Asset Management Institution CRM - Award and Competition Design

Sales management teams often intentionally introduce "recognition and competition mechanisms" in their daily sales management. For example, during specialized product marketing campaigns, they calculate salesperson rankings daily or weekly and give special recognition to top performers. Recognizing excellence fosters competition among team members and helps achieve business goals.

However, due to various reasons during the development process, the current CRM system has gradually lost such "recognition and competition" designs.

This article explores these types of designs.

Types and Implementation of Recognition

All system designs must align with actual business practices.

Currently, several types of recognition measures are observed:

1. Good News Announcements, including:
   • Company non-inventory holdings breakthrough (XXX value)
   • Today's subscription of {XXX product} reaches {XXX value}
   • {XXX personnel/department} lands the first order for {XXX specialized marketing campaign}
   • {XXX personnel/department} successfully activates a client
   • Today's cumulative subscription of {XXX product} by {XXX personnel/department} reaches {XXX value}
2. Leaderboards, including:
   • Client target achievement leaderboard
   • {XXX specialized marketing campaign} achievement leaderboard

Currently, on the business side, these two types of recognition measures are primarily implemented by sales management team members:

CRM System Recognition Feature Design

When designing CRM system features, one might go astray—expecting to fully digitize this entire process (with functions like image generation, data statistics, etc.), which is completely unnecessary.

The reasons are:

1. High costs:
   • Business migration cost: The current implementation paths for various congratulatory reports and leaderboards are already quite mature on the business side. Changing the entire process would challenge the daily operational habits of the sales management team, requiring high migration costs.
   • Business training cost: Changes in user habits would also bring considerable additional training costs for the product and R&D teams.
   • Additional development cost: Developing functions like image generation and data statistics would also incur extra product and R&D development costs, which could be the major part of the cost.
2. Low benefits: Since the original business operations already achieve business goals, a complete online feature at this point cannot bring additional business benefits.

Based on an overall assessment, this set of "recognition and competition" mechanisms is a plus for CRM system development. The core "user journey" within the system can be summarized as:

It can be seen that under this user journey design, the ultimate beneficiary of this "recognition and competition mechanism" can only be the "CRM system" itself—because it will bring user stickiness and a better emotional experience for users. We cannot expect it to bring additional business value.

Thus, the direction of system development can also be determined, with the core development direction being "only focusing on final presentation and visualization":