26.09.2017 / Anssi Falk

During the last few months, our gurus have been happily busy with Master Data Management (MDM) related projects. The experiences and lessons learned from these projects result in information that can be of value, not only to ourselves but to anyone, if analyzed, structured and written in a clear format.

Thus, we did a guide on the things to consider when choosing a master data tool and made it available on our web page behind a contact form. When I posted the link on LinkedIn, one of my connections brought up a valid question: “Why put content behind a gate?” Instead of just commenting back on LinkedIn, I was inspired to delve a bit deeper.

To gate or not to gate?

Gated* or non-gated, that is the question. We are not the only ones who has been diving in to this problem. And, as it seems, the Shakespearian title was already taken – multiple times over.
Demodia.com: To Gate, or Not to Gate, That is The Question
Business2Community.com: To Gate or Not to Gate Content? Yes is the Answer.
Capterra.com: To Gate or Not To Gate, That is the Debate
Technologyadvice.com: To Gate or Not to Gate: Which is Best for B2B Content?
Verticalresponse.com: To Gate, or Not to Gate? Why You Should Give Your Content Away

All of the sources mentioned above draw to the same conclusion: From a content provider’s perspective, it is ultimately a question of whether the aim is to increase brand awareness or to gain potential leads.

Gateing-marketing-automation-1500x900-Bilot

Gaining & losing

From the recipient’s perspective, it is mostly a question of how valuable the informational content actually is which, in turn, depends whether the subject at hand is perceived relevant/acute/helpful or just something that piqued one’s interest.

As usually is the case when making a choice, you gain and you lose. When gating content, you will probably lose readers and shares as well as see your search engine optimization (SEO) score decline. Then again, the leads you gain will most probably be more relevant to your business.

Verticalmeasurers.com has listed a number of clear recommendations. You should gate e.g. templates, tools, checklists, eBooks, guides, White Papers and leave e.g. blog posts, articles, infographics, lists and press releases as non-gated.

I would dare to say that most companies, including us, will continue to offer both gated and non-gated content because – simply – there is more than one end goal.

Listen, give & receive

Behind every decision, there should be a thought out rationale. Think of your audience and end goals and make an informed decision.

But most of all: listen. Understanding your customer, knowing who is interested and in what, is always the most valuable thing.

And this is why, the content that inspired this blog post is now non-gated. You can find it here.

*WhatIs.com explains gated content: “Gated content is online materials, such as white papers, articles and videos, that require that users fill out a form before they can access them. According to content marketing expert David Meerman Scott, ungated content is downloaded 20 to 50 times more often than gated content.”


24.01.2017 / Radek Stefaniak

Dużo pisaliśmy już o tym jak podejść do tematu szybkiej i efektywnej obsługi klienta, jej optymalizacji, zaprojektowaniu naszego „systemu” (https://www.bilot.fi/your-six-steps-to-simple-customer-service/).

Pisaliśmy również o tym jakie grupy narzędzi i ich funkcjonalności do tego wykorzystać, i jakie mogą wypłynąć z tego korzyści (https://www.bilot.fi/jak-zapracowac-na-przywiazanie-klienta-po-sprzedazy/).

Pora na przedstawienie kilku aplikacji, które nam w optymalizacji obsługi klienta pomogą. Trzeba tutaj wyraźnie rozróżnić produkty wg potrzeb które mogą spełnić i scenariuszy w jakich mogą być wykorzystane.

Inne diametralnie będą rozwiązania dla wsparcia obsługi B2B, gdzie interakcje są zazwyczaj dłuższe, historia współpracy obszerniejsza (często rozrzucona po kilku systemach!), skala interakcji nieporównywalnie mniejsza.

Inne będą rozwiązania dla wsparcia obsługi B2C – duża skala interakcji, często krótszych, nawet z jednorazowymi, nieznanymi klientami. Tutaj dane klienta nie są tak ważne jak w B2B – mogą nawet nie istnieć.

Aplikacje SAP

Obecnie w portfelu SAP ma kilka aplikacji wspomagających taką obsługę. Wymienić możemy m.in.:

  • SAP Hybris Cloud for Service (Element produktu Cloud for Customer czyli tzw. C4C. Dostępny w chmurze. Umożliwia integrację z różnymi kanałami komunikacji jak: telefon (SAP Contact Center), e-mail, chat, social media. Głównie dla B2B ale również dla B2C),
  • SAP Hybris Service Engagement Center (Zupełnie nowy produkt dostępny na platformie Yaas (chmura). UI w SAP Fiori. Zintegrowany z SAP Contact Center i SAP Hybris Commerce (Commerce as a Service). Umożliwia wykorzystanie różnych kanałów komunikacji takich jak: web video (WebRTC), text chat, telefon, social media. Głównie dla B2C w dużej skali – pozwala na asystowanie klientowi podczas wizyty w naszym e-sklepie),
  • SAP Contact Center (Czyli narzędzie pojawiające się już wyżej, wspomagające integrację naszych aplikacji z kanałami komunikacyjnymi – m.in. z telefonią, e-mailem, chatem. Oferuje usługi takie jak: zarządzanie dostępnością agentów, routing, nagrywanie rozmów, IVR),
  • SAP CRM (on premise) – cały czas również dostępny choć już nie nowy. Gotowy do integracji z SAP CC lub po prostu z serwerem pocztowym.

Coś więcej?

Na naszym webinarze – 26.01.2017 – mieliśmy przyjemność zaprezentować Państwu te aplikacje. Niedługo podzeilimy się również materiałami po webinarze.


5.01.2017 / Rickard Kallis

A trend within companies has lately been to put the customer in the center, and it seems that the companies’ customer service designs often include buzzwords like customer centric or customer focused. There is nothing wrong with that, as long as you also walk the talk. For me, the key is to KYSS – Keep Your Service Simple.

Many companies strive to think the customer contact process as a funnel. I see the funnel as a metaphor that represents the customer contact landscape. In other words, in which channel would you primarily like to serve your customer, and what are the touchpoints in which particular situation? As a representation of a typical service design, you would first steer the customer to your web pages and offer solutions via knowledge bases and other self-service means. Moving further down the funnel channels like email, web forms, and social media are often provided. Next are the channels like phone calls and chats and near the end of the funnel, you move towards face to face style of interactions. On the left-hand side of the funnel, the interaction amounts are typically high and then decreases towards the right.

 

Simple customer service design
Funnel representing available service channels for customer support.

 

This representation of the model is of course just a general overview as there are several ways to build your funnel. Customer service strategies, products, industry standards, and customer expectations are a few of the factors which play a role in which channels you need to offer, and which channels are again optional. The needs of the customers also change continuously. New technology creates new possibilities for communication, and that new technology becomes a standard, and old technology again becomes obsolete.

 

The customer is not always right…

 

The basic idea with the customer service design is that we aim to steer the customer, to provide a quick and efficient solution. Quick, where the customer gets the answer fast, and efficient where the contacts do not require too many resources. It is after all the company who has designed their customer service process, and they know most of the times which are the most efficient way to solve problems. So it seems only fair to guide the customer towards the solution, and accept that the customer is not always right.

 

… however, the customer is in charge…

 

The funnel is a presentation of how you have designed your service offer, and should not be mistaken for a strict roadmap that the customer must follow. Every customer is the master of their journey, and it is quite clear that they do want to travel trough every channel for an answer. Your service design must support this by ensuring that they have a fair chance to get the service needed regardless of the channel.

 

… moreover, the customer is the owner of your brand value

 

The customer contacts you because they want their problem solved. CEB’s studies show that the key to good customer service is a service perceived as simple. The findings indicate that less effort for the customer clearly correlates with increased loyalty from them. This means that the need to contact you multiple times, repeat themselves, get transferred and to queue is not the customer’s perception of a hassle-free service.

 

The KYSS system

So the systems must be able to provide quality service over all channels, preferably so that only one contact is enough. In the case of switching channels, the transfer should be made as smooth as possible for the customer. These six steps will lead you in the right direction:

1. Understand your service scenarios. What types of service do you offer, to which products and by which means? Are these high-volume cases with a low need for customer data, or are the cases more complex ones, requiring more time and customer master data?

2. Understand your customers. What are your typical customers and where, how, and when do they contact you? Even more important is where, how, and when would they like to contact you? Is their preferred channel available and working? Remember, you primarily want to make it simple for the customers, not for yourself.

3. Ensure that you are managing expectations. Achieved value is a comparison of expectations compared to realizations.  Setting the expectations clear in the beginning will help you to provide a service that the customers perceive as simple. Do the customers know at all times what will happen next, and what kind of service can be expected over various channels?

4. Keep your system and processes simple enough. Many of your customers use the system for the first time, so is it intuitive enough to use? Good user interface design helps a great deal in guiding users so that they do not need to read instructions.

5. Transparency throughout your service organization and channels? Is there a risk that you will bounce the customers between teams due to poor case routing so that the customers need to repeat their message to you? You can achieve organizational and technical transparency via service design and sound system design.

6. Follow up on how you are doing. With the hand on your heart, how many of your current service organization metrics are actually from the customer perspective? In other words, to what extent do you follow up how simple your customer service is for your customers?

To summarize how you should do you customer service design; plan your funnel approach, keep in mind that customers’ paths are unique, and just try to KYSS. Nothing more, nothing less.


16.12.2016 / News Team

Professional, efficient, competent, proactive, innovative, nice, and reliable. These are just some of the adjectives we’ve seen in the feedback we’ve received. And the list goes on: Good communication skills, helpful, and resolution-oriented. Quantitative studies tell the same story.

Feedback is not collected only by an annual survey but also project closing surveys, customer’s internal surveys and from operative meeting feedback reports.

How is this possible? Let’s find out by interviewing Customer Lead Katariina Mäkelä.

casehappy3

Feedback from customer: You have nice consultants. Anyone can become professional, but how to become NICE?

– We have regular face to face meetings. In emails, words can sometimes be misinterpreted, even seen as blunt, Katariina says and continues: …even if the humour in our dialogue with the customer can sometimes be quite rough, it’s always polite and respectful. This is how both sides behave.
– It’s all about great dialogue but also about trust which has grown during the years.

casehappy2

Service feedback says: “We speak the same language” How did you learn this? What are your tips for learning the customers’ language?

– We’ve built great working pairs and we know each other’s working methods. You can’t learn to communicate alone. It is learnt through working together and it takes years instead of months.

Project feedback from Poland: “Good communication skills, technical & efficient” How can all these 3 describe one company? How did you make this happen?

– Ha ha, she laughs, this is very extraordinary indeed! We are lucky to have these very special individuals. With this customer we’ve had projects both in Finland and Poland. We’ve learned how important it is that we can provide native speakers for both countries.

casehappy1

The service survey scorecard was quite yellow in the beginning but now it is all green. What was changed to make this improvement?

Although we are positively rebels and punk as company, we work in a disciplined way. We follow processes and methods are clear. If you are in services business you have to follow the process.

When we start a new project we don’t waste time thinking how we work. Processes are clear to everyone and we can focus on delivery, Katariina says.

“Gonna find out who’s naughty or nice…”

We want to know if we’ve been bad or good. All year round. Getting all kind of feedback from our customers is the best gift we can get.


1.11.2016 / News Team

bilots
Bilot is seeking strong growth in its Microsoft and consulting businesses, focused on helping clients towards better customer engagement. As part of this strategy, Bilot and Microsoft have announced a partnership covering Microsoft’s Dynamics 365 offering.

“We have a long background in helping our clients improve their sales and customer engagement activities. We help our companies combine marketing automation, sales, customer relationship management, e-commerce, omnichannel customer service and field service operations in a seamless manner. By exploiting data and analytics, we bring more intelligence into all aspects of sales. Dynamics 365 offers a good fit with our vision. Expanding into the Microsoft ecosystem allows us to take our expertise to market segments,” says Joel Loikkanen, Business Lead for Customer Engagement.

Combined with Microsoft Office 365 and Azure cloud services, Microsoft Dynamics 365 offers a comprehensive digital platform. The platform includes advanced analytics, IoT capabilities, next-generation productivity tools, customer relationship management, customer services and field service as well as project management solutions. The Microsoft stack is also a flexible application development platform, which enables easy and agile development of custom solutions and system integrations. Bilot is a Microsoft Gold Partner and has delivered CRM solutions for many years. The release of Microsoft Dynamics 365 has been the catalyst for expanding the cooperation.

“We have been following the development of Microsoft’s CRM business and now the time is right to expand our offering. Fully exploiting Dynamics 365 is just not a matter of implementing a single cloud product. Success requires ability to combine customer engagement process expertise with a broader set of technical skills. Our cooperation with Microsoft has progressed in giant leaps, especially during the past few years. We have invested heavily in Azure, PowerApps and Flow expertise, which is a fundamental prerequisite for Dynamics suppliers of the future,” notes Ismo Piispa, head of Bilot’s Microsoft business.

Markus Salo, Sales Director for Dynamics Partners also commented on the partnership: “Developing customer experience is not a matter of deploying a single application. It’s about developing a complete service concept which supports all customer activities on the journey from marketing to after-sales. This requires a unified business platform that is role-based, expandable and self-learning. This is why we are bringing the Dynamics 365 offering to the market. To ensure that our customers receive optimum benefits, we need partners with comprehensive competence in Microsoft technology. Bilot fits this profile extremely well. We are very excited to have a new and knowledgeable partner who can serve our customers in this area.”

Bilot CEO Mika Tanner says he is excited about strengthening the cooperation. “Microsoft Dynamics 365 is a natural extension of our already robust Microsoft portfolio. It strongly supports our overall ‘customer’s customer’ strategy, expands our potential customer base and also promotes our international growth.”

About Bilot
Bilot is a software and growth company established in 2005. We build heavy-duty end-to-end solutions for our customers. We are inspired when we get to implement a complete solution, from intelligent user interfaces through customer insight to integrated ERP processes. We build tomorrow’s business environments today. We are known for our ability to recognize the most important innovations and for our readiness to implement them to the highest standards. Bilot is owned by employees and our offices are located in Helsinki, Finland and Poznań in Poland. The company generated revenues of 15 MEUR in 2015 and employs 120 of the most creative and clear-sighted thinkers in the sector.

More information:
Mika Tanner, CEO
Tel: +358 40 544 0477
Email: mika.tanner@bilot.fi
Twitter: @MikaTanner


13.10.2016 / Mika Tanner

Digitalization is the third most important global mega-phenomenon of mankind. The first was the invention of fire as a means of cooking. Being better fed helped develop the brain leading mankind to more sophisticated achievements. The second was industrialization, which enabled true scale and networked economies, paved the way for globalization, created the need for platforms and fueled accelerated technological progress.

“The Digital Revolution is far more significant than the invention of writing or even of printing” – Douglas Engelbart

Each phenomenon will have had a larger impact on our ecosystem than was ever imaginable. As a phenomenon, digitalization has a wide range of definitions and associates including but not limited to data, robotics, industrial internet, mobility, social, analytics, cloud, e-commerce and other e-services. It is a process of moving an “analog” business into the digital age by means of applying digital technologies to change a business model and can be disruptive by nature. As a phenomenon, digitalization is maturing – the term itself is even wearing out and becoming the new normal. The actual development is however in very early stages.

I am interested primarily in understanding the Who’s and What’s and the How’s – the Why is a no-brainer. For me at least.


WHO – “Is the CDO a rogue in the team?”

Does your company have a digital strategy? If so, what is the context? Who is driving it? What is the target? Why is it important for you? Now that digitalization has become a boardroom topic and the community of Chief Digital Officers spawning at an exponential rate, it is increasingly interesting to understand what the digital agenda is now and how it will evolve. Are digitalization budgets more relaxed than IT budgets? Do CDO’s have sufficient eligibility to leverage the full potential of digital solutions? Is the CDO merely a reincarnation of the CTO or a fashionable, upgraded version of the CIO with enhanced digital acumen?

Many of these questions await answers. Based on my discussions with my network of executives, digitalization is present in more or less all corporate strategies. Sometimes it is included as a menacing threat or an enormous opportunity. More often it is an integral element or even a stand-alone strategic component and in a few cases digitalization takes center stage. Based on a fairly recent study by PWC, the CDO is still a rarity (in only 6% of companies), but rapidly increasing and the job description, role and responsibility can vary from company to company, from industry to industry. The study also indicates that the CDO’s most common background is marketing and sales (>50%) and technology in only 14% of the cases. This suggests that a customer-focused agenda is one of the key drivers in digitalization.

The digital agenda appears to be often about technology, but equally often it is also about people and change management, new ways of thinking, business transformation. Depending on who you talk with, the angle or vantage point may be data, platforms, architecture, applications, customer needs – each of them can be argued being the Driver for the whole development and evolution.

Undoubtedly, one of the most immense and almost infinite source of digital opportunity is data. For some, digitalization is only about data – it ignites, enables and drives digitalization. It is all about how to efficiently capture, analyze, exploit and convert data into new digital (or analog) business. For some digitalization is largely about paying back technical debt and for others it is concepts and conception of disruptive digital solutions creating new business. And for some, the customer is the focal point and point-of-origin of all digitalization. Digitalization is very context sensitive and hence the googol of views and opinions written about the subject.


WHAT – “Digitalization is the symbiotic relationship between The Customer and Information”

The context in which I like best to talk about digitalization is in the symbiotic relationship between The Customer and Information which translate into Customer Driven solutions and Data Driven solutions.

donitsipng

Firstly. the role of the customer will never erode; customer focus is eternally in fashion. Without customers, there is no business. Digitizing the customer journey is not an innovative trend but a core competency. Without Data there is no Analytics. Without analytics, there is little intelligence. Without intelligence, there is little insight.

And thirdly, keeping the customer-centric and data-driven digital context erect is Platforms. Platforms, whether you see them as technology platforms or business process platforms or even business-model platforms, are the bedrock of digital transformation. Platforms are a mindset. Platforms sound synonymous to rigidness but are actually the foundation for agile development and nimble deployment. Platforms unite ecosystems, resources and capabilities in the creation of digital services.

Customer driven solutions are typically built for the touchpoints businesses have with their customers and prospects. The customer journey is all about customer experience starting from exposure to marketing and spanning through account management, commerce, other business exchanges and portals to a continuum of providing digital solutions to the customer interface. A customer-driven agenda is a common sermon and most software vendors are preaching it. My belief is that customer-driven solutions are not sufficient in isolation. They need to be turbo-charged with analytics and insight. They need to be able to exploit existing processes and logic and render these to emerging new processes.

Amalgamating data with customer touchpoints differentiates and taps into multiple sources of competitive advantage. Touch-points need not be confined to the customer context only – a touch-point can be any interface/interaction/stimulus which is relevant for the chosen context. Coupled with (customer) touchpoints, data provides necessary enablers for e.g. profitability analysis, commerce analytics, loyalty analytics, pricing optimization, search optimization, smart searchandizing to name a few. It also embeds context relevant exploitation of e.g. IoT, Big Data, predictive analytics etc.


It is not easy to define a digital strategy. Where to start? What kind of architecture to design? Which solutions to select? Which platforms to use? Go for custom code or opt for packaged software?

HOW – “The Responsive Layer, The Enablement Layer and The Core”

Early adopters of digitalization have typically started by building a digital layer, which is only loosely coupled with back-end solutions. The obvious benefit with this approach is that conceiving a custom-code digital process is relatively quick – the drawback being shorter longevity and high integration and maintenance costs. When time-to-profit is the only driver, such a strategy can prove to be optimal in the short term.

Building a digital platform and/or using packaged software may look like a steeper investment even if the ROI proves to be attractive in the long run. Such investments are often quite front-loaded, but you can reap benefits by means of modularity, re-use and efficient continuous innovation and maintenance.

Another approach is to apply the Bilot 3ModeTM “best-of-both-worlds” approach where there are three distinctive layers constituting the solution architecture: The Responsive Layer, The Enablement Layer and The Core. It is a pragmatic way of creating IT business outcomes.

3modepng

The sweetspot of 3ModeTM is between the enablement layer and the core. This is where the magic happens. This is where the slow-paced operations of the core are aligned with agile development of the enablement layer. The best organizations implementing this, implement the best digital services.

As a summary, my belief is that digitalization is most beneficial when there is a clear customer driven, data-enabled and platform-savvy strategy. These three should be in perfect unison and considered as one strategy. de-coupling them will only cause tremors and is fundamentally pointless. Which building blocks to use is important. There are fit-for-purpose solutions for all application/technology areas and apart from capable integrators, nowadays it is hard to find single-source for packaged solutions which will embrace the whole solutionscape. It is of paramount importance to understand the customer agenda, who is driving it and what is the competitive advantage or other strategically relevant objectives.


15.09.2016 / Anssi Falk

Here’s three simple things that you should probably understand if you’re going to do business

  1. your selling process
  2. the customer’s buying process
  3. how these two should be aligned

And here’s how much a selling process, no matter how refined, is of value if you don’t understand the buying process of the customer: near to nothing.

Now, there’s this general statistic floating around that 70% of the buyer’s journey is behind him/her before contacting any relevant, potential providers. I’d argue that this statistic is very misleading if not taking into consideration the fact that a buying process is very much dependent on various factors concerning the need, available information and the set of options. Still, this statistic conveys the important point that in today’s digitalized world being relevant to the customer is more important than ever before.

As there are notable differences between B2B and B2C selling processes, there are undoubtedly differences between B2B and B2C buying processes as well. However, the common denominator when it comes to a buying process is still the human component running through the buying process and, ultimately, making the final choice.

American psychologist Barry Schwarz coined the term “Paradox of Choice” in his 2004 book with the same name. The digital economy at that time was constantly growing in importance with regards to giving consumers seemingly unrestricted access to product information provided by, not only the suppliers but peer consumers as well. Also, in terms of digital goods, the variety of options was not bound by the restrictions of the non-digital past such as physical shelf space.

However, as Schwarz argued, this abundance of available options could mean that rather than getting the best solution available, one could end up choosing nothing at all or choosing a non-optimal solution as the consumer’s mental short list consisted only of brands familiar (consciously or subconsciously) to her/him. A seemingly unlimited amount of choices can paralyze rather than liberate.

Coming back to the meaning of being relevant, the main question is, how to be that final choice over the competition? We could dive into the details of Michael Porter’s different competitive strategies (first introduced in the 80’s) such as differentiation or price leadership. Or, we could take a few steps back and realize that in order to make use of a good winning strategy, one must first be in the group of considered options – a precedent that seems very trivial but more often than not is not the target of sufficient effort. Let’s simplify and just state that the aforementioned statistic is universally true. What are your actions in order to maximize your involvement in the first 70% of the buyer’s journey in order to be on the (mental) short list?


16.08.2016 / News Team

Bilot provided Posti with the SAP Cloud for Customer solution. The new CRM system helps form an accurate overall picture of the customer by unifying the information and processes of sales, marketing and customer service.

Posti renewed its strategy and combined its logistics and postal service functions. Earlier, each department had its own CRM system, but now Posti was looking for a common, cloud-based solution, which could be integrated in the marketing automation and enterprise resource planning.

Tiina Härkönen Posti SAP C4C referenssi
Tiina Härkönen, Posti

“We looked for possible solutions on a very broad front, and in the end, we opted for the SAP Cloud for Customer solution”, says Posti’s Customer Insight Director Tiina Härkönen. 

Posti already had experience of several SAP systems. Another factor that affected the choice of CRM system was that Posti wanted to redefine its entire sales and marketing process. 

“We wanted to follow the system’s proven process, so that it would not need to be adapted too much”, Tiina Härkönen explains.

Towards a genuinely customer-oriented business

The goal of Posti’s new strategy is to offer a better customer experience. At the same time, Posti directs customers to the web by offering new services. In order for the goals to be achieved, all information about the customers’ purchases, behavior and experiences must be gathered in the CRM system.

“The information the customers provide about themselves, how they behave online, what they buy. We want a complete picture of the customer, which we can use to develop our services”, Tiina Härkönen explains. “Posti is changing from a product- and production-oriented business to a customer-oriented one at a fast pace, and this is not possible unless we have access to consistent and accurate customer data.”

SAP C4C helps provide added value to customers

Since the market was opened for competition, Posti is, in practice, in the same position as other businesses. As the market situation has changed, collecting information about the customers has become increasingly important.

“Thanks to the information we get via SAP C4C, we will, in the future, be able to approach our customers in a smart and relevant way. We intend to gain enough expertise to make them feel that we produce a clear added value,” Tiina Härkönen says.

Posti’s broad scope of business activities and the heterogeneity of its sales pose challenges for the CRM solution. Telemarketing takes only a few minutes at best, while the process of selling outsourcing services can take several months or even longer.

“Now, we are able to handle customer data in a better way as the sales, marketing and customer service departments use the same tool and methods”, says Tiina Härkönen.

Cloud services are easy to use

Posti’s C4C project went very well and the system was put into use within six months. All tests were carried out quickly and skilfully, and Posti’s own key users played an important role in the project group. The users have said that the system is very easy to use.

“The difference between cloud services and traditional systems is that the cloud service solution is not even meant to be complete when it is put into service, but is continuously developed”, Tiina Härkönen explains. “When you use this kind of approach, it is crucial that you can trust your partners. We already had a good relationship with Bilot, and in this project, they have once again demonstrated that they are worthy of our trust.”


14.06.2016 / Radek Stefaniak

CRM, sCRM, angażowanie klientów?

Rozpocznę od definicji, skoro już użyłem CRM w tytule artykułu. Ciężko już dziś mówić wyłącznie o klasycznych systemach CRM bo takich jest coraz mniej (i oby!). Zdobywanie klientów jest już bardziej aktywne, wychodzi często poza ramy „handlowców”. Możemy mówić o Social CRM (sCRM) czy też Customer Engagement (CEC) – angażowaniu klientów, po to aby aktywnie prowadzić naszą sprzedaż. Ale również lepiej ich rozumieć. Dzisiejsze systemy są już zatem czymś innym niż system CRM kilka lat temu.

Potrzeby mojej organizacji

Nadal wiele organizacji posiadających działy sprzedażowe, marketingowe czy/i obsługi klienta, nie posiadają wsparcia informatycznego w tym zakresie (zwłaszcza w grupie MŚP), mimo długoletniego wykorzystywania w swojej działalności systemu klasy ERP, np. SAP ERP (ECC). Organizacje te często mają „złe doświadczenia” z prób wykorzystywania systemów CRM czy CEC, z uwagi na np.:

  • problemy organizacyjne w jego wdrożeniu,
  • wiele wewnętrznych konfliktów interesów z tym związanych,
  • czy po prostu cenę i czas potrzebny na takie wdrożenie.

Mimo iż wizja wykorzystania takiego systemu, i wykonania kolejnego skoku w doskonaleniu swoich działań rynkowych, istnieje w organizacji i jest przedmiotem wielu rozmów, nie ma pomysłu na jej wdrożenie. Nie przekonują też oferty firm wdrożeniowych, skomplikowane zapytania ofertowe przedrażające projekt, i brak zaufania między potencjalnymi Klientami i Partnerami.

A powodów do wykorzystania systemu CEC jest wiele. Są to zazwyczaj:

  • jedno spójne środowisko do codziennej pracy z klientem (współdzielenie informacji)
  • potrzeba celniejszego trafiania z ofertą do klientów (segmentacja)
  • rotacja handlowców i przeciwdziałanie utracie informacji nt. klientów
  • przejrzystość działań handlowych i ich widoczność dla kierownictwa
  • ograniczanie duplikatów procesów ofertowych
  • dosprzedaż i przedłużanie współpracy
  • widoczność lejka sprzedaży i wykorzystanie go do planowania
  • jakość obsługi klientów (uporządkowanie procesu, nadanie mu ram)
  • wsparcie obsługi nowych kanałów sprzedaży i obsługi klientów.

Zestawienie własnych potrzeb (tutaj konieczne jest już potrafienie ich zebrania i nadania im priorytetów), pogodzenia potrzeb różnych działów, już nie jest prostym procesem. Często kończy się na niezależnym poszukiwaniu wsparcia IT w zakresie potrzeb własnego działu (coraz częściej to Biznes a nie IT (wg Raportu IDC) decyduje o wyborze aplikacji a nawet samodzielnie jej poszukuje i realizuje wdrożenie z Partnerem – przy niewielkim lub żadnym wsparciu IT). Powoduje to następnie wykorzystywanie różnych aplikacji do podobnych lub tych samych celów i powstawanie silosów informacyjnych. Wówczas sama integracja danych (i ich agregacja) jest nie lada wyzwaniem (i kosztem!).

Jest też grupa organizacji nie mających sprecyzowanych potrzeb w zakresie CEC, lub potrzeby opisane dosyć ogólnie. Tam świadomość potrzeb dopiero się buduje. Albo nie była nigdy zestawiana z możliwościami aplikacji, które nieraz mogą te potrzeby z naddatkiem spełnić i zaproponować dodatkowe udogodnienia.

Poszukiwanie wsparcia systemu

Często w organizacjach rozważane są (lub też mimochodem rozwijane i używane) własne aplikacje spełniające podobne potrzeby. Ich koszty jednak (zarówno wewnętrzne np. pracownicy utrzymujący i rozwijający narzędzie, jak i koszty utraconych korzyści w stosunku do innych aplikacji) nie są analizowane. Trudno wówczas podjąć racjonalną decyzję znając wyłącznie ofertę rynku („Co tak drogo!”). Problemem również dla takich rozwiązań jest nadążanie za rozwojem organizacji i za rozwojem rynku (wzrost konkurencji, dywersyfikacja) – jeśli nie dostarczymy jakiejś funkcjonalności sami, nie będziemy jej mieć.

Mając na uwadze minimalizację ryzyka projektu, często niedookreślone potrzeby, pożądany niski koszt i jak najkrótszy czas projektu (Quick Win), powinniśmy rozważyć produkt dostępny w chmurze. Relatywnie niskie koszty dostępu do takich aplikacji otwierają duże możliwości przed MŚP, wcześniej zarezerwowane dla dużych organizacji z dużymi budżetami IT. Warto również dodać iż na 2016 rok prognozowany jest wzrost wydatków na IT, w których coraz mniejszą rolę mają systemy ERP na korzyść aplikacji mobilnych, SFA czy CRM (wg Raportu IDC).

Produktem bogatym w funkcjonalności wspomagające zarządzanie relacjami z klientami a także ich angażowanie (Customer Engagement) i dostępnym w chmurze jest SAP Hybris Cloud For Customer (w skrócie “C4C”, element SAP Sales Cloud).

C4C dashboards

Jego kluczowymi charakterystykami są:

  • bardzo dobra widoczność danych klienta – widok 360 stopni, łącznie z zewnętrznymi aplikacjami pozwalającymi na ocenę potencjału klienta
  • obsługa procesów przedsprzedażowych (kampanie, generowanie leadów, scoring leadów, automatyzacja marketingu)
  • sprzedażowych (działania handlowców, retail execution, integracja z MS Outlook, szanse sprzedażowe, widoczność lejka sprzedażowego, oferty, zamówienia)
  • posprzedażowych (obsługa zgłoszeń od klientów dot. zakupionych produktów, integracja z kanałami społecznościowymi)
  • analityka w czasie rzeczywistym z funkcjonalnością kreatorów do tworzenia raportów i kokpitów
  • dostęp przez urządzenia mobilne – łącznie z trybem offline
  • nowoczesny, rozszerzalny interfejs użytkownika
  • interfejs użytkownika jest również intuicyjny co wpływa na łatwość jego użytkowania a więc i szybkość adaptacji przez użytkowników (a to istotny czynnik decydujący o powodzeniu projektu)
  • integracja z SAP ERP (mnogość dostępnych Web Service’ów powoduje też łatwość integracji z innymi systemami).

Produkt ten jest uaktualniany w cyklu kwartalnym co pozwala użytkownikom na osiąganie dodatkowych korzyści już po wdrożeniu rozwiązania.

Opłata subskrypcyjna

Podejście subskrypcyjne w jakim sprzedawane jest C4C ma kilka istotnych zalet:

  • przede wszystkim powoduje inne podejście do zarządzania kosztami – nie musimy posiadać infrastruktury. Kontrakt również nie jest długoterminowy.
  • pozwala również na rozpoczęcie od skromnej wersji systemu, mając na celu uczenie się. Może to być pilot w organizacji wykorzystywany jedynie przez jedną lub kilka osób / dział. Koszt projektu uruchomienia takiego pilota może również być bardzo skromny jeśli oprzemy się o standardowo dostarczaną konfigurację procesów.
  • subskrypcja pozwala również na ograniczenie ryzyka projektu. W sytuacji gdy zdamy sobie sprawę, że z jakichś powodów nie chcemy już korzystać z C4C mamy możliwość rezygnacji z miesięcznych subskrypcji. Należy tutaj jednak wspomnieć iż w przypadku niepowodzenia projektu, niektóre organizacje podchodzą do niego ponownie, nawet kilkukrotnie, nie rezygnując z kolejnego podejścia. Organizacje takie widzą płynącą z niego potencjalną korzyść. Każde podejście do projektu to również wiedza (ang. Lessons learned), które powinny być wykorzystane przy kolejnym podejściu do projektu.

Wdrożenie czy włączenie?

Produkty w chmurze często są po prostu „włączane”, przy minimalnej ilości konfiguracji, zasilenia systemu danymi klientów i historii transakcji. To podejście najprostsze. Można również mówić o „wdrożeniu” w przypadku takiego rozwiązania, ponieważ specyfika procesowa Klienta może być na tyle skomplikowana iż koniecznych jest wiele dostosowań systemu (łącznie z programowaniem – TAK, to również jest w C4C możliwe) pod te właśnie potrzeby. Projekt zatem może być prosty jak i skomplikowany.

Często przed projektem odbywa się faza analizy i optymalizacji procesów (np. sprzedażowych) co w powiązaniu z rozpoczęciem korzystania z systemu CEC, przyczynia się do większej przejrzystości działań organizacji, unifikacji procesów, uporządkowania, zdolności do dokładniejszego planowania.

Bardzo ważnym czynnikiem ważącym o sukcesie jest czas – dostępny czas kluczowych osób z organizacji najlepiej znających procesy biznesowe, rozumiejących specyfikę jej działalności, potrafiących opisać potrzeby, i potrafiących zmotywować pozostałych pracowników.

Czas zainwestowany w projekt, z pewnością się zwróci. I odwrotnie, zbyt mała porcja zainwestowanego czasu kluczowych osób, przyczyni się do porażki projektu lub jego marginalizacji co w zasadzie spowoduje taki sam koniec.

Oferta Bilot

Bilot posiada własną metodykę podejścia do projektów CEC w chmurze. Jest ona za każdym razem dostosowywana do potrzeb i specyfiki każdego Klienta – celem który nam tutaj przyświeca jest zawsze powodzenie projektu (określane m.in. jako wysoka adaptacja rozwiązania, spełnienie wymagań procesowych, wartość dodana płynąca z projektu).

Konfiguracja rozwiązania jest dostarczana w „pakietach” i poddawana cyklicznemu przeglądowi (testom) z Klientem (kluczowymi użytkownikami). Daje to organizacji pełen wgląd w projekt i pozwala lepiej zrozumieć system i implementowane w nim procesy. Część działań użytkownicy wykonują samodzielnie – jest to sposób na ograniczenie kosztów projektu. Angażowanie użytkowników ma również jedną istotną zaletę – wzrasta poziom adaptacji rozwiązania.

Jeśli są Państwo zainteresowani poznaniem szczegółów zapraszamy do kontaktu (Mariusz Papiernik tel. +48 690 540 522 lub Radosław Stefaniak tel. +48 503 843 401). Na spotkaniu możemy zaprezentować podejście do projektu i pakiety z naszej oferty tzw. QuickStarters, które pozwalają na dobór pożądanych funkcjonalności wg własnych potrzeb. I wdrożenie ich nawet w ciągu tygodni, aby jak najszybciej osiągać korzyści z C4C.