Sales CRM for an FMCG leader
A new sales channel for one of the world's largest FMCG companies: a call-center CRM integrated with SAP, 17 million records a day, launched in 6 months. Sales +3.6% in the second quarter.
Challenge
Build a new sales channel for the company, increase sales efficiency and automate order delivery. The system had to be integrated with the existing sales channel and CRM, process about 17 million records (≈14 GB) every day, and go live within 6 months of first contact — in three offices at once, serving customers from 24 cities.
Goals
- Reduce costs and increase sales through a new customer interaction channel
- Increase customer loyalty: sales history, personalized offers, more contacts
- Automate order placement, warehouse picking and delivery
- Manage sales and collect data on work results
Solution
We worked with the client's distributed team — headquarters in Russia, members in Ireland, the UK, the USA, India and Italy — following the client's methodology (V-model, Kanban) and documenting every development cycle. Data is exchanged over a secure IPSec channel.
- Real-time integration with SAP, 1C, Jira and other company systems
- A daily calling plan based on the schedule from SAP — taking into account postponed actions and customers not handled yesterday
- Telephony integration: outbound and inbound calls, transfers to other departments, conference calls
- Collaboration with sales representatives: real-time exchange of customer information and calibration calls
- Personalized offers based on purchase history, seasonal products and promotions; all customer information in a single card
- Logistics optimization: automatic delivery route planning for placed orders, taking warehouse stock into account
- Phone, email and SMS in a single window, including notifications about a call or delivery
- Real-time KPI dashboards and reports: by agent, customer, region and customer type
Results
In the system's first quarter of operation, sales grew by 2.8%, and in the second by 3.6%. The tight implementation timeline cut the project budget by 8%. During preparation, more than 20 inefficient business processes were identified — they were redesigned and rolled out together with the launch. Scope of work: business analysis ~2000 hours, architecture and development ~2500 hours, testing ~700 hours.
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