The Salesforce management system (also the sales force automation system ( SFA )) is an information system used in customer relationship management (CRM) marketing and management that help automate multiple sales and sales force management functions. They are often combined with marketing information systems, in which case they are often called CRM systems.
SFA, usually part of the enterprise CRM system, is a system that automatically records all stages in the sales process. The SFA includes a contact management system that keeps track of all the contacts that have been made with a particular customer, contact destination, and follow-up that may be required. This ensures that the sales effort is not duplicated, thereby reducing the risk of annoying customers. The SFA also includes a sales lead tracking system, which lists potential customers through paid phone lists, or related product customers. Other elements of the SFA system may include sales forecasts, order management, and product knowledge. The more advanced SFA systems have features where customers can actually model products to meet their needs through an online product creation system. It became popular in the automotive industry, where customers can customize various features such as color and interior features such as leather versus upholstered seats.
An integral part of the SFA system is the integration of the entire company among different departments. If the SFA system is not properly adopted and integrated into all departments, there may be a lack of communication that may result in different departments contacting the same customers for the same purpose. To mitigate these risks, SFAs must be fully integrated in all departments dealing with customer service management.
Creating dynamic salespeople links operational strategies and actions that can be done within the department. SFAs depend on goals, plans, budgets, and control indicators under certain conditions. To perform the objectives correctly, special procedures should be implemented:
Video Sales force management system
Identified salesperson management process
- Set targets and goals based on input (usually via command center)
- Define the factors responsible for achieving the goal
- Process control to make sure goals are reached within
- certain time period
- limited given context (customer and/or market)
- System management to handle uncertain environments
The process usually starts from a certain sales target. The command center analyzes inputs and outputs made from modeled control processes and sales forces. The control process allows salespeople to set performance standards, measure actual performance, compare measurable performance with established standards and take corrective action. Sales managers adjust their actions based on the overall process.
Apart from the control process, the following metrics are implemented:
- Time management - Accurately measures the task and time fraction required for each task.
- Call management - Plan a customer interaction account for the appropriate command center fraction of the process and have a successful call.
- Opportunity management - If the process is followed correctly then sales opportunities exist. The fraction of the command center reps who use the tool, according to the purpose are all measured.
- Account management - For many opportunities with customers, accounts are measured by tools, processes, and goals.
- Area management - To monitor your account, the region is measured by the number of account representatives and candidates versus active customers.
- Salesperson management - The process includes training, IT systems, control, coaching, and sharing across multiple people and departments.
Five main activities involved in the placement of sales staff. They should be divided into related steps. The first step is to plan the recruitment and selection process. The responsibilities associated with this step are generally assigned to top sales executives, field sales managers or human resource managers. The company wants to determine the number and type of people needed, which involves market and job analysis and preparing written job descriptions. Job qualifications should be established to fill the job. Second, the recruitment phase includes identifying recruitment sources that are consistent with the type of person they want, choosing the sources to be used and contacting recruitment. You need to consider options and evaluate their effectiveness against costs. Third, select the most qualified applicants. The selection phase has three steps; in the planning phase there may be a prescribed qualification and in the first step it is necessary to design a system to measure the recruitment of standards from the planning phase. Then the system must be enforced with new applicants and then make the actual selection is the last step. The fourth activity is to hire people who have been selected. Just because someone makes a bid does not mean the job is done. Someone should convince employees that the job offers everything they need and want to get them to join the company or at least consider it. The fifth activity is assimilating new employees into the company. This is done by placing them under the direction of an employee in the company and perhaps giving them a mentor to help them feel comfortable working in the company and undergoing a training program.
Maps Sales force management system
Components of sales force automation systems
Sales force automation systems vary in their capabilities. They can vary depending on what information the organization needs. The app also has implications based on organization size, organization scrolling, new system requests, sales process, and number of users.
Depending on the terms, the service may fall into one of two categories:
- on-premises software
- on-demand (hosted) software
With on-premises software, customers manage and purchase apps. On-site software has several advantages and disadvantages. The disadvantage in place is the higher cost of the software, along with the maintenance. Customization is also required for some people who use additional processes beyond the normal out-of-box solution. Time is also a factor. Many software implementations in place take longer - along with various testing and training sessions. The overall advantage of on-site software relates to overall return on investment. Using apps for three to five years becomes more cost-effective. Another advantage may depend on the amount of data. With on-demand, certain volume restrictions apply, but with local, data restrictions are based on local hardware storage sizes.
CRM is a mechanism that manages all customer data, clients, and other business partners in one place. CRM with cloud computing allows businesses to keep their customers' stature from all angles.
Some tools can help automate sales activities, such as SaaS WebCRM, Dialfire, and LeadDesk systems.
Mobile sales force automation
Many sales managers are always on the go. Smartphone growth has revived the creation of mobile sales force automation systems. Most IT departments are aware that adopting new capabilities requires extensive testing. Despite the time it takes to test such new products, it will pay in the future to the sales department. Smartphones appeal to salespeople because they are easy to carry and easy to use, showcasing attractive interface designs, touch screens and fast wireless networking capabilities. More than 55% of global organizations 2000 will deploy SFA mobile projects in 2011 and new Smartphone platforms, such as Apple's iOS and Google Android, show the future of increasing diversity in selection and device support for salespeople. When implementing a mobile sales force automation app or during the first phase of system development life cycle, the project team needs to evaluate how a prospective solution consisting of mobile devices, software and support infrastructure and operator services is packaged to deliver optimal system, management, and integrative usability , as well as scalability, reliability, and performance.
Benefits
Marketing manager
- Understand the industrial economic structure
- Identify in-market segments
- Identify target market
- Identify the best customer in place
- Conduct marketing research to develop a profile (demographic, psychographic, and behavioral) of core customers
- Understanding competitors and their products
- Develop new products
- Set up an environment scanning mechanism to detect opportunities and threats
- Understand the strengths and weaknesses of the company
- Audit customer experience about brands in
- Develop a marketing strategy for each one's product using a mix of price, product, distribution, and promotion marketing
- Coordinate the sales function with other sections of the promotion mix, such as advertising, sales promotion, public relations, and publicity
- Create sustainable competitive advantage
- Understand where brands should be in the future, and provide an empirical basis for writing marketing plans on a regular basis to help achieve them
- Provide feedback to the feedback system to help monitor and adjust the process
Strategic
Sales force automation systems can also create a competitive advantage:
- As mentioned above, productivity can increase. Sales staff can use their time more efficiently and effectively. Sales managers can be more efficient and effective (see above). This increase in productivity can create a competitive advantage in three ways: it can reduce costs, can increase sales revenue, and can increase market share.
- Field sales staff can send their information more often. Usually information can be sent to management after every sales call, not daily or weekly. It provides management with the latest information, which they can use while it is more valuable. Management response times can be greatly reduced. Companies can become more alert and nimble.
- This system can increase customer satisfaction if they are used with discretion. If the information obtained and analyzed with the system is used to create products that match or exceed customer expectations, and sales staff use the system to serve customers more expert and diligent, then the customer should be more satisfied with the company. This can provide a competitive advantage because customer satisfaction leads to increased customer loyalty, reduced customer acquisition costs, reduced demand price elasticity, and increased profit margins.
Loss
The main disadvantages in the Salesperson Management System are:
- Difficulty in adopting the system
- Too much time spent on Data Entries
- Loss a personal touch in the automation process
- Ongoing ongoing maintenance process, information updates, information cleanup, and system upgrades
- Cost involved in Sales Force Automation System and Maintenance
- Difficulty in integration with other management information systems
Encourage use
Many organizations find it difficult to persuade sales staff to enter data into the system. For this reason many are questioning the value of investment. The latest developments have embedded a sales process system that gives something back to the seller in a CRM screen. Because this system helps sales staff plan and structure their sales in the most effective way, they provide reasons for using CRM.
See also
- Category: Customer relationship management software
- Customer relationship management
- Information technology management
- Management
- Marketing
- Predictive analysis
- Salesperson management
- The Sales Management System by Microsoft
References
- Jordan, Jason (2009). Sales Management Best Practices: Six Important Processes . Manage Smart.
- Framework for Evaluating the Sales Force Automation Functionality . Gartner. 2008. G00158560. Ã,
- CRM Application Frequently Used by Large Consultants and System Integrators in 2009 . Gartner. 2010. G00206045.
- Darmon, RenÃÆ'Â © Y. (2007). Introduction to the Dynamic Sales Management Process . Cambridge University Press. ISBN: 978-0-521-84834-3. Ã,
- Haag, Stephen; Maeve Cummings; Donald J. McCubbrey; Alain Pinsonneault; Richard Donovan (2006). Management Information System for the Information Age (Third Canadian ed.). Canada: McGraw-Hill Ryerson. pp.Ã, 50 & amp; 176-177. ISBN: 0-07-095569-7.
Source of the article : Wikipedia
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