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CRM Module
The SAP Business One application offers customer relationship management (CRM) functionality thatlets you instantly access complete sales and customer information
The CRM Module enables you to respond to customer inquiries and sales requests.The ability to maintain close customer relationships is fundamental to the automotive industry business growth.Yet in todays automotive competitive environment, customers are demanding more choices and fasterturnaround than ever before.
To meet these demands and build customer loyalty, automotive industry small businesses need rapid access tocomplete, accurate, and up-to-date customer information.
The customer relationship management (CRM) functionalityof the SAP Business One application allows you to manageall customer records, along with the entire sales process
from initial contact to final order. It provides a complete setof tools to record customer contacts, monitor salesopportunities, generate quotes, and process orders overthe Internet.As a result, you can easily track leads as they move downthe pipeline to become quotes and then sales
Top 5 To Try
Definition of ERP Systems
What Is the Full Form of ERP & CRM?
ERP System Features
Can a Seller Use CRM for Pricing?
How to Integrate ERP and CRM
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Common CRM Modules in an ERP System
Matthew Schieltz
Matthew Schieltz has been a freelance web writer since August 2006, and has experiencewriting a variety of informational articles, how-to guides, website and e-book content for
organizations such as Demand Studios. Schieltz holds a Bachelor of Arts in psychology from
Wright State University in Dayton, Ohio. He plans to pursue graduate school in clinical
psychology.
By Matthew Schieltz, eHow Contributor
updated: June 15, 2010
1.
When integrated with enterprise resource planning (ERP) software, customer
relationship management (CRM) modules help upper-level management andeveryone involved get an in-depth look at company financial and customer patternsthat may indicate the future of the company. Businesses often purchase this type ofcombined CRM and ERP software not only to simplify its company evaluation andplanning, but also to save money: purchasing CRM and ERP system separately isoften more costly. Examples of companies that provide combined enterpriseresource planning and customer relationship management software include Oracle,
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NetSuite and BizAutomation.com.
Contact Management
Customer relationship management systems typically have a contact management
system that allows companies to stay organized when it comes to maintaining
contact with customers. Contact management modules allow you to assign acustomer account to a representative or account manager. Within this CRM module,representatives can input both the date and time of contact or attempted contact aswell as detailed notes and information about the representative-customer interaction.Many times, contact management systems also have a built-in calendar system thatallows you to set a specific date and time in which to follow-up with the customer.
Sales Automation
Sales automation modules streamline the sales process by centralizing information
about leads, customers and other data needed by a sales professionals andcompany managers. Sales automation helps sales representatives keep track ofleads and prospects, giving them tools--such as sales call reminders--and steps tofollow throughout the sales process. Many sales modules also support territorymanagement, which means that sales representatives can be assigned by managersto a specific geographic region.
Marketing Module
Marketing CRM modules included with an enterprise resource planning (ERP)
software connect several company departments, including sales and customerservice personnel. The marketing management modules aggregate customercontact information into a database, which allows you to print address labels,generate form letters and perform email marketing at any time. Most marketingmodules also give you tracking tools to measure the effectiveness of your marketing
campaigns.Order Management
Order management integrates with the sales automation module and also includes
billing. This CRM module gives sales people a comprehensive view of products andservices which can be offered to customers and leads. Order management tools givecustomers a way to pay for products, automatically generate billing statements andcan send invoice notice reminders to customers. When included with an ERPsystem, order management modules also supports inventory management andproduct fulfillment duties of company personnel.
Analytics
An analytics section within your ERP system ties together and connects each of the
CRM and company modules. This module generates reports and charts that presentfinancial and sales information, such as revenue forecasting models. The analysismodule gives real-time information on sales patterns, trends in marketing as well asinventory-related information
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Read more:Common CRM Modules in an ERP System | eHow.com
http://www.ehow.com/list_6632233_common-crm-modules-erp-
system.html#ixzz1JadqlvWX
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Customer relationship management (CRM) is a widely-implemented strategy for managing acompanys interactions with customers, clients and sales prospects. It involves using technologyto organize, automate, and synchronize business processesprincipallysales activities, but alsothose formarketing, customer service, and technical support. The overall goals are to find,attract, and win new clients, nurture and retain those the company already has, entice formerclients back into the fold, and reduce the costs of marketing and client service. [1]Customerrelationship management describes a company-wide business strategy including customer-interface departments as well as other departments.[2]
Contents
[hide]
1 Benefits of CRM
2 Challenges
3 Types/variations
3.1 Sales force automation
3.2 Marketing
3.3 Customer service and support
3.4 Appointment
3.5 Analytics
3.6 Integrated/Collaborative
3.7 Small business
3.8 Social media
3.9 Non-profit and membership-based
4 Strategy
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5 Implementation
5.1 Implementation issues
5.2 Adoption issues
6 Privacy and data security system
7 Market structures
8 Related trends
9 See also
10 Notes and references
[edit] Benefits of CRM
The use of a CRM system will confer several advantages to a company:[citation needed]
Quality and efficiency
Decrease in overall costs
Decision support Enterprise agility
Customer Attention
[edit] Challenges
Tools and workflows can be complex, especially for large businesses. Previously these toolswere generally limited to contact management: monitoring and recording interactions andcommunications. Software solutions then expanded to embrace deal tracking, territories,opportunities, and at the sales pipeline itself. Next came the advent of tools for other client-interface business functions, as described below. These tools have been, and still are, offered ason-premises software that companies purchase and run on their own IT infrastructure.
Often, implementations are fragmentedisolated initiatives by individual departments to addresstheir own needs. Systems that start disunited usually stay that way: siloed thinking and decisionprocesses frequently lead to separate and incompatible systems, and dysfunctional processes.Business reputation has become a growing challenge. The outcome of internal fragmentation thatis observed and commented upon by customers is now visible to the rest of the world in the eraof the social customer, where in the past, only employees or partners were aware of it.Addressing the fragmentation requires a shift in philosophy and mindset within an organizationso that everyone considers the impact to the customer of policy, decisions and actions. Humanresponse at all levels of the organization can affect the customer experience for good or ill. Evenone unhappy customer can deliver a body blow to a business.[3]
[edit] Types/variations
[edit] Sales force automationSales force automation (SFA) involves using software to streamline all phases of the salesprocess, minimizing the time that sales representatives need to spend on each phase. This allowsa business to use fewer sales representatives to manage their clients. At the heart of SFA is acontact management systemfor tracking and recording every stage in the sales process for eachprospective client, from initial contact to final disposition. Many SFA applications also includeinsights into opportunities, territories, sales forecasts and workflow automation, quote
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generation, and product knowledge. Modules for Web 2.0 e-commerce and pricing are new,emerging interests in SFA.[1]
[edit] Marketing
CRM systems for marketing help the enterprise identify and target potential clients and generateleads for the sales team. A key marketing capability is tracking and measuring multichannel
campaigns, including email, search, social media, telephone and direct mail. Metrics monitoredinclude clicks, responses, leads, deals, and revenue. Alternatively, Prospect RelationshipManagement (PRM) solutions offer to track customer behaviour and nurture them from firstcontact to sale, often cutting out the active sales process altogether.In a web-focused marketing CRM solution, organizations create and track specific web activitiesthat help develop the client relationship. These activities may include such activities as freedownloads, online video content, and online web presentations.[citation needed]
[edit] Customer service and support
Recognizing that service is an important factor in attracting and retaining customers,organizations are increasingly turning to technology to help them improve their clients
experience while aiming to increase efficiency and minimize costs.[4]
Even so, a 2009 studyrevealed that only 39% of corporate executives believe their employees have the right tools andauthority to solve client problems.[5]
[edit] Appointment
Creating and scheduling appointments with customers is a central activity of most customeroriented businesses. Sales, customer support, and service personnel regularly spend a portion oftheir time getting in touch with customers and prospects through a variety of means to agree on atime and place for meeting for a sales conversation or to deliver customer service. AppointmentCRM is a relatively new CRM platform category in which an automated system is used to offer asuite of suitable appointment times to a customer via e-mail or through a web site. An automatedprocess is used to schedule and confirm the appointment, and place it on the appropriate person's
calendar. Appointment CRM systems can be an origination point for a sales lead and aregenerally integrated with sales and marketing CRM systems to capture and store the interaction.
[edit] Analytics
Relevant analytics capabilities are often interwoven into applications for sales, marketing, andservice. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence. Sales analytics let companies monitorand understand client actions and preferences, through sales forecasting and data quality.Marketing applications generally come withpredictive analytics to improve segmentation andtargeting, and features for measuring the effectiveness of online, offline, and search marketingcampaigns. Web analytics have evolved significantly from their starting point of merely trackingmouse clicks on Web sites. By evaluating buy signals, marketers can see which prospects aremost likely to transact and also identify those who are bogged down in a sales process and needassistance. Marketing and finance personnel also use analytics to assess the value of multi-faceted programs as a whole.These types of analytics are increasing in popularity as companies demand greater visibility intothe performance of call centers and other service and support channels,[4] in order to correctproblems before they affect satisfaction levels. Support-focused applications typically includedashboards similar to those for sales, plus capabilities to measure and analyze response times,service quality, agent performance, and the frequency of various issues.
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[edit] Integrated/Collaborative
Departments within enterprises especially large enterprises tend to function with littlecollaboration.[6] More recently, the development and adoption of these tools and services havefostered greater fluidity and cooperation among sales, service, and marketing. This findsexpression in the concept of collaborative systems that use technology to build bridges between
departments. For example, feedback from a technical supportcenter can enlighten marketersabout specific services and product features clients are asking for. Reps, in their turn, want to beable to pursue these opportunities without the burden of re-entering records and contact data intoa separate SFA system.
[edit] Small business
Forsmall business, basic client service can be accomplished by a contact manager system: anintegrated solution that lets organizations and individuals efficiently track and recordinteractions, including emails, documents, jobs, faxes, scheduling, and more. These tools usuallyfocus on accounts rather than on individual contacts. They also generally include opportunityinsight for tracking sales pipelines plus added functionality for marketing and service. As withlarger enterprises, small businesses are finding value in online solutions, especially for mobile
andtelecommuting workers,
[edit] Social media
Social mediasites likeTwitter, LinkedIn and Facebookare amplifying the voice of people in themarketplace and are having profound and far-reaching effects on the ways in which people buy.Customers can now research companies online and then ask for recommendations through socialmedia channels, making their buying decision without contacting the company.People also use social media to share opinions and experiences on companies, products andservices. As social media is not as widely moderated or censored as mainstream media,individuals can say anything they want about a company or brand, positive or negative.Increasingly, companies are looking to gain access to these conversations and take part in thedialogue. More than a few systems are now integrating to social networking sites. Social media
promoters cite a number of business advantages, such as using online communities as a source ofhigh-quality leads and a vehicle forcrowd sourcing solutions to client-support problems.Companies can also leverage client stated habits and preferences to "hyper-target" their sales andmarketing communications.[7]
Some analysts take the view that business-to-business marketers should proceed cautiously whenweaving social media into their business processes. These observers recommend careful marketresearch to determine if and where the phenomenon can provide measurable benefits for clientinteractions, sales and support.[8] It is stated[by whom?] that people feel their interactions are peer-to-peer between them and their contacts, and resent company involvement, sometimes respondingwith negatives about that company.
[edit] Non-profit and membership-based
Systems for non-profit and membership-based organizations help track constituents and theirinvolvement in the organization. Capabilities typically include tracking the following: fund-raising, demographics, membership levels, membership directories, volunteering andcommunications with individuals.Many include tools for identifying potential donors based on previous donations andparticipation. In light of the growth of social networking tools, there may be some overlapbetween social/community driven tools and non-profit/membership tools.
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[edit] Strategy
For larger-scale enterprises, a complete and detailed plan is required to obtain the funding,resources, and company-wide support that can make the initiative of choosing and implementinga system successfully. Benefits must be defined, risks assessed, and cost quantified in threegeneral areas:
Processes: Though these systems have many technological components,business processes lie at its core. It can be seen as a more client-centric wayof doing business, enabled by technology that consolidates and intelligentlydistributes pertinent information about clients, sales, marketingeffectiveness, responsiveness, and market trends. Therefore, a companymust analyze its business workflows and processes before choosing atechnology platform; some will likely need re-engineering to better serve theoverall goal of winning and satisfying clients. Moreover, planners need todetermine the types of client information that are most relevant, and howbest to employ them.[2]
People: For an initiative to be effective, an organization must convince itsstaff that the new technology and workflows will benefit employees as well asclients. Senior executives need to be strong and visible advocates who canclearly state and support the case for change. Collaboration, teamwork, andtwo-way communication should be encouraged across hierarchicalboundaries, especially with respect to process improvement.[9]
Technology: In evaluating technology, key factors include alignment with thecompanys business process strategy and goals, including the ability todeliver the right data to the right employees and sufficient ease of adoptionand use. Platform selection is best undertaken by a carefully chosen group ofexecutives who understand the business processes to be automated as wellas the software issues. Depending upon the size of the company and thebreadth of data, choosing an application can take anywhere from a few
weeks to a year or more.[2]
[edit] Implementation
[edit] Implementation issues
Increases in revenue, higher rates of client satisfaction, and significant savings in operating costsare some of the benefits to an enterprise. Proponents emphasize that technology should beimplemented only in the context of careful strategic and operational planning.[10]
Implementations almost invariably fall short when one or more facets of this prescription areignored:
Poor planning: Initiatives can easily fail when efforts are limited to choosingand deploying software, without an accompanying rationale, context, and
support for the workforce.[11]
In other instances, enterprises simply automateflawed client-facing processes rather than redesign them according to bestpractices.
Poor integration: For many companies, integrations are piecemeal initiativesthat address a glaring need: improving a particular client-facing process ortwo or automating a favored sales or client support channel.[12] Such pointsolutions offer little or no integration or alignment with a companys overall
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strategy. They offer a less than complete client view and often lead tounsatisfactory user experiences.
Toward a solution: overcoming siloed thinking. Experts advise organizationsto recognize the immense value of integrating their client-facing operations.In this view, internally-focused, department-centric views should be discarded
in favor of reorienting processes toward information-sharing acrossmarketing, sales, and service. For example, sales representatives need toknow about current issues and relevant marketing promotions beforeattempting to cross-sell to a specific client. Marketing staff should be able toleverage client information from sales and service to better target campaignsand offers. And support agents require quick and complete access to aclients sales and service history.[12]
[edit] Adoption issues
Historically, the landscape is littered with instances of low adoption rates. In 2003, a Gartnerreport estimated that more than $1 billion had been spent on software that was not being used.More recent research indicates that the problem, while perhaps less severe, is a long way from
being solved. According to CSO Insights, less than 40 percent of 1,275 participating companieshad end-user adoption rates above 90 percent.[13]
In a 2007 survey from the U.K., four-fifths of senior executives reported that their biggestchallenge is getting their staff to use the systems they had installed. Further, 43 percent ofrespondents said they use less than half the functionality of their existing system; 72 percentindicated they would trade functionality for ease of use; 51 percent cited data synchronization asa major issue; and 67 percent said that finding time to evaluate systems was a major problem.[14]
With expenditures expected to exceed $11 billion in 2010,[14] enterprises need to address andovercome persistent adoption challenges. Specialists offer these recommendations[13] for boostingadoptions rates and coaxing users to blend these tools into their daily workflow:
Choose a system that is easy to use: not all solutions are created equal; some
vendors offer applications that are more user-friendly a factor that shouldbe as important to the decision as is functionality.
Choose appropriate capabilities: employees need to know that the time theyinvest in learning and in using the new system will not be wasted, indeed thatit will yieldpersonal advantages; otherwise, they will ignore or circumventthe system.
Provide training: changing the way people work is no small task; to besuccessful, some familiarization training and help-desk support are usuallyrequired, even with todays more usable systems.
Lead by example: upper management must use the new applicationthemselves, thereby showing employees that the top leaders fully support
the application or else it will skew the ultimate course of the initiativetoward failure, by risking a greatly reduced rate of adoption by employees.[citation needed]
[edit] Privacy and data security system
One of the primary functions of these tools is to collect information about clients, thus acompany must consider the desire for privacy anddata security, as well as the legislative andcultural norms. Some clients prefer assurances that their data will not be shared with third parties
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without their prior consent and that safeguards are in place to prevent illegal access by thirdparties.
[edit] Market structures
This market grew by 12.5 percent in 2008, from revenue of $8.13 billion in 2007 to $9.15 billionin 2008.[15] The following table lists the top vendors in 2006-2008 (figures in millions of US
dollars) published in Gartnerstudies.[16][17]
Vendor
2008
Revenue
2008
Share (%)2007
Revenue
2007
Share (%)2006
Revenue
2006
Share (%)
SAP 2,055 22.5 (-2.8) 2,050.8 25.3 1,681.7 26.6
Oracle 1,475 16.1 1,319.8 16.3 1,016.8 15.5
Salesforce.c
om965 10.6 676.5 8.3 451.7 6.9
Microsoft 581 6.4 332.1 4.1 176.1 2.7
Amdocs 451 4.9 421.0 5.2 365.9 5.6
Others 3,620 39.6 3,289.1 40.6 2,881.6 43.7
Total 9,147 100 8,089.3 100 6,573.8 100
[edit] Related trends
Many CRM vendors offer Web-based tools (cloud computing) and software as a service(SaaS),which are accessed via a secure Internet connection and displayed in a Web browser. These
applications are sold as subscriptions, with customers not needing to invest in purchasing andmaintaining IT hardware, and subscription fees are a fraction of the cost of purchasing softwareoutright.The era of the "social customer"[18] refers to the use of social media (Twitter, Facebook,LinkedIn, Yelp, customer reviews in Amazon etc) by customers in ways that allow otherpotential customers to glimpse real world experience of current customers with the seller'sproducts and services. This shift increases the power of customers to make purchase decisionsthat are informed by other parties sometimes outside of the control of the seller or seller'snetwork. In response, CRM philosophy and strategy has shifted to encompass social networksand user communities, podcasting, and personalization in addition to internally generatedmarketing, advertising and webpage design. With the spread of self-initiated customer reviews,
the user experience of a product or service requires increased attention to design and simplicity,as customer expectations have risen. CRM as a philosophy and strategy is growing to encompassthese broader components of the customer relationship, so that businesses may anticipate andinnovate to better serve customers, referred to as "Social CRM".Another related development is Vendor Relationship Management, or VRM, which is thecustomer-side counterpart of CRM: tools and services that equip customers to be bothindependent of vendors and better able to engage with them. VRM development has grown outof efforts by ProjectVRM at Harvard'sBerkman Center for Internet & Society andIdentity
http://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=18http://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=18http://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=19http://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=19http://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Social_CRMhttp://en.wikipedia.org/wiki/Vendor_Relationship_Managementhttp://en.wikipedia.org/wiki/Vendor_Relationship_Managementhttp://en.wikipedia.org/wiki/Berkman_Center_for_Internet_&_Societyhttp://en.wikipedia.org/wiki/Berkman_Center_for_Internet_&_Societyhttp://en.wikipedia.org/wiki/Identity_Commonshttp://en.wikipedia.org/wiki/Identity_Commonshttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=18http://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/w/index.php?title=Customer_relationship_management&action=edit§ion=19http://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Software_as_a_servicehttp://en.wikipedia.org/wiki/Social_CRMhttp://en.wikipedia.org/wiki/Vendor_Relationship_Managementhttp://en.wikipedia.org/wiki/Berkman_Center_for_Internet_&_Societyhttp://en.wikipedia.org/wiki/Identity_Commons -
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Commons' Internet Identity Workshops, as well as by a growing number of startups andestablished companies. VRM was the subject of a cover story in the May 2010 issue ofCRMMagazine.[19]
In a 2001 research note, META Group (now Gartner) analyst Doug Laney first proposed, definedand coined the term Extended Relationship Management. He definedXRM as the principle andpractice of applying CRM disciplines and technologies to other core enterprise constituents,primarily partners, employees and suppliers...as well as other secondary allies includinggovernment, press, and industry consortia.
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Customer Relationship Management is the process of managing relationships with customers by
capturing, analyzing, and storage of customer, partner, vendor details and also internal process
information. The key functionality of a CRM solution can be studied under 3 basic modules. They are
Marketing, Service and Sales. All these modules are Operational, Collaborative and Analytical.
Marketing Module
The marketing module ofCRM comprises of functionalities regarding short term execution of
marketing related activities and long term planning within a company.
It also helps in activities like Campaign Management, lead management and planning. Marketing
module enables your company to run marketing campaigns using different communication channels,
which targets potential buyers using a product or a group of products as a message. It generates sales
related leads which then can be converted into sales.
Service Module
The service module of CRM focuses on how effective the system is of managing customer service
which is planned or unplanned. It helps in activities like Service Order Management, Service Contract
Management, Planned Services management, Warranty Management, Installed Base (Equipment)
Management, Service Level Agreement Management, Resource Planning and Scheduling and
Knowledge Management
Sales Module
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8/7/2019 CRM Module
12/14
The Sales Module ofCRM Solutions focuses on the sales team of the company to manage and execute
the pre-sales process, making it more organized. The sales teams in most companies are responsible
for capturing any leads or opportunities, capturing customer interaction, the CRM helps them process
this data and monitor it in the future. This helps in organizing all relevant data received and captured
for a deal to be put into one place, it could hold data as expected budget, total spending, prospective
customers, key players, products interested in, important dates and expected closing dates of a deal.
Each of these can be stand alone applications depending on organizational need. It is important that
the right software is selected and more importantly implemented correctly for any CRM to be effective.
Read more: http://www.articlesbase.com/software-articles/modules-of-crm-solutions-
1158092.html#ixzz1Jag8EpTx
Under Creative Commons License: Attribution
ANY ALL
CRM - Integrated CRM Module (with GSM And CTI interface)
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Executive Summary
Modules
Description
Salient Features
Executive Summary
In todays industry scenario the basis of growth not only depends on the
marketing strategy of the
company but also on the quality of service provided by the company to theirexisting clients and their future clients.
As well as know that customer retention has become the backbone of any
companys growth, our
http://www.interprise.co.uk/http://creativecommons.org/licenses/by/3.0http://www.interprise.co.uk/http://creativecommons.org/licenses/by/3.0 -
8/7/2019 CRM Module
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automated system gives the company an edge to do so. This module has beendesigned in such a way that it is highly user friendly and can be customized
according to the companys working needs.
Modules
This integrated solution consists of Four modules:
Caller ID Module
Tele-Calling Module CRM module
B2C Module
Modules
This integrated solution consists of Four modules:
Caller ID Module Tele-Calling Module
CRM module B2C Module
DESCRIPTION
Caller ID Module identifies the Caller prior to answering the call and sends the
request to CRM Module which displays the Sales-Order-Feedback history of the
Caller.Using Tele-Calling Module the tele-caller can call the person from the software
itself and can talk using a Headphone Set. This makes the work of the tele-callervery easy as he/ she doesnt have to pick up the phone every time a call has to
be made. Further the feedback of the call can be entered in the software whilethe call is in progress thus saving time and increasing efficiency. The incoming
calls can also be answered through this module. Also the system has an ability toauto-answer the calls received by it. This
software is a total replacement of IVR based systems at a very nominal costcompared to IVR systems.
CRM module manages all the details of callers/clients. Also the various reports
can be generated from this
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module which is as under: Calls received
Calls made Calls made with results
Calls to be completed
B2C MODULEThis module provides a fast and reliable way of advertising using moderntechnique to reach out to the customers. It uses SMS (Short Messaging Service)
provided by all Mobile Service providers as a mode to marketing.
Salient Features
Caller ID based solution.
Uses a Headphone set to make/ receive calls from the computer.
Auto Answering Facility.
SMS Broadcasting Facility.
No need of telephone set.
Highly user friendly.
