JINGO
2021
Redesigning a CRM for a sales team
I redesigned JINGO’s customer relationship management system to replace paperwork with a connected online workflow for its sales team.
Overview
A CRM that only covered half of the business
JINGO’s original CRM system could only cover about 50% of the business, because the business and product types had changed. The other 50% required sales staff to complete work through a lot of paperwork and manual process.
So the official e-commerce website and the company’s internal customer relationship management system were set to be updated at the same time.
My role covered UX design and project management, and I designed everything in Figma.
Challenges
Merging 40 years of members into one system
Across its e-commerce sites, e-sales channels and physical record stores, JINGO has accumulated more than 300,000 members over 40 years. The member profile databases were separate, so converting and merging them was a big challenge.
The new CRM also had to support the company’s telemarketing. Few people today accept that sales model, so a key goal was to capture members’ hearts before they hang up.
The sales team was used to working on paper, so switching to online tools was a challenge in itself.
Research
Learning the sales team’s daily routine
Initially, we discuss the project target through the User Interview. I held a small workshop with the sales, we went through sales' daily routines and we finished a User Journey Map on whiteboard together.
It is also a great chance to increase everyone's engagement in this project.
Process
Revising the process before designing screens
Problems in the original process
Many steps were manual, time-consuming and labor-intensive.
With no integration between systems, orders had to be transferred by hand from the CRM platform to different logistics platforms.
Even with the system, there were still many paper-based tasks.
Member preferences couldn’t be recorded effectively, and sales couldn’t see inventory status when recommending products.
The revised process
Grouped the many repetitive tasks so the process runs more smoothly.
Removed paperwork to reduce the sales workload.
Recorded member preferences and displayed stock status immediately, so sales can recommend products on the spot.
Designs
Designing around customer service and task management
After discussions with sales and programmers, we listed the essential features: task management, member filters, and order placing and management. After several rounds of wireframes, I finished the final designs, focused on two key areas.
Customer service
Information needs to be clearly displayed so sales can quickly search for orders or member details. The flow runs from reviewing a customer’s profile to recommending music products. After the phone conversation, sales record what the customer bought, which collects data and helps finish the order.
CRM list
Task management
A CRM should do more than drive marketing tasks. It should also help sales organize their work better than before. From the home page, a salesperson can see their performance plan, current progress, and today’s to-do list.
Takeaways
What have I learned from this project?
It is a cool experience that I can design and manage a business tool from 0 to 1. I enjoyed in the whole process a lot! It also nice to hear when sales tell me that they really save a lot of time on their daily jobs, which makes them be able to increase the number of their calls. Besides, there are something that I really learned a lot:
Rational and Emotional Communication
Most of the sales have been in the company for 5-10 years. For them who are very used to the original workflow, it is a considerable challenge for them to adapt to a new process. Sufficient communication becomes the most essential task in this project. On the one hand, rational teaching is required. On the other hand, encouragements and emotional supports also play a significant role.Step-by-step Co-testing to Increase Engagement
Because it is difficult for sales to get used to the new system, there is a great sense of resistance. In order to break avoid this situation, we tried a few different methods. In the kick-off period, I invite them to the interview to listen to their voice. Involving their opinions in design is of course necessary. Besides, in the end of the project, I planned a one-hour co-testing event every day for a week, so that the sales had the opportunity to access the system on a daily basis, but not too much learning at one time. This arrangement successfully allowed the sales familiar with whole rules, and also receive better feedback from them.
