DOitWELL

WHAT WAS DONEin addition to the previous audit and change of CRM settings, we conducted weekly checks on the correctness of CRM management and worked with managers on the correctness of management. And made such things:1) established integration with sites and removed duplication of operations;2) set up the transfer of utm-tags to all transactions;3) in the telephony settings changed the forwarding scenarios and turned off the extra FMC numbers;4) reduced the cost of Call tracking for connection to the main site by 50%, due to combined Call tracking;5) found errors in the transmission of traffic sources by Call tracking from phonetics. Controlled the correction of these errors and the correct collection of analytics on the call;6) compiled a checklist to control the correct work of managers in amoCRM and made weekly cuts on it with the fixation of errors and control of their correction;7) conducted a monthly monitoring of the workload of managers and identified areas of underwork and overload of managers;8) configure desktop analytics to track the performance of managers with fast performance in real time. Achieved results: 95% of applications from the site and calls now have the ability to track the source of traffic and calculate their profitability, which is 35% more than at the start of work; the quality of managers’ work in CRM has improved, 80% of errors have been corrected and have not been repeated during re-audits; on the basis of analytical data in the company, the areas of responsibility of managers have changed. They were fired from their jobs, which did not bring money to the company, but took away the manager’s time from communicating with clients; new applications were processed within 2 hours, the percentage of forgotten new applications was reduced to 0. For comparison, previously 5 to 10 applications per week were lost among the unprocessed

The project has been in the system of technical support for 1 year.What was done:1) audited settings and services connected to the system;2) configured the integration of applications from the site through the Leadbox service, which allowed to remove duplication of contacts and add tags for each direction, which allowed to configure flexible distribution of applications to specific managers by areas;3) set up the correct transfer of applications from Instagram pages via the i2crm service, distributed applications among managers depending on the Instagram page;4) connected the widget “Advanced Binotel”, which allowed to correctly transfer calls and distribute them to those responsible, which avoided duplication of contacts and agreements on incoming calls;5) configured the integration with Roistat, which allowed to configure the automatic addition of applications from lead forms when adding them to the FB, as well as in Roistat correctly transmitted information about all incoming leads. You can track the sources and amount of ice from each;6) redundant integrations that slowed down the system were disabled;7) one common algorithm for all managers was configured As a results we got: more than a year of successful work in the CRM system;the management has the ability to calculate the KPI of managers on appeals and closed transactions;managers do not spend time on processing applications - all applications fall on the responsible managers in this area.

This project has been in systematic work for 1.5 years,which provides not only support for sales, but systematic growth. In general, the following works were carried out on the project:What was done:1) automate the sending of orders to customers about the readiness of the order and payment reminders, connecting and configuring SMS-mailing;2) send warm-up letters by customer segments, connect and configure e-mail distribution;3) set up automatic reminders for managers linked to payment and production dates;4) integrated CRM with 1C for fast invoicing and warehouse control;5) provide system recommendations and help implement them based on sales analytics in the CRM system;6) connected the quality department to work in the CRM system;7) conducted an audit of the quality of communication between managers;8) developed quality standards for telephone communication, sales algorithms, work in the CRM system;9) introduced a new system of motivation based not only on the result, but also on the quality of work of the sales department;10) introduced systematic quality control of telephone consultations of the sales department;11) launched the process of returning lost and low-quality processed leads back to the work of managers with recommendations “how to sell”;12) changed the sales strategy - added the possibility of team closure of the transaction, based on the psychotype “manager-client”;13) developed standards for closing deals according to the heat of ice (cold, warm, hot client). As the resalts we got:31% Growth in sales of managers due to system control700+ Targeted Applications were provided to managers without additional investments in advertising1 083% Average payback of our service for the client2 445% Maximum payback for the period of work

During the one month (as requested by the client) were made:a search was conducted on the CRM market among Ukrainian and European CRMs for the availability of the necessary functionality. We chose the Ukrainian CRM system - keepincrm.comwe described the business process of the customer service in the company and gave recommendations for their improvementwe set up CRM funnels to client be guide correctly from the beginning to the completion of all work. We added automatic actions to simplify the work of the manager. We added automatic tasks and set up reminders about deals at certain stages.we configured the finance block to generate income and expense reports for the managerwe set up an integration with the site that works automatically: a deal is created at a certain stage of the funnel. The source of the deal, the responsible and the task for responsible to process the deal are automatically setwe configured the necessary additional fields and reasons for closing the deal to further use the data for analysis.we conducted employee training and created written and video instructions for quick adaptation of new employees.Achieved results:The manager sees the customers that are being processed now. And also sees which contractors work on these clientsAll deals and contacts are collected in one system. They are not lost and are processed by managers in a timely mannerThe director has an understanding of the workload of employees and can see in the calendar the time spent on workThere is always control over finances: how much money was received, for what services, how much was spent on additional materials and the work of contractorsNow the company has an analytic about the most popular services