Processes and Practices for keeping leads in sight

1. David Watson

2. Agenda
 What is CRM ?
 Review of the Marketplace
 How businesses are using CRM for Competitive
Advantage?
 How to make CRM to work for you

3. What is CRM
 Not just a database
 Not contact management
 Not part of your accounts system
“An integral part of your sales and marketing efforts that
records every interaction with your customers and
prospective customers”

4. Customer
Relations
Campaign
SFA
Analytical
Operational
Integration to your business

5. Technologies
 Desktop – Single User
 Local Area Network – One Location
 Wide Area Network - Many Locations
 Web - Anywhere
 Devices - Mobile
 Cloud technologies – SaaS / Utility Computing

6. Review of the Marketplace

7.  Ease of customisation and configurability
 Moderately priced — £499 per user on-premises for
GoldMine Enterprise — software for companies looking for
on-premises SFA
 Long history of support for SMEs
 Large installed base for basic opportunity and contact
management — Gartner estimates more than 1.5 million
users
 Limited references on GoldMine Enterprise Edition
 Limited professional service or ESP experience
implementing complex large-enterprise deployments

8.  Microsoft Outlook integration
 Strong leverage of .NET and Microsoft technology assets
(such as Biztalk) for clients committed to
Microsoft, although these assets are sold separately
 Continues to accelerate new customer growth and
deployments
 Lower license cost (Gartner estimate less than £400 per
user, on average) alternative for large enterprises with on-
premises requirements
 Limited footprint focused on opportunity management,
 Customers reported top-heavy professional service
deployment teams from Microsoft
 No BlackBerry support

9.  An innovative open-source CRM model and community that enables
collaborative, customer-driven enhancements
 Attractive price/business value ratio for all size organizations — that
is, £150 per user on-premises professional edition and £200 user on-
premises enterprise edition license costs; £20 per user and £50 per user
per month for SaaS offerings
 Ease of system configurability cited by multiple customers as an
advantage
 Customers cite the need for more flexibility in workflow — currently
triggered primarily around save operation
 SaaS user performance when accessing the system in Europe
 Inconsistent professional services; some customers had initial poor
experience, followed by a good experience after different resources were
allocated
 Lacks some functional components for performance
management, such as sales configuration, incentive compensation and
price

10. How are businesses using CRM for
competitive advantage?
 Efficiency  Segmentation
 Visibility  Targeting
 Analysis  Management

11. Case Studies
 Kerry Ingredients and Flavours (Salesforce.com)
 Boehriner Ingelheim (Siebel Systems)
 Brighthouse (SugarCRM)

12. Key Facts
 
The company needed a global on-demand Kerry implemented the Salesforce solution the
system that project managers, sales, and new application manages over 100,000 accounts
product developers could access and thousands of project a year.
anytime, anywhere.
 The on-demand sales force automation and
 Kerry lacked in-house application development R&D project management system has been
expertise and sufficient resources, and it wanted embraced by 800 users and is viewed as
an advanced platform to create ‘mission critical’ by executive management.
custom, sophisticated business systems to solve  The customised implementation of Salesforce
unique customer needs. includes more than 250 custom objects, 100
 Kerry needed customised stage-gate project dashboards, and a security and sharing model
management features to enable have all been developed using the Force.com
commercialisation, or the process of bringing a platform.
customer-approved product to market.

13. Key Facts
 
Boehringer Ingelheim out grew its existing Sales Deployed to 6000 Sales and Marketing staff in
force automation system and required an 24 Countries who will share complete customer
integrated CRM system for mobile sales force. activity history
 
It had expanded into new product areas and This allows Bi to identify high prescribing
needed a solution that would more effectively Doctors and hospital staff. Therefore leading to
manage territories, plan sales calls, and track more effective sales calls.
data on doctors prescribing habits.  According to BI sales teams spend more time
 BI selected Siebel Pharma a vertical market selling and less time gathering information
version of the stand Siebel CRM system  The system also deals with appointment
scheduling, visiting reports,and the ordering of
promotional samples.

14. Key Facts
 
Before implementing SugarCRM, BHN’s Phase One was completed on time and under
customer-facing strategy revolved around a budget, Vinton says,and the result has been
system of static spreadsheets, Microsoft Access ECIS, which now serves as the centralised hub
databases, and SharePoint servers spread across operating across BHN’s entire customer delivery
disparate departments that all had touch points process.
with the company’s customer base.
 “So far, the biggest benefits have come within
 “Everybody was using something unique to the customer service and construction
track their customer interaction; departments.
communications between departments was  For the first time, we’ve got unity and
handled by doing the email shuffle,” says Lee consistency across the delivery and service of
Vinton, manager of business engineering our products to customers thanks to a single
services at BHN. tool that everybody can leverage, and our
 It resulted in a myriad of missed customer satisfaction scores have improved as a
opportunities, inaccurate customer and market result of it.”
analysis, and perhaps most
importantly,inconsistent and unsatisfactory
experiences across departments for consumers.

15. How to implement a successful CRM system
 Get Buy in from Senior Management
 Select the right product
 Plan the implementation ‘carefully’
 Map processes under the old and new systems
 Identify Process owners
 Training users properly
 Remove old systems
 Penalise Bad Behaviour
 Highlight CRM successes

16. CRM Best Practice
 GIGO Garbage in Garbage Out
 Everything must be driven by the CRM system
 It must be accessible, reliable, and help users
 System must follow business processes
 Everyone who touches a customer must have access