In regard to the trends perspective, alignment of sales and marketing has hogged limelight as organizations across the globe have started to implement cross departmental workflows that helps in amalgamating technology of CRM and also marketing automation with the business process management.
It becomes clear that with the growing usage of the lead management processes that have been originating in MAPs continue through the CRM. These processes comprise of varied facets such as lead scoring, marketing nurturing initiatives and also lead to revenue management analytics.
With companies gaining maturity in their MAPs usage along with the exploring, attaining success at sales and marketing alignment, one of the most relevant questions which arise is: When should it stop? How deeply can marketing automation make its way into a firm? Should it move through to varied departments such as service and support? According to me, it will.
When we take a close look into few of the essential process automation opportunities between different departments such as marketing, sales and customer servicing, one tends to understand the rules that are enforced for nurturing marketing also function in close coordination with other essential initiatives like client serving, support and also customer expansion.
Quite often, lead nurturing is completely based on the automated enrollment of a specific person into a pre-defined series of communications like emails. A particular person can be part of the marketing program in different ways comprising of when a value undergoes changes in their record from the CRM tool.
Lead nurturing is often based on the automated enrollment of an individual into a pre-set series of communications (emails). A person may be enrolled into nurture.
Now, let us focus on a real-world example –
Casey Smith is a potential who opts for downloading a white paper from your website. His lead score pushes an action wherein the MAP develops a new lead in the CRM and also assigns him to a sales personnel. The MAP initiates a workflow in CRM tool and also assigns a sales task to John, who is the assigned sales rep. John opts for quite a few outbound phone calls to Casey only to be repeatedly be sent to the voicemail. Then, Casey’s CRM lead status is changes to ‘nuture’ successfully. The MAP displays this change and again places Casey back into an automated email nurture program.
This same logic of lead nurturing is applied to client services as well -
James is a customer of Mayo Corporation. He then submits a support case for a product defect to Mayo. This support ticket is worked to conclusion. A field value in his contact record alters that pushes an automated email from the MAP, which comprises a link to a post support survey (which is a survey developed in and hosted by the MAP). In this survey, James shows his low satisfaction level with the provided service.
This is when the support Manager in CRM is alerted and James is enrolled in a high potential nurture campaign that offers details about the product, relevant tips for using it and also the direct links for supporting along with the online portal and knowledge base.
Moreover, all the interactions from now on is then captured and then closely reviewed apart from alerting the support personnel at Mayo when relevant touches occur.
One of the most important things to remember is that the technology inherent to MAP along with the ever changing integration between the MAP/CRM tools has the potential to open a list of opportunity for firms to considerably improve their mode of communication, cross selling initiatives and also judging the customer satisfaction levels successfully.
Furthermore, the firms that want to make proper use of MAP have been able to attain considerable levels of customer satisfaction along with pushing revenue from their present customer base. The MAP investment is taking the CRM world by storm and successfully bagging more bucks.