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.

1. LEAPFROG OVER THE CRM MINEFIELD CRM Plan Retail Small- Western Region Direct Reseller Wholesale - Clubs Service East New York PRE-CRM PLANNING TIPS FOR SMB’S © 2010 Bill Noonan - MosaicCRM.com All rights reserved

2. Billions blown on CRM systems not needed or used. Salesforce.com: 73% don’t use features and functions. Gartner and Meta Group state 50-80% of CRM programs fail. It doesn’t have to be this way. The Problem

3. Leapfrog The CRM Minefield Bill Noonan, Founder & Understated CRM Guru MosaicCRM.com Irvine, California Measurable success for organizations that planned for and adopted tactical CRM processes. Who is Bill Noonan

4. Pre CRM Planning Primer Planning might be the smartest thing you can do because… CRM is never as easy as it first seems... The Solution 20 37 1000

5. What is Customer Relationship Management? Google Article Search 17,200,000 CRM articles and definitions CRM: defines what you sell, how you sell, who you sell to and who sells for you. CRM Concepts

6. C: The “Customer” in CRM Increasing customer relationship complexity and competition. CRM requires morestructure and control over customer knowledge and info. CRM Defined

7. R:The ‘Relationship’ Role in CRM Technology has changed the customer behavior and their relationship needs. Customer behaviors have changed the sales relationship role. CRM Defined

8. M: The “ Management” Role in CRM Managing customer expectations: Staying tuned to customer’s with a map of defined processes. Systematize why customers buy and what they expect to gain. CRM Defined

9. Be Wary of Instant CRM Solutions Vendors have created an industry around"easy" and "quick fix“ solutions to sales and marketing dilemmas. ‘Easy’ CRM is just marketing hype. ForgetInstant CRM

10. What is a Pre-CRM Plan? Blueprint of the individual processes of everything you do with a defined destination. Define what it takes to orient CRM with each tactical sales process. Pre-CRM Plan

11. User Adoption Barriers The human factor is the biggest hurdle in driving the success of a CRM program. User Needs The planning stage is a perfect place to stop, look and resolve adoption barriers.

12. CRM: What, How, and Who You Sell VAR Analysis CRM Scope Western Sales Teams Distributor Network Marketing Analysis Internet Customer Support Buying Cycles

13. Measurement & Reporting View CRM as the hole in the donut. Your organization is the donut part. The entire design of CRM relies upon the data going into it. First Steps

14. What’s Your Competition Doing? What is your competition doing to acquire and protect its customer base? Will anything they are doing force you to change your sales methods? Competitive Forces

15. What biggest improvement must occur. Define, define, define: stick to a short list of ‘vitals’. If it doesn’t result in improving sales, don’t even think about it. Stick to vitals

16. Customize Only For Strategic Gains Minimize customization, maximize delivery time tables. Include only changes that provide strategic, measurable gains. DefineGains

17. Internal Department Changes CRM eliminates the formal distinction between sales and marketing. Both need to work in unison in the same system with the same objectives. Cultural Changes

18. Sales Opportunity Process Design Sales opportunity designs that correspond to a company-wide ‘account’ management’ strategy. The sales processes have to be designed, they’re not automatic in CRM. Selling Strategy

19. Considerations for IT Not accustomed to non structured processes and the abstract nature of sales and marketing. Layout a step-by-step plan on how this occurs or will need to occur. IT Needs

20. Compatibility With Other Systems Compatibility with resources, other systems. What’s needed now, soon, maybe, or later… and what’s just a dream. What’s Needed

21. Customer ‘Needs’ Strategy Don’t forget about the customer in the CRM equation. Need a plan and focus for the customer’s needs, wants and timing. Customer Needs

22. User Training & Management Use and policy training … just what is expected, how data is entered, in what format … Need precise user disciplines to maintain CRM database value. Policy Training

23. Business Metrics Training Never been taught to manage the business aspects. The computational power of CRM makes business metrics information dynamicand strategic. Biz Analytics

24. Program Administration Day to day management … and not just the software. The right Program Administrator changes how well you can live with your CRM. Program Admin

25. Start With What You Can Handle. Take it in bite sized chunks. Have a final development date. Deliver only what users can reliably handle. Pick what’s vital and stay there. ManagingCRM

26. Make Sure The ‘Real’ Budget Fits Software licenses or subscription fees are only the small part. Factors can multiply the real cost several times over. Re-evaluate your comfort levels routinely. Budgets

27. Data That Fits Your Strategic Plan The explosion in data sources often leads to the wrong information and wasted activity. All data must be optimized to match your customer strategy. Optimize Data!

28. Clean Up Existing Data New systems usually involves significantly more time and cost to transfer data. Completeness, accuracy and optimization are vital. Data Upload

29. Don’t Get The Cart Before The Horse Run out with a laundry list and tell me how your CRM will work. No Pre-CRM Plan Isolated things don’t magically connect and have no reason to connect in a live CRM program

30. Horse and Cart In The Right Order Here’s what we need our CRM to do …and how it has to do it. Show me how your CRM does it. Planning Benefits

31. Recap:Pinpoint Where The Biggest Improvements Must Occur Need a finite destination to determine the ROI on your CRM investment. Defines what is expected of users. Recap

32. Recap:Refine Your CRM Objectives How critical is the component? How does each affect the bottom line? How will it save time? Money? Recap

33. Recap:Have a Firm Game Plan Match your business strategy, including users. Match to your budget. Match to your customers. Recap

34. Recap: Changes In Company Culture The move from spread sheets and gut instincts to a formalized and structured process affects everyone, including customers. Recognize, plan and adapt to impact of CRM. Cultural Changes

35. Recap:Upper Management Role Actively and substantially involved in supporting the organization’s commitment to the CRM role. Need to own it before you can sell it to the troops and customers. Management Support

36. Leapfrog over the CRM minefield with a comprehensive pre and post CRM plan. Bill Noonan Need help or have a question? I’m always glad to help. Reach me at: www.MosaicCRM.com Bill@MosaicCRM.com Blog http://blog.mycontactcard.com/ Join my LinkedIn Connections - Open Networker http://www.linkedin.com/in/billnoonan Contact Bill