By Olivier Piettre, CEO and co-founder of Follow the Sun The majority of companies consider that the strategic challenges of customer relations favor Afghanistan Phone Number List their development. However, some, and in particular SMEs, do not always have the key knowledge to effectively understand a CRM solution in B to C, reveal the potential of their data and thus optimize their relations with their customers-consumers. B to C CRM, a customer knowledge solution … often considered inaccessible! Faced with a highly competitive market where consumers’ budgetary constraints are increasingly high and their level of confidence at its lowest, it becomes essential to find new growth levers through customer confidence, satisfaction and loyalty.

Acting on both knowledge and personalized relationships, the agile use of the marketing database leads to an increase in the frequency of transactions and a decrease in the termination rate. A real productivity tool, CRM thus enables companies and their marketing teams to gain in quality and efficiency However, it is sometimes difficult to navigate, especially for SMEs. The CRM market being very rich and the term itself, very much used, today designates several aspects of the customer relationship: from customer service to e-mail routers, to customer relationship management solutions and customer data. SMEs, not wishing to engage in long and expensive projects , are generally unaware that very simple and accessible solutions exist, nor of the benefits they can derive from them. However, by simply exploiting the wealth of information provided by clients-consumers and by following a real communication strategy,

B To C Crm, A Customer Knowledge Solution … Often Considered Inaccessible!

brands and retailers increase the satisfaction and loyalty of their consumers . By Catherine Obrecht, expert trainer in operational marketin The larger the size of a company, the more difficult the communication between the different marketing players It is therefore common to see that operational marketers do not have access to the strategic marketing plan, to such an extent that they no longer see the links between strategic marketing and operational marketing They then have the feeling of being “punching balls” between on the one hand an opaque strategic marketing for them and on the other hand the sales force, which they often perceive as aggressive. What a challenge for them to convince salespeople of the value of new offers when they themselves do not understand and / or adhere to them!

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They then have the feeling of being “punching balls” between on the one hand an opaque strategic marketing for them and on the other hand the sales force, which they often perceive as aggressive. What a challenge for them to convince salespeople of the value of new offers when they themselves do not understand and / or adhere to them.The pressure of the emergency is also increasing. Without a strong strategic focus, what a temptation to overreact to competitive action with an identical action, without taking enough time to reflect, without reconnecting with these key elements that are the strategic vision and especially positioning.

The Majority Of Companies Consider That The Strategic Challenges Of Customer Relations Favor Their Development.

always doing more of… the same thing. Who will not give more result! Always more mailing, e-mailing, phoning, the range of operational marketing tools is vast and constantly evolving. But to use it effectively, you have to go back to basics. The arrival of a new competitor has a strong impact on our activity: let’s stop implementing costly communication actions and ask ourselves the right questions: is the positioning of this new competitor too close to ours? Should we change our positioning to re-create differentiation and only then effectively deploy our operational marketing actions? If we do not ask all these questions, the risks are multiple. Indeed, certain operational marketing tools are very much criticized because they are experienced by the customer as

Thanks to ever more in-depth knowledge of the customer, the operational marketer will be keen to promote customer benefits that are differentiated according to the target. And to convince the sales force, the first internal customer, he will also turn his arguments into benefits for the sales team. Among the many missions of the operational marketer, it is therefore more and more frequent for him to come back to his colleagues in strategic marketing to understand their logic and then be able to put meaning back at the heart of operational action. For that, it is still necessary that he has been trained or at least made aware of the entire marketing process.

 

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