Automation and configure end-to-end analytic
By DOitWELL
Client
Trading House "Tractor Plant"
Project Description
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
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
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