Do you know exactly which customers you could sell more to today?
Remanently CRM combines information from meetings, purchase history, customer segment, sales opportunities and rep activity. This lets you see not only what a customer already buys, but also what they do not buy, even though similar customers use those products or services.
Easy to manage
3x more efficient operations
Knowing what a customer bought is not enough. The most interesting part is what they have not bought yet.
Meeting information, purchase history and comparison with similar customers reveal untapped sales potential. If other customers in the same segment buy three product groups and a specific customer buys only one, a real question arises: what else is worth proposing?
What does the customer already buy?
Purchase history shows which products or services are already part of the relationship with a given customer.
What don't they buy yet?
A missing purchase is also information — especially when similar customers regularly buy a given category or product.
What is worth proposing?
CRM helps direct a rep's attention to customers where there is real cross-sell or up-sell potential.
The goal is not to describe the customer. The goal is to increase the value of the relationship.
Every customer can be compared with the results and purchasing behaviour of similar customers to show where untapped potential remains.
The segment benchmark shows where the gap is
Instead of assessing a customer in isolation, you compare them with customers of a similar profile and see what really sets them apart from the best in the segment.
You compare similar customers
You analyse a customer within the right segment, not the whole customer base lumped together.
You see the purchase gap
If other customers in the segment buy a product this customer does not, a concrete opportunity for a conversation appears.
The rep gets direction
Instead of randomly looking for the next topic, they can focus on the most probable sales potential.
A benchmark does not mean "everyone must buy exactly the same thing".
It should answer: why does a similar customer use a larger share of our offer, and does it make sense to propose it here too.
Data shows what a customer does. A meeting says why.
Purchase history alone is not enough. Information from meetings shows needs, plans, problems, objections and context that transactions alone do not reveal.
What did the customer say?
A meeting note preserves needs, arrangements and information that may affect the next offer.
What does the customer really buy?
Purchase history lets you compare declarations with actual cooperation.
Where is the next opportunity?
Combining meeting knowledge with purchase history and the segment benchmark gives a much better starting point for the next conversation.
A rep should not start a meeting with "what else can we sell you?".
They should already know where the gap potentially is and check whether a real customer need lies behind it.
The most expensive sales opportunity is the one nobody noticed.
A company can have hundreds of customers and huge amounts of data, and the rep still mainly sells what the customer asks about themselves.
The rep does not know the full purchase history
They know what they last discussed with the customer, but do not always see the full picture of the relationship.
Nobody analyses what the customer does not buy
A missing purchase does not show up in a report as a problem, so potential cross-sell easily stays invisible.
It is unclear who to compare the customer with
Without segmentation, the benchmark can be random and lead to wrong conclusions.
Meeting knowledge stays in a notebook
Information about a customer's need does not later link with their purchases and further opportunities.
The team focuses on new leads
Meanwhile the existing customer base may hold untapped potential that is cheaper and faster to activate.
The CRM describes the past but does not point a direction
Notes and the pipeline exist, but the rep still has to work out alone where the best next sales opportunity is.
From customer knowledge to a concrete sales opportunity.
The process does not end with logging a meeting. Information should lead to the next sales decision.
Only on this foundation do you need a classic CRM.
Companies, contacts, leads, pipeline and tasks are needed. But their value lies in helping you carry out the right sales actions.
Companies and contacts
You know who you work with and which people are involved on the customer's side.
Leads and sales opportunities
You can turn sales potential into a concrete opportunity and run it through the process.
Sales pipeline
You see what stage a deal is at and whether it is actually moving forward.
Activities and tasks
The next call, offer or action has an owner and a deadline.
Notes and contact history
Knowledge about the customer stays with the organisation, not only in the rep's memory.
Customer segmentation
Lets you compare a customer with the right group instead of applying one benchmark to the whole base.
A rep has limited time. They should spend it where the potential is greatest.
CRM can help not only run sales but also set priorities: which customer makes the most business sense today.
A customer with a large purchase gap
Buys far fewer categories than similar customers in their segment.
A customer with a new need
Meeting information points to a change that may open a new sales opportunity.
A customer close to a decision
The opportunity is already at the right pipeline stage and needs a concrete action to move it forward.
The question is not "how many customers did the rep call?".
A better question is "did they spend time with the customers where they had the greatest chance to increase sales?".
The more customers you have, the fewer decisions should depend on manually browsing data.
Segmentation, rules and automations help run a larger team without adding another layer of administration.
Segmentation
You group customers by traits relevant to sales and benchmarking.
Rules and reminders
The process can remind about actions and help keep track of the next steps.
Automations
Repetitive parts of the process can be automated so the rep has more time for the customer conversation.
An owner wants to grow on the existing customer base. A rep wants to know where they have the greatest chance to sell.
If you run the company
You want to know how much sales potential remains untapped among existing customers and whether the team systematically activates it.
- more sales on the existing base
- visibility of purchase gaps
- customer benchmarking within segments
- sales forecast
- dashboards and reporting
- less dependence on individual reps' memory
If you sell
You do not want to analyse hundreds of customers by hand. You want to know who has potential, what a customer does not buy yet, and what to bring up when you return.
- meeting information in one place
- customer purchase history
- comparison with similar customers
- concrete cross-sell/up-sell potential
- opportunities, tasks and pipeline to run sales
See what your customer does not buy yet, even though the best in their segment already do.
Purchase history, meeting information and the segment benchmark show where untapped sales potential still remains. So do not just look at the result already achieved. Also look at the gap between the current customer and the best customers in their segment.
What do they already buy?
You see which products, services and categories are already part of the relationship with the customer.
What don't they buy yet?
You compare the customer with the best customers in their segment and see potential purchase gaps.
Where is the next sale?
Combining the benchmark, purchase history and meeting knowledge helps identify what the rep should bring back to the customer.
Do not just report what you already sold.
Also look at how far a given customer is from the results of the best customers in their segment, and where the next real sales opportunity may lie.
Does your customer also rent equipment from you, not just buy?
CRM gives you the customer context. The Tools module controls the specific resource, reservation, issue and return.
CRM: who?
You know who the customer is, what they buy and the potential of the relationship.
Tools: what?
You know what equipment has been reserved, issued and returned.
One relationship
Sales, contact and rented equipment can build a fuller picture of the customer.
See ToolsYou are selling more. But on what terms?
Higher sales do not always mean higher profit. If discounts, bonuses and individual terms grow along with a customer's development, you also need control on the Trade Marketing side.
CRM
Shows where the potential to increase sales is.
Trade Marketing
Helps control the terms that come with that sale.
Sales and margin
The goal is not to sell more at any cost, but to grow the customer profitably.
See Trade MarketingWe do not start with "implementing a CRM". We start with the question: how to sell more to existing customers?
First we check what data already exists and how the rep decides today what to bring back to the customer.
1. Customers
What does the base look like and which segments are really worth comparing?
2. Purchases
What purchase history information is available?
3. Meetings
How do you preserve knowledge about customer needs, plans and arrangements?
4. Benchmark
What do purchases look like among the best comparable customers?
5. Opportunities
How do you turn a detected gap into a concrete sale?
6. Management
How should the owner and manager see the result and the untapped potential?
Frequent questions before deploying a CRM
CRM pricing
FIRST
Up to 3 CRM users
Contacts, companies, sales opportunities and history in one place.
- companies and contacts
- leads
- sales opportunities
- sales pipeline
- activities
- tasks
- notes
- contact history
- basic reporting
QUICK START
Up to 6 CRM users
Do not just record sales. Guide the rep through the process.
- everything in FIRST
- multiple sales processes / pipelines
- automations
- reminders and rules
- customer segmentation
- extended custom fields
- roles and permissions
- sales forecast
- sales rep reporting
TIME IS MONEY
Up to 12 CRM users
For a larger team and a more elaborate sales process.
- everything in QUICK START
- advanced workflows
- more elaborate automations
- advanced permissions
- extended analytics
- management dashboards
- advanced sales processes
- greater scope for individualisation
ENTERPRISE
Number of users: individually
For organisations that require an individually configured solution.
- individual scope
- individual number of users
- individual organisational and integration requirements
Need a different scope?
The packages cover the most common CRM configurations. If you need a different scope, more users or a connection between CRM and other processes — talk to us.
You do not have to buy features you will not use.
Let's talk about your sales processYou know what else you can sell a customer. What happens next?
The next solution follows from the next problem.
We do not show a catalogue of modules. We show the natural next step.
Does a customer rent equipment from you?
Connect sales potential with the reservation, issue and return of a specific resource.
See ToolsDo you give customers promotions, bonuses and individual terms?
Increasing sales should go hand in hand with controlling the cost of commercial terms.
See Trade MarketingDo you sell physical goods?
If the sale requires control of availability, location, picking and stock issue, move on to WMS.
See WMSDo not just ask "what did the rep sell?". Check how much more they could have sold.
Start with existing customers. See what they buy, what they do not buy, and what the best comparable customers look like. That may be where your next sale is.