USA FACT SugarCon Presentation
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USA FACT SugarCon Presentation

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In mid-2010, when they took the helm at USA FACT, Matt Davidson and Matthew Taylor were faced with a demoralized staff, high customer attrition, and an income statement that was covered in red ink. ...

In mid-2010, when they took the helm at USA FACT, Matt Davidson and Matthew Taylor were faced with a demoralized staff, high customer attrition, and an income statement that was covered in red ink.

Rather than retreat and downsize, Davidson and Taylor chose to invest and modernize. With new product offerings and better business processes aimed at making USA FACT more responsive and efficient, Davidson and Taylor made SugarCRM the centerpiece of their business turnaround strategy.

In this session, Davidson and Taylor will show you how they used SugarCRM to drastically improve business results and how increasing their investment in SugarCRM in a down economy turned out to be a critical success factor in USA FACT’s turnaround.

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    USA FACT SugarCon Presentation USA FACT SugarCon Presentation Presentation Transcript

    • Turning Around a Business is Fun!!!! How to Leverage SugarCRM to Turn Around a Business§  Matthew L. Taylor §  Matthew R. Davidson §  Owner – President, Chief §  Owner – CEO, Sales/Product Operating Officer §  303.718.7794 §  720.375.4484 §  Matt.Davidson@usafact.com §  Matthew.Taylor@usafact.com
    • AgendaDummies Guide to Turning Around a Company 1 USA FACT Business & History 2 Definition of Problems 3 Steps to Turnaround 4 Leveraging Sugar to Solve Key Problems 5 USA FACT TodayPage § 2
    • USA FACT History and Business §  History §  Key Services §  Customer Base §  Company founded by §  Pre-Employment §  Over 700 Core Les Davidson in 1977 Screening Customers from SMB to based on his Private §  Criminal Screening Enterprise Investigation and Law §  Large Hospitals & EMS Enforcement §  Sex Offender Screening Background §  Largest Food Services §  Resume Verification Companies §  Second company with a §  Drug Screening web-based screening §  Ivy League Universities §  MVRs / DOT and Fleet solution: 1999 §  Government Agencies Driver Management §  34 years of history and §  Leading Technology §  ATS/HRIS Integration 25 years incorporated Companies makes USA FACT one §  Social Media Screening of the very first and §  Employee Assessments most experienced industry expertsPage § 3
    • AgendaDummies Guide to Turning Around a Company 1 USA FACT Business & History 2 Definition of Problems 3 Steps to Turnaround 4 Leveraging Sugar to Solve Key Problems 5 USA FACT TodayPage § 4
    • Definition of Problems - Issues @ USA FACT Operational/Product Technology Sales/Financial §  Operational §  $800,000 spent on •  2009: 7 new sales §  Operations shrinking; technology upgrades in 1 people with year unfocused product A fight for survival §  Bad contracts and development §  Limited management direction – No meetings overpaying for services §  2010: Colllective §  Lack of clear §  5 projects, 6 months past average of $2K MRR ownership per month sold due with no end in sight §  No account §  Limited understanding of §  Not leveraging Sugar management new technologies §  Funnel not weighted §  Product (infrastructure of app dev) or explained to §  Limited product refresh §  Fax system not consistent Board & Bank – focus on “we have properly always done it this way” §  Phone system not consistent §  Financial §  Limited technology advancement §  Lost $350K in first 7 §  Paper / eMail based processes months §  Limited product marketing §  Revenues down §  Data Security Concerns 50% over 2 yearsPage § 5
    • AgendaDummies Guide to Turning Around a Company 1 USA FACT Business & History 2 Definition of Problems 3 Steps to Turnaround 4 Leveraging Sugar to Solve Key Problems 5 USA FACT TodayPage § 6
    • Steps to Turnaround Company §  Review Financials §  Audit Operations and Technology Identify Issues §  Audit Sales §  1 on 1 Interviews with management and key personnel §  Face to Face meetings with top 10 customers §  Very strong customer service culture Customer §  Tremendous industry knowledge Interviews §  Pricing is weak §  Product set is not advancing, terrible technology §  Must have process for ownership ReOrganize §  Many technology failures causing increased time to complete work Operations §  Management weakness causing lack of clear communication §  Limited ability to scale §  Difficulty selling product set Modify Sales §  Not hitting goals Process §  All 7 sales people terminated §  Feeling that knowledge of industry was keyUpdate Sugar to §  Leverage Cases to track operational work §  Leverage Cases to track IT/IS deliverables (considered bug tracking)Sugar to Support §  Add all employees to Sugar Above §  Implement “Quote Module”Page § 7
    • AgendaDummies Guide to Turning Around a Company 1 USA FACT Business & History 2 Definition of Problems 3 Steps to Turnaround 4 Leveraging Sugar to Solve Key Problems 5 USA FACT TodayPage § 8
    • Key Items For CRM/SFA ImplementationExecutive level support and End users managementmandate must be involved in selection Must be implemented inTremendous development, an interactive fashion.implementation, and support Start with a departmentpartner such as Epicom! and gain championsPage § 9
    • SFA/CRM Adequacy Decision Options Considered Reasons for Sugar §  MS Dynamics CRM §  Significant consulting experience in CRM §  Not an MS based company leveraging Sugar §  Costly to modify §  Sales expert with tremendous Sugar §  Difficult to connect to other systems experience §  Many years of experience seeing Sugar §  SalesForce.COM work §  4X the cost to implement §  Sugar always met past needs at less cost §  Difficult to modify than other solutions §  No trusted partners §  Sugar integrated with many other §  Entellium applications without need to change §  Technology concerns platform from $20M to $110M §  Maintenance concerns §  Tremendous partner in Epicom §  Already in place and simply not configured correctlyPage § 10
    • Fixing a Bad Sugar Implementation •  Add all users •  Remove useless fields •  Create proper groups •  Past experience told and rights •  Explain why? us users must have •  Assign all open dashboards •  Train the system opportunities •  Ability to push •  Train the process •  Create proper dashboards would be •  Train stages of prospecting great but… change Develop Train, Clean up and Implement Create Dash- Train, Set up Case Tool Quote Tool boards Train!!! •  Technology •  Quote tool not delivery dates industry specific •  Must have significant •  Ops mgt. legal language set but ownership manageable tracking •  Decreased need for •  1 place to go staffPage § 11
    • Stages of Change §  Stage I (Shock) - In a similar style to a grief reaction, people may take some time to address the reality of what has just occurred. People cant really do much at this stage but come to grips with what the new situation entails. §  Stage II (Denial) - A common reaction may be to deny the impact of the change. "It doesnt relate to me, and it doesnt affect my department". A ritualized form of farewell" to the old ways akin to a funeral sometimes helps. (Throwing out reasons it cannot work or “corner casing”). §  Stage III (Anger) - It is important to openly deal with what angers people. "Why did we need to change at all when the way we were doing things was fine?" Some may actively resist or attack the change. Anger de- skills and can engender a mood of self-preservation. This may promote risk avoidance and hold back innovation. §  Stage IV (Passive Acceptance) - The commencement of accepting that the way things are done has indeed changed and that the old ways are, in fact, gone. "I suppose if we have to deal with this, we might as well get on with it” §  Stage V (Exploration) - A willingness to look at actual methods for implementing and taking the change process forward. "How do we actually go forward from here?” §  Stage VI (Challenge) - Actually going forward. Ensuring that the change process is the catalyst for continuous improvement (CANI) and not just there as an obstacle. What stage is the team in now, and how do we move forward?Page § 12
    • Define Teams and RolesPage § 13
    • Activated An Automated Web to Leads ProcessPage § 14
    • Customize Web to Disputes ProcessPage § 15
    • Define Product Catalog For Quote StandardizationPage § 16
    • Bundled Purchase Options Through Epicom Quote DesignPage § 17
    • AgendaDummies Guide to Turning Around a Company 1 USA FACT Business & History 2 Definition of Problems 3 Steps to Turnaround 4 Leveraging Sugar to Solve Key Problems 5 USA FACT TodayPage § 18
    • Where is USA FACT today? Operational/Product Technology Sales/Financial §  Operational §  Contracts all recontracted §  1 salesperson selling more in acceptable terms than 7 were selling §  Business is growing and team is shrinking §  Focus on Derek GateHouse’s §  All technology projects “The Perfect Salesforce. §  Meeting structure that were open are leveraging “Death by completed plus 4 major §  Average MRR is now 15% Meeting” higher after a 60% cost additional projects (same reduction, and growing §  Through case staff) management owner- §  Sugar is now central in all ship is clear §  New fax solution in place sales meetings §  Account management §  New phone system in §  Bank president so impressed leverages Sugar to place we are their company of the upgrade accounts month §  Paper has been reduced §  Product §  Profitable within the first 5 and 2 screens now sit on months of turnaround §  5 major products in 8 each user’s desk months §  Average of 20+% increase month to month comparison §  One of most technically advanced within §  BACK IN BLACK!!!!! industryPage § 19
    • MRR Performance (Pre & Post Matt Squared) = Redacted Financial NumbersPage § 20
    • MRR Quotas/Forecasts/Actuals (Pre & Post) = Redacted Financial NumbersPage § 21
    • Questions? Please consider USA FACT for your Pre-Employment Screening, Drug Testing, and End-to-End Hiring needs. We now truly are “The Best” Contact Matthew R. Davidson at matt.davidson@usafact.com for quotes and questions!Page § 22