Eziil tootmistarkvara müügiprotsessi digitaliseerimine Eesti ja Ühendkuningriigi turgudele

Abstract

Kõigile sissejuhatuses püstitatud probleemidele leiti töökäigus vastused ja seega on uurimus küsimused täidetud. Saadud tulemusi kasutas autor töö viimases peatükis andmete kirjeldamisel. Kogutud ja analüüsitud tulemustele põhinedes esitas autor parandus- ja uuendus ettepanekud ettevõtte juhtkonnale. Lõputöö „Eziil tootmistarkvara müügiprotsessi digitaliseerimine Eesti ja Ühendkuningriigi turgudele“ eesmärgiks oli luua arusaamine, et milliseid ettevõttes olevaid müügiprotsesse saaks digitaliseerida. Eesti turul digitaliseerimine enam arvestatavat mõju ei avalda, sest ettevõte on personaalselt läbi suhelnud üle kuuekümne protsendi oma ideaalsete klientidega. Ühendkuningriigi turule sisenemiseks on digitaliseerimine aga vältimatu. Lõputöö koostati tuginedes kvalitatiivsele uurimiseviisile. Uurimismeetoditena kasutati poolstruktureeritud- ja struktureerimata intervjuusid, erinevatest olemasolevatest andmebaasidest info kogumist, andmetöötlust ja protsesside uurimiseks vaatlust. Lõputöö esimeses osas anti ülevaade maailmas praeguseks enamlevinud SaaS ettevõte B2B müügiprotsessi digitaliseerimise lahendusest juhul, kui soovitakse hakata sisenema uutele turgudele. Kirjeldati, milline peaks olema ideaalne müügitoru digitaliseeritud lahenduse puhul. Tutvustati protsessi ja selle käigus toimuvaid kliendi staatuste muutusi. Selgitati välja millistes etappides ja kui palju kliente protsentuaalselt välja kukub. Lõputöö teises, empiirilises osas vaadeldi ja võrreldi momendil ettevõttes toimuvaid müügiprotsessi erinevaid etappe ja mõõdeti etappide läbimiseks kuluvat aega. Analüüsiti saadud tulemusi ja leiti ülesse protsessis olevad puudused, raiskamiste ja pudelikaeltena. Tekkis faktiline arusaamine, et ühe maksva kliendi saamise neto hind on kaheksasada kuuskümmend kaks eurot ja viiskümmend senti. Vaadeldes seda kui palju ettevõtteid sisestatakse müügiprotsessi alguses siis maksvateks klientideks saab neist viis protsenti. Selles tulenevalt arvutati ka ühe kliendi bruto hind, mis on seitsetuhat viissada seitsekümmend eurot. Hinna viib Eesti turul ülesse personaalne lähenemine, mille käigus investeeritakse keskmiselt ühe kliendi saamiseks ükssada üks tundi,. Lõputöö kolmandas osas selgitati välja millistele turgudele oleks praktiline esimeses järjekorras suunduda ja mille aluses seati otsustamiseks vajalikud parameetrid. Loodi tööriist detailsete kliendi andmete leidmiseks ning saadud andmete lihtsalt ja arusaadavalt visualiseerimiseks müügiosakonnale. Koguti andmeid Eesti turu kohta ja analüüsiti potentsiaalsete kättesaadavate ettevõtete kogust ja nendega suhtlemisele kuluvat aega ning raha. Selgitati välja Ühendkuningriigis olevate võimalike klientide arv. Analüüsiti kui paljudele lähenetakse personaalselt ja kui suurele hulgale hakatakse saatma massilist reklaami eesmärgiga, et nad jõuaks ettevõtte kodulehele. Kirjeldatakse digitaliseeritud müügiprotsessi, mille poole hakatakse liikuma. Lõputöö neljandas osas kirjeldatakse müügiprotsessi digitaliseerimise plaani ja eelarvet, millised punktid on tänaseks tehtud, mida on vaja veel teha, et protsessiga alustada, ja mis on antud tegevuse hinnanguline kulu ettevõttele nii ajaliselt kui rahaliselt. Kirjeldatakse protsessi esimese osa käivitamisest saadud tulemusi ja võrreldakse neid soovitud eesmärkidega. Selgitati välja millised punktid on praegu töös ja mida ning miks ei ole veel alustatud. Analüüsitakse Eesti ja Ühendkuningriigi turgude potentsiaali ning kuhu ja missuguse müügitaktikaga on arukas liikuda. Kirjeldatakse Ühendkuningriiki turule sisenemise kolme erinevat võimalikku tulemust. Autor soovitab enda poolt hakata võimalikult vara uurima uusi turgusid mille poole oleks ettevõttel soov tulevikus liikuda. Lõputöö käigus selgus, et arvestatavaks probleemiks võib saada erinevatelt turgudelt kättesaadav kliendi info ja selle kvaliteet. The answers to all the problems raised in the introduction were found in the course of the work, and thus the questions of the study have been fulfilled. The results were used by the author to describe the data in the last chapter of the work. Based on the collected and analyzed results, the author submitted suggestions for improvements and updates to the company's management The aim of the dissertation thesis " Digitalization of the sales process of Eziil production software for the Estonian and United Kingdom markets" was to create an understanding of which sales processes in the company could be digitized digitalized. Digitization Digitalization on the Estonian market no longer has a significant impact, as the company has personally communicated with over sixty percent of its ideal customers. However, digitalisation is essential to enter the UK market. The thesis was compiled based on a qualitative research method. The research methods that were used consist of semi-structured and unstructured interviews, gathering information from various existing databases, data processing and observation to study the processes. The first part of the dissertation thesis provides an overview of the world's most popular renowned SaaS enterprise B2B sales process digitalization solution for if you wish to start entering new markets. It describes what should be the ideal sales pipeline for a digital solution. The changes in the process and the customer's statuses during it were introduced. Introduced the process and the changes in customer statutes during the process. Identified at what stages and how many customers fail. In the second, empirical part of the dissertation thesis, the different stages of the sales process currently taking place in the company were observed and compared, and also, the time taken to complete the stages was measured. The results were analyzed and any shortcomings in the process were identified found as waste and bottlenecks. There was a factual understanding that the price of getting a paying customer in the Estonian market is raised by a personal approach, in the course of which too much time is invested per customer. In the third part of the dissertation, a tool was created to find detailed customer data and easily and clearly visualize the received data to the sales department. Data on the Estonian market were collected and the amount of potential available companies and the time and money spent in contacting them were analyzed. It was found out that Eziil would have a maximum of one hundred and twenty-eight ideal customers in the Estonian market. Comparing the results obtained with the customers previously communicated by the company, there were only seventy-six new unknown customers left. Comparing the existing strategy and the number of customers obtained from it and the new potential sales tactics, it was decided that the new sales strategy would not be applied to the Estonian market. The results of the UK market research were further reviewed. The number of potential customers in the United Kingdom was identified. Information was gathered that there would be twelve thousand potential customers in the UK market. Comparing the result with the new sales tactics, it was realized that this would be worthwhile in the UK market. It was analyzed how many company's are approached personally and how many company's will be sent mass advertising with the aim of reaching the company's website. The fourth part of the dissertation describes the plan and budget for the digitization of the sales process. It was estimated that the implementation of the new solution could take an estimated five hundred hours, or thirty-eight thousand euros. At the moment, fifty percent of the time has been spent on the project and it is nicely on schedule. The results of the launch of the first part of the process are described and compared with the desired objectives. It was found out what points are currently being worked on and what and why have not yet been started. The Estonian market is analyzed and it is understood that the implementation of the new solution could provide forty-five times greater benefits than the current solution, but it is still not practical to obtain the remaining fifty-one customers. However, looking at the UK market, it is clear that the benefits would be forty times higher than at present. The cost of acquiring one customer would fall over time, and given the number of potential customers in the UK, it is a definite decision that a new sales tactic needs to be put in place in the market. The author recommends starting to study new markets as early as possible, which the company would like to move towards in the future. In the course of the dissertation thesis, it became clear that the customer information available in different markets and its quality could become a significant problem.