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Many companies around the world are trying to improve their productivity and increase sales with modest sales and marketing budgets. The truth is that in most cases, with every marketing dollar spent, return on investment is unknown due to the many different variables involved. Your company may be in a geographical location of where there are many similar businesses operating and you therefore face fierce competition and have to have a large marketing budget. Despite the budget your business also has to try out different marketing strategies until you get the success you are looking for, and that enables you to grow.
For small to medium size businesses, your executives want to know the facts and they would like to forecast revenue and growth based on those details with unknown parameters. Your management team also want to get the most out of your labour force. So how do all these small to medium size companies can stay in business, grow and increase shareholders investments?
The good news is you are not alone. In Canada many business are small to medium sized companies. They all have the same business problems as you would be trying to solve.
In 2012, over 7.7 million employees, or 69.7 percent of the total private labour force, worked for small businesses and 2.2 million employees, or 20.2 percent of the labour force, worked for medium-sized businesses in Canada. In total, SMEs employed about 10 million individuals, or 89.9 percent of employees (Figure 1).
A perfect CRM and ERP software solution integrated with your current technology can solve many of your business problems by automating your business operations, increasing the effectiveness of your sales teams, creating targeted marketing campaigns, providing real time data on your sales prospects and customers information, collecting valuable customer data insights, reducing unnecessary administrative and paper work of your labour force across your entire organization and much more.
Many business are looking into software solutions to solve their business problems. The below projections of spending in technology demonstrate the fact that business rely on technology to continue their operations. Gartner says global IT spending will reach $3.5 trillion in 2017.
Most of the growth is driven by growth in software and IT services revenue, worldwide IT spending is forecast to reach $3.5 trillion in 2017, up 2.9 percent from 2016 estimated spending of $3.4 trillion, according to the latest forecast by Gartner, Inc. Below is the chart created by Gartner research.
Table 1. Worldwide IT Spending Forecast (Billions of U.S. Dollars)
2016 Growth (%)
2017 Growth (%)
Data Center Systems
Source: Gartner (October 2016)
Most of the spending is in software. This proves that organizations find the solutions in their challenges by investing in technology.
With a fully integrated Sage CRM and ERP you can achieve below successes:
Where do you want your business to be in this growing and competitive business environment? Looking at all growth in software technology, wouldn’t you like your company to benefit from Sage CRM and ERP software solutions?
I would like to finish this blog with an example of recent business news about Nokia being taken over by Microsoft. Nokia CEO ended his speech by saying this “We didn’t do anything wrong, but somehow we lost”. The advantage you had yesterday will be replaced by the trends of tomorrow. You don’t have to do anything wrong, as long as your competitions catch the wave and do it right , you can lose out and fail.
We can help you with your business. Please contact us for more information on our services and products at 204.480 9772.
Implementing an ERP system is, among other things, needs analysis of your current business and expertise of the vendor you purchase your software. The first step in implementing an ERP system is collecting information on your business, your market, your goals and strategy. For an effective and successful ERP implementation you need to gather a lot of information.
Essentially what you are doing is establishing the essential parts of your business. Your management team and decision makers need to find out what you are actually doing, not what you think you're doing.
It should not surprise you if you have discovered that your business is not doing things the way you think you are. This is true of many organizations to a greater or lesser extent. It can range all the way from business processes that don't work and also find out that your business operations are different than you thought they were.
An ERP implementation has to start by putting the business under a review to understand the depth of the business, and figuring out detailed tasks of employees. This is unlikely to happen without ERP implementation because few companies would gather information at that level of detail otherwise.
Over time your company might be in a different business or a different part of the business. Because over time your business has responded to competitive changes in the market and evolved to accommodate changing customer needs. Over time this process can be so subtle you never really notice it. You simply do what you need to and suddenly you're doing something very different.
A good example of this is IBM and its response to competition in the business PC market place. The company, which had practically invented the business computers as we know, it was facing heavy competitive pressure from new start-up companies like Dell that essentially built their pcs to customer order and the customized for memory, hard drive, graphics . Every computer that Dell shipped was a custom product, put together from a long list of options. The model worked and Dell was growing fast.
To be able compete with Dell and cutting back on inventory, IBM decided to install an Enterprise Resource Planning system to cover its entire distribution chain. So there was a massive effort to gather information about what was actually its business processes and business model.
Soon enough IBM has found out that very few of the PCs it sold into the business market were actually stock units. Their clients wanted their PCs customized with things like more different capacities of hard drives, memory, better graphics, etc. So the distributors took the IBM systems apart and fit them out to the clients' orders.
As it turns out that IBM was in the custom PC business without even knowing it.
With this information in hand, IBM has changed its processes to conform to a new business model. The company started shipping computers in pieces to make it easier for the distributors to meet the clients' needs.
They found out the truth about their business practices by examining their business practice for ERP implementation. The company was actually in the business of custom systems rather than stock computers – they were able to regain competitive advantage. Another change was that they radically cut their inventory and the time it took to deliver a system.
Before implementing an ERP system, it is crucial that businesses find out the ground truth about their business processes. Considering your employees spend all of their paid times trying to work around your business practices.
This is one of the reasons that the early investigations of your business practices and gathering information for an ERP are so important. If you don't have the ground truth when you start modifying your processes before an ERP implementation , you are more likely to end up with business problems .
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Help Your Entire Team Collaborate and Be Service-Oriented
Providing great customer service is a challenge for many businesses today.
Companies like Amazon and Zappos have raised in the bar in terms of what customers expect, and there are an increasing number of tools and technologies that businesses people can use to improve their support.
So, we asked 14 customer service and customer experience experts this question:
What's the biggest customer service challenges today's companies are facing and how can they overcome it?
Here's what they said:
Too many companies focus myopically on the infrastructure and technology to support voice of the customer (VOC), customer experience (CX), and enterprise feedback management (EFM) and neglect their greatest customer experience asset and feedback source: competent, customer-focused, and engaged employees who are both capable and inspired to consistently provide superior customer service.
A majority of companies employ capable workers who possess adequate job knowledge and demonstrate sufficient job skill. These employees know WHAT to do and HOW to do it.
Where most companies fail (and where the consistency of customer service quality routinely breaks down) is they stop there, assuming that employees are now equipped to consistently provide exceptional customer service.
How can they overcome this challenge?
What these companies overlook is the need to define and share the organisation’s purpose, which informs employees about their highest priority at work.
Employees need to know WHY they are doing WHAT they are doing HOW they are doing it.
Instead of just being given something to work ON (duties and tasks), employees must be given something to work TOWARD (purpose).
The result is a workforce that is not only capable of providing superior customer service, but inspired to do so consistently.
For most companies, the biggest customer service challenge today is meeting diverse customer expectations in public on diverse channels – email, live chat, telephone, face-to-face, and social media.
If you think far back in history, interactions with customers were local, one-to-one, and face-to-face, advances in travel brought diverse customers to businesses and companies then had to meet more diverse expectations. Telephone introduced the challenge of understanding people without seeing them.
Email brought the challenge of understanding emotions and communicating well with no tone of voice. Now with social media, companies face all those challenges with the extra pressure of doing it in front of the world.
To meet this challenge:
The degree of change that all service operations are facing is unprecedented.
It is clear that choice, availability, responsiveness and personalisation are all pretty much engrained in customer expectations.
Yet few service organisations have delivered the corresponding responses in terms of omni-channel, 24x7, real time and tailored customer journeys.
Budget allocation, business cases and ability to change at speed are still holding back the mainstream. A few are finding the real start point is about changing mind-sets and behaviours in the first instance.
As has been said before in many other contexts, 'you have to be digital to do digital'. This costs nothing apart from the willingness to leave behind familiar ways and learn new habits. The real challenge right now is us.
The customer’s expectations are changing. They are smarter and demand a level of service that is no longer compared to your competitor, but to any good customer service provider.
In other words, you may be in manufacturing, but you are being compared to the great experience your customer had with the restaurant they ate at last week, or the hotel they stayed at on their last business trip.
So, the first challenge is to meet the every changing and demanding expectations of the customer.
Another big challenge is technology:
Are you keeping up?
Do you connect through channels other than the traditional phone support?
Customers are enjoying “self-service” solutions that go beyond a website with a list of FAQs (Frequently Asked Questions).
Customers want information fast, which is why they like instant chat, videos, and other solutions that help them get the answers they need without the hassle of calling a company and being put on hold while waiting for a CSR rep.
The challenge is knowing what’s right for your customer and your industry.
1. Many companies are still struggling to achieve a single view of the customer. Customers are walking into stores, placing orders online, calling companies when they have a difficult problem, self-serving and interacting with firms via the web and social media.
In their minds they are having ‘one’ conversation albeit across multiple channels with one organisation.
The challenge for firms is to integrate all of these conversations into one system, integrate that with order and account history as well as equipping staff with the right tools, training and authority to be able to deal with every and any customer problem or question that comes their way.
Companies know this, customers expect this but yet many firms are still struggling to pull this off.
One of the main reasons is that many firms are attempting wholesale and complete transformation and encounter too many problems along the way with legacy systems, culture, management style, staff skills etc etc.
However, perhaps firms should try to go slower in order to go faster and further in their efforts and start with a ‘pilot’ approach in one or two areas of their business where they can trial, test and learn from a new approach, adjust and then scale one they have it right.
2. Re-evaluating the role and value of customer facing staff. If we assume the above challenge is right then there is an additional challenge that comes out of that and that is how we recruit, organise, train and reward our customer facing staff.
In many organisations, retaining an organisational structure that is very silo based, is very focused on risk minimisation and limits the autonomy and responsibility of staff acts as a real hindrance to delivering then sort of service and experience that organisations want to deliver.
BT and Avaya in a recent report: SuperAgent 2020: The Evolution of the Contact Centre stated that:
“The primary function of the Contact Centre will be largely complex problem solving because products and services are becoming more complicated and more customers are using web, social and mobile self-service to do the simple, transactional stuff."
This type of 2020 scenario doesn’t seem to be the domain of employees that are paid, on average, 30 percent below the average UK salary.
Isn’t it time that we re-evaluated the role of customer facing staff, for us to give these roles the appropriate level of respect and value that they deserve and then recruit the right people, equip them with the right skills and tools and reward them well?
Many companies want to be customer-centric, but few actually plan or provide for that. They are challenged by viewing customer service as a purely reactive exercise.
Organisations focus on putting out fires instead of never creating them in the first place.
The best companies see proactive customer service as an important function in their organisation.
Having a customer experience mission is a key part of this. Ordinary mission statements saying things like "to be the best" aren't directing everybody in the organisation with how to delivery exceptional service to customers.
The well-known service leaders have missions that see serving customers as part of their core mission. Zappos and Southwest Airlines missions, for example, don't dwell on products or shareholders at all.
They both focus on providing service to customers.
If an organisation doesn't share this sort of focus, customer service will always remain an afterthought.
Service reps will be left to clean up very big messes again and again. And organisations will never stand out as being customer-centric.
I think a big challenge for customer service is making sure it’s an integrated part of the end-to-end customer experience. Customers don’t like to repeat themselves.
When an interaction starts on the web or an IVR and then transfers to a live agent, don’t require the customer to start from scratch.
Unfortunately, my research finds that about 80% of companies suffer from this “touchpoint amnesia” – forgetting customer information during a multi-touch experience.
The right technology can help, either by using one platform or through integration. However, it’s not just a tech issue.
Most large organisations also find customer-centricity hampered by a lack of cooperation across organisation silos.
Each department or function does its own job but sometimes treats one customer differently in marketing, sales, purchasing, and service.
Senior leadership, sometimes with the aid of a chief customer or experience officer, can help foster better collaboration and an improved total customer experience.
Customer service is about human interaction and solving problems. Often times under very stressful situations.
CSRs are usually under pressure to quickly solve the case which can make empathic interaction a challenge. But, empathy is number one. To be able to understand the emotional issues impacting the customers experience.
An additional challenge to ensuring that you have high-quality interactions with customers is in the area of empowerment.
If you want your people to act like it’s their business, make it their business. Empowering your CSR staff will lead to them never losing a customer over a stupid rule.
The biggest challenge lies with conquering the mindset of trying to drive customer service costs down, particularly using technology.
If the desire is to "win" the customer service wars in a niche (and to profit from the victory), the winners will be those who hire enough PEOPLE, amd train those people properly, recouping those costs through improved sales, lower customer acquisition costs, and better retention.
People CRAVE human contact. The winners will be those who build relationships, even if the process has short term financial hits.
Let's look at this question from the end and work back toward the beginning.
Assume that a problem has been overcome. That creates requirement for success #4: the ability to implement a desired change.
Going backwards one more step lands on #3: having a clear picture of the change you want.
Stepping back one more time gets to #2: finding the sweet spot between what customers truly want and what the business can deliver authentically well.
Finally, we arrive at #1. Its requirement for success are being able to listen to customers accurately and having the corporate will to do so.
In my humble opinion, the biggest challenge is #1 – getting the organisation to truly listen to what customers want and act on it.
Many brands I've worked with (successfully) have a predisposition to use ROI (return on investment) which is biased toward doing things the way that's best for the company – not necessarily best for the customer.
As a result, many cool ideas don't make it pass the first consideration cut because they don't meet a back-of-the-napkin ROI threshold.
That's too bad because I've seen data that shows many customers (especially those of commodity brands) truly want the businesses that serve them to do so differently.
There's lots of opportunity. The first challenge to overcome is to provide inside innovators with the latitude to listen to their customers' needs –then to do something about it!
The techniques to overcome this first challenge are proven and pretty straightforward.
11. John Ragsdale: vice-president of technology and social research for the Technology Services Industry Association (TSIA)
TSIA surveys members about top business challenges, and we categorise all of our member inquiries to track which business challenges are generating the most questions.
While there are some interesting strategic and technical issues on the list of “what’s keeping people up at night,” including knowledge management and the retiring workforce, shifting service operations from supporting on premise to cloud technology, optimising renewals, and improving adoption of self-service, the number one challenge by far remains a more tactical problem: understanding key performance indicators (KPIs) for support services.
One of the key values of TSIA membership is benchmarking.
We track hundreds of operational and financial metrics from our members, show them how they compare to their industry peers, and provide guidance on how to improve problem areas.
Understanding which metrics to track, how to calculate them, what ‘best practice’ ranges are for the metrics, and how to move them, continues to be the #1 issue technology support operations are dealing with.
There are a number of underlying problems here.
Though metrics such as response time, resolution time, first contact resolution rate, operating margins and retention rates are common to all support operations, there aren’t any recognised standard definitions.
Most support managers were promoted because they were good support technicians, and as I experienced early in my career, there isn’t always much training provided to new managers on the science of support and the metrics involved.
Add to that the challenge that most technology companies have rapidly grown through acquisition and mergers, and information required for metric calculations may be spread across a dozen or more systems.
In my conversations with support executives about service technology, CRM remains a hot topic.
Not only picking the right solution, but also how to increase adoption by employees, how to standardise processes and data capture across global enterprises, and how to optimise reporting to automate metrics programs.
Having a good metrics program in place is critical to calculating ROI for any new technology purchase, and unfortunately, many companies don’t have a strong enough understanding of “before” metrics to accurately calculate the business impact of new processes or tools.
Here are some high-level guidelines to better understanding of support metrics and improving a metrics program:
Services and products have become commoditised. Competition is stiff and companies like Amazon are consistently reinventing ways to provide better and faster service.
When consumers evaluate your company’s service delivery, they are thinking how quickly and easily it was to do business with the Amazons or Zappos of the world even if those businesses are not direct competitors.
The companies that can deliver personalised service will be able to create and build relationships to positively impact bottom line revenues and profitability.
Organisations can meet these new challenges by employing technology used to enhance, not diminish that relationship.
Make sure any features added make it easier for the customer to do business and help provide a more customised experience.
Training and coaching for representatives must include teaching them to be welcoming, listening to underlying emotions, as well as what the customer is saying, and leaving the customer with the feeling that the company cares about them as an individual.
The right technology, coupled with the human-to-human touch, is a winning strategy.
There is an ever-greater emphasis on improving the customer experience as competition intensifies, margins shrink, and buyers more actively compare suppliers.
In this digital and social age we now live in, based on their last interaction, your customers are probably sharing how your company treated them—positively, negatively, or indifferently.
Instead of just meeting, talking about, and guessing what the customer experience is, make it a point to experience being your customer, so you can better understand your customer experience.
You may be delighted or disappointed with the results, but either way, you’ll be a much more effective champion for the voice of the customer within your organisation.
I think the biggest customer experience challenge organisations face today is getting executive buy-in.
Without company leadership committed to changing the culture and changing the company's focus to make both the customer and the employee experience priorities, there's no moving forward.
Companies might have localised or departmentalised efforts, but those will be silo'd efforts that translate to silo'd experiences for the customer. Without executive commitment, you'll never get resources - human, capital, or other - to execute on your customer experience strategy.
The most effective way to get executive buy-in is to build the business case. Identify your objectives and then align the outcomes and benefits tied to each. Clearly, the stronger the business case, the better.
Your outcomes may be customer retention, account growth, new business through referrals, culture change, etc.
Benefits might include cost savings and other efficiencies. Communicate objectives, outcomes, and benefits to gain buy-in.
To support the business case, show some quick wins, which can be achieved through service or account recovery examples or by listening to customers at a specific touchpoint, making improvements, and showing ROI.
To help build your case, focus on what's important to the customer as well as to the business; use a critical touch-point or moment of truth as your stepping stone.
Providing great customer service means never letting a customer down, and according to these experts it's more important than ever. Great service is what today's customers expect, and it's the key to building lasting relationships that will help grow your business.
If you'd like to learn more about how an integrated CRM/ERP solution can help you, check out 5 must-read reasons why CRM enables better customer service.
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By: Bryan Collins, Originally Posted June 30, 2015.
Reposted from original source here.
CRM partners continue to add social media functionality to their products. Social media functionality brings an incredible value to your CRM solution. Nucleus Research reports a 26.4 percent increase in sales productivity of an organization when a business uses tools with mobile and social functionality. Before you implement your social CRM, your marketing team should prepare the right strategies for maximizing your sales technology investment and achieving your business goals.
Social media is big part of the Internet world, with Smart Insights reporting 2.3 billion people actively use social networks. A social Customer Relations Management system lets you leverage this rich source of client data and prospects for your sales efforts. Your marketing & sales team sees social data directly in the CRM software rather than going to each social media site individually. Your sales team have a better idea for your prospects' position in the sales process, so they receive the appropriate lead information content.
Social listening features surface important conversations about your business, industry or other topics relevant to your small business. The large amount of spam on social networks makes manual sorting processes impossible, without automation, as 8 % of updates are spam.
Social media profiles will open the door through direct-to-consumer communication channel. Your brand followers will interact in the public so you have the chance of creating positive customer experience and promoting your brand in the wide range of followers. Your social CRM data reveals opportunities to send a client useful resources or answer his or her questions directly.
Companies have the opportunity to learn about the power of social media and sentiment analysis. This social Customer Relations Management feature processes posts and looks for emotional indicators. You can take the advantage of positive brand mentions or address issues mentioned in negative brand awareness. Capturing consumer’s texts about the problems they have regarding your products and services on a timely basis will prevent small problems growing into social media disasters.
Your sales team doesn’t always get a clear idea of when your prospects are making a final decision towards a specific product or service. Social media gives you deeper insight into individual prospects, whether they're posting about how happy they were after a demo or complaining about the problems with their current solution. These real-time updates let you position yourself perfectly when the prospects reach the sales tipping point and want to go ahead with a purchase.
Social Customer Relations Management solution also makes it easy to check in on your existing client base to improve loyalty, retention and lifetime value. The more you engage in conversations with your current clients , the better their lifetime value.
Rosetta found high social engagement, communications leads to 60 percent higher purchases from consumers. You might focus a lot of attention on customer acquisition, but retention remains an important part of your small-business growth plan.
The marketing and sales team does their job more efficiently when they have relevant data sentiment stored in one panel. The CRM may search for keywords related to pre-sales questions, sales opportunities, and support inquiries. Since your social CRM does most of the job when it comes to collecting and analyzing data, your sales team uses their valuable time to develop a strong connection with prospects.
Your CRM solution will play a valuable part in meeting your business goals. When you empower your sales team with easy access to social data, process automation and other beneficial features, you make the most out of your small-business resources.
CRM software is effective tools in helping companies manage their business database more effectively. Eventually collection of this valuable information results in a better understanding of what their customers want. Knowing what your clients like is important aspects of doing business in today's fiercely competitive economy. If you would like to have big data insights into your clients and increase sales and bring more business into your organization then, consider what a CRM technology could do for your business.
CRM is a type of software that offers a wide range of applications to organizations, enabling them to manage their client’s information and customer relations more effectively. This customer centric data is centralized, which makes accessing and analyzing information easy. A CRM system creates a well-integrated database that helps employees of different departments work together .Employees of the organizations stay on the same page regarding objectives and goals.
A consumer's first interaction with an organization is often through its website or in social media. When a potential consumer visiting your website and looking at your products, a CRM system allows you collect information on all of your website visitors, chase that potential purchase more easily by targeting the best of prospects and how to attract them for the purchase.
Building better relationships with clients should be every company’s goal to stay competitive and grow in today’s business world. A CRM system will improve customer loyalty by monitoring and managing customer data through sophisticated programs. Understanding your clients' concerns, shopping habits and preferences will allow you to enhance their overall experiences with your organization.
One of the most important aspects of understanding your customers is how well your departments deal with potential complaints. CRM will make this process faster and efficient by automatically forwarding a complaint to the correct department. Your customers will be more satisfied when a customer's concern has been dealt with promptly and fairly, they are going to be more satisfied overall with your business.
CRM system monitors daily operations of your business, so your management always aware of the latest developments and tasks. Accessing a report, for example, gives you a glimpse into how your business is faring at any particular time. CRM software provides management reports that track business performance, forecast sales and returns, measure service activities and identify potential business opportunities. CRM is a good strategic-planning tool that provides report dashboards, data insights and will undoubtedly help your managers make better business decisions.
A CRM system will enable you to communicate with customers more effectively and helps with the rapport-building process. Once your clients notice that your company is looking out for their best interests the chances of creating customer loyalty will increase. They feel like they know your company on a personal level.
In addition to building strong connections with your clients, CRM software is an effective communication tool within an organization. It keeps your sales team up-to-speed with the most recent exchanges. Communicating effectively in this way helps to improve the formulation process and, ultimately, secure more sales.
Technology has become important part of businesses and companies are becoming increasingly aware of the advantages CRM can bring to their business. This customer relationship software can significantly improve your sales and enable your business to be a serious contender in today's competitive marketplace.
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Customer loyalty and satisfaction is important part of organizations. An Enterprise Resource Planning system will help your organization process customer orders more efficiently. Your business can use an Enterprise Resource Planning system to change your production processes if your clients request new product specifications and change in the products. ERP system can help you eliminate errors, improve production speed and respond to your clients quickly.
Especially if your business is in a manufacturing and providing products to distributors, you may have a big financial investment in your business. Manufacturing business requires buildings, machinery, equipment and staff. Distribution companies invest in warehouses, forklifts and delivery trucks.
To make the best use of your investments in your business and improve your organization’s bottom line, consider an Enterprise Resource Planning system. Here are some ways that an ERP system can increase customer satisfaction:
Customized products, Competitive pricing, and discounts
ERP system allows manage your data in a way that helps your company produce custom products, tailor them to your clients’ needs in efficient ways, and make you understand the business you are in. This is accomplished through better data management.
An Enterprise Resource Planning system can track all of your customer orders their quantity, style and other product specifications. Your system can also include your sales people’s discussions with customers. Those discussions may have information on the products that buy from competitors (style, price, etc.)
This information can be used to improve chances of a sale by offering promotions, customer discounts. For example, you may offer the customer a quantity discount when the total dollar amount of orders in a month reaches a certain level. Your business can use an ERP system linked to your accounting department. Then the accounting department can calculate the proper amount of discount and how the lower price affects profit and increase revenue.
You can use your ERP system to improve the service you provide to your clients and Use your ERP data to customize a product. For instance, if you produce hockey sticks your salespeople note that a client wants to add team logos to each hockey stick. You can calculate your cost to add logos and offer customized hockey sticks to your client.
ERP can keep all the information about your competitors especially the pricing information; you can keep your prices at a competitive level. By keeping data in an easy-to-use format, you can make decisions quickly.
Returning a product can be frustrating to a client. It can also cost your business to lose customer loyalty and have a bad reputation. An ERP can help you minimize this risk in many different ways. First, it can be a great tool to train your staff, as well a place to maintain written procedures.
Documentation in production processes provides guidance to your employees in producing goods correctly. These steps reduce the risk that you produce a flawed product. All this information can be stored and documented in ERP systems.
In any case if your customers need to return goods, your ERP system can speed up the process. Your ERP system can provide information about your production staff that a replacement product needs to be shipped out of inventory. The same system can send notifications to the accounting department so that they can record the additional cost. The same system can inform your logistics group where the item needs to be sent. Speeding up the return process will benefit your customers and increase customer satisfaction.
The distribution portion of your supply chain can be complicated. An ERP system can allow you to scan shipments. This lets you track every box of hockey sticks in inventory. When goods are put on a truck for shipment, you can scan that data into your Enterprise Resource Planning system. If you are shipping goods to multiple locations on the same truck, your ERP system can ensure that each client gets the right shipment.
The same scanned information can be used to generate invoices and to record the finished goods that are sold in the accounting system.
If you operate in a competitive industry, an Enterprise Resource Planning system can help you outperform other businesses in your marketplace. ERP system can help you respond to client needs and increase customer satisfaction. You should consider an Enterprise Resource Planninbg system to increase sales and profits.
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CRM Systems is a full-service professional service provider of end-to-end ERP and CRM solutions for the SMB business market.
We are experts at what we do.
Contact us today for more information.
CRM Systems serves all of the United States and Canada with particular emphasis on the south-western USA, Ontario and western Canada.
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