I have blogged a bunch on Gist over the last year. The Seattle startup has some nice traction going for it. It seemed pretty clear to me from the beginning that Gist would be a great CRM and/or Sales Enablement tool for the small to mid-size market. Check this nice blog on that at this link: Gist as a small business CRM tool.
More of my take on Gist can be found at: 12Sided, The Blog: Gist Posts
One of my rules is to always consider the front office and the back office needs and desires of any CRM project.
I recently came across a service process that generate a large volume of automated tickets. The process was over-engineered. Nearly all of these automated tickets were not true customer service issues. These were more like information notices. The sheer volume of these tickets obscured true customer service issues. The development team did not believe that it was an issue, but they did not have to live with the tickets. Compliance by customer service faltered. Agents took to their own ways of dealing with these tickets. Metrics were called into question. Standard stuff. Remember the usage and compliance needs to work the way that the users do — not the other way around.
In my experience, pipeline/forecast is one area of a CRM system that changes frequently. Fortunately, these changes require less coding changes through Windows Workflow Foundation (Dynamics CRM) and Workflow Automation (Salesforce). I have seen this both from the consulting side and as a user. Not going to comment on whether it is right or wrong, just that it happens, often, as a matter of fact in many organizations. Change in management, there will be a change to the sales process. New compensation model and the forecasts will change. It happens all the time and makes numbers from sales very short term and difficult to do long term trends. The best way to improve accuracy, find a sales process that works and then measure the core of that process. Less change, more value.
All consultants like to ask questions. Sometimes too many questions. Here are 5 that I keep on hand for initial client engagements.
What questions do you use or what to see asked?
This year, I know a ton o fpeople headed to Dreamforce. Sadly, I will not be among them due to scheduling. If you are going let me know and your interests and can match you with some of the people I know.
The first priority of a CRM deployment should be to learn about existing customer data within the enterprise. It is obvious, but often overlooked. I often make it the top priority when scoping CRM services. Is all that customer data in all of the right hands? 99% of the time it is not. It needs to be in the hands of the people working with the customers. My approach is to get that data to them. Usually, this is an instant success which give a solid foundation for future successes.
Second priority is to understand cost per call. Before the deployment, I have to be able to calculate cost per call (the $ metric). This is true for a services or sales force automation deployment. By correlating the cost per call to improvement, I can calculate a cost per call improvement. This is ROI. Automate your internal processes so that you can pull everything you know about your customer into a single view for your rep (sales or service).
Keep these two priorities in mind and your CRM implementation will be on the road to success.
Nice article on Gist and the impact of Office 2010. If you have not tried Gist, check it out.
WSJ: Updating Office on the Cheap
For more of my thoughts on Gist, check my earlier posts. 12Sided on Gist
A “Know your customer” re-post. Have a great weekend.
“Know your customer” is the mantra.
When you know the customer, good things happen.
– Example, Client A increased user adoption to 70% of total call volume. ROI increase 25% in one quarter.
When you know your customer, you can spot trouble a mile away.
– Example, Client B re-organized and has a new executive sponsor. He has called the ROI model into question.
When you know your customer, the relationship goes beyond business.
– Example, Client C asks for advice on improving the ROI model and photography equipment for his vacation.
Nice review of Gist on ZDNet: The business-to-business of Gist
I have been a beta user of Gist for awhile and have been pleased at the improvements that they have been able to make to a very cool product. I see Gist as a great Sales CRM play in the sales force automation area. There are Sales Enablement applications as well. For more of my thoughts on Gist, check my earlier posts.
Sales Enablement offers some unique advantages to drive Sales user adoption. The ability to create new and custom collateral and to effectively collaborate on accounts address big pain points for sales. The CRM world has not implemented these technologies on an industry scale.
Sales Enablement also addresses today’s market realities. Customers and prospects today take more time to educate and filter themselves from the pipeline. Due to this change, Marketing now owns the early phases of the sales cycle. This is positive. Sales can now spend time adding value to the sale rather than educating a prospect about the company and product. Solutions to real business problems has been and will remain at the heart of the complex sale. Sales today needs the skills to focus on the complex sale.
I have enjoyed reading Steve W. Martin’s Heavy Hitter Selling. Having implemented CRM and carried the bag for many years, his message is right on. Sales Enablement will succeed or fail as a methodology based on user adoption. Marketing and Sales need to find ways to work together to make it work. As the article below describes, this is easier said than done.
Heavy Hitter Selling: Why Sales and Marketing Are Always at Odds
Happy Monday.