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Pre Crm Planning For SMBs2010

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Pre-CRM Planning Tips for SMB's
In this presentation, we’ll look the basics of Pre-CRM planning and how your organization can stem the tide of over blown CRM costs and engineer systems that will meet your sales and marketing objectives.

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Pre Crm Planning For SMBs2010

  1. 1. LEAPFROG OVER THE CRM MINEFIELD<br />CRM Plan<br />Retail Small- Western Region<br />Direct<br />Reseller<br />Wholesale - Clubs<br />Service<br />East New York<br />PRE-CRM PLANNING TIPS FOR SMB’S <br />© 2010 Bill Noonan - MosaicCRM.com All rights reserved<br />
  2. 2. Billions blown on CRM systems not needed or used. <br />Salesforce.com: 73% don’t use<br />features and functions.<br />Gartner and Meta Group state<br />50-80% of CRM programs fail.<br />It doesn’t have to be this way. <br />The Problem<br />
  3. 3. Leapfrog The CRM Minefield <br />Bill Noonan, <br />Founder & Understated CRM Guru <br />MosaicCRM.com <br />Irvine, California<br />Measurable success for<br />organizations that planned for and<br />adopted tactical CRM processes.<br />Who is Bill Noonan<br />
  4. 4. Pre CRM Planning Primer <br />Planning might be the smartest<br />thing you can do because…<br />CRM is never as easy as it <br />first seems... <br />The Solution<br />20 <br />37<br />1000<br />
  5. 5. What is Customer Relationship Management?<br />Google Article Search<br />17,200,000 CRM articles and definitions<br />CRM: defines what you sell,<br />how you sell, who you sell to and<br />who sells for you.<br />CRM Concepts<br />
  6. 6. C: The “Customer” in CRM <br />Increasing customer relationship<br />complexity and competition.<br />CRM requires morestructure and<br />control over customer knowledge<br />and info.<br />CRM Defined<br />
  7. 7. R:The ‘Relationship’ Role in CRM<br />Technology has changed the<br />customer behavior and their<br />relationship needs. <br />Customer behaviors have changed<br />the sales relationship role. <br />CRM Defined<br />
  8. 8. M: The “ Management” Role in CRM <br />Managing customer expectations: <br />Staying tuned to customer’s<br />with a map of defined processes. <br />Systematize why customers buy<br />and what they expect to gain. <br />CRM Defined<br />
  9. 9. Be Wary of Instant CRM Solutions <br />Vendors have created an industry<br />around"easy" and "quick fix“<br />solutions to sales and marketing<br />dilemmas.<br />‘Easy’ CRM is just marketing hype. <br />ForgetInstant CRM<br />
  10. 10. What is a Pre-CRM Plan? <br />Blueprint of the individual<br />processes of everything you do<br />with a defined destination. <br />Define what it takes to orient CRM<br />with each tactical sales process. <br />Pre-CRM Plan<br />
  11. 11. User Adoption Barriers<br />The human factor is the biggest<br />hurdle in driving the success of a<br />CRM program.<br /> <br /> <br />User Needs<br />The planning stage is a perfect<br />place to stop, look and resolve<br />adoption barriers.<br />
  12. 12. CRM: What, How, and Who You Sell <br />VAR Analysis<br />CRM Scope<br />Western Sales Teams<br />Distributor Network<br />Marketing Analysis<br />Internet<br />Customer Support<br />Buying Cycles<br />
  13. 13. Measurement & Reporting <br />View CRM as the hole in the<br />donut. Your organization is the<br />donut part. <br />The entire design of CRM<br />relies upon the data going into it.<br />First Steps<br />
  14. 14. What’s Your Competition Doing? <br />What is your competition doing to<br />acquire and protect its customer<br />base? <br />Will anything they are doing <br />force you to change your sales<br />methods?  <br />Competitive Forces<br />
  15. 15. What biggest improvement must occur.<br />Define, define, define: stick to a<br />short list of ‘vitals’.<br />If it doesn’t result in improving<br />sales, don’t even think about it. <br /> <br />Stick to vitals<br />
  16. 16. Customize Only For Strategic Gains<br />Minimize customization,<br />maximize delivery time tables. <br />Include only changes that provide<br />strategic, measurable gains. <br />DefineGains<br />
  17. 17. Internal Department Changes<br />CRM eliminates the formal<br />distinction between sales and<br />marketing.<br />Both need to work in unison<br />in the same system with the same<br />objectives. <br />Cultural Changes<br />
  18. 18. Sales Opportunity Process Design<br />Sales opportunity designs that<br />correspond to a company-wide<br />‘account’ management’ strategy. <br />The sales processes have to be<br />designed, they’re not automatic in<br />CRM. <br />Selling Strategy<br />
  19. 19. Considerations for IT<br />Not accustomed to non structured<br />processes and the abstract<br />nature of sales and marketing.<br />Layout a step-by-step plan on how<br />this occurs or will need to occur. <br />IT Needs<br />
  20. 20. Compatibility With Other Systems<br />Compatibility with resources, other<br />systems.<br />What’s needed now, soon,<br />maybe, or later… and what’s just<br />a dream. <br />What’s Needed<br />
  21. 21. Customer ‘Needs’ Strategy <br />Don’t forget about the customer in<br />the CRM equation.<br />Need a plan and focus for the<br />customer’s needs, wants and<br />timing.  <br /> <br />Customer Needs<br />
  22. 22. User Training & Management <br />Use and policy training … just<br />what is expected, how data is<br />entered, in what format …<br />Need precise user disciplines to<br />maintain CRM database value.<br />Policy Training<br />
  23. 23. Business Metrics Training<br />Never been taught to manage the<br />business aspects.<br />The computational power of CRM<br />makes business metrics<br />information dynamicand strategic.<br /> <br /> <br />Biz Analytics<br />
  24. 24. Program Administration <br />Day to day management …<br />and not just the software.<br />The right Program Administrator<br />changes how well you can live with<br />your CRM.<br />Program Admin<br />
  25. 25. Start With What You Can Handle. <br />Take it in bite sized chunks.<br />Have a final development date.<br />Deliver only what users can<br />reliably handle. <br />Pick what’s vital and stay there.<br />ManagingCRM<br />
  26. 26. Make Sure The ‘Real’ Budget Fits<br />Software licenses or subscription<br />fees are only the small part.<br />Factors can multiply the real cost<br />several times over. Re-evaluate<br />your comfort levels routinely. <br />Budgets<br />
  27. 27. Data That Fits Your Strategic Plan  <br />The explosion in data sources<br />often leads to the wrong<br />information and wasted activity. <br />All data must be optimized to<br />match your customer strategy. <br />Optimize Data!<br />
  28. 28. Clean Up Existing Data<br />New systems usually involves<br />significantly more time and cost to<br />transfer data. <br />Completeness, accuracy and<br />optimization are vital. <br />Data Upload<br />
  29. 29. Don’t Get The Cart Before The Horse <br />Run out with a laundry list and tell<br />me how your CRM will work.<br />No Pre-CRM Plan<br />Isolated things don’t magically<br />connect and have no reason to<br />connect in a live CRM program<br />
  30. 30. Horse and Cart In The Right Order<br />Here’s what we need our CRM<br />to do …and how it has to do it. <br />Show me how your CRM does it.<br />Planning Benefits<br />
  31. 31. Recap:Pinpoint Where The Biggest Improvements Must Occur<br />Need a finite destination to<br />determine the ROI on your CRM<br />investment. <br />Defines what is expected of users.<br />Recap<br />
  32. 32. Recap:Refine Your CRM Objectives<br />How critical is the component?<br />How does each affect the bottom<br />line?<br />How will it save time? Money? <br />Recap<br />
  33. 33. Recap:Have a Firm Game Plan<br />Match your business strategy,<br />including users.<br />Match to your budget.<br />Match to your customers.<br />Recap<br />
  34. 34. Recap: Changes In Company Culture <br />The move from spread sheets and<br />gut instincts to a formalized and<br />structured process affects<br />everyone, including customers.<br />Recognize, plan and adapt to<br />impact of CRM. <br />Cultural Changes<br />
  35. 35. Recap:Upper Management Role <br />Actively and substantially involved<br />in supporting the organization’s<br />commitment to the CRM role.<br />Need to own it before you can sell<br />it to the troops and customers. <br />Management Support<br />
  36. 36. Leapfrog over the CRM minefield with a comprehensive pre and post CRM plan.<br />Bill Noonan<br />Need help or have a question?<br />I’m always glad to help. Reach me at: <br />www.MosaicCRM.com<br />Bill@MosaicCRM.com<br />Blog http://blog.mycontactcard.com/<br />Join my LinkedIn Connections - Open Networker <br />http://www.linkedin.com/in/billnoonan <br />Contact Bill <br />

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