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What is a CRM model?

Flowlu Team
Flowlu Team
8 min read
What is a CRM model?
Any successful business model is based on creating and preserving strong customer relationships. It might be challenging to constantly be aware of who your consumers are and how they are related to your company. And it holds true for all businesses, whether they are big with hundreds of thousands of clients or tiny with only 100.  The Flowlu CRM offers complete control over the entire customer journey, from lead to order, and assists small businesses in developing effective sales procedures.

All of your team's interactions with leads, prospects, and customers are governed by a Flowlu CRM model, which is a workflow. It offers a broad framework that your business can use to attract and keep clients. It is not the same as CRM software, which instead allows you to navigate your CRM model quickly while coordinating with your team.

You can gain a better understanding of how your business attracts, converts, and keeps customers by using CRM models. How your business attracts and keeps clients is determined by your CRM model.

Most often used CRM models

The most prevalent CRM models across all industries are listed below.


The Peppers & Rogers Group created the IDIC CRM model, which was first made public in 2004. Each of its letters stands for one stage of the procedure:


You must first identify your leads and customers in the IDIC model. More significantly, you'll improve the quality of your leads and clients. You'll discover their annoyances and other identifying characteristics by doing this. Both of these traits enable you to categorise your clients and build stronger personal connections with them.


Following segmentation, you should differentiate your consumers based on the value you anticipate each one will add to your company. Consider long-term value in addition to immediate benefits. You'll have a better idea of how much time and money to devote to each consumer after differentiating them.


The IDIC model's first two steps serve to prepare you for actual engagement with prospects and customers by giving you a clear picture of their requirements and wants so you can give them messages and material that is tailored to their interests. Your potential client or customer will be more inclined to make a purchase from you if you can demonstrate that you understand their wants.


Despite the fact that the previous phase involved customised communications and content, it should only be the beginning of adapting your strategy to meet the needs of your customers. IDIC's final stage is to tailor your strategy based on what you've discovered about your customer. To better match the needs or budget of the customer, you must adjust your services or agreements.

Payne and Frow’s Five Forces

The Five Forces CRM approach was developed by Ph.D.s Adrian Payne and Pennie Frow to focus on both processes and elements. The five processes are as follows:

Strategy creation.

The Payne and Frow model defines strategy development as the creation of your customer and business strategies. Your company's distinct positioning in the market and industry is part of your business strategy. The development of ideal buyer personas and other methods of identifying the characteristics that might influence a client to choose you are part of your customer strategy.

Creating value.

You'll assess the value you provide to your clients and vice versa in this step. The value your clients gain, for instance, can come from the access your events firm has to one-of-a-kind places that they simply can't get anywhere else. Since no one else provides venues like yours, the value you earn is from clients who stick with you.

Integrating many channels.

You should share the information you've established with your entire team after designing your plan and creating your value. Not simply your sales team, but also marketing, customer service, and all divisions inside each, fall under this category.

Performance evaluation.

After implementing your multichannel strategy, you should reevaluate your approach. You should be in good shape if your clients are satisfied and your team is achieving its key performance indicators (KPIs). If not, take advice from your staff and consumers and update your strategies and values.

Handling of information.

Your front- and back-office software, IT infrastructure, and all other CRM analytic tools are included in this step. As you progress through the model, you'll add data to these platforms, which will guide your subsequent steps. The support representative might enter that information into the CRM, alerting sales and marketing, if a customer mentions during a tech support call that they are thinking about expanding their subscription plan departments to try upselling that client.

The Payne and Frow procedure consists of these four components:

  1. CRM Preparedness. Before implementing the Five Forces CRM model, you should make preparations to implement CRM software.
  2. CRM change administration. Before implementing this model, you should have procedures in place for changing your CRM workflows, CRM interface, and other software components.
  3. Project management for CRM. You should be aware of the entire project management process used for projects managed in your CRM.
  4. Employee management. Along your sales pipeline, you should be able to clearly identify which workers are in charge of what duties. You should also be aware of which sales representatives are tasked with which clients or prospects.


The Quality Competitive Index (QCI) CRM strategy places more of an emphasis on managing clients than on fostering stronger bonds with them. There are eight parts to it:

  1. Planning and Analysis: If your prospect displays any data or behavioural gaps, fill them in. Next, determine the value your business offers the client.
  2. Proposition: Consider your customer's needs while deciding how to best serve them, and then suggest this strategy to them.
  3. Information and Technology: Look at your technology to see how it is updating and analyzing the customer data in your CRM. Utilize what you learn to review, upgrade, or change your technology as necessary.
  4. People and The Organization. Assign certain staff members the task of handling client feedback, including service requests and online reviews.
  5. Process Control:Make sure that the customer support provided by your sales and customer service staff is reliable. Determine where there are weaknesses and how to fix them.
  6. Management of Customers. This component includes three independent components: acquisition (finding and getting to know new customers), penetration (learning about consumers and making them feel a part of your company and its objectives), and retention (keeping customers engaged with your business, which might include winning back dissatisfied customers).
  7. Effect Evaluation. Examine the output of your teams to determine how it relates to sales. Examine the work of each sales and customer service representative in further detail.
  8. Customer Encounter. Apply the same procedure as in the preceding stage, but measure success by customer pleasure rather than sales volume.

CRM value chain

The CRM value chain concept was developed by Harvard Business School professor Michael Porter to assist businesses in identifying and creating distinctive customer solutions. By using this CRM model, you can identify the tasks that are most valuable to you and improve your workflows to better serve your clients.

There are two stages in the CRM value chain concept. Five components make up the primary stage:

  1. Analyzing the customer portfolio: Find out which clients are most valuable to your business. Next, decide how to allocate your resources among your clients in accordance with this value.
  2. Customer closeness: Engage with your consumers and collect new information from each exchange. Adapt your product offers for the customer in light of what you discover.
  3. Network construction: This stage is distinctive among CRM models in that it considers parties other than your business and customers, including suppliers, partners, investors, and customers. Your objective is to give these third parties advice on how they might operate to improve the customer experience using the data from your customer intimacy step.
  4. Development of a value proposition: Create a special value for your consumer using the previous three stages. Focus on providing personalized service and reducing expenses to lower your consumers' prices (or retain more earnings).
  5. Relationship management: Retrace your steps and consider the earlier stages of your procedure. Decide where you can improve or make improvements, then put those changes into practice. By doing so, you can improve your performance in terms of customer retention. acquisition and development.

Making ensuring your business has the following is what the second phase is all about.

  1. Administration and culture. It will be more difficult to implement your CRM approach without someone overseeing operations and establishing corporate standards.
  2. Purchasing procedures. For converting highly interested prospects into paying clients, you need have a strong workflow in place.
  3. HR management techniques. In order to address internal difficulties as you implement the CRM value chain model, you should assemble an HR team (or contract with a third-party HR provider).
  4. Management procedures for IT. CRM requires a lot of data, so effective IT administration is essential for CRM success.
  5. Organization structure. You must specify who is accountable for what and to whom they report.

Importance of CRM Model

The most common CRM models outline how to gather information on customers, categorize them, get in touch with them, and modify your strategy. Flowlu CRM makes it simpler to follow the CRM model while supporting your business's procedures for handling customer information, relationships, and sales. It helps in easily managing tasks online, project management, and provide different collaboration tools.

Companies of all colors have adopted customer relationship management (CRM) software at an increasing rate, frequently with excellent results, to manage the numerous issues associated with sales activities. According to a study, 65% of businesses employing mobile CRM are achieving their sales targets. This success may be at least in part attributable to the fact that these businesses also use a CRM model in addition to their software.

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