer service capabilities,” notes Emaus.

While it’s inevitable that customer complaints will arise, with an integrated CRM system, those complaints won’t fall through the cracks. “NetSuite has a closed-loop process that ensures that problems will be effectively tracked and resolved,” says Emaus. “This is light years ahead of manual tracking, and moreover, NetSuite even allows customers to follow the resolution process through a self-service portal.”

For many companies, customer service begins with the prospecting phase of sales. NetSuite recognizes this, and has integrated several functions to more quickly turn website visitors into customers. By giving businesses the capability to customize their website’s search function and to receive reports on frequent searches and results returned, company owners can keep their fingers on the pulse of their customers and potential customers.

Moreover, with companies increasingly relying on paid search keyword campaigns to market their products and services, it’s important for businesses to know which keyword campaigns are generating both leads and revenue. “NetSuite recognizes that more traffic doesn’t necessarily mean more sales, and that tracking the effectiveness of keyword campaigns is crucial to the bottom line,” says Emaus.

Emaus concludes, “Regardless of the size of an enterprise, fully integrated customer service management is critical to both growth and profitability. NetSuite ensures that CRM is both streamlined and effective.”

About the Author

Kris Nickerson is the Editor-in-Chief of Press Direct International (http://www.pressdirectinternational.org), a global information website that provides reliable information tailored to professionals in financial, media, and corporate markets. His thorough knowledge of industries ranging from health care and travel to real estate and financial investing enables him to quickly grasp the nuances of emerging markets and technologies.


How Branding, MarComm and CRM Relate

The most important single distinction we must make in our target group for any brand is the one between prospects and customers. This is because these two groups play very different roles in our business building program.

There are two broad strategic activities involved in increasing our brands’ market share. We have to keep getting more revenues. And we have to avoid losing revenues we are already getting.

We will never grow our market share if we don’t keep in-creasing our revenues. We will also never grow our market share if we keep losing more revenues than we are getting.

Each of these two strategic activities involves two functions:

There are two broad ways to keep getting more revenues:
1. We have to convert more prospects into customers.
2. We have to get our existing customers to use more of our products or services.

And there are two broad ways to avoid losing revenues we are already getting:
3. We have to avoid disappointing customers’ experience of our products or services.
4. We have to avoid disappointing customers in all the other the experiences they might associate with our brand.

Of the four strategic functions, the first, that of converting more prospects into customers, is, by far, more difficult than the other three.

This is because this function involves overcoming two major barriers:
a) prospects have little or no interest in or any relation-ship with our brand;
b) prospects are already engaged in another activity that we will have to discontinue, typically that of using our competitor’s product or services.

This is the function that focuses on our prospects, the people who possess the money that is not yet being transmuted into our revenues, and are therefore the most important target toward increasing the market share of our brand.

Prospects have to made to notice our brand, they have to be made to get interested in our brand, they have to be made to desire our brand, and they have to be made to prefer our brand over its competitors, and ultimately, of course, they have to be made to purchase our brand, which is when their money becomes our revenues, and when prospects become our customers.

The remaining three strategic functions, that of increasing customers’ usage, and avoiding disappointing them either with our products/services or in any other way, are, relatively, significantly easier. This is because all three of them involve dealing with people who, as existing customers, are already in a relationship with us. As such, these three strategic functions involve a degree of receptivity toward us from the people we are addressing. Indeed, with today’s interactive media, it has become easier for us to know them individually by name, know where they live, how to reach them, and be familiar with their demographics of gender, age, education, lifestyle, and other habits; and their psycho-graphics of values, interests and other preferences.

Coming back to the first strategic function, that of converting prospects into customers, we have literally to transform their existing disinterest toward our brand into a relationship. This toughest business challenge involves, above all, the WHAT of branding, and the HOW of MarComm, advertising, sales promotions, merchandising, pricing, distribution, packaging and other marketing and communications media and activities.

Branding is the most important of these because it is the conceptual essence of the entire business building effort. Branding comprises the cluster of concepts and signals that have the challenge of overcoming the greatest barriers between us and the prospect – those of their disinterest and pre-existing preferences and habits. The disciplines and media of sales, advertising, sales promotions, distribution, pricing, merchandising and packaging, etc. then have to deliver this brand communications essence to the prospect so that it can break through the barriers of disinterest and prior practice.

CRM, or customer relationship management should cover all the HOWs involved in maintaining and strengthening the relationship with the customer, once branding has broken through and established the relationship.

In this, CRM must remain consistent with the brand communications essence, which lives on in the customer as a cluster of expectations and signals, which is the de facto the brand. Just as the above mentioned sales, marketing and communications functions must deliver the brand through media and locations, CRM must deliver, and stay true to the brand essence through all its human and other experiential interactions with the customer.

So every element of the functioning relationship with the customer, the ease of opening the package, the ease of use of the product, the performance of the product, the disposal of the packaging, the messages received by the customer, the experiences of the customer with customer service staff, with billing staff, with credit control staff, with collections staff, with vehicles bearing our brand’s logo, all must not only avoid negative residue, but also regard themselves as brand communications as well, and deliver all these activity-media in ways that are consistent with the brand.

It must be noted that CRM can also contribute indirectly to increasing revenues and market share as well. This can be accomplished by fulfilling the brand essence vis a vis the customer so thoroughly via the latter’s experiences, that customers are delighted enough to make the effort to recommend it to other people who also happen to be prospects.

About the Author:Over 30 years world-class experience in strategic marketing, market research, branding, communications, and design for top global companies across the world; specifically, USA, Germany, Switzerland, Austria, Egypt, Middle East, Japan, Taiwan, Hong Kong, India and Afghanistan.

Participated in launching or building scores of major global brands, including AT&T, IBM, Kodak, CitiBank, ICI, AT&T Wireless, AT&T Business, Sperry Rand, Remington, Memorex, Frito-Lays, Pampers, Tide, Camay, Mr, Clean, Dash, Spic ‘n Span, Ariel, Head & Shoulders, Vicks Vaporub, Good Year Tyres, Band-Aid, Horlicks, Aga Lux Batteries, Saridon, Aspro, Shell Oil and Cadburys.

Formerly: CEO Saatchi & Saatchi ME. Management Director, Young & Rubicam Germany. Account Director, Young & Rubicam, NY, USA. Regional Brand Director, Asia Pacific, AT&T Corp. Frankfurter Ring, Frankfurt, Germany. Commissioner of Civil Rights, Princeton, NJ USA. Director of the Board of Ethics, Princeton, NJ, USA. Treasurer, Ethical Culture Fellowship. Princeton. USA.

Currently, EVP, Senior Operations Strategist, Stealing Share, NY, USA

Article Source: http://EzineArticles.com/?expert=Ravi_Arapurakal

Customer Relation Management

This article is about the customer relationship management using web self-service. By using web self-service channel the customers can be kept satisfied and support costs can be lowered. The customers are looking for timely and consistent responses in their interaction with the company. 81% of the customers think that they can initiate their cases online. But sometimes when the customers do not get what they want online because of poor service, then they use costly phone support. Through cross-channel integration, business intelligence can be gathered to identify content gaps and create real-time opportunities to give customers what they want - information–when they want it.
Providing customers with the specific content they need or issue resolution within the self-service environment contributes to customer satisfaction. After five to seven resolution attempts in the Web self-service channel, the customer will leave the site unsatisfied and make a phone call. Most likely, that customer will not return to the Web self-service channel. With a dynamic Frequently Asked Questions (FAQ) section, customer interactions can be monitored and ranked continuously, allowing companies to determine what content is being consumed on a regular basis. A dynamic FAQ increases consumption of the knowledge base and reduces the need for customers to submit a case via e-mail or phone.
When properly implemented and maintained, Web self-service can fulfill the promise of improving customer satisfaction and lowering costs. By adding an e-mail deflection tool as many as 20-40 percent of customers can get the information they need before moving into the next level of support. By focusing on quickly and efficiently meeting the customer’s needs with in the self service environment, companies build customer loyalty and establish a pattern of giving their customers what they want, when they want it.
To satisfy the customer in a lower cost the web self-service is very necessary for the companies in today’s world. The customers of an organization can be spread all around the world, so there is a need of a customer support which can be accessed by all the customers. Internet is the only channel through which all the customers can be satisfied. Phone support is expensive but customers want the costs to be the least. If the customers do not get the expected response via the web then the customers will most probably not return to the web self-service channel. So an active and responsive web self-service is necessary and very useful for satisfying the customer needs and increasing the revenues.

About the Author

Hasan is currently studying in IBA one of the worst universities in Pakistan.

Leveraging Business Relationships for more Profits

When should you leverage the relationship?

Leveraging sometimes brings a negative connotation to the mix. It does not have to be that way. Leveraging with alliances can work into a win-win situation were both parties become more profitable and they form more solid business relationships. Leveraging should be taken seriously and not as a way to step on another business to make your own headway. If you work with the alliance partner, you will both be able to leverage the relationship for mutual benefit.

For example, a store I was working with in the past had several channel partners that they wanted to leverage. A meeting was setup to discuss how the relationship could be expanded so that it benefited both parties. It was discovered that the partner wanted to learn more about the products the company was selling and get more into the training aspect for its customer base. The parent company on the other hand wanted to find ways to support the customers of the partner in order for the partner to gain more sales.

In this case, both parties were able to leverage the others’ contacts and offer better customer service. The channel partners also were able to find additional customers because they had more of an inside track on the products being offered. They were able to train new customers and give a new dimension to their offerings. The parent company profited from the additional sales.

Through leveraging the current customer base and the product lines, both companies could offer better customer service. As a result of this success, the parent company offered the same alternatives to other channel partners and found that most of them welcomed the additional opportunity. The opportunity, in order to be successful, has to be presented to the right level of decision makers.

Who You Need (to Form a Relationship With)

At what level should the relationship be established?

A question that is often asked is “How do you get to the right person in an organization for making the decision?” The answer is not an easy one as some organizations have decision making at various levels, and of course it depends on the size of the organization. If you are dealing with 10 or fewer employees, you are likely to need to work with the owner or CEO of the organization. It is imperative that you do not deal with those that cannot make the appropriate decision. You may find that you are dealing with influencers, but in the long run they cannot make the decision to go or not to go with the alliance.

So how do you get to the right person? There are many answers to this question, but the simplest answer is to start at the top. I know that many CEOs do not want to deal with sales people and certainly not with a lot of the everyday information that comes their way. So getting to them may be a bit difficult. The best way to form a relationship is to appeal to their business pain (that which concerns them the most) and offer a solution to that pain. For example, a company I worked with wanted to setup a channel or partner network to sell their products, since they only had a couple of dealers at the time but needed to move to the next level. They had to deal directly with the owners of the companies and offer them a profit, as the proverbial carrot, to entice them.

Profit is not the only way to get to the CEO, you also need to understand their business goals and see how you can fit into the formula before making the approach. The key here is to show that you have something to offer that is of value to them.

Bette Daoust, Ph.D. has been networking with others since leaving high school years ago. Realizing that no one really cared about what she did in life unless she had someone to tell and excite. She decided to find the best ways to get people’s attention, be creative in how she presented herself and products, getting people to know who she was, and being visible all the time. Her friends and colleagues have often dubbed her the “Networking Queen”. Blueprint for Networking Success: 150 ways to promote yourself is the first in this series. Blueprint for Branding Yourself: Another 150 ways to promote yourself is planned for release in 2005. For more information visit http://www.BlueprintBooks.comArticle Source: http://EzineArticles.com/?expert=Bette_Daoust,_Ph.D.

The Need For CRM

What priority would you put on the need for CRM (Customer Relationship Management) in your company? If you understood what CRM was that would be an easy question to answer. After all, what is the most important part of every business - even your business? What’s that aspect of your whole operation, without which the whole kit and caboodle would fall down like a house of cards?

The answer is, as you are probably aware by now, your customers. Without customers you have no business. Every business has the need for CRM. Every business, from the very smallest one man operation to multinational global corporations, relies on customers. Not only rely on them, but are competing with others to attract new customers in order to expand and to retain the ones they have in order to survive.

So why is it that the customer is frequently the most ignored aspect of your business when it comes to computerized management systems? The need for CRM seems to come second to every other system such as Sales Analysis and Management systems, Production Management, Inventory and Purchasing systems, etc, etc, etc. In fact, many companies have not even heard of CRM.

Editor’s Note: The next two paragraphs are essential when considering the implementation of a customer relationship management (CRM) software.

Your business will stand or fall on you maintaining good relationships with your customers, especially in this increasingly competitive era. CRM is not just about keeping customers happy from a personal point of view, and once you find out what a good package can provide, you will understand the need for CRM.

It is important to understand why customers buy your products or services. To be able to identify your most profitable customers, and to forecast what to give them when they want it. Here is the need for CRM, which can set your company apart from the others and provide all the tools required to give you the edge over your competitors that can get you ahead of the pack, and stay there.

There are several software packages than provide adequate tools to enable you to meet the need for CRM within your business, but is ‘adequate’ enough? Microsoft Dynamics CRM 3.0 leads the field in providing everything you should be looking for in a state of the art CRM system, and also has the versatility and flexibility to fit in with the way your company operates. Sure, it can make extremely valuable suggestions for improvement, but can also work exactly as your company works. Microsoft Dynamics CRM 3.0 meets the need for CRM without requiring you to change your processes and procedures to fit in with software requirements.

There is nothing more annoying than have to retrain employees in your own internal procedures as well as in the use of the CRM software. It is important to you business to balance the need for CRM software with its acceptance by your employees.

Do not underestimate the need for CRM within your company. It can automate and analyze such functions as sales forecasting, sales cycle analysis, time management, sales force optimization, account management, and all the reports and analyses required. Your sales force can have essential information at their fingertips through palm computers or PDAs at the point of contact with customer. No more having to “send the information later” or “we will get back to you on that”. All information available on the network is visible to your sales force when they require it. You can secure that order before your customer has time to change his mind, or be tempted by a competitor.

This is just one simple example which indicates the benefits that CRM can bring to your company. The need for CRM does not require much thought, and can not only get you ahead of the pack but will also keep you there.

About the Author

Chris McElroy helps manage the Microsoft CRM Software Provider Blog

Customers Want a Relationship

Would you rather go out to a different store every time you want to buy something, never being completely satisfied with what you get, and having to look for a new store on each new shopping trip or would you rather go to the same store and get everything that you need and want each time you go? The same is true for your customers. Just like anyone seeking a relationship, customers want a long-standing business relationship not a one night stand. To get your business to flourishing you need to focus on your customers and their satisfaction.

The real value of your customers is found in the second and third purchase and every one after that. You can grow the value of your business by growing the value of your customer base. When you create a marketing campaign, look at both the immediate return on investment you expect as well as the long term customer value that you are providing.

You need to get in your customer’s shoes. By having an intimate knowledge of what your customers really want from your product or service or what their real pain or desire is you will be able to create customer-driven marketing. Rather than a traditional campaign that screams ME, ME, and more about ME, a company with a customer relationship focus approaches it from the opposite angle of YOU, YOU, YOU. Try using secret shoppers. This doesn’t need to be an expensive initiative but it can yield a priceless return. Sit down and make a list of what needs to happen to create an excellent customer experience for anyone interacting with your company. Have someone test your operational process on how you do in each of these criteria. Identify areas for improvement and come up with a way to implement those improvements.

In-store surveys are another easy way to determine the level of your customers’ satisfaction. If you or one of your employees speak with your customers ask them to be candid with you about your product or service and ask them to tell you what they are satisfied or dissatisfied with (always asking for both so you can get an understanding of your strengths and your weaknesses). Making efforts in these areas shows your customers and your employees that you are creating a culture of continuous improvement and one that encourages open feedback. Make sure that you act on what you uncover. There is nothing worse than asking people how you can do better and then ignoring their response. Not only is it a waste of your time, it is also insulting to those you asked.

Customer relationships are more profitable than transactions. When you look at the cost of acquiring a new customer versus the cost of retaining an existing customer the mathematical conclusion is obvious. It is much cheaper to keep who you’ve already got, than to go out and try to market and sell to a bunch of strangers. Instead of launching a marketing campaign that will target new customers, look into campaigns that will encourage your current customer base to expand their relationship with you, and introduce you warmly to a friend. You can use promotional items with your existing customer base to further ingrain your brand into their life. By keeping an existing customer happy and giving them a useful gift you are enabling them to do grassroots marketing for your business by toting your brand name around. They are more than likely to promote you to their friends and family when they’re happy and it’s very likely that those people are also your target customers, as birds of a feather tend to flock together. With this tactic you can kill two birds with one stone, making this both efficient and effective.

You also need to focus on how your employees treat customers. A company that encourages employees to mirror their customer’s mood, being extra friendly to customers that are seeking that kind of relationship and being quietly at the ready for a new customer that seems to not want to be bothered by a salesman is a company that is going to earn long-standing relationships with all sorts of customers. Training videos can be a useful way to teach employees these kinds of techniques when working with different types of customers. You can disseminate the information widely and have it for posterity, and not have to reinvent the wheel each time you hire someone new.

Without customers you don’t have a business. Keeping that at the forefront of your business plan, and making every effort to find and keep good customers, your business is sure to flourish. For more information on how you can form lasting relationships with your customers, visit www.flourishingbusiness.com.

Elizabeth Gordon, founder and President of The Flourishing Business, LLC, is a visionary leader who has a passion for helping others achieve their entrepreneurial dreams and enjoy more of the best in life. With a vast and diverse background in many business arenas, Elizabeth regularly has the opportunity to share her business acumen with clients, large and small. She currently serves on the Board of Directors of the National Association of Women Business Owners (NAWBO), Atlanta and the Board of Directors of the American Association of University Women (AAUW) Atlanta. She is an Accredited Executive Associate of the Institute for Independent Business (IIB) and a certified Life Coach.Article Source: http://EzineArticles.com/?expert=Elizabeth_Gordon