CRM Strategy and Implementation


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Charting the course towards the customer-centric business of the future.

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  • This is a very useful presentation, thanks for sharing. Here's my own thoughts about how to build a CRM strategy, I think it complements your presentation nicely.
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  • CRM StrategyCRM Implementation - I hope I can share some of my experience with Loaded TechnologiesI come at this from an vendor agnostic point of view.
  • What we are talking about here is should be doing to make our organisation more customer centric.OrWhat initiatives can we implement that will be valued by the customer and provide a point of differentiation to our competitors.CRM strategy must be aligned to the overall strategy of the business
  • So far there is nothing earth shattering about these observations. Being a customer centric organisation has always been important. The customer is king and has been since we were barter goods and service in medieval time. However what may have changed to today in the environment in which we operate and the responses to that environment.
  • In a word the internet. And the buying model is much more complex.
  • In relation to people what strategies might we consider to become more customer centric.MeasureI am a big fan of Fred Reichheld approach to measuring customer satisfaction. He has an a single survey question which is “How likely is it you would recommend our company to a friend or colleage” On a scale of 1 to 10.
  • In relation to processes what strategies could you implement to become a more customer centric organisation
  • In relation to Technology.Firstly it is probably the least important tool at your disposal dispite that amount of time and money spent on it.
  • And when you move to a more customer centricorganisation you would expect some of the follow changes.Customer Orientation – Full explainationAdvice Orientation – Transactional to advisoryBusiness processes – One size fites all to tailored business streamsOrganizational linkages – Limited trust across organizational boundaries to a High degree of organisational trust.
  • As I said earlier, CRM is a strategy… a strategy for growing your business by gaining and retaining customers. But before you can set your sights on where you want to go, you have to first identify where you are at. To help you understand where you are at today and where you are going tomorrow, I’d like to tell you about the four stages of the CRM Adoption Curve.
  • The first stage is what we call the “Manual Stage”. This is where every company starts. Your sales, marketing and customer support teams are just getting started and are doing whatever it takes to just get the job done, no matter what. This typically means: Every employee approaches the job in a different way with no standardized processes or training program in place Customer data is trapped in email and spreadsheets on each person’s desktop As a result, management has very poor visibility into what is going on with customers Which leads to a lot of effort spent on scrambling around, but: no clear path to measurable success, little confidence in hitting goals, and a lot of unhappy customers.This is where many companies first turn to aCRM system for help.
  • The next stage is the “Managed Stage”. This is where you’ve taken a step back from the chaos and: identified repeatable processes, implemented a basic CRM system, and started training your people on a common approach to working with prospects and customers.Your CRM processes are maturing, though many are still manual – which is ok. Repeatable processes will lead to better automation, even if everything is not integrated. You have identified goals, but measuring progress isn’t always complete or accurate. Some of your teams are hitting their objectives, but not consistently. You are better at being responsive to customers than in the Manual Stage, but you leave a lot of customers unhappy. In short, you are beginning to chart a course towards CRM success but you have a lot of work ahead of you. Every SugarCRM customer after purchasing our software quickly achieves this stage. The challenge is to not stop here.
  • The third stage in adopting your CRM strategy and driving company growth is the “Defined Stage”. This is where your hard work starts paying off. At this stage, the customer-centric processes that you began defining in Stage 2 are now battle-tested and automated in your CRM system. Your CRM professionals are collaborating within, and across, teams because they now have access to the same data. Management has clear visibility into the processes and has begun predicting future success with accuracy. Your company is more responsive than ever to prospects and customers and your customer acquisition and retention rates have grown.Keep in mind, it can easily take six to twelve months to move from the Managed Stage to the Defined Stage. Progress doesn’t just magically happen. It takes focus and dedication. This is where our local implementation partners can make a big impact on your CRM adoption success and help you accelerate your customer growth plans.
  • The fourth stage is called the “Optimized Stage” and is the ultimate goal of a customer-centric company. You now have a dedicated team focused on continuous CRM improvement which is driving marked growth in the company.Your customer processes are now highly efficient and differentiated such that you can align and alter them according to market needs and changing business demands. The systems required by your CRM professionals are fully integrated for both data and process.  Management not only has visibility into the current efforts, but can predict future success based on the accuracy and consistency of the data. Your CRM solution is agile and able to easily meet the evolving business needs Achieving the “Optimized Stage” usually requires at least one year of continuous process refinement from when a company first adopts SugarCRM at Stage 2, the Managed Stage. Again, our local SugarCRM implementation partners can help you chart a path to the “Optimized Stage”.
  • I have found that far too many companies get stuck in the Manual Stage, working hard but never seeming to make progress. They find that they are routinely losing new sales deals and losing existing customers to their competitors. Only by defining and investing in a CRM strategy will you be able to climb the CRM Adoption Curve and differentiate yourself from your competitors.It is important to note that true competitive differentiation only starts truly effecting the business once you have reached the Defined and Optimized stages. You will see this in the arc of the curve on this chart. My view is if you are just interested in moving to 2 or perhaps 3, you need a generic system which much of the CRM functionality will be delivered out of the box. If you really want to move beyond this you need a system that is highly customisable.
  • Part 2 is more about the practicallity and getting down to the nuts and bolts of CRM implementation. I hope I can share some of my experience with the whole range of customers I have dealt with over the years.
  • What is a CRMMarketing automationSales force automationCustomer ServiceBusiness intelligence around customersImplement CRM strategiesUnderstand customer needs360 View of customer
  • Workday.
  • Enforce this. If it is not in the CRM it does not exist. Eg calls, meetings and Think about each and every sales person leaving and what state you would like them to leave there accounts.
  • Questions and enquiries to webcast will be sent to attendees
  • CRM Strategy and Implementation

    1. 1. Customer Relationship Management Charting Your Course Towards the Customer-Centric Business of the Future
    2. 2. Agenda Part 1 - CRM Strategy Part 2 - CRM Implementation CRM Strategy & Implementation
    3. 3. Part 1 CRM Strategy
    4. 4. CRM… • Customer (Constituents/ Stakeholders) – The heart of your organisation • Relationship – The key to growing your company through engagement with your prospects, customers and stakeholders • Management – Managing these stakeholder relationships to increase lifetime value Three small letters, with three core concepts: CRM Strategy & Implementation
    5. 5. “CRM is a business strategy whose outcomes optimize profitability, revenue and customer satisfaction by implementing customer-centric processes” (Gartner) A CRM strategy cannot be developed in isolation. It must be relevant and linked to the overall corporate strategy. CRM Strategy & Implementation CRM Strategy
    6. 6. Why is it important? • Help better understand the needs of every individual customer • Reduce customer churn - eg: lower selling costs • Increase leads - eg: referrals • Increase revenue per customer - eg: cross sell, upsell • Help deliver a consistent experience every time Successful CRM strategy will: CRM Strategy & Implementation
    7. 7. Challenges with Customer Interactions CRM Strategy & Implementation
    8. 8. So what has changed? Traditional buying model CRM Strategy & Implementation
    9. 9. So what has changed? (con’t) A more complex buying model • The internet • Advances in technology • Social Media • Changes in buyer behaviour CRM Strategy & Implementation
    10. 10. The Eight Building Blocks of CRM (Gartner) CRM Strategy & Implementation 1. CRM Vision: : Leadership, Market Position, Value Proposition 2. CRM Strategy: Objectives, Segments, Effective Interaction 3. Valued Customer Experience • Understand Requirements • Monitor Expectations • Satisfaction vs. Competition • Collaboration and Feedback • Customer Communication 4. Organisational Collaboration • Culture and Structure • Customer Understanding • People: Skills, Competencies • Incentives and Compensation • Employee Communications • Partners and Suppliers 5. CRM Processes: Customer Life Cycle, Knowledge Management 6. CRM Information: Data, Analysis, One View Across Channels 7. CRM Technology: Applications, Architecture, Infrastructure 8. CRM Metrics: Value, Retention, Satisfaction, Loyalty, Cost to Serve
    11. 11. CRM Strategy consideration Customer expectations Cloud trends Social Media Mobile trendsInformation abundance Staff expectations Alternative products and services Pricing Pressure Marketing sophistication People TechnologyProcesses Big Data Customer behaviour CRM Strategy & Implementation
    12. 12. People • Communicate vision • Recognise customer-centric behaviour • Train staff on Customer Service and customer dispute resolution • Make customers front and centre for all key business decisions • Measure and report o Surveys (written or face to face) o Social media monitoring o Mystery Shopping o Management involved with Customer CRM Strategy & Implementation
    13. 13. Processes • Lead management • Sales Pipeline management o Call back responses • Accounts Management o Record account specifics and all account interactions across the organisation o Customer care program o Account Ratings –Advocate, Passive, Detractor • Service Desk o Case management o Dispute recognition o Social media management • Marketing o Leverage technology, individual behaviours and context to drive more personalized marketing and engage prospects and customers CRM Strategy & Implementation
    14. 14. Technology • Implement a CRM System o Use CRM to cement your process o Make CRM central source of truth • Integrate your CRM system o Content Management System (CMS) o eCommerce platform o Marketing Automation software o Learning Management System o ERP o Accounting software CRM Strategy & Implementation
    15. 15. From Product focused to Customer Centric Features Product-Focused Customer-Focused Customer Orientation • Discrete transaction at a point in time • Event-oriented marketing • Narrow focus • Customer lifecycle orientation • Work with customer to solve both immediate and long term issues • Build customer understanding art each interaction Solution Mindset • Narrow distribution of customer value proposition • Off-the-shelf products • Top-down design • Broad definition of customer value proposition • Bundles that’s combines products, services and knowledge • Bottom-up, designed on the front lines Advice Orientation • Perceived as outsider selling in • Push product • Transactional relationship • Individual to individual • Working as an insider • Solution focus • Advisory relationship • Team-based selling Customer Interface • Centrally drive • Limited decision-making power in field • Incentives based on product economics and individual performance • Innovation and authority at the front line with customer • Incentives based on customer economics and team performance Business Processes • “One size fits all” approach • Customisation add complexity • Tailored business streams • Balance between customisation and complexity Organisation Linkages and Metrics • Rigid organisational boundaries • Organisation solos control resources • Limited trues across organisational boundaries • Cross-organisational team • Join credit • High degree of organisational trust CRM Strategy & Implementation Source: Booz Allen Hamilton
    16. 16. CRM adoption curve CRM Strategy & Implementation
    17. 17. CRM adoption curve CRM Strategy & Implementation
    18. 18. CRM adoption curve CRM Strategy & Implementation
    19. 19. CRM adoption curve CRM Strategy & Implementation
    20. 20. CRM adoption curve CRM Strategy & Implementation
    21. 21. Part 2 CRM Implementation
    22. 22. CRM Implementation • Planning • Product Vendor Selection • Scope • Data • Hosting • Rollout CRM Strategy & Implementation
    23. 23. What is a CRM system? CRM Strategy & Implementation
    24. 24. Generate Higher ROI on Marketing Activities • Create and execute campaigns across marketing channels • Capture leads directly into CRM System • Measure return on investment of campaigns CRM Strategy & Implementation
    25. 25. Increase the Productivity of Your Sales Force • Organise sales information into a single system • Improve the productivity of sales individuals and teams • Gain greater visibility into sales performance CRM Strategy & Implementation
    26. 26. Create a Consistent Customer Experience • Central repository for customer support and product issues • Share knowledge and case resolutions across teams • Reduce costs through customer self-service CRM Strategy & Implementation
    27. 27. Planning • Organisation objectives • Identify business problems • Document Planning and business processes • Team • Budget • Timing (1 to 3 months) • Effort CRM Strategy & Implementation
    28. 28. Product & Vendor Selection Selection Criteria Criteria Comments Critical Mass Proven product in the market Product Roadmap >1 release per year Flexibility Ease of deployment Ease of Use Ease of user adoption Vendor Knowledge Product knowledge, business and technical Vendor Track record Proven ability to deliver Lock In Data Jail, Contracts Total Cost of Ownership Hidden costs CRM Strategy & Implementation
    29. 29. Scope Data model Security Model o Teams o Roles Accounts Campaigns Contacts Leads Opportunities Quotes Activities Teams Independent business units Franchisee Rollout Sales Roles Blocking delete View only fields/modules Blocking export CRM Strategy & Implementation
    30. 30. • Processes o Configurations versus customisation o Fields and layouts • Processes – Customisations o Keep to a minimum o Integrations and customer portal • Processes – Workflows o What automated processes eg call back times o Complexity tradeoffs • Look to CRM best practice o Don’t re-invent the wheel Scope (con’t) CRM Strategy & Implementation
    31. 31. Data migration • Clean up your data o Use spreadsheets if possible o Remove old and redundant information o Remove conflicting information • Don’t over invest in data migration o Focus on accounts and contacts and activities o Importing data is ongoing CRM Strategy & Implementation
    32. 32. Hosting • Hosting in the “cloud” • On Demand CRM growth is > 20% pa (Gartner) • 75% of US organisations have at least one SaaS delivered application (IDC Research) • Advantages of cloud hosting: Benefits Comment Managed by specialists You need good product knowledge at both an application and infrastructure level. Manage patches and upgrades Needs professional management Reliability Redundant mission critical infrastructure Back up and Disaster recovery Needs professional management Speed In house does not mean faster Security Pros and cons Cost More often than not it will be cheaper CRM Strategy & Implementation
    33. 33. Rollout • Log activities in the system o All sales information must reside in CRM o All sales people need to be living in the CRM • All open leads and opportunities must have some planned follow-up activity o The CRM will help you become more organised o Follow up will be planned and not random • Develop a consistent set of dashboards for the team CRM Strategy & Implementation
    34. 34. Rollout (con’t) • Focus on user adoption o Individual over management o Run competitions/ incentive o Encourage report writing and flexibility of changes • Make data integrity everybody’s responsibility • Management o Rely on CRM data o On screen reports CRM Strategy & Implementation
    35. 35. Take outs • Start small, Think Big, Move quickly • Establish a clear set of objectives that can be measured • Adjust metrics as needed to ensure ongoing commitment to CRM success • Use the system to cement CRM strategies and processes • Focus on people and organisational goals, not the product • Focus on how the system helps individual performance rather than management • Remove complexity. Eg Outsource your hosting CRM Strategy & Implementation
    36. 36. A journey of a thousand miles begins with a single step. Lao-Tsu, Chinese philosopher (604 BC - 531 BC)
    37. 37. About Loaded Smart solutions to unlock your customer potential. • Delivering business impact through CRM, Web, Marketing Automation and Business Intelligence solutions. • Partnered with SugarCRM in 2005, attracted to open source model, flexibility and value. SugarCRM Gold Partner since 2006. • Broadened offering over last 7 years to encompass ‘total CRM journey’ with a wide range of CRM integrations enabling business impact and ROI. • Clients sectors include IT products and services; not for profit; financial services; accounting firms; retail; manufacturing/wholesale; and federal and state government. CRM Strategy & Implementation
    38. 38. Our approach – total CRM journey Sales Marketing Sales Marketing Sales Support Marketing Sales Support Integration Marketing Sales Support Integration Social Collaboration Marketing Sales Support Integration Marketing Auto Web Portal Call Centre Business Intelligence Reporting Time Complexity Why a Journey? • Deliver ROI at every stage • Increase CRM adoption • Deliver benefits faster • Manage risk and cost CRM Strategy & Implementation
    39. 39. Our partners Loaded partners with world leading technology providers to ensure we have the best software, infrastructure and supporting tools at our disposal, to support client needs. SugarCRM is the world’s fastest growing CRM application. Recently named in the Gartner Magic Quadrant as a Visionary for Sales Force Automation Pardot is a leading SAAS marketing automation tool recently acquired by Hubspot is a comprehensive, all-in-one marketing platform JasperSoft is a cloud based business intelligence application with an exciting entry-level solution offered in partnership with Amazon Web Services bringing enterprise level BI to any business CRM Strategy & Implementation
    40. 40. Contact 1300 LOADED Email: Website: Address: Ground Floor, 221 Miller Street, North Sydney, NSW 2060, Australia CRM Strategy & Implementation