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What are good metrics for in a CRM
Midway
It may sound attractive, but implementation of these metrics and monitoring of all parameters is not an easy process. Therefore, in this case, it is recommended a gradual approach. There are voices who claim that the introduction of metrics in the early stages of a CRM implementation are likely to generate a rejection reaction from end-users, who could feel as being suddenly monitorised. This is a true argument, but the delay of the implementation of these metrics to a later stage of CRM implementation may unnecessarily prolong the implementation effort.
The compromise solution is the progressive implementation of these metrics, during this process, the end-users will become more familiar with the new solution and new business requirements. In this way, it will be avoided the risk of rejection and the end-users can adapt better to the needs requirements and company opportunities. (The adoption of some parts from "the book of metrics, 38 or fewer, without an assimilation and adaptation for the "local specificity" is not recommended. A useful recommendation: before introducing a new parameter, which the employees will take as another intrusion: "walk a mile in their shoes!)
Later, after the end-users work will be examined (not only in terms of metrics), the suite of indicators can expand or restrict, as needed, realizing a "CRM Index". This may remove the artificial indicators (eg.: the number of qualified leads is irrelevant unless we do not know their costs of generating and their value is close to zero if they do not meet the criteria issued by the Sales Dept.) and prevent the risk that the users issue false reports.
"The details" make the difference
As you can see, creating a "CRM Index" is not an easy approach, you must take into account many parameters and there still is the risk not to respond effectively to the requirements of top management. May be this could be convinced that an ROI calculation is inadequate, but they would not give up the clear priorities and the reducing the marketing costs, increase sales revenue, operational efficiency etc.. These are also a succession of metrics, the most important, but not the only ones to be taken into account. To these, you must add the parameters needed to measure the quality and validity of data, the process metrics, that track the activities and link them to a certain level of performance. Only all these put together can provide a full picture of the development business.
It may seem a theoretical statement but it can be rapidly translated in practice. Let’s take the concrete example of the number of telephones or visits a salesman has to do monthly. This is an usual metric process but uncomfortable, which many agents ... are trying to avoid by drawing out a more pleasant show for top management: covering or exceeding the monthly assigned sales target. But, without a reference to the metric mentioned, the sales manager cannot make a realistic forecast for the coming months, cannot quantify the profitability of the marketing campaigns, the risk of "desertion" of the loyal customers to competitors could increase etc..
The successful appearances
Another risk factor is if CRM is seen primarily as a tool by which the customer can be convinced to buy the most possible, sometimes products and / or services that do not plan to purchase. (Cross-sell, up-sell, any method is good in the current economic climate!) If the customer became aware that he purchased what he shouldn’t, the effect is negative. And although the result is reported as a success, the risk of losing a customer ( "valuable" in terms of global purchases) is increased.
Another high risk "successful outcome" – the reduction in the duration of calls in the support call center. If it is not analyzed also the customer satisfaction across the remedies offered, the success is questionable. As much as the customer feedback is irrelevant if it is not taken into account the value they bring to the company and the purchase frequency. How relevant is the feedback of a customer that made a small purchase three years ago compared to one who is a constant buyer?
The conclusion is obvious: to check the results achieved through a CRM solution requires metrics defined by business needs. But here comes a problem: although the CRM systems are user-friendly, intuitive, etc..the end-users will not look them, at least initially, than as some additional labor. Whose purpose is to get the managers to feel comfortable. And their arguments do not sound credible only if the results are visible and particularly felt at all levels.
Parerea ta conteaza: 
What are the best metrics in CRM?
