We spend time with our CRM customers to make them understand about the application in the best possible way as well optimize their sales process. We also make sure that our customers are using effectively according to their business need and happy with our service.

Strategies CRM Thoughts
Customer relationship management (CRM) consists of the processes a company uses to track and organize its contacts with its current and prospective customers. Information about customers as well customer interactions can be entered, stored and accessed by employees in different company departments. Typical CRM goals are to improve services provided to customers, and to use customer contact information for targeted marketing.

CRM initiatives often fail because implementation was limited to software installation, without providing the context, support and understanding for employees to learn, and take full advantage of the information systems. CRM can be implemented without major investments in software, but software is often necessary to explore the full benefits of a CRM strategy.

CRM includes many aspects which relate directly to one another

• Front office operations : Direct interaction with customers, e.g. face to face meetings, phone calls, e-mail, online services etc.

• Back office operations : Operations that ultimately affect the activities of the front office (e.g., billing, maintenance, planning, marketing, advertising, finance, manufacturing, etc.)

• Business relationships : Interaction with other companies and partners, such as suppliers/vendors and retail outlets/distributors, industry networks (lobbying groups, trade associations). This external network supports front and back office activities.

• Analysis : Key CRM data can be analyzed in order to plan target-marketing campaigns, conceive business strategies, and judge the success of CRM activities (e.g., market share, number and types of customers, revenue, profitability).

Strategy
CRM is not just a technology but rather a comprehensive, customer-centric approach to an organization's philosophy of dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considerations stretch beyond technology toward the broader organizational requirements.

The objectives of a CRM strategy must consider a company?s specific situation and its customers' needs and expectations. Information gained through CRM initiatives can support the development of marketing strategy by developing the organization's knowledge in areas such as identifying customer segments, improving customer retention, improving product offerings (by better understanding customer needs), and by identifying the organization's most profitable customers

CRM strategies can vary in size, complexity, and scope. Some companies consider a CRM strategy only to focus on the management of a team of salespeople. However, other CRM strategies can cover customer interaction across the entire organization. Many commercial CRM software packages provide features that serve the sales, marketing, event management, project management, and finance industries.
From this perspective, CRM has for some time been seen to play an important role in many sales process engineering efforts

Implementation Issues
Many CRM project "failures" are also related to data quality and availability. Data cleaning is a major issue. If a company's CRM strategy is to track life-cycle revenues, costs, margins, and interactions between individual customers, this must be reflected in all business processes. Data must be extracted from multiple sources (e.g., departmental/divisional databases such as sales, manufacturing, supply chain, logistics, finance, service etc.), which requires an integrated, comprehensive system in place with well-defined structures and high data quality. Data from other systems can be transferred to CRM systems using appropriate interfaces

Because of the company-wide size and scope of many CRM implementations, significant pre-planning is essential for smooth roll-out. This pre-planning involves a technical evaluation of the data available and the technology employed in existing systems. This evaluation is critical to determine the level of effort needed to integrate this data.

Equally critical is the human aspect of the implementation. A successful implementation requires an understanding of the expectations and needs of the stakeholders involved. An executive sponsor should also be obtained to provide high-level management representation of the CRM project.

Our implementation team does detailed analysis and work out an implementation plan based on this. We also make sure that the customer is benefited by constantly supporting them for effectively utilizing the application in the best possible way to optimize their sales activities. We are not only doing an implementation service but also understanding the business and helping our client to use the CRM application to optimize and increase their sales.

Strategies ERP Thoughts
An ERP system has a service-oriented architecture with modular hardware and software units or "services" that communicate on a local area network. The modular design allows a business to add or reconfigure modules (perhaps from different vendors) while preserving data integrity in one shared database that may be centralized or distributed.

Many organizations did not have sufficient internal skills to maintain and support operational ERP system. Strategies having experience in monitoring and managing ERP system.
• Typically, our team analysis and understand the various modules and functionalities and business flows of the running ERP system.
• The second step is to monitor, manage and maintain the existing system with out any issues.