5 ways to promote the consequent use of CRM in your company

A well maintained CRM system can be a powerful tool for sales and customer service in your company. But only if it is consistently used and maintained by all parties involved. Especially after the implementation of such a system in your company there are often difficulties to establish this culture firmly in your company. To ensure that your investment in a CRM system pays off in the long term, these 5 aspects can help you to motivate your employees to consistently use the CRM system right from the start.

5 ways to promote the consequent use of CRM in your company

1. involve employees – right from the start

While you, the manager, have particular access to the reporting functions of a well-functioning CRM system, it is primarily the operative employees in sales and customer service who have to work intensively with the system on a daily basis. And they use it differently than you do. That’s why you should attach great importance to your employees’ feedback. And preferably already in the test phase. Involve future users before and during the implementation of a CRM system and take their opinions and comments seriously. After all, the CRM should support them in their daily work. In this way you achieve more involvement and greater acceptance of the system among the users in your company.

2. define clear processes

In order to keep the quality and consistency of the data in your CRM system as high as possible on the one hand and to make optimum use of the system’s support function on the other, clearly defined processes are required in your company. Only if every employee knows how to handle which data in which situation is it possible to ensure the reproducibility of the processes in your company. And only if your CRM is sensibly integrated into these processes can its advantages be perceived directly by the individual employee.

3. communicate individual advantages

There immediately follows the next aspect: For some employees, a CRM system with extensive reporting options initially feels like an additional control instrument used by middle management. This quickly results in a negative attitude. This makes it all the more important to clearly communicate the individual advantages that the individual departments have in their daily work through CRM. In particular, the time savings and the medium-term reduced administrative effort, which leaves more time for the actual selling, must become tangible for the individual employee.

4. ensure high data quality

The better the quality of the data in your CRM and the more uniformly it is prepared, the greater these advantages will be. By continuously updating and qualifying the data, you not only save time for your employees, but also maximise the success of your sales talks. This is even possible automatically and daily – for example with Implisense Qualify. The service also allows you to add useful information to your data records. Your sales staff will automatically find more data on leads and customers in the CRM system than would be available to them from internal company sources. An example of data obtained using AI is the assignment of different customer types according to Frank M. Scheelen’s 4-color model. Additional sales power for a more target-oriented qualification of leads and more targeted customer approaches.

5. lead by example

The mandatory use of the CRM system must become part of the culture in your company. And that starts at the top of the management level. Work consistently with the CRM yourself and ensure that your employees know this. Only what is recorded there exists; only what is in it can be evaluated. Let reporting, reviews and outlooks be based only on data entered into your CRM system in time. By setting a good example, you simultaneously create push and pull effects for your employees to also use the system with appropriate consistency.

With these actions you will be able to achieve a broad acceptance and conscientious use of your CRM system in sales and customer service faster. The decisive basis for the actual value-added use of your system.

5 Aspekte, mit denen Sie die konsequente CRM-Nutzung in Ihrem Unternehmen fördern

Ein gut gepflegtes CRM-System kann ein kraftvolles Tool für Sales und Kundenservice in Ihrem Unternehmen sein. Aber eben auch nur dann, wenn es von allen Beteiligten konsequent genutzt und gepflegt wird. Gerade kurz nach der Einführung eines solchen Systems in der Firma gibt es nicht selten Schwierigkeiten, diese Kultur fest im Unternehmen zu etablieren. Damit sich Ihre Investition in ein CRM auch nachhaltig auszahlt, können Ihnen diese 5 Aspekte dabei helfen, Ihre Mitarbeiter von Anfang an zum konsequenten Einsatz des CRM-Systems zu motivieren.

5 Aspekte, mit denen Sie die konsequente CRM-Nutzung in Ihrem Unternehmen fördern

1. Mitarbeiter einbeziehen – von Anfang an

Während Sie als Führungkraft insbesondere auf die Reporting-Funktionen eines gut funktionierenden CRM-Systems zurückgreifen, sind es in erster Linie die operativen Mitarbeiter in Vertrieb und Kundenservice, die täglich intensiv mit dem System arbeiten müssen. Und sie verwenden es anders als Sie. Darum sollten Sie viel Wert auf das Feedback Ihrer Mitarbeiter legen. Und zwar möglichst schon in der Testphase. Beziehen Sie die späteren Nutzer bereits vor und während der Implementierung eines CRM-Systems mit ein und nehmen Sie deren Meinung und Anmerkungen ernst. Schließlich soll das CRM sie in ihrem Arbeitsalltag unterstützen. So erreichen Sie mehr Involvement und eine größere Akzeptanz des Systems bei den Nutzern in Ihrem Unternehmen.

2. Definieren Sie klare Prozesse

Um einerseits die Qualität und Konsistenz der Daten in Ihrem CRM-System möglichst hoch zu halten und andererseits die Unterstützungsfunktion des Systems optimal auszunutzen, bedarf es klar definierter Prozesse in Ihrem Unternehmen. Nur wenn jeder Mitarbeiter weiß, wie er in welcher Situation mit welchen Daten zu verfahren hat, stellen Sie die Reproduzierbarkeit der Vorgänge in Ihrer Firma sicher. Und nur indem Ihr CRM sinnvoll in diese Prozesse integriert ist, werden seine Vorteile für den individuellen Mitarbeiter unmittelbar spürbar.

3. Kommunizieren Sie individuelle Vorteile

Dort schließt unmittelbar der nächste Aspekt an: Für manchen Mitarbeiter fühlt sich ein CRM-System mit umfangreichen Reporting-Optionen erst einmal an wie ein zusätzliches Kontrollinstrument des mittleren Managements. Daraus resultiert schnell eine ablehnende Haltung. Umso wichtiger ist es, die individuellen Vorteile, die die einzelnen Abteilungen in ihrem Arbeitsalltag durch das CRM haben, klar und deutlich zu kommunizieren. Insbesondere die Zeitersparnis und der mittelfristig geringere Verwaltungsaufwand, der mehr Zeit für das eigentliche Verkaufen lässt, muss für den einzelnen Mitarbeiter greif- und spürbar werden.

4. Hohe Datenqualität gewährleisten

Diese Vorteile werden umso größer, je besser die Qualität der Daten in Ihrem CRM ist und je einheitlicher diese aufbereitet sind. Durch eine kontinuierliche Bereinigung und Qualifizierung der Daten maximieren Sie nicht nur den Zeitgewinn für Ihre Mitarbeiter, sondern auch den Erfolg der Verkaufsgespräche. Das funktioniert mittlerweile sogar automatisch und tagesaktuell – zum Beispiel mit Implisense Qualify. Mit dem Service können Sie Ihre Datensätze außerdem zusätzlich um nützliche Informationen anreichern lassen. So finden Ihre Vertriebler ganz automatisch mehr Daten zu Leads und Kunden im CRM-System wieder als ihnen aus unternehmensinternen Quellen zur Verfügung stünden. Ein Beispiel für mittels KI gewonnene Daten ist die Zuordnung unterschiedlicher Kundentypen nach dem 4-Farben-Modell von Frank M. Scheelen. Zusätzliche Vertriebspower für eine zielführendere Qualifizierung der Leads und gezieltere Kundenansprachen.

5. Gehen Sie mit gutem Beispiel voran

Hier schließt sich der Kreis zum Anfang dieses Textes: Die unbedingte Nutzung des CRM-Systems muss Teil der Kultur in Ihrem Unternehmen werden. Und das beginnt oben in der Führungsebene. Arbeiten Sie selbst konsequent mit dem CRM und sorgen Sie dafür, dass Ihre Mitarbeiter das auch wissen. Nur, was dort erfasst ist, existiert; nur was sich darin befindet, kann ausgewertet werden. Lassen Sie Reportings, Rück- und Ausblicke nur noch auf rechtzeitig eingepflegten Daten in Ihrem CRM-System basieren. Indem Sie mit gutem Beispiel voran gehen, schaffen Sie gleichzeitig Push- und Pull-Effekte gegenüber Ihren Mitarbeitern, das System ebenfalls in entsprechender Konsequenz zu verwenden.

Mit diesen Maßnahmen gelingt es Ihnen schneller, eine breite Akzeptanz und gewissenhafte Nutzung Ihres CRM-Systems in Sales und Customer Service zu erreichen. Die entscheidende Grundlage für den tatsächlich mehrwertstiftenden Einsatz Ihres Systems.

Different types of personalities and how to spot them

When selling a product or service, you should better understand the type of customer how he or she is thinking. Since people are different, there can be no universal patent recipe for it. However, there are some interesting concepts of categorizing potential customers more quickly and to respond effectively to their specific motivation. A relatively well-known and popular concept is the 4-colour model by Frank M. Scheelen. It distinguishes four different personality types: red, blue, yellow and green people. We have briefly summarised for you what distinguishes the individual types and how you should best encounter them in order to convince them of the advantages of being your customers. Best of all, there are new ways of doing the work automatically. But let’s start with the four different types of customers.

Customer types based on the 4-colour model
Customer types based on the 4-colour model by Frank M. Scheelen (in German)

The blue customer

Blue customers are the classic rational thinkers. They are very disciplined, organized and reflective – and they make their decisions. This means that a blue customer expects from you the most comprehensive information possible about your product or service in order to carefully weigh up its advantages and disadvantages. For him, facts stand clearly above his personal relationship with you. Provide this type of customer with sufficient details and give him enough time to think them through. But be careful: blue customers like to try to postpone decisions in order to weigh them over and over again. So work actively towards a decision without exerting too much pressure too quickly.

The green customer

Even customers of the green type need time to process their arguments. However, this is not so much due to a high need for analysis, but rather because they tend to be risk averse. Although green customers are friendly, cautious and largely reliable in their statements, they prefer to stick to the tried and tested and the familiar. Accordingly, it is difficult for you to convince them of a new product or service provider. Listen attentively and find out what risk your counterpart is trying to avoid – in order to then make targeted arguments that give him more security in this respect. Since this type of customer places a lot of value on the opinions of others due to his own decision-making difficulties, it is also worthwhile to find out who is a potential co-decision-maker – in order to win them over to your offer as well.

The yellow customer

The yellow customer type is completely different. He loves the new, the extraordinary and can quickly be inspired by an idea. With his creative nature, he likes to take it up and is also able to infect others with his optimism. If you meet yellow customers with the same openness and cordiality, you will quickly find a common level. But this enthusiasm is both a blessing and a curse. Because it also makes it very easy to distract a yellow customer. Despite initial euphoria, many projects are not implemented later. So it’s worth it for you to invest a little time and build up a trustworthy relationship with this customer. Because the relationship level is very important for him. He also likes to talk about private matters. Conflicts are not his thing. Use your good relationship to keep the enthusiasm of your yellow customer alive for a long time and finally get your deal.

Der red customer

On the relationship level, you will in turn reach the red customer less. In its dominant, controlling way, this type of customer will try to consciously provoke and challenge you. Demonstrate determination in this case and stand up to him confidently – but give him the satisfaction of feeling a little superior to you. If you manage this balancing act, he will give you the chance to convince him of your product. Because the red customer type is quite open-minded towards something new – as long as you can sufficiently demonstrate what positive results he can expect from it. Do not hold him up unnecessarily with personalities or exaggerated friendliness, but argue clearly and goal-oriented. If you then find a clear and precise answer to each of his questions, it can also suddenly go very quickly with the conclusion.

Please note: Colour changer

However, it is not enough to categorize your counterpart according to customer types and then always accept this scheme as given in the future. Under stress the type of your customer can suddenly turn into the exact opposite. The blue becomes yellow, the green red and vice versa. In every conversation situation, pay attention to the essential signals of your customer again and adjust to them individually.

This example shows that concepts such as Scheelen’s 4-colour model can of course only ever depict the complexity of human personalities and decision-making processes in a highly simplified form. Obviously, the situation in which you meet your potential customer also plays a role. However, it can be a useful orientation aid when it comes to quickly assessing the behaviour of your counterpart and selecting your very basic discussion strategy. A talented salesperson’s tool is to refine these individually with the right incentives.

Example: Zalando and Deutsche Bank

At Implisense, we started in 2018 to automatically classify public marketing assets such as tweets, press releases or job advertisements of millions of companies to find out dominant personality types according to the 4-color model. In the following, we would like to give you two examples of well-known companies from Germany that are among the market leaders in their segment. The numbers in the sections indicate the absolute number of recognized 4-color keywords for the respective companies.

Datenanalyse der angesprochenen Persönlichkeiten

A direct comparison of the two graphs immediately shows that the red and blue portions clearly dominate at Deutsche Bank. At Zalando it is the green and yellow shares. Two market leaders, but very different models. The companies consciously – or unconsciously – communicate certain ideas about themselves and the customers they want to reach with their communication.

Currently various marketing departments in Germany evaluate these analyses in order to monitor their own communication with regard to the communication of competitors. Furthermore, these continuously ascertainable findings via API should also be used to consider 1:1 communication, e.g. in mailings or account based marketing. In this way, the concept devised by Frank M. Scheelen may help more people to address the issue correctly and be better understood.

Tip: Note the customer type of your contact person in your CRM system. In the future, you will already know at the beginning of your conversation which signals you should pay more attention to. Automated classifications can also be automatically imported into your CRM with the Implisense API on a daily basis.