Choosing and implementing a CRM

Copyright ©Nick Bettes Consulting

Successful CRM Implementation

It’s not just about the software

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


My Background

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http://www.baesystems.com/index.htm

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Typical Clients

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Systemisation


1. CRM Basics - Purpose, Functioning

and Structure


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


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


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


Functioning of a CRM

• Contacts

– Add marketing and sales indicators

– Schedule and track activities and

communications (and the responses)

• Marketing

• Sales

• Account Management



• Organisations

– Add marketing and sales indicators

– Grade Organisation

– Manage Organisation’s status

• Prospect, Customer, Ex-customer

– Add Contacts to Organisation

– Link Products to Organisation



• Opportunities

– Update stage and value

– Monitor progress

– Forecast revenue

– Link Products to Opportunity



• Activities

– Email, Call, Meeting, Task

– Schedule

– Complete

– Add Notes – single customer picture


Structure of a CRM

Companies

Contacts Opportunities

Activities

CasesInvoicing


2. CRM Success Factors


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


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


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


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


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



• Triggers

– Install date

– Birthday

– Lease or contract end date

– Retirement

– Expiration/renewal



• Products

– Penetration

– Related products/Portfolio gaps

– New release

– Obsolescence

– Usage/non-usage level or change



• People

– Leavers

– Joiners

– Talkers (on social media)


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


Use Filters and Views


Automate the Marketing Process

• Workflows

• Autoresponders

• Triggers

• Ratings

• Alerts

• Webforms

• Email marketing


Automate the Marketing Process


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


Mobile Data Entry


Integrate with Email




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


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



• Automated marketing

– Triggers, autoresponders and sequences

• Integrate with email

• Integrate with email marketing service

• Integrate with website forms


Integrate with Website Forms



Companies

Contacts Opportunities

Activities


Other Considerations

• Price

– How many users?

– How many Contacts?

• Security and access control

• Can you do backups?


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


Keep it Simple


4. Planning a CRM Implementation


Objectives• Set clear business objectives

– Measurable

• So they must be being measured already

• Outcome and activity measures

– With a date

– Clear ownership

• Accountability

• Authority


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


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


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


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


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”


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


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


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


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


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


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


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


5. CRM and Sales KPIs


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


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


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…)


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






6. CRM and Integrated Marketing


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


Online Marketing

£PPC

CRM

Exchange value for qualification

Qualified leads to

Sales Process

£ data



CRM




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%)


Another Marketing Funnel


Integrated Marketing Plan


Integrated Marketing Plan


7. CRM and Integrated Systems


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


Integrating Systems

• CSV export+import – manual or

automated

• Built-in interfaces eg Sage Livelink

• Webhooks + keys

• Zapier

• Bespoke development using the APIs

• Bespoke development


8. CRM and Differentiation


Differentiation• Reminders

• Benchmarking and insights

• Upgrades and upsells

• Loyalty programmes

• Relevant information

• Timely information

• Process and progress updates

• Service proof


Recap1. CRM basics

2. CRM success factors


4. Planning a CRM implementation

5. CRM and sales KPIs

6. CRM and integrated marketing

7. CRM and integrated systems

8. CRM and differentiation


Systemisation


Successful CRM Implementation

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