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Let's increase YOUR COMPANY'S PROFITS
with CLIENT AND SALES MANAGMENT!

 

 

Welcome to Emery Creek Client and Sales Management. Make your company more profitable through a complete online Client and Sales Management service.

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Integrated Report System

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Set up work flow automation. Use java scripting to make your Client and Sales Management more powerful. Build app's like commission sheets. Much Much MORE!

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For a limited time only get Emery Creek Client and Sales Management at $49.95 per user .

What's New in Emery Creek Client and Sales Management

Emery Creek Client and Sales Management vs Salesforce

Emery Creek vs ACT!

Emery Creek’s Client and Sales Management is a broadly recognized, widely-implemented strategy for managing and nurturing a company’s interactions with customers and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales related activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new customers, nurture and retain those the company already has, entice former customers back into the fold, and reduce the costs of marketing and customer service.

Emery Creek’s Client and Sales Management seeks to grow top-line revenues, improve the customer experience, and boost the productivity of customer-facing staff.

Emery Creek’s Client and Sales Management has matured and broadened as a concept over the years; today, it generally denotes a company-wide business strategy embracing all customer-facing departments and even beyond. When an implementation is effective, people, processes, and technology work in synergy to develop and strengthen relationships, increase profitability, and reduce operational costs.

Emery Creek’s Client and Sales Management tools have been shown to help companies attain these objectives.

Streamlined sales and marketing processes
• Higher sales productivity
• Added cross-selling and up-selling opportunities
• Improved customer service, loyalty, and retention
• Increased call center efficiency
• Higher close rates
• Better customer profiling and targeting
• Reduced expenses
• Increased market share
• Higher overall profitability
• Marginal costing

Background and Challenges of Our Clients



Tools and workflows can be complex to implement,. While some companies report great success, initiatives have also been known to fail—mainly owing to poor planning, a mismatch between software tools and company needs, roadblocks to collaboration between departments, and a lack of workforce buy-in and adoption.

Previously these tools were generally limited to contact management: monitoring and recording interactions and communications with customers. Software solutions then expanded to embrace deal tracking and the management of accounts, territories, opportunities, and—at the managerial level—the sales pipeline itself. Next came the advent of tools for other customer-facing business functions, as described below.
Customer relationship management technology has been, and somewhat still is, offered as on-premises software that companies purchase and run on their own IT infrastructure. This technology has hidden the true cost of customer relationship management: onsite crashes, hardware up keep, permanent data loss and limited functions. Emery Creek’s Client and Sales Management is delivered via the Web, thus negating the hidden cost of onsite Customer relationship management. Also in contrast with conventional on-premises software, Emery Creek’s Client and Sales Management are sold by subscription, accessed via a secure Internet connection, and displayed on a Web browser. Companies don’t incur the initial capital expense of purchasing software; neither must they buy and maintain IT hardware to run it on. In 2009, offsite service represented approximately 20% of all customer relationship management spending, and continues its trajectory of outselling on-premises software by a ratio of 3-to-1.

What Does Emery Creek’s Client and Sales Management Offer?



Sales Force Automation

As its name implies, a sales force automation (SFA) system provides an array of capabilities to streamline all phases of the sales process, minimizing the time that reps need to spend on manual data entry and administration. This allows them to successfully pursue more customers in a shorter amount of time than would otherwise be possible. At the heart of Emery Creek’s Client and Sales Management is SFA for tracking and recording every stage in the sales process for each prospective customer, from initial contact to final disposition. Emery Creek’s Client and Sales Management includes many SFA applications also include features for opportunity management, territory management, sales forecasting and pipeline, workflow automation, quote generation, and product knowledge.

Marketing

Marketing (also known as marketing automation) help the enterprise identify and target its best customers and generate qualified leads for the sales team. A key marketing capability is managing and measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. Marketing automation also encompasses capabilities for managing customer loyalty, lists, collateral, and internal marketing resources.

As marketing departments are increasingly obliged to demonstrate revenue impact, Emery Creek’s Client and Sales Management include performance management features for measuring the ROI of campaigns.

Customer Service and Support

Recognizing that customer service is an important differentiator, organizations are increasingly turning to Emery Creek’s Client and Sales Management to help them improve their customers’ experience while increasing efficiency and keeping a lid on costs. Even so, a 2009 study revealed that only 39% of corporate executives believe their employees have the right tools and authority to solve customer problems.“.

Another key trend is the increasing popularity Emery Creek’s Client and Sales Management for customer service, owing to their rapid deployment, low initial cost, and now-established efficacy for large and complex contact centers.

Analytics

Relevant analytics capabilities are often interwoven into applications for sales, marketing, and customer service. These features can be complemented and augmented with links to separate, purpose-built applications for analytics and business intelligence.

Sales analytics let companies monitor and understand customer actions and preferences, through sales forecasting, data quality management, and dashboards that graphically display key performance indicators (KPIs). Emery Creek’s Client and Sales Management marketing applications come with predictive analytics to improve customer segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign. Web analytics have evolved significantly from their starting point of merely tracking mouse clicks on Web sites. By evaluating customer “buy signals,” marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess the value of multi-faceted programs of Emery Creek’s Client and Sales Management as a whole.

Customer service analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other support channels, in order to correct problems before they affect customer satisfaction levels. Support-focused applications of Emery Creek’s Client and Sales Management include dashboards similar to those for sales, plus capabilities to measure and analyze response times, service quality, agent performance, and the frequency of various customer issues.

Integrated/Collaborative

Departments within enterprises—especially large enterprises—tend to function in their own little worlds. Traditionally, inter-departmental interaction and collaboration have been infrequent and rivalries not uncommon. More recently, the development and adoption of Emery Creek’s Client and Sales Management and its services has fostered greater fluidity and cooperation among sales, customer service, and marketing. This finds expression in the concept of Emery Creek’s Client and Sales Management, which uses technology to build bridges between departments. The objective is sharing and harnessing information from all quarters to improve the quality of customer service, and increase customer satisfaction and loyalty as a result.

For example, feedback from a technical support center can enlighten marketers about specific services and product features customers are asking for. Similarly, demand generation strategies need to marry marketing programs with structured sales processes --that is, campaign-engendered leads must be quickly and efficiently funneled to sales. Reps, in their turn, want to be able to pursue these opportunities without the time-wasting burden of re-entering records and contact data into a separate SFA system. Conversely, lack of integration can have negative consequences: If a sales force automation or customer relationship management system isn’t adopted and integrated among all departments, several sources might contact the same customers for an identical purpose.

Owing to these and related factors, many Emery Creek’s Client and Sales Management comes as integrated suites.

Many companies are still fully leveraging Emery Creek’s Client and Sales Management to align marketing, sales, and service to best serve the enterprise and its customers. Often, implementations are continuous; initiatives by departments to address their needs. Systems that start united usually stay that way: Collective thinking and decision processes frequently lead to continuous and compatible systems, a complete customer view, and functional processes.

Small Business

Basic customer management can be accomplished by Emery Creek’s Client and Sales Management system, an integrated solution that lets organizations and individuals efficiently track and record customer and supplier interactions, including emails, documents, jobs, faxes, scheduling, and more.

This kind of solution is gaining traction with even very small businesses, thanks to the ease and time savings of handling customer contact through a centralized application rather than several different pieces of software, each with its own data collection system.

In contrast with other contact managers, Emery Creek’s Client and Sales Management tools focus on accounts and individual contacts. It also generally includes opportunity management for tracking sales pipelines plus added functionality for marketing and customer service.

As with larger enterprises, small businesses are finding value in Emery Creek’s Client and Sales Management, especially for mobile and telecommuting workers.

Non-profit and Membership-based

Emery Creek’s Client and Sales Management for non-profit and membership-based organizations help track constituents and their involvement in the organization. Capabilities typically include tracking the following: fund-raising, household relationships, demographics, membership levels, membership directories, volunteering and communications with individuals.

Emery Creek’s Client and Sales Management can include tools for identifying potential donors based on previous donations and participation. In light of the growth of social networking tools, there may be some overlap between social/community driven tools and non-profit/membership tools.

Helpful Implementing Strategy,

Choosing and implementing Emery Creek’s Client and Sales Management can be a major undertaking. For enterprises of any appreciable size, a complete and detailed plan is required to obtain the funding, resources, and company-wide support that can make the initiative successful. Benefits must be defined, risks assessed, and cost quantified in three general areas:

• Processes: Though Emery Creek’s Client and Sales Management has many technological components, business processes lie at its core. It can be seen as a more customer-centric way of doing business, enabled by technology that consolidates and intelligently distributes pertinent information about customers, sales, marketing effectiveness, responsiveness, and market trends. Therefore, before implementing Emery Creek’s Client and Sales Management, a company needs to analyze its business workflows and processes; some will likely need re-engineering to better serve the overall goal of winning, managing, and satisfying customers. Moreover, planners need to determine the types of customer information that are most relevant, and how best to employ them.

• People: For an initiative to be effective, an organization must convince its staff that change is good and that the new technology and workflows will benefit employees as well as customers. Senior executives need to be strong and visible advocates who can clearly state and support the case for change. Collaboration, teamwork, and two-way communication should be encouraged across hierarchical boundaries, especially with respect to process improvement.

• Technology: In implementing Emery Creek’s Client and Sales Management, key factors include alignment with the company’s business process strategy and goals; the ability to deliver the right data to the right employees; and sufficient ease of use that users won’t balk. Implementing Emery Creek’s Client and Sales Management is best managed by a carefully chosen group of executives who understand the business processes to be automated as well as the various software issues.

Implementation



Implementation Issues

Many enterprises have derived great benefit from Emery Creek’s Client and Sales Management: dramatic increases in revenue, higher rates of customer satisfaction, and significant savings in operating costs. For enterprises that have chosen other Client and Sales Management software, however, the benefits have been limited and disappointing.

Emery Creek emphasize its technology should be implemented only in the context of careful strategic and operational planning. Implementations almost invariably fall short when one or more facets of this prescription are ignored:

• Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, context, and support for the workforce. In other instances, enterprises simply automate flawed customer-facing processes rather than redesign them according to best practices.

• Poor adoption: In an early-2000’s survey of more than 600 enterprises, 42% of all purchased licenses had become “shelf-ware”—software paid for but never installed. This often stems from a poor technology fit: A company compromises on capabilities or else tries to achieve too much in a single stroke, ending up with an overly complex and costly deployment that yields scant ROI.

• Poor integration: For many companies, client management manifests in the form of piecemeal initiatives that address a glaring need: improving a particular customer-facing process or two (via simple client management or sales planning), or automating a favored sales or customer support channel. Such “point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than complete customer view and often lead to unsatisfactory user experiences.

• Toward a solution: overcoming siloed thinking. Emery Creek advise organizations to recognize the immense value of integrating their customer-facing operations. In this view, internally-focused, department-centric views should be discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service. For example, sales representatives need to know about current service issues and relevant marketing promotions before attempting to cross-sell to a specific customer. Marketing managers should be able to leverage customer information from sales and service to better target campaigns and offers. And support agents require quick and complete access to a customer’s sales and service history.