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We would like to introduce the key points for selecting a CRM/SFA that will be established within a company. Many companies struggle after implementation and fail to reach operational status, or even if they are operational, they do not use the tools effectively. It is important to choose tools that are user-friendly and have a high retention rate, as well as vendors that provide comprehensive support. At Softbrain, the vendor of "e-Sales Manager," we provide thorough support from the introduction of CRM/SFA to its establishment and utilization. Please feel free to contact us. [Key Points for Selecting a CRM/SFA that Will Be Established in a Company] ■ It is important to select tools that are user-friendly and have a high retention rate, as well as vendors that provide comprehensive support. *For more details, please download the PDF or feel free to contact us.

In a business environment that changes daily, the implementation of CRM/SFA (Customer Relationship Management/Sales Force Automation) is an important digital transformation for companies that want to strengthen their sales capabilities. However, it is unclear before implementation whether they can effectively utilize it within their organization. To prevent the significant costs and labor hours spent on a system that cannot be operated as expected from going to waste, this document explains everything from "how to determine if a CRM/SFA can be effectively utilized in-house" to "tips for preventing implementation failures." Please refer to this as a guide for selecting a CRM/SFA that can be effectively utilized within your organization. [Contents] ■ Factors that lead to "inability to utilize" even after implementing CRM/SFA ■ What it means to be in a "state of effective utilization" of CRM/SFA ■ Key points for establishing a system that effectively utilizes CRM/SFA ■ Comparing input flows of CRM/SFA to assess usability (ease of use) ■ Essential tips for "preventing CRM/SFA implementation failures" ■ Low adoption rates that hinder CRM/SFA operation *For more details, please download the PDF or feel free to contact us.

Even after implementing CRM/SFA, there are several factors behind the inability to "utilize it effectively" or "establish it." One reason is that "while a new burden is added, the benefits of 'why we are implementing it' are not understood, leading to feelings of anxiety and avoidance of use." Another factor is that "in trying to master even the 'unnecessary functions for our company,' operational breakdowns occur." Identifying the "truly necessary functions" for your company, sharing the "purpose of implementation" across the organization, establishing a "promotion system," and gaining "understanding from the field" are the first steps to effectively "utilizing" CRM/SFA. 【Three Factors】 ■ Lack of understanding of "CRM/SFA implementation" from the sales field ■ Feeling burdened by the "switch from traditional management methods" ■ Being unable to utilize it effectively due to an excess of functions *For more details, please download the PDF or feel free to contact us.

I will explain the state of "being able to effectively use CRM/SFA." The state of effectively using CRM/SFA is one where the "input," "output," and "analysis" of sales data are in a continuous cycle. In other words, the establishment of "information input = activity report" can be said to be a prerequisite for the operation of CRM/SFA. [State of Effective Use] ■ Input: Sales representatives report activities in accordance with guidelines. ■ Output: Lists/graphs visualize "activity status/information." ■ Analysis: Understand the situation and optimize "improvement measures/sales activities." *For more details, please download the PDF or feel free to contact us.

To achieve a state of "being able to use it effectively," we will explain the "key points for assessing system adoption." The input fields for CRM/SFA can be appropriately configured to match the implementation environment, so the "number of input fields/information volume" is not important. What is important is that information input = activity reporting can be done intuitively and smoothly. We should assess whether the system allows for input without becoming cumbersome, with simple screen transitions and a mechanism that completes input on a single screen, even after meetings or during discussions. 【Key Points for Selecting a System for Adoption】 ■ Easy to use without stress due to smooth operation/input flow ■ Automatically generates reports/lists that are useful for sales activities ■ Compatible with mobile devices and tablets ■ Allows customization of input rules/functions within the system ■ Enables real-time information reflection and communication *For more details, please download the PDF or feel free to contact us.

The "input flow" that leads to the establishment of information entry in CRM/SFA requires intuitive and smooth usability (ease of use). Softbrain's CRM/SFA "e-Sales Manager" automatically reflects various outputs with a single information entry. You will be freed from the need for repeated aggregation and document creation, making information sharing and analysis easier. 【Comparison Points for "Input Flow"】 <e-Sales Manager> ■ Made in Japan ■ Usability: Sales field perspective ■ Focus on input ■ Short flow, one-screen completion, industry-leading speed in screen switching *For more details, please download the PDF or feel free to contact us.

To improve business efficiency and increase sales, we would like to introduce the "Tips to Prevent CRM/SFA Implementation Failures" aimed at achieving system adoption. Choosing a vendor with a robust support system and preparing for potential issues arising from changes in business processes are key tips to prevent failures. To effectively utilize CRM/SFA, it is crucial to meticulously plan the process from system implementation to operation, and to prepare the operational framework with the understanding and cooperation of employees. **Tips to Prevent CRM/SFA Implementation Failures** - Select a system appropriate for the organization’s size and problem-solving needs - Choose a vendor with a comprehensive support system - Share the purpose and importance of implementation with the field to establish an operational framework - Narrow down the functions and input items to gradually utilize the system - Set guidelines and conduct training to standardize rules - Prepare for potential issues arising from changes in business processes *For more details, please download the PDF or feel free to contact us.*

We would like to introduce the low adoption rate that does not lead to the operation of CRM/SFA. There is a fact that 80% of companies that have implemented CRM/SFA have "failed in the system implementation," and many companies are unable to proceed to operation after stumbling post-implementation. At Softbrain, the vendor of "e-Sales Manager," we provide thorough support from the introduction of CRM/SFA to its adoption and operation. Please feel free to contact us. 【Adoption Rate】 ■ Approximately 20% - 80% stumble after tool implementation and do not achieve adoption *For more details, please download the PDF or feel free to contact us.

This document introduces the disadvantages caused by the personalization of sales and the expected benefits of resolving this personalization. It includes a variety of information such as the reasons for sales personalization, the issues of sales personalization in the manufacturing industry, and what measures should be taken to address and prevent personalization. Additionally, it presents the "true feelings" of sales regarding information input and countermeasures, as well as the expected benefits of resolving sales personalization. Please make use of this information. 【Contents (partial)】 ■ Sales will become personalized if information is not shared/managed ■ Issues of sales personalization in the manufacturing industry ■ What measures should be taken to address and prevent personalization ■ "True feelings" of sales regarding information input and countermeasure 1 ■ "True feelings" of sales regarding information input and countermeasure 2 *For more details, please download the PDF or feel free to contact us.

Relying on individual sales representatives for sales activities makes management difficult. This "personalization" can be rephrased as a state where information related to sales is not disseminated throughout the department or the entire company. When information related to sales is not inputted or accumulated, it cannot be utilized, leading to a state of personalization. This results in an inability to transfer knowledge during absences, transfers, or resignations, increasing the risk of disruptions to negotiations and projects. Moreover, once personalization occurs, the input of information is hindered, further accelerating personalization and solidifying this state. **Disadvantages of Personalization** - Management becomes difficult as the status of sales activities cannot be grasped, leading to imbalances in the actions and performance of individual representatives. - The inability to transfer knowledge during absences, transfers, or resignations increases the risk of disruptions to negotiations and projects. - Know-how cannot be passed on to other members, particularly younger ones, preventing an overall increase in the department's sales capabilities. *For more details, please download the PDF or feel free to contact us.*

The manufacturing industry is transitioning towards small-batch production and shorter delivery times due to the increasing complexity of market needs. At the same time, closer collaboration with the production department is required; however, the personalization of sales creates problems both within and between departments. Due to personalization, issues arise such as "inability to grasp customer and project information" and "decreased accuracy of sales forecasts," leading to problems in the sales department, such as "loss of business opportunities and delays in after-sales service, resulting in decreased sales and customer satisfaction." Additionally, problems arise between the production and development departments, such as "confusion in production planning and inventory management" and "lack of progress in product improvements and the development of new products that meet needs," which not only affects sales but also diminishes the company's competitiveness both domestically and internationally. **[Impacts of Personalization]** - Inability to grasp customer and project information - Decreased accuracy of sales forecasts - Lack of accumulation of customer needs and feedback - Lack of sharing of know-how and knowledge *For more details, please download the PDF or feel free to contact us.*

To fundamentally eliminate or prevent personalization, it is essential to thoroughly implement the "input" and "management/sharing" of information within the organization. Encouraging sales representatives who actually input information through daily guidance and awareness-raising is the most approachable method. However, depending on the circumstances and mindset of each representative, this may not necessarily lead to action, so it is necessary to implement it in combination with other measures. Additionally, by reviewing the information input system, we can eliminate unnecessary inputs and expect to facilitate management, sharing, and subsequent utilization. Ultimately, it is ideal for the awareness of information input to be ingrained not only in the sales department but throughout the entire company. 【Approach】 ■ Encouragement for the "people" who input ■ Improvement of the "system" for input - Review of the "system" - Development of "rules" *For more details, please download the PDF or feel free to contact us.

We will introduce the "real intentions of sales" regarding information input and the countermeasures. In reality, there are many cases where "sales representatives do not input information." Let's look at the reasons behind this and the countermeasures. In cases where "inputting is a hassle and I can't keep up with it. If I put it off, I end up forgetting," it is necessary to reduce the burden of input while creating an environment where "inputting is a must." Countermeasures include simplifying the input screen to eliminate the perception of it being a hassle, and implementing top-down awareness reform to thoroughly enforce information input. 【Countermeasures】 ■ People: Regularly check the input content and point out any omissions without leaving them unaddressed. ■ System: Simplify the input screen to eliminate the perception of it being a hassle. ■ Rules: Reflect whether the input is done correctly in evaluations. ■ Organization: Implement top-down awareness reform to thoroughly enforce information input. *For more details, please download the PDF or feel free to contact us.

We will introduce the "true feelings of sales" regarding information input and the corresponding measures. Some sales representatives may feel that they "do not want to do" information input for reasons such as wanting to monopolize information or not wanting to receive too many detailed criticisms. If sales representatives feel that they do not want to share the information they possess, it is necessary to incorporate a system that allows for natural information acquisition while explaining the benefits of sharing information. As countermeasures, it can be considered to reflect not only sales performance but also the degree of contribution to others in evaluations, and to praise information sharing and foster a "team spirit." **Countermeasures** - Communicate the benefits of reducing work burdens and enabling more efficient sales through information sharing. - Increase opportunities for young staff to accompany representatives to understand the situation and absorb know-how. - Reflect the degree of contribution to others in evaluations, not just sales performance. - Praise information sharing and foster a "team spirit." *For more details, please download the PDF or feel free to contact us.*

We will introduce the "true feelings of sales" regarding information input and the corresponding measures. Some sales representatives feel that they "do not want to do" information input for reasons such as wanting to monopolize information or not wanting to receive too many detailed criticisms. If sales representatives feel that "they might be scrutinized and criticized for details when looking at records, and are afraid of reporting lost deals or complaints," it is necessary to alleviate the mental burden of negative reporting while providing support for future successes. As countermeasures, it can be considered to create an atmosphere where negative content can be reported easily, such as refraining from excessively negative evaluations of the person in charge and ensuring that their failures are not communicated excessively to others. 【Countermeasures (partial)】 ■ Refrain from reprimanding the content of reports and communicate improvement measures for future instances. ■ Explain that behaviors such as "hiding failures" or "providing false reports" will exacerbate the problem. ■ Strengthen the analysis of not only successful orders but also the factors leading to lost deals, and provide appropriate advice and support to each representative. *For more details, please download the PDF or feel free to contact us.

We will introduce the "true feelings of sales" regarding information input and the measures to address it. While there is an awareness that information input is necessary, those in charge who feel they "cannot do it" are likely to engage actively if they receive proper follow-up. If sales feel that they are "too busy with tasks and numbers to find time for inputting information," it is essential to ensure that time is allocated for this purpose and to simplify the input process itself. As measures, it is possible to secure time for input and its verification separately from core tasks, eliminate excessive performance-based evaluations, and provide both time and psychological leeway. [Measures] - Start by listening to the workload, working hours, and daily actions, and distribute the burden to other personnel as needed. - A system that allows for easy input even while out and during spare moments is effective, and having input support features in place is even more beneficial. - Secure time for input and its verification separately from core tasks. - Eliminate excessive performance-based evaluations and provide time and psychological leeway. *For more details, please download the PDF or feel free to contact us.

We will introduce the "true feelings of sales" regarding information input and the corresponding measures. While there is an awareness that information input is necessary, those in charge who feel "unable to do it" are likely to engage actively if they receive proper follow-up. If sales personnel feel that "they do not understand how to input data or use the system, and are unsure about what and how much to record," it is essential to implement a user-friendly system and standardize the input items and formats. Possible measures include clarifying the format for information input, organizing a user manual for the system, and ensuring it is always accessible for reference. **Measures:** - Organize the system user manual and ensure it is always accessible for reference. - Implement a system with clear input items that can be used intuitively. Utilizing AI that "searches for and registers information" can be even more effective. - Clarify the format for information input. - Conduct company-wide training on information input and system usage at the time of hiring or system implementation. *For more details, please download the PDF or feel free to contact us.*

By establishing a system for information input, management, and sharing, the issue of individual reliance will naturally be resolved, leading to improved productivity and competitiveness in the sales department and the entire company. Specifically, the progress of negotiations and the next action plans can be grasped in real-time, enabling appropriate instructions and follow-ups, as well as allowing the company to utilize knowledge, case studies, sales pitches, and other know-how as corporate assets. Additionally, it will prevent troubles associated with handovers and retirements, and streamline administrative tasks. Through data-driven sales management, productivity will improve, allowing the company to gain competitiveness that does not fall behind competitors. 【Expected Effects (Partial)】 ■ Understanding sales opportunities and reducing opportunity losses ■ Shortening order lead times ■ Smoothing project progress through information sharing ■ Enhancing the accuracy of sales forecasts and formulating appropriate sales strategies ■ Optimizing the sales process through analysis of order/loss trends *For more details, please download the PDF or feel free to contact us.

Based on the organizational structure, sales processes, and challenges in the manufacturing industry, we will introduce the benefits gained from eliminating dependency on individuals. Starting with strengthening after-sales service and repeat touchpoints, enhancing proposal capabilities through collaboration with the production department, improving the accuracy of sales, production, and business plans, and utilizing sales know-how as a source of innovation are significant advantages. By eliminating dependency on individuals, when the foundation of information and communication is established, the sales department and company can grow smoothly towards expansion and globalization. [Features] - Strengthening after-sales service and repeat touchpoints - Enhancing proposal capabilities through collaboration with the production department - Improving the accuracy of sales, production, and business plans - Utilizing sales know-how as a source of innovation *For more details, please download the PDF or feel free to contact us.