Accelerating    Your 2012Marketing ROIthrough Cloud         CRM        Justin Mahon  Head of International Business       ...
Introduction
The Sage Perspective           o 30 year’s experience helping SMBs and             divisions of larger enterprises to grow...
Sage Business Index – Q3 2011                                                                                             ...
IPA Bellwether Report – Q4 2011   Confidence & Spend by Quarter                                                           ...
2012 Challenges for Marketing   Headline challenges for Marketing:   •    Seen as a cost                                  ...
The Big Question for 2012….                  Is Marketing                  a good                  investment?
Getting the Basics      Right
Re-Engineering Marketing – Essentials Clearly defined stages throughout         Direct linkage to revenue at an  the ent...
Formalizing your Marketing PracticeRevenueFunnel                               Enablement through CRM                     ...
Leveraging CRM to   Drive through  Transformative      Change
Campaign ManagementTypical Challenges Encountered by our Customerso No single place to plan and manage campaignso Juggling...
Social MediaTypical Challenges Encountered by our Customerso   Playing catch-up; have not operationalized social media; no...
Social Media               Campaign: TimeNExpense Marketing Campaign
Social Media – Separating Value fromNoise Measuring Activity vs. Value of Social MediaKey Questions to ask about your orga...
E-MarketingTypical Challenges Encountered by our Customerso   Standalone activity – divorced from data and other marketing...
E-Marketing
Set and ForgetE-MarketingNurtureStream
Lead ManagementTypical Challenges Encountered by our Customerso   Leads not captured or tracked effectivelyo   Leads not f...
Performance Management & AnalyticsTypical Challenges Encountered by our Customerso   Viewed as administration / overheado ...
Performance Management & Analytics
Productivity & Automation ToolsTypical Challenges Encountered by our Customerso   Disconnected customer information spread...
Productivity & Automation Tools
Quantifying Impact,Cost of Not Solving      & ROI
Quantifying CRM ROI                                                                                                       ...
Calculating Top and Bottom Line Impactfor 1 Year‘Need to Have’ Metrics                         o Estimated X% increase in ...
Best Practice Case StudiesParcelforce                                       Buffalo Sabreso Worldwide Express Parcel divis...
Why Cloud?
Rapid Route-to-Valueo Ideally suited to departmental lifetime value of the system  / workgroup POC               o Predict...
Find out moreSage CRM Solutions provide flexible and robust customerrelationship management (CRM) solutions, including Sag...
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Sage CRM - Accelerating your 2012 Marketing ROI through Cloud CRM

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Discover how CRM has helped companies like yours to re-imagine how they market their products and services, and dramatically improve campaign return-on-investment as a result

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Sage CRM - Accelerating your 2012 Marketing ROI through Cloud CRM

  1. 1. Accelerating Your 2012Marketing ROIthrough Cloud CRM Justin Mahon Head of International Business Development CRM Applications Sage
  2. 2. Introduction
  3. 3. The Sage Perspective o 30 year’s experience helping SMBs and divisions of larger enterprises to grow profitably and manage their business processes more effectively o 6m customers globally o Supported by 30,000 certified business partners o 72,500 organizations using Sage CRM Solutions, equating to over 3m individual users o Largest provider of business applications to SMBs globally - IDC
  4. 4. Sage Business Index – Q3 2011 Canada GermanyGlobal Economic Confidence, 02/11 US Global Economic Confidence, 09/11 France Domestic Economic Confidence, 02/11 Global economic sentiment dropped from UK 53.13 to 44.47 in 6 months; UK has most Domestic Economic Confidence, 09/11 negative outlook at 40.65; and second most negative for the domestic economyGermany UK France United Canada South Singapore Spain Austria at 42.41 States Africa & Malaysia
  5. 5. IPA Bellwether Report – Q4 2011 Confidence & Spend by Quarter Q4 ’11 Δ in Marketing Spend by Category 40% Search 30% 20% Internet 10% Other 0% 2006 2007 2008 2009 2010 2011 -10% Direct Marketing -20% Sales promotion -30% -40% Media -50% -60% total -70% Confidence index – respondent company’s financial prospects -8.00% -3.00% 2.00% 7.00% 12.00% Quarterly adjustment to respondent’s marketing budget Confidence index – respondent industry’s financial prospects Headlines o Confidence is down significantly due to market uncertainty o Q4 2011 marketing budgets up marginally – up .6% in Q4 compared to net increase of 3.4% in Q3 o 2012 budgets expected to rise at lowest levels in 3 years o Managing budgets tightly in anticipation of challenging trading conditions throughout 2012 o Internet advertising rising at the highest rate o Traditional media being cut in favour of online, direct marketing and sales promotions o Spending to protect current market shareSource: IPA Bellwether Report, Q4 2011; copyright permission provided by Markit Economics
  6. 6. 2012 Challenges for Marketing Headline challenges for Marketing: • Seen as a cost • Revenue driving centre, not revenue marketing spend, not the driver other way around • Lower returns from • Viewed as discretionary traditional demand • Resources – need to generation deliver more with less activities • Not able to execute • Budgets under quickly enough pressure And the underlying causes.... Limited / poor Customer informationNot understanding what Difficulty putting Unable to target the intelligence on target spread across multiple works / doesn’t work – forward a compelling highest potential Fewer inbound leads market and prospect departments andmanaging by anecdote business case opportunities profiles systems Inability to link campaigns to specific Takes a long time to roll Very difficult to get real- Heavily reliant on 3rd Too much time spent on revenues, customer out new marketing time performance Process bottlenecks party providers administration retention or brand programmes information recognition
  7. 7. The Big Question for 2012…. Is Marketing a good investment?
  8. 8. Getting the Basics Right
  9. 9. Re-Engineering Marketing – Essentials Clearly defined stages throughout  Direct linkage to revenue at an the entire demand creation process opportunity level accompanied by formalized  Greater ownership of revenue processes, checkpoints and KPIs generation for marketing Tools to support planning,  Full audit trail; complete execution, reporting and analysis transparency Every activity has a specific call-to- action Clear differentiation between KPIs that simply measure activity and those that truly drive revenue, margin, and cost avoidance Conversion rates at each stage makes revenue impact of marketing investment highly predictable – investment driven by business case, not anecdote Real-time performance data
  10. 10. Formalizing your Marketing PracticeRevenueFunnel Enablement through CRM The Great Unwashed Campaign Management Total population of touch First Interaction Social Media points across all marketing activities – offline and online Identifiable engagement – registration on E-Marketing First Pass Qualification Performance Management website, attendance at Headline attribute(s) event, request for call, click- identified in First Interaction through on email used to disqualify based on Nurture Cycle Orchestration of Lead Capture & geography, company size etc targeted, personalized and intelligent nurture program to Management Qualified Lead generate ‘Suspects’ from NN QSO and IB Data Segmentation & Intent and timeframe for purchase – converted from Suspect to LeadQualified against specific sales criteria – product / service Enrichment Forecasted Opportunity Productivity & Automationfit, budget and decision maker Active sales opportunity committed to sales forecast Tools Customer additions with specific close probability Process optimization Revenue growth Database refinement Margin growth
  11. 11. Leveraging CRM to Drive through Transformative Change
  12. 12. Campaign ManagementTypical Challenges Encountered by our Customerso No single place to plan and manage campaignso Juggling multiple marketing channels is difficulto Difficulty targeting the correct profile of target customer; difficulty identifying cross-sell and up-sell opportunities with current customers; lists are always out-of-dateo Team collaboration and activity management is pooro Leads and opportunities become orphaned from the marketing programmeo Performance metrics are piecemeal and after-the-event How CRM helps  Campaign, waves and activities  Multi-channel support – offline and online  Granular list definition and management  Workflow & execution  Budgeting control with alerts  Central library for marketing assets  Team activity and collaboration management tools  Lead and opportunity tracking
  13. 13. Social MediaTypical Challenges Encountered by our Customerso Playing catch-up; have not operationalized social media; no policy or governanceo No ownero Not integrated with other marketing activitieso Not integrated with customer contact recordso Difficulty embracing wide range of blogs, communities, micro blogs, video podcasts etco Difficulty separating value from noiseo Measuring activity, not effectiveness How CRM helps  Manage social activities centrally  Social feed aggregation from Communities, blogs and other sources  Contact enrichment with Linkedin  Track companies, contacts or topics on Twitter  Tweets presented as feeds  Integrate Twitter into outbound marketing campaigns  Add Tweets to contact records  Full audit trail
  14. 14. Social Media Campaign: TimeNExpense Marketing Campaign
  15. 15. Social Media – Separating Value fromNoise Measuring Activity vs. Value of Social MediaKey Questions to ask about your organization’s use of social mediao Is social media driving a specific, measureable outcome on your revenue funnel?o Which social channels have the greatest impact?o Is the correlation clear enough to predict ROI?o Is the ROI worthwhile?
  16. 16. E-MarketingTypical Challenges Encountered by our Customerso Standalone activity – divorced from data and other marketing activitieso Manually intensiveo One-size-fits-all mass email; limited personalizationo Not intelligento High bounce rateso Oversaturationo Difficulty accommodating compliancy requirements How CRM helps  Full integrated within CRM  Set and forget  WYSIWYG template editor  Intelligent nurture streams  Automatic generation of lists based on responses  Supports mass personalization  Powerful template editor  Real-time performance management  Advanced Spam checking  Enforces compliancy requirements and reporting
  17. 17. E-Marketing
  18. 18. Set and ForgetE-MarketingNurtureStream
  19. 19. Lead ManagementTypical Challenges Encountered by our Customerso Leads not captured or tracked effectivelyo Leads not followed up on-time; no SLA; no escalationso Lack of clear criteria for handover to saleso No way to enforce formalized lead qualification and grading criteriao Unstructured, subjective feedback on lead qualityo Leads and opportunities are not associated back to their source or originating campaigno No mechanism for re-cycling How CRM helps  Web-to-lead capture with campaign landing zones  Full lifecycle management  Configurable lead qualification and scoring capabilities.  Rules-based, automatic allocation  Alerts and notifications  Lead-to-opportunity conversion workflow  Full audit trail and detailed KPIs around qualification, conversion and close
  20. 20. Performance Management & AnalyticsTypical Challenges Encountered by our Customerso Viewed as administration / overheado Multiple, disparate sources – finance, web analytics, E-Marketing, sales forecasts etc.o Days spent pulling information togethero Tools are not intuitiveo Rigid formats; not easy to edito Historic snapshoto Not situational How CRM helps  Fully situational – KPIs baked into the workspace  Performance management in real- time  Team and individual dashboards  Surface information and services that are important to each individual  Can be fully personalized  Fully contextual - link dashboard components; full drill down  Empowerment drives opt-in  Reporting Suite
  21. 21. Performance Management & Analytics
  22. 22. Productivity & Automation ToolsTypical Challenges Encountered by our Customerso Disconnected customer information spread across applications, departments, users and deviceso Spending too much time on administrationo Collaborating across teams and departments is challengingo Difficulty remaining productive while out of the officeo Time spent re-entering information from one system to the nexto Process bottlenecks impacting on marketing performance How CRM helps  360 degree view of customer and prospect data across departments and interactions  Mobile and Tablet support  Team collaboration tools  Graphical workflow orchestration  Maps integration  Task and calendar management  Exchange integration
  23. 23. Productivity & Automation Tools
  24. 24. Quantifying Impact,Cost of Not Solving & ROI
  25. 25. Quantifying CRM ROI The Great Unwashed Increase targeted visitors to your website through Social Media First Interaction Capture qualification First Pass Qualification information about your visitors using Web-to-Lead and Identify nurture candidates Landing Zones through Workflow and Automated List Building Nurture Cycle Increase the number of leadsthrough nurture E-Marketing & Social Media Qualified Lead Prioritize using Lead QSO Qualification & Scoring Tools Ensure qualified opportunities are followed up on a timely Forecasted Opportunitybasis through Automatic Lead Allocation, Alerts and Full traceability back to Notifications originating lead sources and campaigns through Opportunity Management Better In a more More of Delivered in At a lower Higher Value qualified predictable them less time cost opportunities way
  26. 26. Calculating Top and Bottom Line Impactfor 1 Year‘Need to Have’ Metrics o Estimated X% increase in the number of o Estimated X% increase in the number of responses generated by marketing qualified opportunities campaigns? o Estimated X% increase in the average value of an opportunity o Estimated X% improvement in the opportunity close rate? o Estimated X% increase in the number of cross/up sell opportunities to existing customers? o Estimated X% decrease in cost of sale? o Estimated X% reduction in avoidable marketing spend o Estimated X% increase in the number customer contracts renewed each year? o Estimated X% increase in the average contract value?‘Nice to Have’ Metrics o Estimated X% reduction in the length of the average sales cycle? o Estimated X% improvement in the lead-to- opportunity conversion rate?
  27. 27. Best Practice Case StudiesParcelforce Buffalo Sabreso Worldwide Express Parcel division of Royal o NY-based, NHL Eastern League member Mail; delivers over 40 million packages on o 35 Sage CRM users across marketing and behalf of its customers annually customer serviceo 450 users across marketing and sales o Project to replace multiple, disparate legacyo Project to replace multiple, disparate legacy applications and paper trails with a single, applications and paper trails with a single, integrated CRM environment integrated CRM environment o Solution, based on Sage CRM, deliverso Solution, based on Sage CRM, manages, sophisticated, yet easy-to-execute database orchestrates and tracks all marketing marketing and lead management capabilities campaigns without oversaturation and – maximizes cross-sell and up-sell improves sales efficiency opportunities without oversaturationo Complete visibility on all marketing o Covering season tickets, mini-packs, all interactions with customers and potential access suites, Blue & Gold club customers; granular ROI calculation for each membership, corporate packages, Sabres individual campaign Insiders, Poweplay luncheons, Communityo Doubled ROMI in the first year; project and Kid’s Club breakeven in less than 1 year (a project o 25% increase in ticket sales and 20% requirement); and significant reduction in reduction in customer service cost in 1st contract turnaround times year
  28. 28. Why Cloud?
  29. 29. Rapid Route-to-Valueo Ideally suited to departmental lifetime value of the system / workgroup POC o Predictable cost scalabilityo Rapid roll-outo Frictionless, automatic upgradeso Limited administrative overheado Reduces / eliminates the need for IT resourceo Opex – frees working capital for core projectso Low up-front cost; spreads cost more evenly over the
  30. 30. Find out moreSage CRM Solutions provide flexible and robust customerrelationship management (CRM) solutions, including SageACT!, Sage SalesLogix and Sage CRM.To find out more visit www.sage.co.uk/crm or call0845 111 99 88.

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