LEAPFROG OVER THE CRM MINEFIELD

PRE-CRM PLANNING TIPS FOR SMB’S © 2010 Bill Noonan - MosaicCRM.com All rights reserved

Retail Small- Western Region

Wholesale - Clubs

Service

Direct

Reseller

CRM Plan

East New York

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 Proble

m

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

Pre CRM Planning Primer

Planning might be the smartest

thing you can do because…

CRM is never as easy as it

first seems...

The Solutio

n

20 37 1000

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

C: The “Customer” in CRM

Increasing customer relationship

complexity and competition.

CRM requires more structure and

control over customer knowledge

and info.

CRM Defined

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

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

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

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

User Adoption Barriers

The human factor is the biggest

hurdle in driving the success of a

CRM program.

 

 

User Need

sThe planning stage is a perfect

place to stop, look and resolve

adoption barriers.

CRM: What, How, and Who You Sell

CRM Scop

e Western Sales Teams

Internet

VAR Analysi

sDistrib

utor Networ

k

Buying Cycles

Marketing

Analysis Customer

Support

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 Step

s

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

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

Customize Only For Strategic Gains

Minimize customization,

maximize delivery time tables.

Include only changes that provide

strategic, measurable gains.

Define

Gains

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

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

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 Need

s

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

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 Need

s

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

Business Metrics Training

Never been taught to manage the

business aspects.

The computational power of CRM

makes business metrics

information dynamic and strategic.

 

 

Biz Analytics

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 Admi

n

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

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

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

!

Clean Up Existing Data

New systems usually involves

significantly more time and cost to

transfer data.

Completeness, accuracy and

optimization are vital.

Data Upload

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

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

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

Recap: Refine Your CRM Objectives

How critical is the component?

How does each affect the bottom

line?

How will it save time? Money?

Recap

Recap: Have a Firm Game Plan

Match your business strategy,

including users.

Match to your budget.

Match to your customers.

Recap

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

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 Suppor

t

Leapfrog over the CRM minefield with a comprehensive pre and post CRM plan.

Bill NoonanNeed 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