Broadcasting
Why the Next Big Leap Forward for CRM is Transforming into a ‘System of Experiences’
Customer relationship management (CRM) is a massive industry. In fact, it’s the biggest software market in the world that continues to see steady growth. The global market is set to be worth US$94.4-billion by 2027, up from the approximately US$43-billion it’s worth today. That’s hardly surprising, given the major role customer experience (CX) plays as a business differentiator and the importance of customer communication in providing the best possible experience.
Hyther Nizam, President – MEA, Zoho Corp
Over the past decade, CRM solutions have transformed from being mere systems of sales records/activities to systems of intelligence that bring together useful information and tools from various places, helping organisations be more effective at what they do. What was earlier meant to be software only for sales teams has now evolved into a contextual solution in which all customer-facing teams (sales, service, marketing, field) hold a critical stake.
The question now is: What can the next step for CX be? At Zoho, we believe that the next step for CX software is to become ‘systems of experiences’. A system of experiences differs from existing systems in the following ways:
Based on experience, beyond actions and engagement
Typically, CRM (like most contemporary business systems) is organised functionally and optimised for measurable goals like getting more calls, closing more deals, receiving better customer satisfaction ratings or net promoter scores.
While the numbers matter, the qualitative aspects are equally important, like whether customers are being successful, whether they are feeling positive about their experiences, and whether they will come back or bring their friends. These are emotions associated directly with their overall experiences with the brand.
A system of experiences must transcend internal functions to ensure a customer’s experience is smooth throughout their lifecycle with the brand. The system must be thought through backwards from the end-customer experience rather than defining goals and then trying to design a matching CX strategy.
It blends organisational functions
When a customer looks at a promotional message, goes to your online store, and has a question, they will likely chat with someone from your organisation. The customer has essentially come into contact with three functions here, but they do not know that, nor do they need to know.
In this case, the service agent must be able to automatically pull up information like where the customer came from, how they got there, and what their history of experiences has been with the brand.
They must also be able to look up retail availability of a stock-keeping unit or even add a retail associate to that chat. Regardless of functional alignments internally, everyone needs to come together to make the customer successful. And the software must make this possible by making the employee experience cross-functional and friction-free.
It prioritises all stakeholders
Every CX platform has a strong focus on the customer. However, not all customers are external to the organisation. In a cross-functional setting, team interdependence is a given.
Many functions are also dependent on the ecosystem around the organisation — vendors, distribution network, gig/temporary staff. But they can’t all use the same interface nor does everyone need the exact same set of features within the CX platform.
The trouble is, while a lot of CRM solutions already offer an abundance of personalisation for customer experiences, the same is not true for employee experiences. As a result, everyone’s using the same system and paying the productivity tax for no reason.
When so many stakeholders contribute in their own ways to the end-customer’s experience, the software platform that powers everything must make each person more productive through personalisation, and also add a multiplier effect by making contextual, timely collaboration possible. Imagine a reality where the system is tailor-made for each employee’s role. That is true all-around personalisation.
At Zoho, it’s what we’ve aimed to do with Canvas (design platform), the latest addition to our CRM offering. We believe it’s a more natural solution to the challenge of software acceptance and adoption among end-users. Our ultimate aim is for businesses to create enterprise-wide software experiences with consumer-grade simplicity.
It’s flexible enough for your present, future, and beyond
In today’s environment, the experience your customer expects to have from your business might have been inspired from another industry entirely. Social media, for example, has forced enterprise software to become simpler and more user-friendly, and e-commerce sites have changed the face of B2B procurement.
Your CRM system should, therefore, be able to meet any changes within your organisation’s system and to wider industry and technology trends. There is no overstating the value of being flexible, especially in a business environment where everything can change in a moment.
If you examine your current system through these lenses, you will be able to see how well your primary CX enablers (people, processes, technology, context) are aligned to form a ‘system of experiences’ for the end-users.
The shift to an experience economy, however, is not a one-off job that simply modernizes your CX systems with a quick upgrade. It’s rather a thoughtful transition that happens over the years when an organisation continually strives to deliver a consistently delightful experience, be it reactive, proactive, or predictive.
Trust Otorudo, Regional head of Smart Treasure, Lagos Operations, has said that among other reasons he found fulfilment in service to humanity, which aligns with one of the core attributes of Smart Treasure Investment, an investment platform. He noted that, this attribute fueled his passion and dedication for the platform, hence the reason he is committed to it.
By March 29, 2025, Otorudo will be one year with the ST platform and already he has touched many lives in philanthropic and charity works. This is aside all the financial and material benefits he said he has been able to achieve through his involvement with the ST project- with a great percentage of the amount committed to the ST charity course.
“Smart Treasure has made giving an easy habit for everyone who is a part of it, it comes natural to us,” Otorudo said.
“For nearly one year I have been with ST Team, it has been a very fulfilling relationship with different forms of activities. I have practically moved from being a needy to giving back to the society and this is as a result of my encounter with ST Team and I am forever grateful for that.
For Otorudo, the fact that the lives of people are being transformed for the better is enough motivation for him, and he expressed it this way: The ability to touch lives is my motivating factor- to give out to widows, the less privileged and those in need.
“At ST, we are not anti-government but partners in progress to help build an egalitarian society we can all be proud of, knowing that the government cannot do it alone.
“We cannot all be in position of power to affect lives but we can contribute to the growth of humanity through changing the lives of people, one person at a time. Which makes all the difference,” he averred.
Prior to his joining the Smart Treasure, Trust worked as a banker, contract staff for an insurance company, had a stint as a journalist and served as youth Corp member with the Nigerian Army, where he said the virtual of discipline, hardwork and service to humanity was instilled in him.
Presently, a VIP level 9 member, Otorudo advised those who were yet to register to the ST project to do so, if they are interested in changing their financial status.
He is presently on the list of Nigerians who will be visiting Dubai this July for an all-expenses paid trip, courtesy of ST Team. This is aside the numerous gifts he has been rewarded with, a car, an iphone and other high end gifts for his dedication and hard work.
Since 2023, Smart Treasure has involved itself with various charity works aimed at closing the gap between the rich and the poor in the society.
Among the ongoing projects are, ST Tech Academy, where members are being empowered with Information Technology skills; support to orphanages and schools for special children; and most recently, the salary subsidy initiative and an agricultural farm project aimed at feeding Nigerians from the proceed of agric farming.
Save the Consumers, a Non-Governmental Organisation (NGO), has condemned MultiChoice for reducing prices for its DStv and Gotv services in South Africa while hiking the same in Nigeria.
The NGO described the move as as discriminatory and exploitative.
In a statement on Sunday, Aliyu Ilias, executive director, Save the Consumers criticised the 21 percent increase in subscription fees.
The group highlighted the contradiction in MultiChoice’s pricing policies, pointing out that while Nigerian consumers are being charged more, South African subscribers are enjoying price reductions of up to 38 percent along with additional channels and improved services.
The NGO also accused MultiChoice of defying Federal Competition and Consumer Protection Commission (FCCPC), directive to suspend all price adjustments pending an ongoing investigation.
“This action is not only insensitive and exploitative, but also blatantly discriminatory,“ Ilias said.
“Even more troubling is the company’s simultaneous enhancement of service offerings and reduction of prices for South African customers.
“In South Africa, MultiChoice has lowered fees on various products, added new channels, and introduced features that improve the user experience, all while acknowledging the financial pressures faced by South African households.
“This double standard, lowering prices at home while increasing them in Nigeria, amounts to economic discrimination and reinforces long-standing concerns about MultiChoice’s exploitative approach toward the Nigerian market.
“It is indefensible for MultiChoice to cite inflation in Nigeria as justification for the hike while offering consumer-friendly pricing in South Africa.
“This reflects a disturbing double standard, with Nigerian consumers continuing to suffer under a near-monopolistic market structure that MultiChoice exploits with impunity.
“While MultiChoice claims the price hike is necessary to deliver “world-class content,” Nigerian subscribers still face persistent challenges that remain unaddressed despite repeated complaints.
“These include repetitive content, frequent service disruptions, and poor value for money.
“Rather than resolving these issues, MultiChoice has chosen to penalise its loyal Nigerian customers with higher prices, once again proving that profit, not service or fairness, is its primary motivation.
“Meanwhile, South African subscribers benefit from reduced pricing, such as the “Add Movies” bolt-on slashed by 38% to R49, alongside additional channels and enhanced streaming features.
Ilias also said the justification by Byron Du Plessis, chief executive officer (CEO), MultiChoice, that the changes are due to “financial pressures faced by households further demonstrates the company’s hypocritical and disingenuous treatment of Nigerian consumers, who are themselves grappling with a severe cost-of-living crisis”.
“This double standard—lowering prices at home while increasing them in Nigeria—amounts to economic discrimination,” he added.
The recent demand by Abuja Municipal Area Council’s (AMAC) for a business owner in the area council to pay a N500,000 levy for owning a television set has sparked outrage across AMAC.
Nyesom Wike Minister, Federal Capital Territory of Nigeria
The demand notice, which surfaced online, has triggered widespread criticism and legal challenges over excessive taxation in Nigeria.
The controversy began when AMAC issued a demand notice to Tela Network Ltd, an Abuja-based infotech firm, requiring it to pay N1 million in arrears for 2023 and 2024, a N500,000 fine, and a N500,000 levy for 2025—totaling N2 million.
The notice directed payment to a designated bank within 14 days.
In response, Tela Network Ltd, through its legal representatives, contested the levy, arguing that the company does not engage in radio or television broadcasting and should not be subject to such charges.
The firm requested AMAC to clarify the legal basis for the demand.
AMAC defended its position, citing a 2012 by-law that classifies businesses into tax categories. The council maintained that “Computer Service Generally” falls under Category B, requiring an annual TV/Radio license fee of N1 million.
The levy has drawn sharp criticism from Abuja residents and legal experts. Many describe it as an unfair financial burden, especially in light of Nigeria’s economic struggles.
Residents argue that taxation should be tied to service delivery, questioning why they should pay exorbitant fees for television ownership when public services remain inadequate.
Social media users have also condemned the levy, with many calling it excessive and exploitative.
A legal expert, Iroh, representing Tela Network Ltd, described the law as draconian and suggested it should be challenged in court.
He acknowledged that while AMAC has the authority to make by-laws, the levy’s implementation appears arbitrary and oppressive.
Liborous Oshoma, human rights lawyer criticized the tax, stating that such levies disproportionately affect low-income individuals while the wealthy often evade enforcement. He urged residents to challenge the demand legally.
Efforts to reach Emeka James, spokesperson, AMAC, were unsuccessful, further fueling speculation and frustration among the affected parties.
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