Success Story
Dysfunctional CRM Rejuvinated
16/03/10 09:24
To have a successful CRM implementation you need a strong CRM
system platform and an experienced implementation team. That,
however, is just the beginning. Equally important is the ability of
consultants and company stakeholders to develop trusting
relationships so that they can work through a myriad of important
issues.
In 2002, based on the recommendation of a third party consultant, a software division of a large multi-national company asked STI Systems to bid on the implementation of a new Customer Relationship Management (CRM) system. The company had several different CRM Systems installed by various implementation partners in many of its divisions in Europe, the US, Canada, Asia and Australia.
Trusting relationships were established between STI Systems and multiple stakeholders to work through the inevitable issues so that a sales process that had become dysfunctional could be rejuvinated. Read More Here
In 2002, based on the recommendation of a third party consultant, a software division of a large multi-national company asked STI Systems to bid on the implementation of a new Customer Relationship Management (CRM) system. The company had several different CRM Systems installed by various implementation partners in many of its divisions in Europe, the US, Canada, Asia and Australia.
Trusting relationships were established between STI Systems and multiple stakeholders to work through the inevitable issues so that a sales process that had become dysfunctional could be rejuvinated. Read More Here
Flexibility = Sustainable Productvity
16/03/10 08:22
Now entering its second
decade, a flexible CRM system implemented by STI Systems for the
wholesale products division of a Fortune 500 bank has provided has
provided the institution with numerous sustainable
advantages:
- The flexibility to grow and change with the market or to take advantage of better productivity-enhancing technologies
- Excellent intelligence on the marketplace
- Accurate and efficient reporting
- A carefully constructed standard business process across the sales force
- Integration with internal corporate banking applications
- Integration with valuable, laborsaving external applications
- Precise mirroring of the Division’s core business processes
- Simple incremental CRM modifications to support continuous sales process improvements
- An estimated 10-fold increase in CRM system functionality.
- An estimated 20% to 30% increase in the productivity for the bank’s critical revenue producers.
- The ability to increase revenues with a significantly smaller percentage increase in support staff.