choosing and implementing a crm
TRANSCRIPT
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Seminar Agenda1. CRM basics
2. CRM success factors
3. Selecting the right CRM
4. Planning a CRM implementation
5. CRM and sales KPIs
6. CRM and integrated marketing
7. CRM and integrated systems
8. CRM and differentiation
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
My Background
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Typical Clients
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
1. CRM Basics - Purpose, Functioning
and Structure
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Purpose of a CRM
• Customer Relationship Management
System
– Originally the idea was a complete view of all
customer interactions
• Now largely sales and marketing
management
– More sales
– Better account management
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Purpose of a CRM• More sales
– Support the one best sales process
– Identify stalled deals and intervene
– Make sales activity/non-activity more visible
– Identify opportunities
– Avoid missed/dropped opportunities
– Make salespeople more productive
– Make marketing more effective
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Purpose of a CRM
• Better account management
– No mixed messages
• Single view of all customer interactions
– No neglected accounts
– No missed/dropped issues
• Issues visible and quickly resolved
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Functioning of a CRM
• Contacts
– Add marketing and sales indicators
– Schedule and track activities and
communications (and the responses)
• Marketing
• Sales
• Account Management
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Functioning of a CRM
• Organisations
– Add marketing and sales indicators
– Grade Organisation
– Manage Organisation’s status
• Prospect, Customer, Ex-customer
– Add Contacts to Organisation
– Link Products to Organisation
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Functioning of a CRM
• Opportunities
– Update stage and value
– Monitor progress
– Forecast revenue
– Link Products to Opportunity
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Functioning of a CRM
• Activities
– Email, Call, Meeting, Task
– Schedule
– Complete
– Add Notes – single customer picture
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Structure of a CRM
Companies
Contacts Opportunities
Activities
CasesInvoicing
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Success Factors• Simple, measurable business benefit targets
• Processes changed to use the new system to achieve these targets
– Computer-literate users
– Data literate managers
• Choose the right system
• Good data
• SALESPEOPLE AND OTHER USER BUY-IN
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Who Wants What?
• Control
• Visibility
• Keep all Contact
information
mine
• Accurate data
• More sales now
• Build future sales
• Freedom
• Invisibility
• Keep all Contact
information mine
• No time on admin
• More sales now
• More sales now
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Two Approaches• A) Have a primary objective of imposing a
process in order to control sales
– Hope that following the process, visibility of activity and management intervention will increase sales
• B) Have a primary objective of helping salespeople sell more
– Hope that a CRM that helps salespeople sell more will encourage them to use the CRM and follow our process
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Aikido• Focus your CRM project on generating more opportunities
– Make sure salespeople get access to these opportunities through the CRM
• Choose a CRM that makes the lives of salespeople easier, not harder
– Redesign processes and tasks to take away admin from salespeople
– Give them productivity tools
• Get the sales team to define their own sales process, targets and activity levels and select the CRM
– This is quite brave and involves considerable effort from capable management
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Generate More Opportunities
• Uncover the value in your existing data
– Triggers
– Products
– People
• Increase the volume and quality of
marketing data and so of suspects you are
targeting
• Automate the marketing process
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Generate More Opportunities
• Triggers
– Install date
– Birthday
– Lease or contract end date
– Retirement
– Expiration/renewal
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Generate More Opportunities
• Products
– Penetration
– Related products/Portfolio gaps
– New release
– Obsolescence
– Usage/non-usage level or change
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Generate More Opportunities
• People
– Leavers
– Joiners
– Talkers (on social media)
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More Targets, Better Quality
• Use accurate data specification and
cleaning to purchase data
• Link email marketing results to CRM
Contacts
• Link social media accounts to CRM
Contacts
• Link operational data to CRM Contacts
• Use filters, views and reporting to manage
the quality of a large amount of data
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Automate the Marketing Process
• Workflows
• Autoresponders
• Triggers
• Ratings
• Alerts
• Webforms
• Email marketing
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Make Salespeople’s Lives Easier• Remove admin
– Automate data entry
– Provide sales support
• Improve productivity
– Integrate with email
– Letter and email templates
– Attachments – case studies, testimonials, white papers
– Integrate with phone system
– Mobile access
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Essential Capabilities• Custom fields or tags
– “Source”, “Height”, “Number of employees”
• Custom stages
– To match your sales pipeline
• Reporting
– Customise, export to Excel, match your KPIs
• Data import and export
– Your data – you may want to move it
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Essential Capabilities
• Views and filters
– Customisable screens for salespeople and
management
• Template emails, letters and attachments
– Simple, quick response and follow-up
• Access from anywhere on any device
– Let salespeople work how they want to work
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Essential Capabilities
• Automated marketing
– Triggers, autoresponders and sequences
• Integrate with email
• Integrate with email marketing service
• Integrate with website forms
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Essential Capabilities
Companies
Contacts Opportunities
Activities
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Other Considerations
• Price
– How many users?
– How many Contacts?
• Security and access control
• Can you do backups?
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Other Considerations
• Where it runs
– Data storage rules
• What other systems would you like it to link to?
• Implementation
– If there is no click-to-try but you have to book a demo, or the system requires consultancy to set it up and maintain it, think carefully before selecting it
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Objectives• Set clear business objectives
– Measurable
• So they must be being measured already
• Outcome and activity measures
– With a date
– Clear ownership
• Accountability
• Authority
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Terms of Reference• Define the scope
– What is included and what is excluded
– What processes and organisational structures or boundaries will change?
• If nothing changes how will benefits happen?
• Break the project into smaller stages
– Time-bounded
– Process changes
– Business benefits
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Ownership• Who is responsible for running the project?
– On time
– Under budget
• How has this been calculated?
– Right quality
• How is this defined unambiguously?
• Who is responsible for changing processes and achieving the business benefits?
– Control of resources
– Authority
– Owning the system
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Communication
• Communication should be two-way
• Start early and do lots of it
• Communication should be a line in the
project plan
• The core of it is to involve the affected
users in defining the problem and its
solution
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Plan• It’s about thinking through all the things that
need to happen before they need to happen
• Doesn’t have to be complicated
– A spreadsheet list will do
– Who will do what and when
• A key part of communication
• Useless without weekly review and appropriate action
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Selection• Involve everyone who will have to use it
– Listen and adapt
• It is not possible to try or even list all the CRM systems there are
– Long list c6 for website evaluation
– Short list c2 for trial run
– Use a selection and evaluation form
• “I liked this one” is not useful
• Avoid meaningless platitudes like “Must be user-friendly”
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Data
• No system works well with bad data
• Your existing data will be bad
– Missing data
– Inconsistent entries
– Wrong structure
– Abuse of text fields
• It must be cleansed before you load it
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Data• You will have to extract, clean and load data
repeatedly
– To trial the new system
– To test your data quality and mappings
– For user training
– Finally – for go-live
• Make your extract, cleaning and load spreadsheets re-usable
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Configuration• Plan how and when you are going to configure
– Your sales process stages
– Your account categories
– Your products
– Your users and access rights
– Your custom information
– Your reports and KPIs
– Your triggers and workflows
– Your templates and attachments
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Documentation
• The user manuals will not tell you or your
staff how your organisation uses the
system
• Your process changes need to be
documented
• This underpins training
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Training• IDC survey:
– Projects that met most or all of their objectives provided each team member with 40% more training than projects that failed or only partly succeeded
– Projects allocating more than 6% of the project budget to training were significantly more successful than projects where 3% or less of the budget went to training
• Training. Plan it. Don’t skimp on it. Repeat it.
• Train on the new process, not the new system
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Go-live• Acceptance is part of the communication and
involvement process
• Define what you are going to check and how
– Don’t just let someone wander aimlessly around the system and call that “testing”
• Parallel running – often planned, seldom accomplished, not required for a packaged solution
• Archive your old data then TURN THE OLD SYSTEM OFF
• Celebrate
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Benefits Management
• Going live is not the end...or even the
beginning of the end…etc
• Benefits have to be managed they don’t just
happen
• Regularly review the numbers and
organisational changes you targeted with the
owners of those objectives
• Make it real – reduced headcount, increased
targets
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Sales KPIs• You will already be tracking sales KPIs
• These need to be provided by the CRM
– Reporting drives usage and completion
• As with any management information
– It is only useful if you have trends and comparisons
– It is the discussion, insight and action that is useful, not the data
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Sales KPIs
• Create (or utilise) reports that show trends
and comparisons
• Use reports that support efficient meetings
– Top-down
– Anomalies highlighted and explained
– Supporting detail if required
• The target owner must be the data owner
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Strategic Sales KPIs• KPI reports for your monthly management
review should underpin the mid to long-term view and broad patterns
– Income or gross profit
– Renewal rates
– Average values (per order or per salesperson…)
– Attrition
– Income per machine (or subscription or client…)
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Operational Sales KPIs
• KPI reports for your weekly sales meeting should support short term performance and sales coaching
– Income or gross profit
– Activity levels
– Success rates
– Pipeline
– Overdue events
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Integrated Marketing
• Online and offline marketing works together
– Social may be about the conversation but it is part of the funnel
• Online marketing is automated as far as possible
– Where it can’t be automated it is proceduralised and de-skilled
• There is a single view of marketing performance
– Performance is measured against targets
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Online Marketing
£PPC
CRM
Exchange value for qualification
Qualified leads to
Sales Process
£ data
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A Marketing Funnel
Purchased database
Email marketing
Website (20%)
SEO
Social mediaNetworking (10%)Trade shows (5%)
Blogs
Seminars (20%)
Created
Qualified
Proposed
Closed
Opportunity
Suspect
Prospect
Proposal sent
96 days
100%
50%
50%
40% won
+200 per month-60 per month
3.33 per month
Referrals (15%)
Existing clients (20%)
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Integrated Systems• Essential
– Emailer system (if used)
• Adds email responses to the CRM Contact
– Website
• Uses clickbait to add new CRM contacts
• Important
– Operational system
• Sales can see usage levels and service quality
• Nice to have
– Finance system
• Sales can see value of client + late payments
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Integrating Systems
• CSV export+import – manual or
automated
• Built-in interfaces eg Sage Livelink
• Webhooks + keys
• Zapier
• Bespoke development using the APIs
• Bespoke development
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Differentiation• Reminders
• Benchmarking and insights
• Upgrades and upsells
• Loyalty programmes
• Relevant information
• Timely information
• Process and progress updates
• Service proof
Copyright ©Nick Bettes Consulting www.nickbettes.co.uk
Recap1. CRM basics
2. CRM success factors
3. Selecting the right CRM
4. Planning a CRM implementation
5. CRM and sales KPIs
6. CRM and integrated marketing
7. CRM and integrated systems
8. CRM and differentiation