Seize the market-manufacturer's action against CRM of small and medium-sized enterprises
In view of the demand of small and medium-sized enterprises for CRM, manufacturers take active actions to seize the market.
Siebel's response is to form an alliance with IBM and launch the "software as a service" market to compete with online CRM. With the fierce competition in CRM market, including Sugar CRM, ERP & amp； Open source products such as CRM also give midrange market leaders such as Onyx and Pivotal a head-on blow in the balance of function and price. Microsoft recently launched version 1.2 of CRM software solution for Asian SMEs. In addition, the Business Contact Manager was launched, mainly for small business users with more than 25 people. It has some basic functions of Microsoft CRM software. Microsoft CRM avoids the high-end market dominated by other CRM giants and faces small and medium-sized enterprises.
Not to be outdone-domestic manufacturers actively participate in competition
In addition to international giants, a large number of CRM manufacturers have emerged in China. One is Turbo CRM, Zhibang International CRM and My CRM represented by professional CRM vendors, and the other is the incidental expansion of integrated management software vendors such as UFIDA and Kingdee from ERP to CRM. Most domestic manufacturers are located in the low-end market, mainly for small and medium-sized enterprises.
With the increase of competitive pressure, the demand for CRM in small and medium-sized enterprises is more intense. Coupled with the promotion of domestic and foreign enterprises, the application of CRM in small and medium-sized enterprises in China will set off an upsurge. With the number of enterprises applying CRM reaching a certain level, its marginal effect will begin to appear, and more businesses will participate in the competition and accelerate the maturity of the market. * * * With the expansion of "CRM", the prospect is limitless. The development of customer management
At present, the CRM market of small and medium-sized enterprises in China is becoming more and more mature, while that of large enterprises is saturated. The CRM market for SME users has just started, and the CRM, sales automation, order management and other fields of SME software market are expected to achieve rapid growth in 2005. The competition in this market will become more and more fierce. More and more software developers tend to provide the best commercial software system for small and medium-sized enterprises. CRM providers at home and abroad have always been optimistic about the CRM market for small and medium-sized enterprises, and many top small and medium-sized enterprises have also expressed their desire to implement CRM to enhance their competitiveness. In 2005, small and medium-sized enterprises will set off a CRM application boom. This upsurge is a natural and inevitable result when the time is ripe. Many factors will promote the CRM application upsurge of small and medium-sized enterprises in 2005.
Continue to consolidate-the overall market environment of ——CRM
With the change of the market, the focus of market competition has shifted from product competition to brand competition, service competition and customer competition. Especially, whoever can establish and maintain a long-term good cooperative relationship with customers, master customer resources, win customers' trust, and correctly analyze customers' needs, can formulate scientific business strategies and marketing strategies, produce marketable products, and provide satisfactory customer service, so as to quickly increase market share, obtain maximum profits, and increase the core competitiveness of enterprises.
CRM in China has also developed by leaps and bounds in recent years. In addition to the active participation of foreign CRM providers, domestic software development companies are also trying to promote CRM. After the rapid development in previous years, the CRM market has been out of the high growth period and is in the stage of continuous consolidation. Especially in the high-end market, major CRM providers have a stable market share.
Conflicts among Groups —— CRM Market Environment of Small and Medium-sized Enterprises
Compared with the high-end market, the low-end CRM market has no absolute market leader and is in a situation of group disputes.
The CRM market of small and medium-sized enterprises has its own characteristics.
1) The demand is relatively concentrated and easy to meet. The CRM demand of small and medium-sized enterprises is mainly sales management, with relatively simple management process and clear objectives;
2) Large quantity and strong growth: The market potential of small and medium-sized enterprises in China is huge. With the change of market environment and high growth, it will provide a broad market space for professional manufacturers to face the CRM market of small and medium-sized enterprises;
3) Short implementation period and obvious local effect: As the product positioning and implementation objectives are clear, the implementation effect can be seen in a short time. The development of CRM depends on the market and enterprise application, and the main factors affecting the development of CRM are: the change of market competition environment; The influence of WTO on the market; The promotion of government reform and the government's informatization policy: the maturity of enterprise internal management informatization; Degree of participation of competitive professional manufacturers; Perfection of products; Application products of existing customers; Social public opinion orientation.
In just a few years, CRM has developed very rapidly in China. Through the successful experience of enterprises that have implemented CRM system, it provides valuable reference for the development of CRM industry, and CRM has become the fastest growing management software industry.
The year 2002 is a crucial period for the rapid development of CRM industry in China, and great progress will be made in terms of concept introduction, product application and successful experience. Because CRM is an emerging high-growth market, professional manufacturers with high-quality brands, clear business models, clear market positioning, mature products and standardized implementation services will become the mainstream of the market and get good market returns; The business model of consulting-application-implementation-service has become the core business process of CRM professional manufacturers. The application of CRM has covered almost all industries, and the remarkable effect of customer application in typical industries provides a template for the application of CRM industry. Professional consulting organizations and service providers have formed an industrial chain with CRM system suppliers. The formation of industrial chain is an important symbol of the large-scale development of CRM industry.
Customer-oriented all-round product management
Establish an all-round contract center: establish an all-round interactive platform between enterprises and customers, suppliers and partners, and realize mobile applications through manual telephone, automatic voice, fax, e-mail, SMS and Web; Pay attention to information analysis and data mining: based on the acquisition, classification and statistics of basic information of customer management, emphasize multi-dimensional analysis and data mining of data; Pay attention to the effective integration of front and back office business: pay attention to the coordination and unification of front and back office business, and effectively integrate capital flow, logistics and information flow; Realize remote synchronization and collaborative management: Cross-regional application effectively solves the needs of information integration and collaborative management in different places of group enterprises and distribution mode enterprises.
The diversified development of CRM manufacturers tends to be mature.
Industrial applicability and maturity of universal products: the universal system for cross-industry applications has become the mainstream of CRM products, and the customization, ease of use, security, stability and industrial application template of products are very important; Targeting and standardization of the industry market: according to the business characteristics and application mode of the industry, the products provided can meet the requirements of the industry, and how to establish product standardization and implement service standardization is a problem to be solved; Personalization and professionalism of customized products: Customizing CRM system according to the application mode of enterprises can have obvious advantages in pertinence and applicability, and how to continuously develop customized products is the focus;
The brand pattern of CRM has initially taken shape.
The leading manufacturers of the above three modes will become the main manufacturers: the leading manufacturers facing the general product market, customized product market and industrial application market will become the main manufacturers of CRM in China in the next few years;
The market share of several major manufacturers will account for more than 50%: some excellent CRM professional manufacturers at home and abroad have obvious advantages in third-party evaluation, product satisfaction, customer satisfaction and industry application, and will become the main force in the development of CRM industry in China in the next few years; Market entry threshold is improved: the product structure and application mode of major manufacturers will gradually become the industry standard, and professional manufacturers interested in entering the CRM industry will face a higher threshold. Based on the differences of target market, product application and manufacturers' own characteristics, different manufacturers adopt different business processes: consulting-application-implementation-service, product sales-implementation-service, product sales-service and single product sales.
Customers' purchasing behavior is becoming more and more mature, and their needs are becoming more and more diversified and personalized. Customers can easily learn about product information through various channels, especially the application of the Internet. Customers can find all kinds of product information they need at any time, regardless of time and space constraints. Customers will no longer blindly maintain absolute loyalty to a product or enterprise, and it is impossible for enterprises to meet different customer groups with different purchasing characteristics and needs with a single product or service. With the process of economic globalization, enterprises compete and cooperate. Technical barriers are quickly broken in the cooperation, integration and merger of enterprises. The trend of "homogenization" of products is becoming more and more obvious, and a few successful products will be quickly followed up and copied by peers in the industry in a short time. The advantages of technology, technology and products have been difficult to form the core competitive advantage of enterprises. The development of CRM industry in China will certainly help China enterprises to enhance their core competitiveness, meet the steady development of enterprises and realize differentiated marketing strategies in the increasingly international market competition environment after China's entry into WTO. Competitive direction of CRM
CRM is a new management mechanism aimed at improving the relationship between enterprises and customers. It is applied to the marketing, sales, service, technical support and other customer-related fields of enterprises. On the one hand, the goal of CRM is to attract and retain more customers by providing faster and more thoughtful quality services, on the other hand, it is to reduce the cost of enterprises through comprehensive management of business processes. CRM is not only a concept, but also a set of management software and technology. With CRM system, enterprises can collect, track and analyze every customer. CRM can also observe and analyze the influence of customer behavior on enterprise income, so as to optimize the relationship between enterprises and customers and enterprise profits. Market size and structure of "customer relationship management"
Marketing of CRM software
CRM is still in its infancy in China. From the development trend, CRM has three development spaces in China. As far as enterprises are concerned, they are now in the process of changing from the product-centered management concept to the sales-centered management concept. How to win customers and gain their lasting trust has become the core problem of many enterprises. CRM software has the characteristics of improving enterprise service quality, promoting enterprise sales, helping enterprises find potential customers and managing existing customers, so it can help enterprises realize the effective development and utilization of customer resources. From the structure of market demand, the service industries such as telecommunications, banking, securities and insurance will be the key industries of CRM application because of their huge number of customers, relatively perfect IT application infrastructure and strong support for customer information mining and decision-making. From the characteristics of industry application, the market launch of CRM may follow the characteristics from high-end to low-end.
Structure of "CRM" software
(1) vertical market structure
Because the CRM market is still immature, most large enterprise users still hold a wait-and-see attitude towards CRM. In the first quarter, CRM sales were mainly concentrated in medium-sized enterprises. According to CCID Consulting's vertical division standard of China IT application market, the sales of CRM software are mainly concentrated in enterprises, and there are no cases of government and education departments applying CRM software. The main target customers of foreign manufacturers such as Siebel, SAP and Oracle are large enterprises. The market positioning of Turbo CRM among domestic manufacturers is mainly large and medium-sized enterprises, while the main target markets of Liancheng Interactive and Yida Ye Wei are small and medium-sized enterprises.
⑵ Industry application market structure
The sales of CRM software are mainly concentrated in high-tech manufacturing, financial industry and service industry, and the circulation industry occupies a certain market share.
⑶ Regional market structure
In the first quarter, the CRM software market was still mainly distributed in North China, East China and South China. After more than two years of market cultivation, the users in the three regions centered on Beijing, Shanghai and Guangdong are relatively mature, the enterprise has a high degree of informationization, advanced business philosophy and is easy to accept new products, which makes the market sales of these three regions occupy the vast majority of the CRM software market in China.
⑷ Brand market structure
At present, the CRM software market in China is in the initial stage, and few manufacturers have entered this field, with a small total market of only 90 million yuan. With the entry of foreign manufacturers such as Siebel, Oracle and Sap, the growth of domestic CRM software manufacturers such as Turbo CRM and Liancheng Interactive, and the increase of investment in CRM by UFIDA, Kingdee and Chuangzhi, the CRM software market in China will grow rapidly.
5] sales channel structure
The sales channels of CRM software include direct selling, agency, OEM/ bundling, etc., but direct selling is the main one, accounting for 7 1.5%. The sales of domestic manufacturers are mainly direct sales, and the sales channels are in the initial and cultivation stage. Turbo CRM is bundled with Lenovo's 1 1, accounting for about 10% of the manufacturer's sales. Foreign manufacturers cooperate with some consulting companies and system integrators to sell a certain proportion of products and solutions through these agents, but the proportion of direct sales is still greater than that of agents.
Supply and demand analysis of CRM market
For the domestic CRM market, on the one hand, foreign CRM software manufacturers have increased their efforts to explore the China market, and domestic software manufacturers have also launched CRM software; On the other hand, the demand of domestic enterprises in this field is getting stronger and stronger, and some enterprises have begun to implement CRM system.
However, as far as the situation of each enterprise is concerned, the demand comes first, and some key industry users take the lead in becoming the main body of the CRM market. As a hot topic being discussed by many domestic enterprises, CRM is not just a product, but a customer-centered business concept that touches many independent departments within the enterprise. Its development is inseparable from the specific needs of customers and a certain application environment. Only by cultivating a certain market subject under the impetus of demand will it be favored by more and more enterprises.
In addition, in the long run, the total number of small and medium-sized enterprises in China will also become the main body of the CRM market in the future. These enterprises are not only huge in scale, but also mostly private, with a high degree of marketization, facing a more intense competitive environment and being in a relatively weak competitive position between big manufacturers and end customers. Therefore, these small and medium-sized enterprises have a stronger desire to use CRM and are more likely to adopt new management models.
The domestic CRM market will enter a development period. At present, the implementation of CRM system in many domestic enterprises is still in the brewing stage. For enterprise users, CRM is not a pure theory, but a practice. What they need are methods and tools that can help them improve their performance and win the competition. No matter how good CRM is in theory, for most enterprises, they are more concerned about the implementation effect of CRM in enterprises and whether it can bring tangible benefits to enterprises, which is a common concern of enterprises. Comment on the main manufacturers of "CRM" software market
1. The development of CRM software vendors at home and abroad is unbalanced.
The products of foreign CRM software manufacturers have strong overall strength, but their development is uneven. The overall strength of domestic CRM software manufacturers' products is relatively poor, and their development is quite uneven.
"brand image"
Siebel, SAP and Oracle continue to lead, and the brand images of the three software vendors rank in the top three, occupying a leading position with undeniable advantages.
2. "Preferred software vendor"
Through the analysis of software vendors, we can find that the first camp is still occupied by foreign software vendors Siebel, SAP, Microsoft CRM and Oracle. The second camp consists of three domestic manufacturers: UFIDA, Kingdee and Turbo CRM. The third camp is composed of Salesforce.com, Chuangzhi and SalesLogix, which is a combination of Chinese and foreign, and is basically consistent with the brand image of various software manufacturers.
Siebel continues to lead, and its advantages are more obvious. Siebel obviously widened the gap with other CRM software vendors, and took the leading position by virtue of its own advantages, which not only widened the gap with the second and third camps, but also widened the gap with other camps, and continued to establish its leading position in the CRM software industry in China.
3. Analysis of the reasons for "preferred software vendor"
Analysis on the reasons of "first choice" for foreign software vendors.
First, excellent brand image. The brand image of foreign software manufacturers is superior, and customers trust the brand image of this CRM software manufacturer, so they admire his products and become the first choice software manufacturer.
Second, the leading product function, product function is another important reason for being selected. The product itself, the convenience of using the product, the integration of the product and the design concept of the product itself all have an important influence on the customer's choice.
Third, rich industry execution experience, rich industry experience is also one of the reasons why customers value it. Customers believe that the industry implementation experience of CRM software vendors will bring great help to enterprises.
Analysis of the reasons for "choosing first" domestic software vendors
First, China's localization advantage, domestic CRM software manufacturers have a better understanding of China's national conditions and basic market conditions, and domestic users can easily communicate with them, and their products are more suitable for the actual situation in China.
Second, the price is cheap. Compared with large foreign software manufacturers, domestic CRM software has a strong advantage in price.
Third, the after-sales service is perfect, and domestic CRM software manufacturers are convenient to provide after-sales service to customers. Market Trend Analysis of "CRM" Software
2004 is the transition period of CRM industry in China. After 2004, the domestic CRM market will enter the real competition in 2005. In 2005, enterprise applications will pay more attention to industry best practices, and more research institutions and consultants will participate.
Suppliers in the global CRM market provide CRM application suites consisting of operational, analytical and collaborative functions to help companies manage and optimize their customer relationships. Specifically, CRM suite enables companies to manage information and data related to customers; Automate front office business processes across sales, marketing and services; Optimize customer transactions and interactions; And understand and respond to customer behavior patterns. The CRM market has stepped out of the period of rapid growth and is in the stage of continuous consolidation. When CRM in many functional fields has matured, the current CRM architecture and technology are still in an evolution cycle that will last for many years, and they are beginning to move towards a service-oriented architecture supported by Web services.
The development speed and scale of global CRM software vendors even exceed the development speed of CRM. No matter what kind of "face" CRM vendors appear, there are thousands of vendors under the banner of CRM. As far as China is concerned, in two or three years, software vendors have mushroomed, and now there are more than 500. At present, the market of CRM in China is not too big. Although the development trend is very good, it is not easy for many enterprises without competitive characteristics to break through the "capital" barrier. Today, with the increasingly rational attitude of enterprises towards CRM, software manufacturers either adopt the strategy of "technology leading" or "product differentiation". The implementation of "technology leading" strategy is difficult for some small and medium-sized CRM manufacturers; And some well-made manufacturers can do very well in one or two areas of CRM technology, so that their products can be applied in certain industries, and such manufacturers also have certain "vitality." For manufacturers who practice "product differentiation", positioning CRM products in certain industries and realizing some important functions will also have certain potential. Because for the vast majority of enterprise users, they are more interested in "industry solutions".
It can be predicted that the competition among CRM software vendors will become more and more fierce in the future. When the CRM market reaches maturity, the scale of CRM software vendors will be smaller than the current scale, and many vendors will be eliminated, leaving some software vendors with the advantages of "technological leadership" and "differentiation".
This year, Siebel will still be far ahead in the CRM field. However, the top management of the company has also realized that the "integration problem" cannot be ignored. "Customers can' contact' ERP suppliers who use Siebel connectors. But the problem now is: how to eliminate the costs generated by the' connection' process and the future maintenance costs. "Peter Mc, vice president of CRM strategy of Siebel, said that Siebel's Global United Network (UAN) is to adopt a more process-oriented method to realize the" integration "between systems.
The success of SAP is attributed to the release of version 3.0 of MYSAP CRM in September, 200012000, because this version of software has strong "integration" ability. Many companies support development standards, such as J2EE, SOAP and XML, but open standards must further penetrate into the "application layer".
Oracle has two main "advantages": first, the whole process automation of sales, service, finance and procurement, all of which depend on a centralized database. This method integrates ERP, CRM and peripheral solutions with fields that are often easily overlooked; Second, integrate business intelligence. Enterprises must improve various relationships with customers, which is inseparable from providing quality services to customers. Oracle Bone Inscriptions is a supplier to help enterprises solve various problems related to customers. Dealers achieve effective key account management through forward-looking strategic planning and process management norms. Through key account management, it can be clear: who is the key account? What do big customers want? How to establish a key account strategy? How to get big customers? How are big customers managed? How to maintain key customers? How to manage big customers for a long time?
In terms of content, key account management is based on rigorous market analysis, competition analysis and customer analysis, analyzes and defines target customers, determines the overall strategic direction, realizes systematic strategic planning management, target and plan management, sales process management, team management, marketing management and customer relationship management, and provides standardized management methods, management tools, management processes and practical management charts for key account-oriented strategic management.
Key account management mainly includes five parts: strategy and target management, market and team management, sales management, control and relationship management. Due to the different environments, abilities and resources of key customers, the contents of key customer management are different for different dealers, but generally include:
1 Define the definition, scope, management, strategy and division of labor of key customers;
2. Establish systematic whole-process sales management, market management, team management and customer relationship management methods;
3. Unify customer service interface to improve service quality;
4. Standardize the interface flow and information flow between key account management and other related business processes, and ensure close cooperation between departments and fast and effective corresponding support systems;
5. Optimize the marketing/sales organization structure, clarify the responsibilities of personnel in each position, and improve the operation mechanism of key account teams;
6. Strengthen the performance appraisal of each link of the process to ensure the smooth operation of key customer processes;
7. Establish scientific market analysis, competition analysis and key customer analysis models;
8. Establish a powerful key customer relationship management support system through technical means; Wait a minute. The functions of key account management specifically include:
(A) in-depth understanding of major customers
1. Understand the operation of key customers;
2. Understand the key customer market and its customers;
3. Understand the operation process of key customers;
4. Understand the benefits that clothing brands bring to big customers.
(B) in-depth understanding of competitors
1. Understand the operation of competitors;
2. Understand competitors' products/solutions;
3. Understand the market segmentation of competitors;
4. Understand the competitive position of competitors;
5. What are the competitive advantages of competitors?
(C) to achieve effective analysis
1. Check your performance financially, correctly sum up the reasons for success or failure, and learn from experience and lessons;
2. Understand the needs of big customers comprehensively and profoundly through all aspects of information, and learn to improve their shortcomings with their own strengths.
(d) Setting priorities
1. Determine the priority level of major customers according to their value and potential;
2. Determine the most effective resource allocation according to the scale, potential and relative importance of customers to major customers.
(5) Clear the main attack direction.
1. Know where you want to lead big customers;
2. Develop long-term goals that can be described by specific stage goals and objectives.
(6) Take the initiative.
1. Discover and be able to see opportunities that others can't;
2. Look forward with a positive attitude and establish an action plan for the same goal.
(7) Make plans scientifically.
1. Explain the advantages of brand products for big customers;
2. Develop a strategy on how to give full play to the potential of key customers, and specify the action steps needed to implement this strategy.
(8) Improve team building.
1. Establish a key account team with the same vision and goals in the dealer enterprise;
2. The key account team will strive to win key accounts and take concerted actions to achieve performance goals.
(9) Effective coordination and communication
1. Make sure that the right people take action at the right time;
2. Keep the information correct and smooth, and both parties can make decisions accordingly.
(10) Mobilize all possible factors.
1. arouse the enthusiasm of key customers;
2. Mobilize the internal and external resources of the enterprise so that they can be used efficiently to meet the needs of major customers.
(eleven) to help big customers solve problems.
1. Solve the problem of delivery, display or replacement;
2. Help big customers solve other problems within their own professional scope.
(12) Pay attention to the dynamics of key customers.
1. Understand the relationship status of key customers;
2. Constantly understand what big customers need and worry about, and improve the value gained in communication.
(13) Accurate measurement and evaluation
1. Evaluate the return on investment of distributors to major customers;
2. Meet the needs of dealers for high return on investment.