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Crm At Minitrex Case Study

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By Author: Sherry Roberts
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To improve customer service and customer contact management entails making changes on two fronts: people and technology (Hengel, 2015). On one hand, it consists of deploying the right people in the right way and the right place so as to make value creation maximized. Customer contact nowadays is much easier than in the past because of the multiplicity of channels. The current CRM technologies make it possible to coordinate communications across touch points through the Multi-Channel Contact Center. If this happens then the IT and the business will have a proper amalgamation and coordination and thus make Minitrex have success in their transactions. Let me embark on the discussion questions.
How someone at Minitrex can call a customer without knowing it is a customer
The customer relationship management does not take place properly in Minitrex as customer specific; details have no sharing across the system. There is no customer data proper deployment in a central place that will make whoever is calling to look at the records and recognize that the respondent is a customer or not. I suggest that customer data be in a central place so as to show the Minitrex staff complete customer profile record, and this will help them identify customers and strangers. With the ability of sharing information organization-wide, vital case statuses and history is accessible to all front-line staff. All departments have a requirement to coordinate work with each other and also to use the same information to the customer for different operations. The customer information should be current as much as possible so as to have up to date customer profile for the organizational advantage. All the departments should have a right to monitor customer service metrics via dashboards, reports, and alerts so as to immediately react to critical service issues that require attention.
How Minitrex representative can call customer minus knowing it is the third time they call a customer
A proper customer relationship management consists of identifying, satisfying, retaining and maximizing the best customers of the firm (Knox et al., 2003). In Minitrex, there is a flaw with the way customer care department as they do not have a customer record to know how many times they have called a customer. All departments should have a record of calls made to customers in a from time to time, and they should share the information across all departments. The call record helps the customer care department to manage customer calls better and is available to all other departments. The information is also important as it will help the company in enhancing customer loyalty that is important in the existing competitive economy.
Steps Bettman should take to implement CRM at Minitrex
Step 1: plan and prepare
The step entails identification of the company’s vision, objectives, and metrics required including resources, tools and dependencies (Salesforce.com, n.d). The question you ask yourself is, “What will a successful CRM implementation look like…how will your company be better?” (Clark, n.d). Some of the goals might be methods of customer contact, shared database, consistencies of communications, etc. The goals set should be realistic as the CRM is supposed to be an ongoing and living process. After the formulation of those goals, then the next thing is having creating features that support the goals.
Some of the features for consideration are, disabling of some functions for some users, type of sales activity reporting to use and whether to have a shared calendar in the CRM. The size and scope of the CRM will determine the amount of resources required. Selection of the project team is also in this step, and the team members include an executive sponsor, system administrator(s), and project manager, trainers, and power users. There is a need also to build at this level a project timeline and implementation approach.
Step 2: Setting up and customizing CRM.
The step involves setting up a simple initial implementation using the built-in tools in the CRM software, after which it goes to customers for scrutiny. With the feedback from users, Bettman can then enhance the application accordingly. He should define early the customization of the application being careful not to over-configure as that may prove complicated in future. The customization involves proper security settings, data administration, data analytics and workflow management (Zoho.com, 2014). Every module should be customizable independently and then later the checking of their integration should take place.
In customizing the modules, the tabs should have an organization in such a manner that only relevant tabs are visible. There should be automatic additions of custom fields and creation of formula fields to populate dynamically calculated data. Customization of the page layout includes adding required fields of hiding unwanted fields, reordering of fields, creation of delete sections and marking of fields as mandatory. He should use related lists in building module relationships by linking the custom module fields with the standard module records. The custom links should also be available in order to access information from third party applications. He needs to define the search layout by using at least six fields for the custom module that will be useful in showing search results. He needs to customize the security through setting up profile permissions that include data sharing settings and field level access.
Step 3: Deploying the CRM
The step involves creating and adding users, loading of data and training of users. Early communication should take place so that users will know about the coming changes. Because data loading occurs at a specific time, there is ease of transition if the loading is close to deployment. The importing of data follows the following steps, planning the data import, preparing the data, testing the import, executing the data and then validating the data. The deployment process needs to involve the business partner, project managers, administrators, as well as end-users (Technology Service Group, 2013). The following are key factors to put into consideration in a successful deployment of a CRM system.
• Analyzing business requirements, internal processes, and objectives of the project and the scope of CRM.
• Configuration of software and workflow, and customizing of the software in case it is bespoke.
• Installation of software.
• Test the system.
• Training administrators.
• User training.
• Development of documentation, and
• System reviews.
Cloud deployments are quick so that the deployment process may take two to four weeks. The CRM should integrate with other systems available in Minitrex so as to offer good services all around the company and for harmonious co-working of all departments. All the people involved should know the role they are to play in the CRM and the processes workflows should run without any defects. The system at the end should work as expected and be able to create quality reports. The correct technological tools for workflow are imperative as they will determine how the entire system will work. The true flexibility in capturing of data depends on the architecture of the existing processes in the CRM software. The workflow tools should enable proper processing of data such that completion of one process triggers another. That makes the CRM system to be a true process enablement tool rather than a data repository system.
Step 4: Encourage adoption
Once the application is up and running, Bettman should get users on board. He needs to support the users, measure adoption and then encourage adoption of the system. User adoption starts with executive sponsorship. For the first deployment, the sponsor ought to communicate clear expectations and enthusiasm for the CRM system. There is a need for usage of exception reports as well as dashboards to track utilization and the use of that information to pinpoint areas requiring encouragement of enforcement. The measuring of adoption is crucial immediately after the system goes live and over time. User involvement in the process facilitates long-term adoption of the CRM (CRM Search.com, n.d).
CRM can only be successful if there will be rapid adoption by users and the ongoing use. Best practices entail user communities from sales, customer support, and throughout every stage of the implementation. An ongoing dialog between user representatives and management is very vital as it aids in designing a system that will encourage user adoption. Having a user group might be a liaison to the customer community to insert the voice of the customer in the CRM implementation. CRM adoption relies on process enablement. “Process” is the factor in the implementation of the three; people, process, and technology. The Customer Relationship Management system can only successful if it incorporates business processes that are effective.
Thus, if Bettman follows the steps above, the Company will have a better customer relationship than in the current situation according to the study. If there will be the working together of all systems across Minitrex, there is also integration of Information technology to business processes, then the company will be sure of success. There should be proper records on the customers, and the records ought to be shareable across departments ensuring integrity of data and its security. For the CRM to work correctly, the three elements aforementioned are worth considering. The right people should work on the right data at the right time. The roles of the administrators, managers, and customer community representatives should be clear. There should be duplication of roles as this will bring about confusions especially if concurrent data update takes place by both parties.
All processes need to run as required. The processes include the interaction between departments, i.e., IT, marketing, finance, and insurance. The technology tools for workflow when in deployment will enable the business processes automation. The CRM workflow tools we observed that they are the enabler of defining triggering events, and they instruct the system to carry out subsequent activities. Business process automation always offers the single largest payback feature when calculating CRM return on investment (CRM Search.com, n.d).

Clark, S. (n.d). 10 steps to a guaranteed successful CRM implementation.
CRM Search.com (n.d). CRM Software: Best practices for implementation.
Hengel, R. (2015). Custgomer interaction management, smart customer contact management.

Sherry Roberts is the author of this paper. A senior editor at Melda Research in best research paper writing service. If you need a similar paper you can place your order for a custom research paper from affordable custom research papers services.

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