FrodX

We use a well-tested methodology and guide our clients through clearly defined steps towards introducing activities that experts define as content marketing. In addition to creating content, our transformations also include implementing technologies that make it possible to track every user's digital activity, which in turn allows automated segmentation and personalized communication based on the level of purchase readiness and the buyer's area of interest. Content marketing run through a marketing automation system leads to a more effective and, first and foremost, controlled lead management system. Traditional outbound marketing did not work this way, so this is a key innovation in the area. Our marketing, sales, and customer service aren't sufficiently interconnected. In most companies, relations between marketing and sales and between sales and service are "tense," to say the least. Marketers consider the sales staff lazy and the sales staff see marketers as incompetent. The service department thinks the sales staff are only good at selling things that don't exist, and in turn, the sales staff thinks the service department doesn't have even the slightest feel for the customer and offers them no help whatsoever in developing their customer relationships. To a large extent all of this results from non-transparent relations between the three groups of employees or business functions in the company. The reason for this is basically that no one knows exactly what is expected of them in terms of overall cooperation, or precisely what they can expect from others. Businesses that can relate to this problem have most likely not yet connected these three functions into a single uniform development process, in which goals are clearly set for each one and key performance indicators are defined for each part of the process. The aim is to remove any doubts about what marketing should provide to the sales staff to ensure an optimal approach to winning new customers. When is the best time to include the service department in the deal-closing process and with what purpose? How can an existing customer be proactively brought into a new sales process or encouraged to make a recommendation? These are only some of the questions describing the challenges faced by many companies, which in today's tougher conditions and faster pace of life find it ever more difficult to keep up with the rest using their old methods. The solution to this problem can be found in the systemic organization and automation of every activity related to customers (and their devices) into a uniform process throughout the customer lifecycle. Customer relationship management entails much more than just managing sales opportunities and resolving customer claims. What proves to be increasingly more important for proactive customer relationship management is also management of the digital footprint customers (and their devices) leave behind when dealing with content that helps them make better buying decisions or use a specific provider's services or solutions more economically once they buy them. Because most customer activity in the marketing area now takes place in a "self-service" manner on the providers' digital turf, the inclusion of this part of the lifecycle is actually vital for managing customer relationships throughout their entire lifecycle. Without this part, marketing performance can practically no longer be properly measured, not to mention that the sales staff, too, have increasingly less insight into their sales opportunities. For the same reason, similar problems arise with identifying real sales opportunities or renewed buying interest among the existing customers. Growth-oriented companies have realized that it is no longer enough to merely have their own employees follow up on their (potential) clients' activities in order to ensure optimal development. The most ambitious companies have upgraded what was once called a CRM system into a system that proactively promotes their customers' engagement (a Customer Engagement System). They achieve this by providing personal or personalized service to individual (potential) customers even when they are not looking for personal interaction or direct communication, but are merely browsing through the provider's digital turf at their own initiative. In customer relationship terms, this outwardly means that we provide individual customer with personalized communication all the time and everywhere, whereas internally this means we have a constant overview of everything that is going on with the customer and receive clear instructions for what the best next activity would be for the customer when he or she wants to get in touch with our employees. We provide comprehensive assistance with regard to the innovations described to all companies that see potential for their growth in improving the relationships between all those who help create customer relationships in the company. On the one hand, we make sure they implement new technologies, and on the other, our methodology helps improve their corporate organization and processes. Our products and business models are increasingly less competitive on the market. Digitalization has not only contributed to more accessible information and consequently more competition because buyers can check out the market more easily; the internet and always-on users have accelerated the flow of information to the extent that it not only moves middlemen farther away from customers, but it also allows customers to carry out direct business transactions between themselves. The fact is that the internet has enabled the development of a new economic model commonly referred to today as the "sharing economy." On the other hand, with the expansion of always-on mobile devices we gladly began using solutions that simplified our use of services and provided faster access to them. This is the key reason why we've accepted these changes and developed slightly different habits in our relationships towards providers. Providers that prioritize customer convenience over price have significantly increased their potential among always-on consumers. User experience is becoming an increasingly more important success factor. The new experiences we have encountered over the past few years are changing the views and expectations of consumers (and business buyers). They demand convenience in their customer experience and full transparency, and expect business models that reduce the risk in making a buying decision. Of course not all activities connected with this have undergone revolutionary change, but it's true that hardly any of them has remained completely intact. In terms of reaching customers, the changes that digital transformation demands from products and services on the market are far from cosmetic. They involve a combination of business model innovations, development of new sales or communication channels, and, first and foremost, a different organizational or procedural approach to providing services to customers. Over the past years, we have already helped several insurance companies, banks, business solution providers, production companies, retailers, and tourism providers implement these innovations. We have developed the competence and methodology for making product and business model innovations that can also help your company expand its product portfolio and develop more attractive business models for this day and age. We need a CRM system. a marketing automation system, a service desk, a customer service portal, and IoT-supported sales and customer service. Customer engagement management over the entire customer lifecycle is no longer possible without the use of automated processes, at least not the way the best are doing it today. This is a fact. It is also a fact that at a certain point in working with our client we implement all of these systems, maintain them, and in some cases even operate them (as a component part of the process we manage). But we never do this if the client sees it as an IT-project or merely a software implementation and not as a logical consequence of business innovations implemented to provide a response to the problematic issues described above. We stick to this business practice for two reasons: 1) When a company is only looking for someone to implement a software solution for them, as business consultants, we don't have enough opportunities for the client to try out our services that provide the key added value; 2) We care about customer satisfaction. Honestly, we don't feel right about implementing software solutions according to previously defined specifications from someone who hasn't done this yet, or at least not very often. We don't want to expose you to an overly great risk that something might go wrong. What is important is your user satisfaction in working with new software solutions on the one hand, and the impact of automation on the business results, on the other. Unlike the majority of systems that companies have implemented in the past and are intended primarily for internal processes, systems that essentially aim to increase customer engagement and response rather than serve the company's employees are key to performance (winning new clients and increasing sales, added value, and profitability). Even if the system integrators and IT service providers that implement CRM systems and portals for customers have recognized the importance of user-friendly solutions, you can rest assured they will not focus on the business development of your activity or company. We're a good partner for clients who find this of key importance and are interested in automating their processes and implementing new technologies. In addition, we are experienced business consultants who are bold enough to share the risk our clients face with regard to the performance of the innovations implemented. FrodX d. o. o.