A CRM is undoubtedly one of the most important tools in the real estate process of Tajarat properties. Through this, it is possible to have a better understanding of prospects and clients.
However, there are relevant characteristics that are not being taken into account and that can generate growth. That is just what I want to help you understand in this article.
To start talking about CRM, we have to know what it means, right? I don’t want to get too long here because it’s a definition, let’s say contextual, but it’s important to understand where the term comes from.
What is a CRM?
A CRM or Customer Relationship Management (customer relationship manager, translated into any language is a solution that concentrates the data of customers with whom there is or has been a business relationship, in order to give them visibility and transparency.
CRM became an ideal concept, a “must have”, but as we said before, not all companies could access them. In addition, given the low demand, the supply of developers was also very low.
This type of database managers were born in the 1980s, but given the insufficient economic development of the time, they were complex and difficult to develop.
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Predecessors, Excel, and alternatives to CRMs
Then the first platforms with contact management, identification of sales opportunities and basic automations were created, but you can imagine how basic they could be.
At the beginning of the century, Microsoft Excel became a way of accumulating this information, but it had an additional weakness: the information existed only on the creator’s computer and the possibilities of turning the information into a cross-sectional input to the entire organization were almost non-existent.
Evolution of CRM
In the first decade of the century, very few developers had a presence in this field and the offer continued to be restricted, in addition to being software hosted on servers owned by the companies that acquired them.
2001: Sage CRM emerges from the merger of several companies of this software for small and medium-sized companies.
2002: Microsoft becomes the main player in CRM + ERP. In addition, it is estimated that 65% of CRM implementations are failed, so its effectiveness is doubted and users are not satisfied.
End of decade: Salesforce is the world leader with its Cloud + SFA + Simple model.
The importance and rise of CRM
Only from the second decade of the century, when new technologies began to appear in “the cloud” that support new marketing and sales methodologies, such as Inbound itself, is it when CRM manages to take on real relevance.
It is from that moment that sales teams begin to see it as a solution to the need to follow up with their prospects and show results.
Key elements of a CRM
I use all of the above as a context to demonstrate that CRM, although it is an idea that dates back about 20 years, is not a solution that is 100% implemented in companies.
Therefore, the opportunities to generate growth from this tool are greater in those businesses that start doing it now versus those that have not implemented it or that already have it but do not yet understand its real functionality.
Let’s understand that not all CRM could work for all companies, but definitely all companies need a CRM.
So what is the minimum that a CRM should have to work in any situation?
Friendly: it must be usable and provide the opportunity for almost any user to understand it. The initial setup will probably need some help, but it shouldn’t require deep knowledge in Project Management or IT Development to be able to use it (trust me, there are).
Customizable: it is necessary to be able to adapt the fields according to the information required from the prospect or client, which in some CRMs are called properties. Example: The company that needs to know income is not the same as the one that needs to know the position of the contact or information on family formation.
Transversal: perhaps one of the most important characteristics. Today the information does not belong to the seller but to the company, understanding the company as a large group of interrelated processes: sales, marketing, services, logistics, billing, communications, among others. And it’s great for everyone to have access to historical contact information.
Traceability: it is useless to have a great tool that supports salespeople if information cannot be extracted from it that allows control, coordination and monitoring of management; all this to improve present and future interactions: measure, measure and keep measuring.
Integration: CRM is a solution that manages contact data, but sometimes that information must travel to other specialized platforms and in the same way, it must be able to receive data from various sources. For this reason, it is ideal to look for a CRM that in addition to offering sales follow-up, communicates with other solutions. At least it should be able to connect with your Gmail or Microsoft 365 email (just to name the most recognized).
Integration of at least one pipeline: The pipeline is a way to visualize the stages of an open business and is incredibly necessary to understand purely sales processes. Having this graphical representation within the CRM improves the possibilities of projecting monthly closings, evaluating the sales system, the effectiveness by salesperson and provides a detailed understanding of what happens within the negotiation process.
Automation: It is not enough to have contact information, it is also important to align the sales team with an efficient system that improves communication. The so-called “sequences” are responsible for informing the seller when to call, when to send an email, what information should take into account, the frequency between these approaches. All this and more must be able to be configured from the beginning of the business to guarantee the relationship that the client expects.
Evolution: CRM is fundamental but the time comes when the sales strategy is so well adjusted that it begins to require more marketing support, and if this area does not have the technological or strategic capacity to support this growth, it becomes a obstacle to reaching the full potential of the organization.
A CRM with capacity for evolution allows later integrating modules that, interconnected, expand the capacity to use the information collected and make it profitable.
HubSpot CRM is a powerful free tool, but when it begins to be effective, it is usual to complement it with its marketing module to strengthen attraction, Nurturing, Lead Scoring and segmentation.
Sell more with a CRM
It’s a posibility? Yes of course.
Having customer information gives you knowledge and that knowledge helps you understand the behavior of the market. Then you can use that to develop actions that influence prospects.
In our experience, we see how companies that did not accumulate information from their customers beyond a name, an email and a phone number, begin to do so effectively (better information and better focused efforts).
With this, they achieve a sales process more adjusted to the real need of the prospect, providing real solutions that not only serve the current client but also begin to predict behavior patterns that support future negotiations with similar prospects.
Let’s look at these two scenarios:
- Company that uses CRM without methodology
- Company that uses CRM with a strategic approach
Salespeople enter basic information into the CRM to demonstrate management, but the reports are made on excel files. The sales system is individual and each one performs it in the way they think they will best meet their budget.
The relevant information of the prospects is stored in the computer or notes of the same seller, they are not shared with marketing.
The marketing campaigns that you design and develop are based on your own understanding of the industry, there is no vendor information to use as input.
The reports are stored on digital media that are used to compare results from a period with the previous one and only certain professionals are able to use them for prospecting.
Invoice information is extracted from sales to feed financial and logistics areas.
Marketing uses contact data exported from the CRM to send product and service information.
Sales continues to make cold efforts to get new customers and only uses the CRM for portfolio tracking or reselling, sending the same portfolio to all customers occasionally for buybacks.
The effectiveness is measured on the volume of sales.
Salespeople follow a pre-built sales model that asks them to know detailed information about the prospect before they start selling to them. This information has been validated by marketing because it is valuable for its management.
As a business progresses, more information is obtained and recorded in the CRM so that it can be used as an input to promote closure.
Marketing uses the information from the CRM to understand the type of user that best fits the company’s product or service and, based on this, builds its campaigns and each of the tactics that make it up.
Marketing informs sales how the prospects entered into the CRM are behaving and helps them with qualification so that they prioritize those with the highest probability of closing.
Sales rigorously monitors its prospects and records any information that it considers relevant in the CRM.
The management and productivity reports are seen within the CRM already converted into usable graphics, so that they become inputs of the same strategy.
Based on the business results, marketing and sales come together and analyze opportunities. They learn and improve continuously.
Same old result, costly sales efforts and longer business closing times.
40% more closings, up to 60% lower acquisition cost, prospects 70% better adjusted to the company.
In short, a CRM as a tool alone is not going to generate more or better sales. But if the information therein is clear and detailed enough, it will become the main ingredient for a successful recipe.
For this reason, it is necessary to build a sales system that involves the tool, the salespeople and the marketing team, not only to give the image of transversality but to help all of them understand that the organizational objectives are met with the commitment of all collaborators with their different approaches, complementary but interdependent.
Ultimately, the CRM, at the moment it is conceived as a solution to understand who, how and when to sell, is going to be responsible for achieving a higher turnover with less use of resources or what we know as a lower cost of acquisition.
This will ultimately positively impact ROI (return on investment).
The real problem for companies today is not the lack of use of CRM, although many do not even use it, but the inability to use it as a resource to grow.
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