User Functions:
Reach-Out's user functions:
A. Organization of Information on
Customers:
B. Organization of Work Processes
and Tasks:
A. Organization of Information on Customers: Information on the
organization's customers is often distributed in a disorganized fashion in various places. Workers
often have piles of visiting cards, Excel files, lists of cell phone numbers,
Outlook, Palm Pilots, bookkeeping software, Word files and more.
The organization's greatest asset is often left greatly disorganized.
Reach-Out organizes your customer data systematically, using a
centralized system. All data on the customer is transformed from an image in
the personal and temporary memory of a single worker to a
systematic organizational asset. Important contacts can disappear from a
worker's memory as a result of work pressure or temporary
lack of customer interest at a certain point. Creating a database organizes
your information, making it accessible to your organization
and preserves it. Reach-Out allows your organization to preserve activities
and information as a form of future savings in resources
and analysis of performance. Accessible data allows customers to be served,
even when a specific salesperson is unavailable. This will strengthen the link between
the customer and the organization and improve customer satisfaction. Customer service continues even
when a certain salesperson is on holiday ,in reserve duty, or leaves for a
different position.
B. Organization of Work Processes and Tasks: During the implementation
process, your organization's culture will change. Information stored in each worker's
personal memory becomes the organization's property. In this way, directors
can oversee the work processes planned by the organization.
Sales people must now adhere to work regulations and work processes defined
for them. The feeling of constantly being measured and
watched will force workers to assess their functioning and the effectiveness
of their work. If, up till now, sales people could use work
regulations as recommendations, and could tell stories at staff meetings, once
the software has been implemented, the staff will have to work according to work
processes. Staff meetings that were filled with "heroic tales" can
now be dedicated to analyzing real work processes and results. Analysis
can be done on a daily basis, based on regular updates made by the sales staff and response time
will be immediate, and not "after the fact". However, it is natural
to expect a certain amount of resistance by the sales staff until the
implementation process has been accomplished. At this point they will
understand that the system is intended to help improve their
accomplishments and not as an overseeing tool. One local sales manager put it
this way "I hate the software, but I can't live
without it!" This was said 8 months following the implementation process,
despite strong resentment at the beginning of the process. We
find this opinion to be the best type of compliment, expressing the victory of
the implementation process over a great feeling of
resentment. Here we find proof that the implementation process was successful
– even for a "difficult" user.
C.
Improving the Pace of Work:
D.
Analysis of Work Processes to Improve Efficiency:
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