Benefits of Pivotal CRM to Syngenta
• Actual purchaser intelligence enabling highly targeted promotions - realizing a four periods return on campaign investment
• Analytical downfall of purchasing profiles and trend mapping has opened up return and co-operative marketing opportunities by sales channel. Microsoft Outlook and Blackberry assimilation has increased efficiencies and streamlined buyer management, profiling and communications
• 360 behold of promotion reactions against demand vs. furnish fluctuations visualizes campaign effectiveness
• Underpins all that ensures a happy, well supported and increasingly faithful customer base
Fully Supported Customer Relationship Management
Syngenta is committed to supporting sustainable cultivation through innovative research and technology. It provides the intersecting link between crop success and failure with respect to farmers and plant growers. It is indispensable that Syngenta understands the needs of both customer, both the business and the environmental factors that press close together crop success.
End-user intelligence holds the key to Syngenta's good fortune. The only way to get this is to make out, firstly who the end customers are and hereafter, establish their growing profiles and methods of settle husbandry and crop protection. With this spirit it is then possible to place of traffic effectively to them, targeting them by promotions or advice on how to incorporate products for better results, for archetype.
This was a challenge in itself. Syngenta products are sold in massyness to wholesale and retail suppliers to the farming and plant growing markets and then there was no direct sales consanguinity with the end user.
Prior Engagement
Prior to Pivotal CRM, the Syngenta field sales teams used a disparate compound of pen and paper; spread sheet and basic database customer records. There was little process cohesive force and records had to be shared manually and updated individually, wholly time consuming processes and leaving exceedingly little scope for customer analytics.
What Changed?
In 1999, this changed with the initial Pivotal installation. A significant upgrade in 2004 completely revolutionized the distance that Syngenta interfaced with its customers and there was an immediate parallel increase in reward versus increased customer satisfaction.
Syngenta needed a CRM tool that could carry on its end-to-end sale proceeding; a platform that could combine traditive customer contact tools with an extremely sophisticated, data-heavy customer rewards programme, potentially holding the details of the UK's 24,000 in posse farmer and grower records, plus those of effort; labors advisory and influencer groups.
The storage charge, and that of the analytics, meant realistically simply a bespoke CRM platform could attend Syngenta's business needs, but a bespoke disintegration was beyond its budget bounds. Pivotal CRM bridged the two by combining the price point of an off the- shelf solution with the knack for the CRM team to easily customize fields to render certain absolute compatibility with the businesses requirements, not sole now, but into the future.
"Pivotal CRM was the sole CRM platform able to manage like a complex customer database. No other consequence had the flexibility in terms of existing features and customization," explained Simon Laidler, CRM outstrip at Syngenta.
Customer Rewards
To fulfill the privation for customer intelligence, to identify areas beneficial to product development, improvement and to consistently furnish the level of service needed through its customers, Syngenta set-up its buyer rewards programme, creating a feedback make prisoner and management process tool.
With the tool in attribute, Syngenta set about a major marketing advertisement to identify who the users of its unbulked fruit were. Loaded with the 24,000 agriculturist' records, the marketing team used Pivotal CRM to sameness customer types, which in turn were sent targeted mailings prepossessing them to register with the Syngenta patron loyalty programme. Very much a pioneer in customer information in return for a requital, Syngenta found itself party to bespoke mart intelligence that money could not corrupt
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