1. If we don’t analyze business processes before implementing CRM, the chaos in the sales department will be transferred to CRM, and there won’t be any positive results.

Otherwise, the system will simply become an ‘expensive’ notepad and won’t contribute to sales growth.

2. Most often, before implementing CRM, business processes are taken off the manager’s shoulders. As a result, the system works ‘one-sidedly,’ and managers sabotage it.

Instead, as our practice shows, there is a 15-20% difference in understanding sales business processes among managers, marketers, leaders, and owners. All of them need to be taken into account for the system to truly ‘work for you.

3. Sometimes the issue of customer loss stems from poorly configured communication between departments, and this can only be uncovered through an audit and investigating the customer’s journey within the company.

• We quantify how the sales process is perceived by sales center and contact center managers, product and marketing managers, and service managers;
• We examine the business process from the perspective of sales strategy and the quality control experience of the sales departments;
• We examine where, in the current business process, representatives from other departments and sales managers potentially reduce each other’s efficiency;
• We check the interactions between departments for the presence of ‘breakdowns’ that lead to customer loss, waste of time, and inefficiencies in collaboration;
• We analyze and map out the current business process in a mind map diagram;
• We make recommendations for optimizing, automating, and improving the sales process and interactions;
• We present visualizations of the current process and the business process after optimization;
• We prepare and hand over the approved business process to integrators for creating a technical task and recommendations for automation.