Cases and feedback
Property
Intermediary company helps to find accommodation for daily and long term rentals
Problems
Objectives
Solutions
Problems
- No understanding of the sales business model. Where is the money in this niche?
- There is no single customer base. All clients are only in correspondence in telegram.
- All communication is conducted from a personal phone number, so it is unrealistic to separate personal and work correspondence.
- Sales are chaotic and unpredictable.
- All potential tenants are lost in telegram correspondence.
Objectives
- Structure landlord data
- Structure tenant data
- Build a sales system
- Create a clear algorithm of work with filters for quick search of suitable options
- Train to use CRM system
Solutions
- Created a funnel for searching and creating a base of potential landlords
- Created a sales funnel of housing search services for potential tenants
- Segmented landlord and tenant base for quick search of suitable options
- Managers were trained to work correctly with the CRM system.
- As a result, the work with the database was structured
- As a result, an understanding of how to make money in this niche has been gained
- All correspondence was transferred to the corporate Telegram, we gave up personal correspondence, which allowed us to store the entire history of interaction in the lead card.
Problems
5. Do additional verification after failures in order to return transactions to work, if possible, bring them to success
Solutions
4. A call-back process was created that counted a fixed number of attempts to reach the client and after the fourth attempt the deal was automatically rejected, which made it possible not to spend an infinite amount of time on irrelevant customers and not to create many hanging deals at the stages
5. A process for checking working hours was created, which created a task for the manager only during the working hours of the company
6. A process was created to notify the sales manager if the manager forgot to fill out the form in the deal
7. A process was created to notify all managers of another department in the telegram channel that there was a new object for sale
8. A process was created to remind a contact (seller, buyer, landlord, tenant) of an upcoming meeting at the time of the appointment and on the day of the meeting, which increased the percentage of meetings that took place from the planned ones (meeting in the office or showing the object on the road)
9. A telegram notification process was created for the manager 1 hour before the meeting with the contact (seller, buyer, landlord, tenant), which increased the percentage of scheduled meetings held (meeting in the office or showing the object on the road)
10. A process was created to notify the head of the sales department if the deal is stuck at the stage “Meeting in the office took place” for more than 1 month
11. A process was created to notify the head of the sales department if a deal is stuck at the “off-market” stage for more than 7 days
12. A process was created to notify the head of the sales department if the deal is stuck at the “Advertising campaign started” stage for more than 1 month
13. A process was created to notify the sales manager if a deal is stuck at a stage of more than 1 month.
- A very large load on one manager in different areas and managers, in principle, do not have time to update information on all clients, do not set tasks on time and do not close them on time
- A lot of time is spent on the formulation and formulation of each task
- Illogicality and inconsistency of pipeline stages
- A large number of transactions without tasks
- A low conversion rate of a contact to a meeting with managers
- Find bottlenecks in pipelines and expand them or rebuild them
- Digitize business processes in 2 areas of commerce (sale and lease of commercial real estate) and 4 sales pipelines
- Seller commerce
- Buyer commerce
- Landlord commerce
- Tenant commerce
- Seller commerce
- Buyer commerce
- Landlord commerce
- Tenant commerce
5. Do additional verification after failures in order to return transactions to work, if possible, bring them to success
Solutions
- Pipelines with large conversion drops have been rebuilt and embroidered in tight spots
- Automation of business processes was made on the basis of the Sensei BPM platform.
- Seller commerce
- Buyer Commerce
- Commercial landlord
- Commercial tenant
4. A call-back process was created that counted a fixed number of attempts to reach the client and after the fourth attempt the deal was automatically rejected, which made it possible not to spend an infinite amount of time on irrelevant customers and not to create many hanging deals at the stages
5. A process for checking working hours was created, which created a task for the manager only during the working hours of the company
6. A process was created to notify the sales manager if the manager forgot to fill out the form in the deal
7. A process was created to notify all managers of another department in the telegram channel that there was a new object for sale
8. A process was created to remind a contact (seller, buyer, landlord, tenant) of an upcoming meeting at the time of the appointment and on the day of the meeting, which increased the percentage of meetings that took place from the planned ones (meeting in the office or showing the object on the road)
9. A telegram notification process was created for the manager 1 hour before the meeting with the contact (seller, buyer, landlord, tenant), which increased the percentage of scheduled meetings held (meeting in the office or showing the object on the road)
10. A process was created to notify the head of the sales department if the deal is stuck at the stage “Meeting in the office took place” for more than 1 month
11. A process was created to notify the head of the sales department if a deal is stuck at the “off-market” stage for more than 7 days
12. A process was created to notify the head of the sales department if the deal is stuck at the “Advertising campaign started” stage for more than 1 month
13. A process was created to notify the sales manager if a deal is stuck at a stage of more than 1 month.
Problems
3. Information in the transaction history is not always up-to-date
4. No real analytics. It is impossible to see the results of the work of the sales department and each manager
5. It is impossible to make the right management decisions in business
6. Work with claims of the quality control department is not built
Tasks
3. Create your own Sensei business processes for each direction
4. Build clean analytics for each direction of sale
5. Arrange work with claims of the quality control department
Solutions
3 main Sensei processes were created in 3 different directions
4. Directions were separated into different pipelines, which helped to collect clean statistics for each direction
5. A process was created to notify remote specialists (estimators) in telegrams when the status of a transaction changes at the stages of production of a repair design project
6. A failure control process was created that challenged the sales manager for a deal in failure, which increased the number of successfully closed deals
7. A call-back process was created that counted a fixed number of attempts to reach the client and after the fourth attempt the deal was automatically rejected, which made it possible not to spend an infinite amount of time on irrelevant customers and not to create many hanging deals at the stages
8. A process for checking working hours was created, which created a task for the manager only during the working hours of the company
9. A process was created to notify the head of the sales department when the manager is inactive
10. A process was created to notify the sales manager if the manager forgot to fill out the form in the deal
11. A process was created to control the departure of estimators 10 days after the departure of the estimator
12. A quality control pipeline was created
13. A Sensei process was created for the QC pipeline
- 3 different lines of business are conducted in one pipeline of 50 stages, namely
- design renovation project
- repair
- sale of components for repairs
3. Information in the transaction history is not always up-to-date
4. No real analytics. It is impossible to see the results of the work of the sales department and each manager
5. It is impossible to make the right management decisions in business
6. Work with claims of the quality control department is not built
Tasks
- Digitize the company's business processes in each area
- sale of a design renovation project
- repair sale
- sale of components for repairs
3. Create your own Sensei business processes for each direction
4. Build clean analytics for each direction of sale
5. Arrange work with claims of the quality control department
Solutions
- 3 new pipelines were created for 3 different lines of business
- sale of a design renovation project
- repair sale
- sale of components for repairs
3 main Sensei processes were created in 3 different directions
- sale of a design renovation project
- repair sale
- sale of components for repairs
4. Directions were separated into different pipelines, which helped to collect clean statistics for each direction
5. A process was created to notify remote specialists (estimators) in telegrams when the status of a transaction changes at the stages of production of a repair design project
6. A failure control process was created that challenged the sales manager for a deal in failure, which increased the number of successfully closed deals
7. A call-back process was created that counted a fixed number of attempts to reach the client and after the fourth attempt the deal was automatically rejected, which made it possible not to spend an infinite amount of time on irrelevant customers and not to create many hanging deals at the stages
8. A process for checking working hours was created, which created a task for the manager only during the working hours of the company
9. A process was created to notify the head of the sales department when the manager is inactive
10. A process was created to notify the sales manager if the manager forgot to fill out the form in the deal
11. A process was created to control the departure of estimators 10 days after the departure of the estimator
12. A quality control pipeline was created
13. A Sensei process was created for the QC pipeline
Foreign real estate agency
Pain/problem
To establish systematic work of the sales department with potential clients who were interested in tours with the aim of purchasing real estate abroad, but did not go on study tours immediately, but after 1-3-6 months. Thus, many clients were lost because managers forgot to remind the client about upcoming tours in that month, when it was convenient for the client.
Tasks
Solution
Several fundamental decisions were made that improved the quality of work of the sales department, namely:
Result
Pain/problem
To establish systematic work of the sales department with potential clients who were interested in tours with the aim of purchasing real estate abroad, but did not go on study tours immediately, but after 1-3-6 months. Thus, many clients were lost because managers forgot to remind the client about upcoming tours in that month, when it was convenient for the client.
Tasks
- Set up a filter for clients who want to go on an introductory tour in a specific month
- Recording all requests for advertising on Instagram and Facebook
- Sales funnel
- for potential clients
- for partners
- for realtors
- Connect IP telephony for 5 managers
- Create email templates
Solution
Several fundamental decisions were made that improved the quality of work of the sales department, namely:
- Connect all traffic sources in one place (website, Instagram, Facebook, mail)
- Set up fields and filters that help you quickly find clients who want to travel this month
- To separate products and tours by purpose and content, several funnels were created for people interested
- go and purposefully purchase real estate (for investors)
- go on vacation, “hang out” and at the same time look at real estate (for investors and vacationers)
- expand your range of services and offer your clients new properties abroad (for realtors and real estate agencies)
- Standard offers to clients on tours and objects were packaged into templates and managers began to spend less time on correspondence with the client
Result
- All 100% of requests are recorded
- Managers began to quickly filter clients and offer tours this month only to those who had previously planned to travel this month, which made it possible to bring 50% more clients to sales
- Managers now spend 35% less time processing leads and bring them to sales faster
- The average transaction cycle decreased by 25%, because clients were offered exactly the tour that suited them best and clients made payments for tours easier and faster
Education
Problems
TBD
Objectives
Result
TBD
Objectives
- To build an online school sales system for both the main product and additional products
- Train managers to work in the CRM system
- Create a dashboard with the main indicators of the sales department
- Created a funnel to pre-sell the “Diagnostics” product before enrolling in online school
- Created a funnel to pre-sell “Student Adaptation” product before enrollment in online school
- Created funnel for selling the main product “Online School”
- Created funnel to sell additional “Online Courses” products
- Implemented (ticketing) system for handling incoming inquiries for existing customers
- Created a dashboard with the main indicators of the sales department based on Google Sheets
- Created a sub-process for distributing leads between managers
- Created a sub-process of automatic qualification of incoming requests in Telegram on the basis of Sales bot, which qualifies clients by basic criteria.
- Video training was recorded
- Managers were trained and managers are trained periodically when business processes are changed or new managers are hired.
Result
- CRM system Kommo CRM implemented
- Business process automation based on the BPM platform “Business Processes v2”.
- TBD
- TBD
- TBD
Problems
1. Parents become interested in the school 1-2 years before the minimum required age of the child
2. These contacts are never recorded anywhere, so they are lost, and when a vacant position becomes vacant, the search for a potential client occurs chaotically and from memory, in different messengers, social networks, which is very inconvenient and not systematic
3. There is no systematic work with additional sales (clubs, camps, sections, etc.)
Tasks
1. Collect and store the entire database of potential clients in one place
2. Store correspondence with potential clients in one place
3. Fix agreements for each client
Solutions
1. All traffic sources are connected
2. The main funnel “Recruitment at school” was created to attract new clients to the school
3. Additional funnels “Tabir” and “Gurtok” were created for additional sales to existing clients or new interested additional group classes, sections, camps, and other events for schoolchildren at the school
1. Parents become interested in the school 1-2 years before the minimum required age of the child
2. These contacts are never recorded anywhere, so they are lost, and when a vacant position becomes vacant, the search for a potential client occurs chaotically and from memory, in different messengers, social networks, which is very inconvenient and not systematic
3. There is no systematic work with additional sales (clubs, camps, sections, etc.)
Tasks
1. Collect and store the entire database of potential clients in one place
2. Store correspondence with potential clients in one place
3. Fix agreements for each client
Solutions
1. All traffic sources are connected
2. The main funnel “Recruitment at school” was created to attract new clients to the school
3. Additional funnels “Tabir” and “Gurtok” were created for additional sales to existing clients or new interested additional group classes, sections, camps, and other events for schoolchildren at the school
Selling online video drawing courses for children and adults
Problems
Problems
- There is no sales system, customers go to the site themselves and buy
- There is no understanding why customers do not buy or refuse to buy
- There is no further follow-up with customers who purchase.
- No further work is carried out with clients who do not buy.
- There is no structured work with refuseniks
- Few repeat sales after the first sale
- Build a sales funnel
- Connect all incoming traffic sources
- Build a repeat sales system
- Build a system for analyzing the work of the sales department
- A “Primary sales” funnel was created for customers who registered on the site and did not buy immediately
- A “Repeat sales” funnel was created for additional sales to existing customers
- A “Conditional refusal” funnel was created to work with refuseniks
Consulting
Providing consulting and market research services for companies
Problems
Problems
- No data structure for customer data
- Each manager leads his clients as he wants. No uniform standard
- No segmentation of the customer base
- No prioritization of clients
- No separation of business processes for warming up clients and selling basic services
- Separate the customer prospecting and warming process from the main sales process
- To structure customer data. Bring it to one format. Teach how to use it
- Create a clear system of customer prioritization
- Digitize the business sales process for different company products
- Created a funnel for prospecting and warming up potential clients
- Created sales funnel for basic consulting services
- Created funnel for selling services on subscription model
- The funnel of rendering services on the subscription model is created
- A clear logic of interaction between funnels has been created
- A single format of client data has been created and standardized
- A single format for client prioritization has been created and standardized
The company provides insurance services for individuals and legal entities, consulting services on taxation, accounting services (for legal entities), lending services, leasing, mortgages.
Problems
Problems
- Many different services and there is no clear and understandable structure of data collection and storage within the company
- All services have their own specifics and for each service it is necessary to collect a unique set of data
- There is no segmentation and storage of the type of client, what service he applied for and when to contact him in the future. I.e. leads are simply lost
- There is no system for training new managers on how to work with incoming requests in a structured way
- To digitize the business sales process for each service and break down these processes into different funnels
- Create a logic of interaction between the funnels
- Create a structure for storing data on all types of customers
- Create a separate sales funnel for each service
- Automate task creation, change of deal statuses, prompts for managers
- Conduct sales training
- Created 7 different sales funnels for different services, namely: Insurance, Tax Counseling, Mortgage, Leasing, Accounting, Bookkeeping, Bookkeeping Services, Opening a business
- Created more than 250 fields to store database for each type of client
- Created more than 100 business process automations for setting automatic tasks and changing the status of the transaction, prompts for managers
- Created questionnaires for collecting data on potential clients
- Connected a form on the website to collect leads
- Video training was recorded and managers were trained
Individual training (1 year) in trading and attracting investments from individuals for trading
Problems
3. The “Personal Consultation” funnel records all transactions for clients who apply for one-time individual consultations on trading
Problems
- There is a lot of correspondence on social networks with potential clients, which is not recorded anywhere and therefore is often lost
- There are no reminders about agreements with potential clients.
- No training sales statistics
- Long-thinking clients always get lost
- There is no system for managing clients who are already in training (1 year)
- Build a sales system through closing on KEV (personal investment consultation)
- Create a system of auto-tasks that will help you not lose customers
- Record all agreements with clients
- Create a funnel for training existing clients in order to record the progress of each client
- The “Primary sales” funnel works in 2 touches and first closes on KEV (personal investment consultation), after which
- if the potential client is ready for investment and training. then the deal becomes a success and a copy of the deal is created in the “Training” funnel
- if the client is not ready now, then a second meeting is held with the drawing up of a personal financial plan (personal financial plan), which should help the client create the necessary capital to start investing and trading, and after that, after a certain time, a second closure for training takes place
3. The “Personal Consultation” funnel records all transactions for clients who apply for one-time individual consultations on trading
A platform that helps young business and systems analysts to start their career in business analysis by sharing their experience with more experienced business and systems analysts.
The platform is open to 2 target audiences (types of participants)
Result
The platform is open to 2 target audiences (types of participants)
- Mentees (students) - people who want to learn business analysis (or have just started to learn), who lack experience but sincerely want to get it.
- Mentors (mentors) - business and systems analysts with 3-5 years or more of experience who are willing to share knowledge with beginners.
- effectively form mentee-mentor pairs.
- match the mentee to a mentor with the necessary (relevant) experience
- match the mentor with a mentee who wants to learn from the mentor's experience.
- Reduce the time to form menti-mentor pairs
- To achieve a timeframe of no more than 3 days from the moment of mentee registration to qualification by the validator
- To achieve a period of no more than 1 day from the moment of verification of a new mentee and transfer to the status “ready to work”
- Accelerate the process of transferring mentee applications from the time the application is ready to work to the creation of a mentor-mentee pairing
- Ensure that the time it takes for a mentor to decide whether a mentee is a good fit takes no more than 30 min.
- Structure the collection of mentee and mentor data. Bring data storage to a common format
- Segment the mentee and mentor database so that it can be used quickly and efficiently to find people based on specified criteria.
- Divide the work into different areas: Business and Systems Analysis, HR, English Language Courses
- Unified database of mentees and mentors created
- All collected data on mentees and mentors has a single data format, so it is possible to quickly filter the required mentees and mentors by predefined criteria
- The business process of collecting data on mentees and mentors has been digitized
- Business processes in the project are divided into different areas: Business and System Analysis, HR direction, English Language Courses. A separate funnel has been created for each direction viz:
- 4.1 Mentee qualification funnel was created
- 4.2 Mentor qualification funnel created
- 4.3 A funnel for HR specialists and HR agencies was created
- 4.4 Created a funnel for the work of teachers and English language schools
- Business process for searching and forming mentee-mentor pairs is created
- Created a business process to keep the main useful information in front of the mentor to make a mentee's decision to take on a mentee as a mentor
- Recorded video training for users
- Conducted training for users
Result
- CRM system amoCRM was implemented.
- Automation of business processes was made on the basis of BPM platform Sensei
- Validation of new mentee applications reduced to 2-3 days after registration
- Validation of new mentor applications reduced to 1 day after registration
- Time taken for mentor to make a decision to take mentee for mentoring is 15-30 mins.
- As a result, the time to form mentee-mentor pairs has been reduced.
Online training on working with thinking - “Change your thinking - change your life!”
Pain/problem
Many people registered on the website for online training, but few attended because they forgot the time of the event. There were NO “reminders” about this. It's hard to sell a paid event without the value people received from the free event.
Tasks
Several fundamental decisions were made that increased the number of people who came to the training, namely:
Pain/problem
Many people registered on the website for online training, but few attended because they forgot the time of the event. There were NO “reminders” about this. It's hard to sell a paid event without the value people received from the free event.
Tasks
- Increase the number of people who come for free training after registration
- Don’t lose those who didn’t come and remind them of the next events
- Increase the number of people who come to paid training after free training
Several fundamental decisions were made that increased the number of people who came to the training, namely:
- Break the funnel into 2 stages
- free education
- paid training
- Set tasks for each lead and promote those who
- just registered - invite to a free event
- came to a free event - help pay for a paid event
- didn't make it to the first free event - invite again until he gets there
- got to a free event, but didn’t go to a paid one - invite both to the free one again and to the next paid one
- Set up IP telephony to record calls and monitor the quality of work of managers
- Connect an e-mail newsletter for prompt notification of events
- Sales conversion increased from 5-10% to 20-30%
- Personalized event reminder allowed more people to reach the free first event
- After visiting it, it was clear who exactly came and these people were contacted by phone and helped pay for participation in the paid event
- Dividing into 2 stages allowed more people to reach paid events
Sale of goods
A retail outlet in the shopping mall and an online store on Instagram for women's clothes
Problem
There were several main problems:
We made several fundamental decisions that have improved the quality of the online store, namely:
Problem
There were several main problems:
- All correspondence with clients was done via the Instagram account, but because we are dealing with clothes, the right size and color were not always in stock. Therefore, such customers were taken on a pencil (written in a notebook) without any prepayment, and when the desired product arrived, they were notified that it was available and sent to customers. Therefore, many clients were lost. Managers forgot what, to whom, where to send, from which account the person wrote, etc. Payment by cash on delivery or by card, after which it was necessary to constantly check the receipt of funds.
- All buyers were offered a 5% discount for filling out the questionnaire. And only in this case, the client got into the database. However further work was not carried out in any way.
- Record all comments and messages from Instagram to amoCRM
- Set tasks for “NON-purchased” clients right now
- Implement online payment
- Highlight the customers who want to buy an out-of-stock (size/color) item
- Boost sales of existing customers
We made several fundamental decisions that have improved the quality of the online store, namely:
- All comments and direct messages are immediately entered into amoCRM
- amoCRM immediately set the task for the manager to “contact the client”.
- A sales pipeline “on order” was created, where all customers who wanted to buy, but the goods were not available, are added, so managers immediately began to single out buyers “on order” and set tasks for them, not one client was lost
- It was decided to accept 100% payment from the client “on order”, so all customers immediately stayed with us and did not go looking for another store, while the goods travel 7-10 days
- Online payment was connected, when the client paid, it was immediately displayed in the CPM and the manager received the task to “send the goods”
- The base of already existing customers was segmented by the number of sales and the total amount of purchases, so that it was possible to single out separate groups of people and work narrowly with them, i.e. those who made the first purchase should be motivated to buy again (promotions, discounts and other goodies), those who have already bought more than once should be motivated to invite friends and receive bonuses.
- For the formation of track number directly from the client's card, Transport Company and Post were connected
- The introduction of IP telephony made it possible to record and analyze all calls, thereby improving the quality of work with clients
- For comfortable communication with customers and notification of promotions and discounts, Instagram, WhatsApp, Facebook, SMS service was integrated. All correspondence in any messenger can be conducted directly from the client card and it is all recorded in amoCRM, so you can always remember what you talked about earlier and where the client stopped and bring him to the sale
- All 100% of requests are recorded
- Managers began to bring to sale 100% of customers who wanted to buy “on order”, when before they simply lost most of these customers
- Repeat sales increased by 30% due to warming up the audience of buyers
- Managers began to spend 25% less time on lead processing and bring them to a sale faster
- The average transaction cycle has decreased by 15%, because it has become faster and more convenient for customers to pay for orders immediately from the card
Firewood delivery throughout the city and region
Pain/problem
There are a lot of incoming calls during the day, which were not recorded anywhere at all, only in the history of the phone itself. NO customer data was collected (not name, not email, nothing), just the address where to bring the firewood and when it needed to be delivered.
Tasks
Several fundamental decisions were made that improved the quality of work, namely:
Pain/problem
There are a lot of incoming calls during the day, which were not recorded anywhere at all, only in the history of the phone itself. NO customer data was collected (not name, not email, nothing), just the address where to bring the firewood and when it needed to be delivered.
Tasks
- Record 100% of incoming calls
- Collect customer data
- Continue to work with the client base
Several fundamental decisions were made that improved the quality of work, namely:
- Record all incoming calls thanks to IP telephony
- Guide each client through the sales funnel by filling out the required fields
- Track where customers “merge” and why they don’t buy from us, in order to strengthen this in the future
- Continue to work with clients who have already purchased, i.e. agree in advance on the preliminary date of the next shipment/delivery of firewood and the volume
- All 100% of incoming and outgoing calls are recorded
- Managers began to get to know clients, collect data about them, greet them and call them by name, which had a qualitative impact on working with the client base
- The number of repeat sales has increased because managers began to confirm delivery in advance (a week) before the scheduled date of the next delivery and set a plan to produce a certain volume of firewood, when previously some customers were lost because “today” there was not enough volume of the required type of firewood for shipment
- Thus, clients stopped going online every time to look for us again and spend our contextual advertising budget on attracting the same clients
- When making calls, managers already knew who they were communicating with, what type of firewood was needed and what volume, where to deliver it, all that remained was to confirm the delivery date, which greatly simplified the processing of orders
Wholesale and retail trade in doors, windows and fittings throughout Ukraine
There are several outlets (as separate divisions in different cities) for retail trade and a separate wholesale department. There is also a centralized sales department that takes calls/orders for both retail and experiential
Tasks
Solution
There are several outlets (as separate divisions in different cities) for retail trade and a separate wholesale department. There is also a centralized sales department that takes calls/orders for both retail and experiential
Tasks
- See statistics separately for each division (city)
- Remove routine actions from managers as much as possible, so that managers only sell
- Implement a funnel for hiring employees
- Improve the quality of work of the sales department
- In the wholesale department there are constant weekly shipments and it was necessary to create a system (sub-process) of reminders 1 day before the day of shipment for all clients
Solution
- Funnels were created for
- retail (each department/city has its own funnel)
- wholesale (each department/city has its own funnel)
- Automation of business processes in all funnels is implemented based on the BPM platform Sensei
- An “HR” funnel for hiring employees has been created
- The “Conditional refusal (QC - quality control department)” funnel was created to control the quality of work of sales department managers. The introduction of a funnel allows you to return from 15 to 35% of customers after refusal.
- A subprocess was created based on the BPM platform Sensei, which tracks the current day of the week and the day of the next shipment and reminds the manager 1 day before the day of shipment that the order must be confirmed. If the shipment is on Tue, then the reminder is on Mon, if the shipment is on Mon, then the reminder is on Fri, etc.
- Binotel IP telephony is connected and configured
Wholesale and retail trade of magnetic fasteners
Clients are searched for using cold calling in the 2GIS database
Tasks
Solution
3. A “Conditional refusal (QC - quality control department)” funnel was created to control the quality of work of sales department managers. The introduction of a funnel allows you to return from 15 to 35% of customers after refusal.
4. A “Documents” funnel has been created, in which a copy of the deal from the cold calling funnel is created at the stage of concluding the contract
5. IP telephony is connected and configured for free
Clients are searched for using cold calling in the 2GIS database
Tasks
- Monitor the quality of work of sales managers
- See visual statistics for the department and each manager
- Improve the quality of work of the sales department
- Track closing documents (because they were signed on average from 1 to 2 months)
Solution
- Two funnels are created
- Funnel 1 for cold calling for wholesale
- Funnel 2 for repeat sales
3. A “Conditional refusal (QC - quality control department)” funnel was created to control the quality of work of sales department managers. The introduction of a funnel allows you to return from 15 to 35% of customers after refusal.
4. A “Documents” funnel has been created, in which a copy of the deal from the cold calling funnel is created at the stage of concluding the contract
5. IP telephony is connected and configured for free
Wholesale of gas welding and oxygen equipment
Problem
Managers completely refused to work in the new customized system, because they were used to working in 1C. Therefore, linking KPIs to the correct management of amoCRM was introduced. The owner decided to hire several new managers to work in the primary sales funnel, whose goal is to make the first sale and transfer it to the shipping (sales) department in the repeat sales funnel.
Tasks
3.2 What should be the lever for the shipping (sales) department to the production department if production deadlines are delayed
4. Monitor the work of managers and quickly identify gaps (weaknesses)
Solution
3. Automation of business processes in all funnels is implemented based on the Sensei BPM platform
4. A subprocess of transferring orders to production and monitoring deadlines was added to the main sales process; if deadlines were missed, the system recorded this and using a separate filter, such orders could be quickly tracked
5. What in fact was recorded by specific production dates (plan date/actual date) and the shipping (sales) department could record this and transfer it to its management and the management of the production department to make decisions on how to prevent this in the future
6. The “Conditional refusal (QC - quality control department)” funnel was created to control the quality of work of sales department managers. The introduction of a funnel allows you to return from 15 to 35% of customers after refusal.
7. Sipuni IP telephony is connected and configured
Problem
Managers completely refused to work in the new customized system, because they were used to working in 1C. Therefore, linking KPIs to the correct management of amoCRM was introduced. The owner decided to hire several new managers to work in the primary sales funnel, whose goal is to make the first sale and transfer it to the shipping (sales) department in the repeat sales funnel.
Tasks
- Create a sales department from the shipping (sales) department
- Visual analytics for each manager
- Automate routine actions of managers
3.2 What should be the lever for the shipping (sales) department to the production department if production deadlines are delayed
4. Monitor the work of managers and quickly identify gaps (weaknesses)
Solution
- 2 funnels were created
- primary sales funnel
- repeat sales funnel
3. Automation of business processes in all funnels is implemented based on the Sensei BPM platform
4. A subprocess of transferring orders to production and monitoring deadlines was added to the main sales process; if deadlines were missed, the system recorded this and using a separate filter, such orders could be quickly tracked
5. What in fact was recorded by specific production dates (plan date/actual date) and the shipping (sales) department could record this and transfer it to its management and the management of the production department to make decisions on how to prevent this in the future
6. The “Conditional refusal (QC - quality control department)” funnel was created to control the quality of work of sales department managers. The introduction of a funnel allows you to return from 15 to 35% of customers after refusal.
7. Sipuni IP telephony is connected and configured
Wholesale trade of household goods
All work is carried out in 1C. The customer did the task of integrating amoCRM with 1C on his own
Tasks
Organize work in amoCRM
Solutions
3. The HR funnel has been created
4. The “Conditional refusal (CC)” funnel has been created
5. Automation of business processes in all funnels is implemented based on the BPM platform Sensei
6. Sipuni IP telephony is connected and configured
All work is carried out in 1C. The customer did the task of integrating amoCRM with 1C on his own
Tasks
Organize work in amoCRM
- Wholesale department
- Tender department
- Recruitment department
- Create a quality control system for managers’ work
Solutions
- 2 sales funnels were created
- primary sales
- repeat sales
3. The HR funnel has been created
4. The “Conditional refusal (CC)” funnel has been created
5. Automation of business processes in all funnels is implemented based on the BPM platform Sensei
6. Sipuni IP telephony is connected and configured
Online store of auto parts (retail and wholesale)
Tasks
1. Organize the work of the retail sales department
2. Organize the work of the wholesale sales department
3. Implement a quality control system for the work of sales departments
Solutions
1. 2 funnels created
4. Binotel IP telephony is connected and configured
Tasks
1. Organize the work of the retail sales department
2. Organize the work of the wholesale sales department
3. Implement a quality control system for the work of sales departments
Solutions
1. 2 funnels created
- primary sales (retail)
- repeat sales (retail)
- primary sales (wholesale)
- repeat sales (wholesale)
4. Binotel IP telephony is connected and configured
Wholesale and retail trade in electric heating systems
Tasks
3. Create a quality control system for managers’ work0
4. Separately, it was necessary to store transactions in the archive, which could be returned to in the future (in a year)
Solution
3. The “Conditional failure (CC)” funnel has been created
4. Created the "Archive" funnel
5. Sipuni IP telephony is connected and configured
Tasks
- Organize the work of each sales department in amoCRM
- Retail trade (website and offline store)
- Wholesale trade
- Project sales
- Tender sales
- Attraction Department / Dealer Search
- Support department (end user)
3. Create a quality control system for managers’ work0
4. Separately, it was necessary to store transactions in the archive, which could be returned to in the future (in a year)
Solution
- A separate funnel and a separate tab were created for each sales subdepartment with the data that is necessary specifically for this department, namely the funnel
- Retail (other)
- Repeat sales
- Project sales
- Tender
- Search for dealers
- Support department
3. The “Conditional failure (CC)” funnel has been created
4. Created the "Archive" funnel
5. Sipuni IP telephony is connected and configured
The company is engaged in wholesale sales of scrap metal around the world.
Business Problems
Tasks
Solutions
Business Problems
- Due to the lack of a prescribed business process, the period of adaptation of employees takes from 6 months
- A large number of contacts are stored in separate excel files
- The manager is able to track a limited number of transactions, other potential transactions of managers are lost.
- The manager is not able to evaluate the effectiveness of the work of managers, their degree of workload
- No statistics to identify bottlenecks in the chain
Tasks
- Build sales pipelines to work with buyers, suppliers, agents, contractors, logisticians
- Train managers to work in amoCRM. Accompany the implementation with weekly meetings and prompt responses to managers' questions for the most comfortable transition of work to amoCRM
- Create a quality control system for the work of managers
- Create a recruitment system in amoCRM
- Create a search engine for new suppliers
- Create a database of existing suppliers for convenient quick work with suppliers
Solutions
- The “Buyers” pipeline was created to work with existing and new potential customers
- Recorded training, conducted weekly training in the question-answer format on working in the amoCRM system, conducted weekly audits on the work of managers in the amoCRM system and gave feedback to management on the quality of the work of managers in amoCRM
- The pipeline "Conditional rejection" was created to control unsuccessful transactions
- Created an “Human resource” pipeline for hiring new employees
- The pipeline “Agreement with suppliers” was created, in which the search, screening and conclusion of contracts with suppliers took place and at the stage of success, when the contract was concluded, the deal is copied to the pipeline “suppliers”
- The “Suppliers” pipeline has been created, in which all the current operating suppliers of the company are located, this list is constantly updated. In this pipeline, you can quickly find all suitable suppliers by filtering according to the client's request
- Conducted and recorded training for managers on working with reports and statistics
Instagram meat store
Business Problems
Solutions
— the refusal gave a bonus for the first purchase
Business Problems
- No sales statistics
- There is no understanding why customers do not buy or refuse to buy
- There is no structured work with refuseniks
- No additional sales after the first sale
- Build a sales funnel
- Connect all incoming traffic sources
- Build an additional sales system
- Build a system for analyzing the work of the sales department
Solutions
- A “primary sales” funnel was created, where
— the refusal gave a bonus for the first purchase
- A “repeat sales” funnel was created
- A funnel has been created “Conditional refusal (QC - quality control department)” for analyzing refusers and returning them to us at the expense of discounts and bonuses for the first purchase
- All correspondence began to be recorded in amoCRM, which made it possible to record interactions with clients and not miss the opportunity to make sales
The company sells and installs new generation treatment facilities for private homes and large-scale projects. The company's products cover all market segments of the sphere of autonomous sewers. It has its own patented developments and unique engineering solutions.
Business Problems
Tasks
1.2 And if the client chooses “Good”, he is sent a link to the company's public resources with a request to leave a review. This increased the number of reviews left after a purchase, which generally increased trust in the company and the number of sales
2. There is a chain of letters to the mail after the client has registered on the site and depending on whether he opened the letter or ignored it for some time (for example, 1-2-3 days) different follow-up letters are sent.
Business Problems
- Increase trust in the brand
- Many customers and few real reviews
- Automate emails to new customers based on the read status of the email
Tasks
- Build a business process to automatically collect feedback after the purchase and installation of equipment
- Create an email chain that tracks whether a customer has read an email within a predetermined timeframe or not, and sends different emails depending on that.
- Created a business process for collecting NPS (Net Promoter Score or customer loyalty index) based on amoCRM Sales bot, which after purchase automatically sends a message to the customer with a request to leave a review and Good and Bad response options.
1.2 And if the client chooses “Good”, he is sent a link to the company's public resources with a request to leave a review. This increased the number of reviews left after a purchase, which generally increased trust in the company and the number of sales
2. There is a chain of letters to the mail after the client has registered on the site and depending on whether he opened the letter or ignored it for some time (for example, 1-2-3 days) different follow-up letters are sent.
Servises
Dentistry
Task
The client came with a request to create a dedicated sales department for the dental services of his clinic. The main task was to set up, adapt, and implement amoCRM for clinic administrators. The system should ideally work so that all administrators work only in amoCRM, and all doctors work with the same clients work only in a special dental program
Solution
- The rule “1 transaction = 1 doctor visit” was taken as a basis.
- 2 funnels were created
- Initial visit funnel for new clients
- Repeat visit funnel for clients who have seen a doctor at least once
- synchronize the client database in 2 programs
- transfer client data from amoCRM to Medods
- synchronize the visit (transaction) status in amoCRM with the reception status in Medods
- load and select a list of Medods services directly from the widget in amoCRM
5. Sipuni IP telephony is connected and configured
Premium Stomatology Clinic
Business Problems
The Stomatology clinic had a CRM system 1C, modified and fully satisfying the client for working with patients. There were no statistics and no conversion of the number of clients who bought complex treatment after the first visit.
Tasks
- Creating a sales pipeline that fixed the statistics of how many clients bought complex treatment after the first visit
- Creating a pipeline for working with repeat customers
- Creating a pipeline for pre-qualification of new social media leads
- Creating a pipeline for working with clients in complex treatment
- Creating a pipeline for working with clients after complex treatment
- Creating a department for quality control of the work of managers
- Creating a pipeline for referral customers
- Creating a pipeline for the human resource department
- Automatic sending of appointment reminder messages at the time of the appointment, the day before the appointment, on the day of the appointment
- Automatic notification of customers about promotions in honor of the DR (birthday) 7 days before the Birthday
- Implement IP telephony to record all incoming and outgoing calls and control the quality of managers' calls
- Develop synchronization of CRM system 1C and amoCRM
Solution
- The pipeline "Initial visit" was created, which includes 3 touches with the patient
- Initial consultation
- Demonstrative Treatment
- Meeting to present complex treatment
- Created a pipeline "Revisit" where 1 transaction equals 1 visit to the doctor. In this pipeline, the client remains until the end of treatment.
- A pipeline “New appeal (ice ax)” has been created to work with new appeals, into which all new requests from social networks, instant messengers, WhatsApp fall. In this pipeline, the primary qualification of the client takes place. If the client is the target, then the transaction is considered successful. Such a client is transferred to the “Initial visit” pipeline. If the client is non-targeted, then it is simply closed as an unsuccessful transaction.
- The pipeline "Escort (farmer)" was created for clients who are on complex treatment. The client stays in this pipeline until the end of treatment.
- The pipeline “Rehabilitation” has been created. The client enters this pipeline after the completion of complex treatment. In this pipeline, the client receives preventive services 6 months after undergoing complex treatment.
- The pipeline "Conditional failure (Quality control department)" was created in order to control the quality of work of sales managers. The pipeline implementation allows you to return from 15 to 25% of customers after abandonment.
- A pipeline “Reference patients” has been created which clients get only by recommendation. It was created with the aim of correct work with partners and timely payment of remuneration to partners for a high-quality recommendation of the clinic.
- A pipeline "Human resource department" for recruitment. The recruiter adds all potential candidates to this pipeline and works with them until they are hired. A successful transaction is an officially registered employee after passing the test day and training in the position.
- Business process automation in all pipelines is implemented based on the Sensei BPM platform, including
- Automatic sending of messages with a reminder of the appointment at the time of the appointment, the day before the appointment, on the day of the appointment
- Automatic notification of customers about promotions in honor of the DR (birthday) 7 days before the DR (thanks to Sensei's dynamic segmentation)
- Sipuni IP telephony is connected and configured. IP telephony was introduced to record all incoming and outgoing calls and control the quality of managers' calls.
- Synchronization of CRM system 1C with amoCRM has been developed. Synchronization connects a preliminary appointment in 1C with a deal in amoCRM. When you create a preliminary record in 1C and fill it with data, some of this data is automatically transferred to amoCRM and the corresponding status of the transaction is entered in amoCRM (booked for an appointment, came for an appointment, appointment was canceled, the appointment was rescheduled).
Climbing wall for children and adults
Business Problems
- There is no understanding why clients refuse to visit the climbing wall in the Mobifitness system
- There is no understanding of sales bottlenecks by managers (administrators) of visits to the climbing wall
- No work with refuseniks
- There is no reminder for those clients who have already signed up
- There are no reminders for clients who were and for some reason do not come again, i.e. lack of upsell process
- There is no systematic work with seasonal summer services (trips to the rocks, river rafting, summer camps for children)
- Build systematic work with the main product - a visit to the climbing wall (one-time and with a subscription)
- Build systematic work with additional products (trips to the rocks, river rafting, summer camps for children)
- Build systematic work with events (celebrating a child’s birthday at a climbing wall)
- Build systematic work on sales mistakes and rejected clients
- Several sales funnels were created for the main product - visiting a climbing wall
- Initial visit
- One-time visit
- Subscription
- if the client purchases a subscription, then a copy of the transaction is created in the “Subscription” funnel, where the client simply loops on an ongoing basis
- if for some reason the client does not buy a subscription, then he is offered to pay for each lesson separately and in this case a copy of the deal is created in the “One-time visit” funnel, where after the visit I offer the client to purchase a subscription and in this case a deal is created in the “Subscription” funnel ”
- A separate funnel was created for additional services (trips to the rocks, river rafting, summer camps for children). Because Since the collection of clients for these events takes months, it became very convenient to store, not to lose and bring clients to sale, because all the leads from different sites immediately fell into one funnel and there was no need to search for them throughout the entire database
- By analogy with the previous funnel, an “Events” funnel was created, where managers independently add clients whose children have BD this month with the goal of offering to hold BD in their climbing wall
- Funnel “Conditional refusal (CCR)” for the purpose of monitoring the quality of processing applications and re-processing refusers and returning them to work
Disinfection of premises from pests (cockroaches, bedbugs, ants, etc.) throughout Ukraine
Implementation next CRM system: amoCRM + YClients
Business Problems
Tasks
— if the client answered “No”, then the transaction proceeded to the next stage, where the task was set as “Re-disinfection is needed, contact the client”, thus work on repeat sales was launched
Implementation next CRM system: amoCRM + YClients
Business Problems
- It is inconvenient to work with employees and foremen on the road within the company
- In the sales department, when transferring the application to the master for the provision of services, managers did not understand his workload, because there was no system for planning the work of each master
- No income statistics for each city
- No income statistics for each master
- Loss of new leads who didn't buy right away
- There is no system for assessing the quality of the service provided
- No repeat sales
Tasks
- Record all incoming calls from the site and calls
- Build a convenient system of working with craftsmen throughout Ukraine
- Build a load planning system for each master
- Show the sales department the personal work schedule of each master
- Simplify the system of transferring orders from the sales department to the masters
- Build a reporting system for the fulfillment of orders by masters after the transfer of the sales department
- Collect income statistics for each city
- Collect income statistics for each master
- The “Primary sales” pipeline was built, which allowed bringing more leads to sales
- A system for working with masters has been built thanks to the integration of amoCRM with YClients
- Managers of the sales department, right in a conversation with the client, could see the workload of the master in any city and offer the most convenient time for the client to provide the service
- The system for transferring new requests from the sales manager to the master was replaced from telegram chats to amoCRM integration with YClients, where both the master and the manager saw the workload with orders
- There is also no need for the manager to ask the master every time about the completion of the order, because after the execution the master simply notes in the YClients application that the order has been completed, and the manager at the end of the working day saw all the orders, all the masters have completed today or the master did not have time to complete some order and rescheduled for another day and all this without phone calls and chatting and all on one dashboard in YClients
- In the “repeat sales” pipeline, a chatbot was launched 2 weeks after the first disinfection with the question “Is your problem solved?” and
— if the client answered “No”, then the transaction proceeded to the next stage, where the task was set as “Re-disinfection is needed, contact the client”, thus work on repeat sales was launched
Connecting to a subscription to a mobile application for catering (restaurants), which allows customers to easily order food at home, book a table in a restaurant, pay for the order directly in the application, etc.
Business Problems
Tasks
Business Problems
- No telemarketing/cold calling system for potential clients
- There is no system for selling subscriptions to a mobile application
- There is no reminder system for existing customers to end their subscriptions.
Tasks
- Build a sales funnel (selling subscriptions)
- Connect all incoming traffic sources
- Build a system of additional sales (subscription renewal)
- Build a system for analyzing the work of the sales department
- A “Cold calling” funnel was created to call a database of restaurants
- A “Primary Sales” funnel was created for the first sale of a subscription
- A “Repeat sales” funnel was created for subsequent subscription renewals
- A “Conditional refusal” funnel was created to work with refuseniks
- Chat bots have been set up for initial qualification in social networks (Viber, Telegram, Facebook)
A company specializing in developing cloud solutions for businesses
Business Problems
Tasks
Solutions
1.2 After the first meeting in the zoom with the client (so called preliminary audit of business processes in the client's company), the sales process continues in the second funnel.
Business Problems
- The process of searching for potential clients is mixed with the main sales process
- All sales stages are in a procedural state, i.e. it is not clear to the manager when a deal should be moved to a stage and when it should be removed from it
- Duplication of fields in the company, contact and deal cards.
Tasks
- Separate the process of prospecting and qualifying leads from the main sales process
- Rework all stages of the two sales funnels in a perfect form
- Structure the data of company, contact, and deal fields
Solutions
- Created 2 separate funnels.
1.2 After the first meeting in the zoom with the client (so called preliminary audit of business processes in the client's company), the sales process continues in the second funnel.
- All stages of the two sales funnels are reworked in a perfect form
- A clear logic of interaction between the funnels has been created
- All company, contact and transaction fields are structured to the same format without duplication of information.
Online booking service for private yachts for cruising, fishing, sea day trip or multi-day group tour, regatta, yachting training.
Business Problems
Tasks
Solutions
Business Problems
- No clear understanding of the business process of selling, because there is no working sales model in place
- No quality maintenance of the customer base
- No segmentation of the customer base
- No prioritization of the customer base
Tasks
- To structure customer data
- Create a development that automatically transfers data from the website to the deal
- Digitize and structure the sales process
- To train the sales team to work in CRM according to the structured logic
Solutions
- Fully digitized sales process
- Created all necessary fields for qualitative and fast customer segmentation
- Created a sales funnel taking into account all the nuances of the niche
- Made development with a website that transfers all data to the transaction
- Recorded video training
- Conducted sales training
- Created a business process of collecting NPS (Net Promoter Score or customer loyalty index) on the basis of Sales bot amoCRM, which after the rendered service requests feedback from the client.
Feedback
Contacts
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