Implementation of CRM in production: trials, errors, results

As sales managers, they looked for ways to receive information on each application, automate workflow and analytics, and quickly conduct transactions by trying various CRM system functionalities.

A starting point

The company "Stankoservice" specializes in modernization services and the supply of components for CNC machines. They also develop and implement at large enterprises the AIS Dispatcher equipment monitoring system.

• Sales Managers - 3 people
• Average time to complete a transaction - 145 minutes

Task:

• optimize the process of registration and conclusion of transactions;
• maintain a customer base;
• set tasks for employees and track the progress of the transaction;
• see the performance of managers, analyze losses and profits.

Before the advent of business automation systems, orders were processed manually: a sales specialist received an e-mail from a client, contacted him, calculated a deal in .xls, prepared a quotation in a simple text editor. If the client was not ready to place an order or hesitated to complete the transaction, the data was written out for a subsequent call and the application was lost in a mountain of papers.

When it came to the conclusion of the contract, it was necessary to go to the accounting department, ask the accountant to create a counterparty in 1C and invoice a prepayment, plus to do this, draw up, sign, scan, transfer to .pdf and send the contract to the client, then regularly find out about accounting pay the bill, later again ask to invoice for the payment of the second half and prepare closing documents.

At the same time, the manager had to daily note the stage of the order, leave paper “reminders” and stickers with the need to write or call the customer back. Is that familiar?

We proposed to estimate the specialist of “Stankoservice” how much time was spent on “paper work” during the transaction.

Business processes	It was
Application Accounting	5 minutes.
Cost calculation	40 min
KP preparation	20 minutes.
Billing	20 minutes.
Analytics (in .xls)	30 minutes.
Preparation of contracts and applications	30 minutes.
TOTAL	145 minutes

Interim withdrawal
The transaction took about 2.5 hours. At the same time, the nth time was spent on monitoring the implementation of the order: reminders, clarifications, explanations for specialists - that is, setting the task and its phased maintenance until the transaction is completed.

The average flow of applications in the company was ~ 150 pcs. per month, which on average took ~ 362.5 working hours of specialists. At one stage, a proposal arose to reduce the time for processing and conducting transactions by implementing a CRM system.

What happened next

When choosing a CRM, three systems were examined in detail.

	Canape CRM	Megaplan (3 months / 5 users)	amoCRM (basic)
Cost, rub / month	1000	4350	499
Number of users	not limited	5	1
Platform type	Cloudy	Cloudy	Cloudy
License term	1 month, 3 month, 12 month	3 months	6 months, 9 months, 12 months, 24 months
Integration with 1C	there is	there is	there is
Base of clients and contacts	there is	Not	there is
Work with accounts	there is	Not	there is
Sales funnel and reports	there is	Not	there is
Catalog	Not	Not	Not
Telephony	Not	there is	there is
Change history	there is	there is	there is
Customer Newsletters	Not	Not	there is
Task, project management	there is	there is	Not
Deal and Lead Management	there is	Not	there is
Reports	there is	there is	there is
Task time tracking	Not	there is	Not
List of employees, contacts	there is	there is	there is
Phonebook	there is	there is	there is
Open API	there is	there is	there is
SSL certificate	there is	there is	Not
Real-time daily backup	there is	there is	Not
Training, testing	there is	Not	Not
Own domain	there is	Yes / no	Not
Transfer tasks and tasks to another employee with “one button”	there is	there is	there is
Workflow	there is	there is	Not

Of the three options, the choice was made in favor of the popular amoCRM system (this was before the release, released in October). The company was satisfied with its functionality, cost, and the ability to integrate with 1C. It was not difficult to expand and configure the site, but soon it was necessary to connect a bunch with Oktell and 1C. For this, there are separate modules in the system — problems arose with them.

Due to the fact that both modules are of third-party development, the amoCRM support manager had to pass questions to the developer, without having to associate the Stankoservice system administrator with programmers and managers directly. The problem with Oktell through the efforts of the programmer and system administrator was resolved only after a month. As for the connection with 1C: since "Stankoservice" used 1C of the latest version, and the standard module in amoCRM was only one and did not work with the latest version of 1C, amoCRM support managers just shrugged and could not help.

In addition, there were other “blind spots”: for example, the program helped to take into account each application, set tasks for other managers, and see the simplest analytics based on the results of work. BUT: the preparation of documents, accounts, applications had to be done independently (read: go 15 times a day from the third to the second floor to the accounting department, sign, scan and mail contracts and accounts, find out about the receipt of payment, draw up closing acts), and detailed analytics was still compiled in .xls.

As a result, six months later, the company was forced to abandon the use of amoCRM and return to the stage of choosing the right business automation system.

Business processes	It was	Has become
Application Accounting	5 minutes.	1 minute.
Cost calculation	40 min	40 min
KP preparation	20 minutes.	20 minutes.
Billing	20 minutes.	20 minutes.
Analytics ( v . Xls )	30 minutes.	30 minutes.
Preparation of contracts and applications	30 minutes.	10 minutes.
TOTAL	145 minutes	121 minutes

Interim conclusion
Having implemented the amoCRM system, the company managers realized that they were moving in the right direction: they needed a program with the same functionality, but with the ability to connect 1C with the latest version, workflow automation and detailed project analytics.

What stopped and what has changed

The second in line was the Canape CRM product: it had the same necessary functionality, the system took into account most of the company's needs, and most importantly, it integrated seamlessly with 1C and allowed to speed up workflow.

How the document management issue was resolved: the implemented system generates a unique encrypted link to the document (application, KP, contract, invoice), which can be sent to the client. If he asks you to change something, you just need to make changes and save the document: the client will see the changed version using the same link. The link can be sent in skype, icq and other chats or conversations - that is, to all persons involved in the transaction from the client. You do not need to generate a pdf file.

A calculator has appeared: with its help in the system you can calculate the value of each transaction. The calculator is included in the CRM functionality, but it is customized for a specific company and allows you to reduce the number of errors due to the human factor. If at the stage of negotiating the value the client had changes, then the manager in CRM promptly made changes to the calculator and the client immediately saw all the changes.

Work with technical support: company managers are ready to answer any questions about using the system. All initial CRM settings for a specific client are also carried out by the managers of the developer company. Most applications for system improvements are being implemented in the next updates.

What other difficulties remain: in preparing detailed analytics. Although the system has implemented reports on profits and on the formation of a sales funnel, but this, as practice shows, is not enough. Soon there will be reports on the work of the system managers and on the analysis of failures that led to the closure of the transaction.

Business processes	It was	Before Canape CRM	From Spanish Canape CRM
Application Accounting	5 minutes.	1 minute.	0 min
Cost calculation	40 min	20 minutes.	20 minutes.
KP preparation	20 minutes.	10 minutes.	1 minute.
Billing	20 minutes.	20 minutes.	1 minute.
Analytics ( v . Xls)	30 minutes.	30 minutes.	10 minutes.
Preparation of the contract and applications	30 minutes.	30 minutes.	3 min.
TOTAL	145 minutes	121 minutes	35 minutes

Interim conclusion
Canape CRM has now increased the processing speed of applications by 4.14 times.

With the previous stream of customer requests — about 150 applications a month — Stankoservice saved 275 working hours of specialists (35 * 150/60 = 87.5 instead of the initial 362.5) —that is 34 eight-hour working days of an employee without days off and days off .

In conclusion - briefly about the main

• Without using CRM, an average company spent about 2.5 hours on one deal, using amoCRM - 1.8 hours, using Canape CRM - 35 minutes.
• In this case, the choice of a specific CRM depends on the tasks that you plan to solve with its implementation.
• Most companies offer a “trial period” of using the system for a period of 7-14 days to 1 month. However, a couple of weeks is not always enough to get acquainted with the system. We recommend working with CRM for at least 1-1.5 months. During this time, you can definitely understand the functionality of the system and configure it for your business.
• Check in advance if there is a possibility of technical support, consultation and improvements.

We wish you productive work and increased sales!