Your key considerations when switching your CRM.

Today we ask what should you consider when exploring a new CRM software?

In a previous blog we discussed how a high functioning CRM can provide not only great insight into your members but can add real value to your business. Furthermore, we looked at how; despite harvesting huge amounts of data, systems are not always capable of using it to advance business objectives. Therefore, if you are considering an upgrade to your CRM system, then read on. As in today’s blog, we explore some of the key considerations you should make before refreshing your software.

Firstly, Strategy first, Technology second.
Too many organisations implement CRM software prior to developing their data strategy. This can ultimately lead to failure as organisations end up with a highly technical solution without the consideration of the people, process and data strategy needed to deliver it successfully.

Outputs ahead of inputs.
When exploring new software, the focus often tends to look at what information can be captured by the software. However, what you put in doesn’t allow you to make strategic decisions. Effective reporting is more important. If you cannot extract reliable and valid data, or the data must be manipulated to provide you with what you need, then you cannot make the correct strategic decisions to grow your business.

Consider the levels of functionality.
Whilst enjoying huge amounts of functionality might seem appealing. This can often be worthless, unless you can use it effectively. If you have set out your strategy correctly and you understand your outputs clearly, you should know what functionality will be required to deliver your strategy. But, don’t forget to think tactically. No CRM strategy, no matter how in-depth, will be able to accurately account for every possible contingency. Accept this fact and be willing to re-evaluate your approach should it become apparent that something isn’t working as well as it could be.

Prioritise your customers.
It is common for businesses to want to treat all their customers equally. The problem is that the business world is not a democracy; for a company to be successful, it must be willing to prioritize customers based upon how profitable (or how likely to become profitable) they are. For example, current members are often much more valuable; spending on average nearly double what new members spend, compare to new members. Your organization may have its own definition of what makes a member valuable, so it is up to you to identify the traits that you most look for in a member, so that you can segment your accounts to increase metric-effectiveness. Remember, demand for leisure is matched by available spend. Consumers need enough disposable income to justify spending on non-essential activities. Even the population of high-affluence towns and cities have a limit to how far their spend stretches.

Maximise personalisation.
Personalisation in an analogue world existed when the receptionist at your gym knew your name. While basic personalisation is relatively easy to achieve an email with a first name will just about do the trick, great personalisation  where you show up at the right time, in the right place, to the right person and say the right thing is a little tougher to do. However, in this day and age, within the leisure sector, this is becoming a priority.

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