The outlook for CRM in a COVID and post-COVID world

The first part of our CRM status analysis.

CRMs have been around for a long time, at least in the Martech years. But they faced several challenges. For some brands and organizations, marketing automation is at the heart of the martech stack; for others, a CDP is the only source of truth. This is the first part of our analysis of the state of CRM in 2020.

“There’s been a new demand for CRM implementation and improvement over the past six months,” said Tony Kavanaugh, CEO of CRM Entrepreneur Insightly. Insight collects customer data for marketing, sales, and design teams on a unified platform. “We are delighted to see companies with 500 employees who have not yet implemented CRM, as we identify new opportunities with our largest corporate clients and how we can meet their needs even faster.

Part of the delivery speed is a regular update process, which Insightly now has every two weeks to meet the needs of a rapidly changing business environment. In September 2019, Insightly also launched its own marketing automation engine, Insightly Marketing, which terminates its employment contract with Marketo and saves $ 110,000 annually. They believe the move prepared them for the more flexible and efficient operations needed when COVID arrived.

“While everything works, CRMs need to be continually improved and updated to show real value,” Kavanaugh said. Insightly recently introduced A / B testing features to add value to customers. “It’s possible to put an entire business in a CRM, just build it with the resources to meet the specific needs of the business”.

Not just data storage

In addition to the ability to capture information from every step of the client’s journey, whether it’s a first-time visitor to a social media page or website, or a returning visitor whose behavior and preferences may change in 2020, is there help now. Solve your marketing problems.

“You need to not only be able to explain what CRM does, but also work with your customers to meet their needs,” said Patrick Johnson, CEO of Hybrid Theory, a database advertising platform. “A customer’s CRM needs to adapt to the data strategy and not the fact that the data in their CRM does not take into account the way consumers have changed this year.”

It is expected to generate clues from an ever-changing consumer base, along with a CRM that is the only source of all data. CRMs should now focus on the analytical landscape and the storage of consumer information.

“It’s the only way to get a 360-degree view from the customer,” says Kavanaugh. ‘It’s important and difficult to achieve. We believe that everything should be in the right place for the same vision of the customer.

With more than a million CRM users, Insightly has found a place in the middle market where it can significantly reduce the cost of its Salesforce and Microsoft CRM offering. “We’re seeing new offerings in the CRM space of new or customized CRM providers,” Kavanaugh said. “We believe that by offering all the features of the key players at a lower price, we are meeting a new demand in the CRM space.”

Enter the CRM market

The good news in the CRM market. ActiveMQ, a CDP among clients such as Shopify and GAP, started as a CRM provider after CDP researched the popular menswear brand UNTUCKit, a shirt designer that manufactures men’s shirts specifically for wearing trousers.

“After a year or two of good relationships, they rely on our data management skills and want to build a CRM,” said Ryan Greene, head of product marketing. “Gathering critical data and building scalability was essential.”

The strategy behind ActionIQ’s CRM project for UNTUCKit was to segment audience data, distinguish subscribers who downloaded the app from consumers who purchased directly from the site, analyze their browsing habits, and more. They use their CDP platform as a ‘smart hub’ for all consumer data; As it is already built to scale, the fundamentals of CRM processes have become more efficient than normal.

“Marketers need to consider CDPs as mobile data and CRMs as data at rest,” Greene said. ‘What we have seen in our data and research is that people are moving away from the multifunctional Salesforce, Oracle, or Adobe model, where you can have all your eggs in one.

Measuring the impact of COVID on the insurance industry

Direct impact

While the pandemic has led to increased demand for insurance companies in some sectors, the new digital economy following COVID-19 shows promising growth potential. Here are some areas that COVID-19 immediately has in the insurance industry:

Travel, health, and hospitality: While the impact of the pandemic on travel and hospitality is clear, new measures have been taken to boost and restore business in these sectors. The health insurance subsector has more claims and it is expected that underwriting limits will also rise. As a result, some companies are adding new topics to assess health insurance claims, while others are lowering the age limit at the time of purchase.

1.Contingency coverage: The pandemic has resulted in the cancellation or delay of global events. Although it is a relatively small share of the industry, the losses in this industry are significant – some have reported hundreds of millions of dollars.

2.Cybersecurity: With the growth of the global digital economy amid the pandemic, the cyber insurance industry is experiencing strong growth. Increasing risks and the nature of the threats have negatively impacted loss rates in this sector.

3.Commercial Credit: Due to supply chain disruptions related to COVID-19, the number of complaints is expected to increase due to defaults. While this impact has not yet been seen, the consequences are likely to be seen if the limit for such policies is reached.

4.Superannuation: The Australian regulator has notified Superannuation executives to expedite affected people’s requests for early access to Superannuation funds. This prompted the top management of these organizations to review and assess their liquidity reserves.

Indirect impact

As we have already discussed, the pandemic has reorganized the central circles of the world economy. As a result, the indirect impact of the pandemic on the insurance business includes the following areas:

Customers’ preferences and behavior have changed: Contactless enrollment and sales processes are the post-pandemic customer needs. Rising unemployment has also caused customers to re-evaluate their spending priorities so that digital on the personal line is the facilitator and not the discriminator. However, the commercial line remains more vulnerable than the personal line.

1.Due to mobility limitations, the distance traveled (VMT) is significantly reduced: The fall in car sales means a contraction in volumes. However, due to the decline in VMT, the number of accidents in the auto insurance industry has improved due to less traffic and the resulting claims.

2.Small businesses are most vulnerable during economic crises: in Australia, small businesses account for 35% of GDP and 44% of the workforce. Hence, the small business segment has to be hit hard in terms of ownership and responsibility.

The pandemic has also impacted business globally, and the continued efforts of historically resilient organizations have been tested. According to the Australian Bureau of Statistics (ABS), 90% of Australian businesses will be affected by the pandemic. Business disruptions have mixed signals: While some business leaders have acknowledged their inability to cover the COVID-19 leaks, some jurisdictions have reinforced the opposite. He is leading governments to review reserve requirements, while insurers are already assessing their claims reserves. The exclusion of the pandemic as a hedging measure also threatens the relevance of such offers.

3.With commercial insurance, they also suffer from special lines: Although the fleet and aviation traveled less, others, such as construction and energy, suffered from low volumes due to low economic activity, labor restrictions, and mobility restrictions. Profits of insurers in these sub-sectors are negatively impacted.

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