Monthly Archives: July 2016

How CRM helps analysis

  
How CRM helps analysis



Create personalized reports on DEMO
How to…


A CRM is the best way to create different reports that can help you on sales and marketing. This reports can be shown in a graphical view so you can analyse them easily even without been an expert analyst. Below, I did a tutorial of how you can create reports step by step and well-use the tools that CRM provides:

  1. Go to  reports:


2. Create a new report:



3. If you want to create a report for opportunities, choose the option below:
(it depends of what kind of report and analysis you want to do and show in a graphical way)


4. Set the name of the report and click “Avanti”


5. Pass this step without choosing anything and click again “Avanti”



6.  Choose the option “Report Riassuntivo” and “avanti”



7. Select the fields you want to inculte in the report and move them from left to right:  (In that case I selected the ones showed in the photo below)




8. Now, “Specifica Raggruppamento”
(In that example, let’s suppose we need to be shown “stadio di vendita” in the graphic)



9. Select “Somma” of “Opportunita – Ammotare” and “avanti”




10. Here, you can create different filters
(For the moment, I am not adding any filter, because I want to include all the opportunities)

11. You can choose to make this report public, private or share it with a small group:


 


12. Click “Fine” :



13. Now go to the end of the page and click “Aggiungi grafico a HomePage”:



14. Set the name of it and click “salva”:


15. Now go to the HomePage and you can see what you just created:


16. You can change the graphic (horizontal; vertical or pie) if you want:



“The ultimate authority must always rest with
the individual’s own reason and critical analysis.”
Dalai Lama


Enjoy your analysis! 🙂

The essence of co-sourcing

The essence of co-sourcing

Co-sourcing combines the advantages of outsourcing and insourcing as it provides access to external expertise without having to completely give up internal control over processes (Gross, 2006).” 


Co-sourcing has helped many companies that don’t have the staff capability to deploy new systems. For example, co-sourcing has been successful for information services projects ranging from consolidation of electronic mail to establishing electronic data interchange systems. Companies can also use co-sourcing arrangements to bring in needed expertise in fields such as engineering and architecture—or even foreign language skills to be used for a temporary assignment in an overseas location. Although initially only small to midsize professional service firms offered co-sourcing, larger firms now offer a wide range of co-sourcing services to partnering companies of all types and sizes. Examples of the diversity of services now offered are:
  • Internal audit support, such as reconciliation of specialized accounts; valuation, disclosure and Environmental Protection Agency compliance issues for certain types of inventory; and reconciliation of foreign accounts where business customs pose review problems.
  • Diagnostic review of specialized areas, such as secondary marketing in the mortgage industry; hedging practices and valuation methods for mortgage servicing rights; and valuation and accounting for securitizations, residuals or other hard-to-value assets.
  • Evaluation of personnel, training or development of training programs; or development of specific reporting systems that use standard business software and database programs.


Reasons to Consider Co-Sourcing

A co-sourcing model provides alternative investment managers with an operating model that supports five essential attributes. These attributes, which evolved from a highly successful engagement executed in partnership with one of today’s largest global alternative investment asset managers, are:
  1. Quality. Asset management firms demand business models that deliver a consistently high level of quality. Such engagements must provide access to skilled resources and quality infrastructure.
  2. Control. Managers need complete control in selecting resources, scale of operations and quality of infrastructure required. They would like to retain control across business functions, including outsourced processes. Managers increasingly seek service models that can be extensions of their existing businesses. This helps ensure seamless delivery of processes in line with desired quality and timelines, using the same underlying processes and technology platform.
  3. Independence. Managers require third-party independence to mitigate conflicts of interest and control. Furthermore, engagements that are flexible and can be customized provide greater ease of integration between in-house teams and third-party services.
  4. Scale. Growing investor demands and regulatory pressures pose operational and budgetary challenges. Operating models must enable managers to leverage and manage significant increases in assets and complexity through economies of scale.
  5. Economics. Staffing costs represent about 70 percent of overall expenses for asset managers in the US, with an average split of 40:60 between front-office and other operations. Non-front-office operations account for 40 percent to 50 percent of total expenses, of which 10 percent comprise IT and systems costs. Managers are seeking solutions that will provide reduced expenses and convert fixed costs to variable costs without compromising on scalability or quality.


Il cliente e non il prodotto al centro del business

Il cliente e non il prodotto al centro del business

business, client, CRM, evolutivo

Gli studi dimostrano la probabilità che i clienti che sperimentano relazioni decisamente positive con un’azienda continuino ad acquistare da questa stessa azienda.
Il Crm serve alle aziende per individuare e gestire i profili di clienti acquisiti e potenziali, così da mettere a punto attività e strategie che da un lato aiutino a catturare nuovi clienti e dall’altro a massimizzare i profitti sui clienti fedeli, cercando di comprenderne esigenze e aspettative.
Prima di tutto è necessario comprendere che è importante mettere il cliente al centro del proprio business per due motivi fondamentali:

  • soddisfare il cliente rende vincenti e renderlo insoddisfatto porta alla sconfitta,
  • investire nella fedeltà dei clienti è sempre un investimento ripagato.


L’utilizzo di soluzioni CRM (Customer Relationship Management) appropriate consente di trarre il massimo vantaggio dai dati disponibili sui clienti e semplifica le attività degli addetti alle vendite. Anche nelle piccole aziende l’uso di un software CRM per coordinare le vendite può portare a un notevole incremento dei profitti.
L’intracio del CRM con i SOCIAL NETWORK porta a migliorare le strategie di vendita. Ascoltare il cliente e la premessa fondamentale dei “Social CRM”.
Il concetto generale è che la gestione dei rapporti con i clienti in modo classico, nel senso transazionale e uno-a-uno. I Social CRM rendendo il rapporto meno strutturato, più partecipativo, e creato intorno a un modello di comunità aperta.


Non si parla più di “prodotto o servizio migliore nel mercato” ma di customer satisfaction, ovvero la rilevazione del grado di soddisfazione del cliente assunto come misura della qualità di un prodotto o di un servizio.
Il divario tra clienti soddisfatti e clienti insoddisfatti può far fallire un’azienda
(Harvard Business Review)
CRM-GRAPHIC1 (1).PNG
Su quali elementi si articola la soddisfazione del cliente?
Diciamo subito che, per quanto sia “buono” il prodotto o il servizio che proponiamo al cliente, questa non è l’unica motivazione che lo spinge all’acquisto. Dietro le sue scelte vi è di sicuro un certo pragmatismo, l’attivazione della sua parte emozionale stimolata dal prodotto/servizio e una buona relazione con noi.

Quest’ultimo punto, in particolare, è l’oggetto del CRM: lo sviluppo di solide relazioni con i clienti attraverso il cosiddetto Customer Relationship Management.