Post by shati106 on Nov 2, 2024 6:59:06 GMT
A case study on how a developer reorganized the work of managers and implemented an automation system. The result is controlled business processes of the sales department and increased transparency of relations with customers.
Integrator – Linkage
Engaged in the implementation of CRM systems and industry solutions. Included in the top partners of Profitbase, top 6 DigitalDeveloper and top 50 integrators of amoCRM.
Automates sales departments of developers in the CIS, Dubai and Turkey. Has already set up CRM for 20 developers, including ANTTEQ, the company that built one of the Sheremetyevo terminals.
Client - SZ "Architect"
A developer from Samara who has been building residential complexes since 2002.
"Architect" is a developer for whom "attention to clients" is not just empty words. Ready to install a socket in a parking space for free if the buyer has an electric car, or to move the internal walls in the apartment at the client's request.
We demand change: how a developer came to implement CRM
Previously, sales information was received through different channels and with a long delay. This slowed down managers and did not allow them to change prices promptly.
Employees processed data and made management decisions without using automation systems. They calculated price adjustments in their heads. They kept contacts in notebooks out of habit and only made summary spreadsheets based on actual sales.
Linkage specialists conducted an audit and advised the developer to make the work of the sales department more controllable, because with current business processes there is a risk of losing at least a million on transactions.
Lack of sales transparency can lead to:
Prematurely closed requests in CRM
Managers may close a deal simply because the client was "inconvenient" to work with. As a result, the developer will miss out on many potential buyers.
2. Fulfillment of the sales plan 1:1
The sales department may avoid exceeding the social media marketing service plan and strive to sell exactly as many apartments as planned for the month. Managers will begin to delay deals in order to fulfill the plan next month.
After the audit, the client and experts identified the main areas of work. It was necessary:
1. Automate the sales department, namely, implement amoCRM and Profitbase
2. Connect analytics and control of key metrics to make prompt decisions
3. Track high-level metrics of advertising sources and their conversions.
"The most important thing is the reliability of the system": why the developer chose Profitbase for CRM
The developer was choosing between Profitbase and another solution. The second product included CRM, chessboard and other fragmentary industry solutions. It was budget-friendly, but users noted constant crashes and inconvenience in use.
Implementing such a solution would not solve the problem. The developer wanted to find a reliable product with quality technical support.
Linkage experts suggested the developer to use Profitbase for CRM. They analyzed cases of working with Profitbase and demonstrated the system's capabilities at the stands. The vendor's many years of industry experience and the system's stability convinced the developer to change the automation system.
In the new CRM, SZ "Architect" could:
Control the percentage of processing of incoming requests. All requests were recorded in the CRM, incoming customer requests were no longer lost.
Monitor sales dynamics online. The sales report was generated automatically, and the manager could view it at any time.
Record the history of interactions with clients. Information was now stored in one place - in the client card.
Automatically send messages . The open API allowed Linkage specialists to connect mailing services. Now managers do not have to send messages manually.
The result is controlled business processes of the sales department and increased transparency of relations with customers:
The work of managers has become measurable
The transaction data is now digitized, and the owner sees the conversion for each application. Understands from what source the application came, what apartment was booked, what is the number of paid reservations. Statistics are displayed both for apartments and for parking spaces. You can see the efficiency of each manager.
All metrics are updated instantly. Based on the data in the system, decisions are made to increase prices for objects.
2. Increased efficiency of work with clients
The implementation of CRM allowed us to understand the dynamics of sales and customer needs. Now managers will not be able to close a request if they were unable to reach the client.
Andrey Podolsky, head of Linkage:
"We have plans to continue working with Architect to improve current indicators. Both we and the client now have a base, we see the current state of affairs, we have conducted several audits, highlighted existing problems and plan to work on them in order to improve results. Now the next step is further automation of business processes."
The implementation of a new CRM helped to reveal problems that were previously impossible to see behind the verbal reports of the sales department. The company found its growth points and began to reorganize the work of the entire department.
Integrator – Linkage
Engaged in the implementation of CRM systems and industry solutions. Included in the top partners of Profitbase, top 6 DigitalDeveloper and top 50 integrators of amoCRM.
Automates sales departments of developers in the CIS, Dubai and Turkey. Has already set up CRM for 20 developers, including ANTTEQ, the company that built one of the Sheremetyevo terminals.
Client - SZ "Architect"
A developer from Samara who has been building residential complexes since 2002.
"Architect" is a developer for whom "attention to clients" is not just empty words. Ready to install a socket in a parking space for free if the buyer has an electric car, or to move the internal walls in the apartment at the client's request.
We demand change: how a developer came to implement CRM
Previously, sales information was received through different channels and with a long delay. This slowed down managers and did not allow them to change prices promptly.
Employees processed data and made management decisions without using automation systems. They calculated price adjustments in their heads. They kept contacts in notebooks out of habit and only made summary spreadsheets based on actual sales.
Linkage specialists conducted an audit and advised the developer to make the work of the sales department more controllable, because with current business processes there is a risk of losing at least a million on transactions.
Lack of sales transparency can lead to:
Prematurely closed requests in CRM
Managers may close a deal simply because the client was "inconvenient" to work with. As a result, the developer will miss out on many potential buyers.
2. Fulfillment of the sales plan 1:1
The sales department may avoid exceeding the social media marketing service plan and strive to sell exactly as many apartments as planned for the month. Managers will begin to delay deals in order to fulfill the plan next month.
After the audit, the client and experts identified the main areas of work. It was necessary:
1. Automate the sales department, namely, implement amoCRM and Profitbase
2. Connect analytics and control of key metrics to make prompt decisions
3. Track high-level metrics of advertising sources and their conversions.
"The most important thing is the reliability of the system": why the developer chose Profitbase for CRM
The developer was choosing between Profitbase and another solution. The second product included CRM, chessboard and other fragmentary industry solutions. It was budget-friendly, but users noted constant crashes and inconvenience in use.
Implementing such a solution would not solve the problem. The developer wanted to find a reliable product with quality technical support.
Linkage experts suggested the developer to use Profitbase for CRM. They analyzed cases of working with Profitbase and demonstrated the system's capabilities at the stands. The vendor's many years of industry experience and the system's stability convinced the developer to change the automation system.
In the new CRM, SZ "Architect" could:
Control the percentage of processing of incoming requests. All requests were recorded in the CRM, incoming customer requests were no longer lost.
Monitor sales dynamics online. The sales report was generated automatically, and the manager could view it at any time.
Record the history of interactions with clients. Information was now stored in one place - in the client card.
Automatically send messages . The open API allowed Linkage specialists to connect mailing services. Now managers do not have to send messages manually.
The result is controlled business processes of the sales department and increased transparency of relations with customers:
The work of managers has become measurable
The transaction data is now digitized, and the owner sees the conversion for each application. Understands from what source the application came, what apartment was booked, what is the number of paid reservations. Statistics are displayed both for apartments and for parking spaces. You can see the efficiency of each manager.
All metrics are updated instantly. Based on the data in the system, decisions are made to increase prices for objects.
2. Increased efficiency of work with clients
The implementation of CRM allowed us to understand the dynamics of sales and customer needs. Now managers will not be able to close a request if they were unable to reach the client.
Andrey Podolsky, head of Linkage:
"We have plans to continue working with Architect to improve current indicators. Both we and the client now have a base, we see the current state of affairs, we have conducted several audits, highlighted existing problems and plan to work on them in order to improve results. Now the next step is further automation of business processes."
The implementation of a new CRM helped to reveal problems that were previously impossible to see behind the verbal reports of the sales department. The company found its growth points and began to reorganize the work of the entire department.
