Post on 14-Jan-2017
Customer Relationship Management
Opportunity management in a relationship marketing framework
5 trends fo CRM in 20161. The Social CRM becomes "viral“: Social CRM, which includes the use of social media to reach and engage customers, plays an increasingly important role in corporate marketing strategies.
2. The CRM traveling on cloud:Although the numbers proposed by different experts of CRM vary, everyone (including Gartner) agree that the presence of the cloud in the CRM solutions is set to grow.
3. The CRM is mobile:The ability to access the CRM on the move results in an exponential increase in sales, offering sales personnel instant access to key information such as the historic accounts, the product information, price lists and promotions.
4. The CRM is integrated:In the past, CRM applications were isolated systems, with limited or no integration with other technologies and data sources. Modern CRM applications are increasingly integrated with other enterprise software.
5. With Big Data and predictive analytics, CRM has the crystal ball:The data analysis capabilities are no longer optional. As the amount of data available is expanding at an exponential rate (Big Data), the ability to make decisions and take action based on the analysis of these data becomes an important differentiating factor for the company over the competition.
Opportunity Management
Opportunity Management in a Relationship Marketing Framework
10 Elements of Great Opportunity Management
EmbeddedCoaching
Motivational Social and Collaborative
Integrated With CRM
Mobile &Cloud
SmartQualification
Map People and Influence
Discover Insights
Competitive Strategy
Action Oriented
Sales Velocity Improves Sales Performance
SALESVELOCITY
V DEALS VALUE WIN RATE
SALES CYCLE
Dealmaker Increases Your Sales Velocity
# Deals $ Value % Win Rate Sales-Cycle Days
AssessmentDisqualify deals early. More time to work only on qualified deals
Maintain focus on Compelling Event, the project, financial condition, & budget to drive velocity
Political MapYou can only win if you know the Key Players, their profiles, and how they view you
If you have relationship with people who can make things happen – deals move more quickly
Decision Criteria
Sell to the customer’s priorities to maintain value (not price) focus
You can only win if you understand what is important to Key Players
Insight MapGain / show understanding of problem, impact and cost of inaction. Maintain value (not price) focus
Customer acts quickly if they fully understand their problem and see a vision of solution
Competitive Strategy
Flanking or Fragment give route to value that you wouldn’t have in Frontal
Maps your approach– compete on your terms – increase win rate
PRIME Actions Retain focus on meaningful PRIME actions – reduce risk
Maintain momentum with your focused action plan
of reps can access key players
54%Only
of reps do not develop a
competitive strategy
30%
of sales repsare good atuncoveringcustomersproblems
61%
Are SalesPeople Doing
the Right Things?
of reps aregood at opportunityqualification
59%Only
Benefits of Sales Coaching
88%
+27%
56%Amount that sales productivity is improved by sales coaching - Sales Executive Council
Increase ROI on sales investment from sales coaching - Gallup
Customer loyalty improvement where
sales coaching is involved
- Gallup
Theory
Opportunity Management in a Relationship Marketing Framework
Opportunity management
Sales Opportunity Management
GeneratingNew
Accounts
ManagingExistingAccounts
PersonalTime
Management
Sales VersusProfits
Qualifying prospects
1. Needs for your products/services
2. Authority to make purchase
3. Credit rating & ability to pay
4. Rating scale applied to characteristics by
each salesperson
(Cost per Call) x (Number of Calls to Close)
Sales Calls as a % of Sales
Different modelsTraditional Model Internet Model
100,000Catalog Drops
10,000Calls
2,000Orders
100,000Website Visits
5,000Calls
500E-Orders
1,750Orders
Account ABC Classification• Classifying your customers may assist you to streamline your sales activities and
help you focus on achieving the desired business goals. • ABC is the most commonly used method.
A represents the ‘top grade’ or ‘ideal’ client in your business. B is a brilliant business customer. C reflects the bulk of your clients eg steady, reliable, profitable, courteous and pays on time.• Example: ABC classification system used at the time to assist us to
schedule our clients call cycles, communications and Christmas gift list.ABC classification system:
-A grade clients had a total spend or invoiced sales of $100,000 + per annum -B business clients spent between $20,000 - $100,000 per annum with our company -C class customers placed orders ranging from $1,000 to $20,000 per annum.
Example: A Client Call Cycle was set as follows: -A grade clients were visited every week -B business clients were visited every month with a phone call in between -C class customers would be visited every 6 months with a phone call in between as well.
At a minimum, a customer or prospective client should be contacted every 90 days, otherwise they forget you or you are not top of mind – your competitor is!
Portfolio Model
Core Accounts
Accounts are veryattractive.
Invest heavily in sellingresources.
Drag Accounts
Accounts are moderatelyattractive.
Invest enough to maintaincurrent position.
ProblemAccounts
Accounts are veryunattractive.
Minimal investmentof selling resources.
GrowthAccounts
Accounts are potentiallyattractive.
May want to investin heavily
Competitive Position
Strong WeakA
ccou
nt O
ppor
tuni
ty
High
Low
Number of Sales Calls Response FunctionD
olla
r Sal
es p
er Q
uarte
r
Number of Sales Calls Per Quarter
$20,000
$10,000
1 2 3 4 5 6
The Sales Funnel
Unqualified
Qualified
Best few
50% closure probability
75% closure probability
90% closure probability
2113 15 23 22 18
24 20 19 1716 14
9 1210
11
8
7 5
6
3
1 2 4
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-17
Increasing Sales Volume
• The successful salesperson depends on:• Right Attitude• Communication and relationship techniques• Good self-management, continuous
improving• Good record keeping• Use of self-discipline in scheduling time and
analysis of their own performance
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-18
Opportunity Management
A four-dimensional process involving:
1. Time management2. Territory management3. Records management4. Stress management
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-19
Time Management
• Time-consuming activities • On average, 60 percent of time spent on administrative
duties and travel• Log keeping shows where time is spent, identifies “time
wasters”• Time management
– Sound time management can lead to increased sales • Time Management Methods
– Develop personal goals– Prepare daily “to do” lists– Maintain planning calendar– Organize selling tools
How Salespeople Spend Their Time
13%
29%16%
17%25%
SellingFace-to-Face
Service Calls
AdministrativeTasks
Waiting andTravel
Selling overthe phone
Time Management
Emergencies
Personal Growth
TimeWasters
Recreation
Importance High Low
High
Low
Urg
ency
Example: Thieves of Time (time = life)
1. Want to do several things
in one time
2. Never say «NO»
3. Interruptions
4. Lack of self-discipline
5. Not listen carefully
6. Tasks not completed
7.Wrong delegation or not delegation
8.Mistaken Priorities9.Mistaken meaning
to situations10.Disorganization
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-23
Goal-Setting Principles
• Reflect on areas where change is desired
• Develop written plan—with steps• Modify your environment• Monitor behavior and reward progress
The To-Do List
• A daily list of activities can help set priorities and save time.
• Today this list is recorded electronically in most CRM or in Office 365.
Prioritized Lists
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-26
Saving Time with Technology
• Conference calls, • Meetings in cyberspace (Web conference)• Some customers prefer telephone/e-mail
contact• Cell phones/pagers as timesaving tools• Electronic file transfers• Office available everywhere (Office 365)
Heather Gardner uses her Smarthphone and Microsoft
Office 365 calendar to record all of her planned activities.
Monthly Planning Calendar
A monthly plan of activities can also set priorities and save time. Like other types of planning lists, it is recorded in CRM or in Office 365.
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-28
Territory Management
Step 1: Classify Customers
• Classify according to potential sales volume• Track current dollar amount and potential dollars• Realize a small amount of customers may provide a majority of sales volume
Step 2: Develop Routing and Scheduling Plan
• Map territory/use smaller zones if large• Develop routing plan for a specific time frame• Schedule around customer needs• Establish tentative calls• Use 80/20 rule
– 80 percent of time spent calling on most productive customers– 20 percent on prospects and smaller accounts
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-29
Sales Call Plans
• Action plan initiated by sales manager
• Ensures efficient and effective account coverage
• Plan discussed with sales staff
• A sales call plan can also be recorded in CRM systems or in Outlook integrated
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-30
Records Management
• Some complain about “paperwork” time• Accurate and timely records are important• Facilitates closing sales and improves customer
service• Common record types
• Customer and prospect files• Call reports• Expense records• Sales records
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-31
Stress
• Refers to two simultaneous events: – An external stimulus (a stressor)– The physical and emotional responses to that
stimulus, such as anxiety, fear, muscle tension, or surging heart rate
• Too much stress is unhealthy if unchecked
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-32
Stress Management
• Develop stress-free work environment• Maintain optimistic outlook• Practice healthy emotional expression • Maintain healthy lifestyle
Copyright © 2010 Pearson Education, Inc. Publishing as
Prentice Hall 16-33
Five-Minute Stress Busters
1. Take 5 minutes to identify and challenge unreasonable ideas that produced your stress
2. Take a 5-minute stress release outdoor walk
3. Enjoy stress relief with a 5-minute neck and shoulder massage
Barry L. Reece and Rhonda Brandt, Effective Human Relations: Personal and Organizational Applications (Boston: Houghton Mifflin Company, 2008). Reprinted by permission of the publisher.
4. Spend 5 minutes visualizing yourself relaxing at your favorite vacation spot
5. Take a 5-minute nap after lunch6. Spend 5 minutes listening to a
recording of your favorite comedian
Table 16.2
Exercise : Recap and Discussion
• Discuss the four dimensions of opportunity management
• List and describe time-management strategies
• Explain factors that contribute to improved territory management
• Identify and discuss common elements of a records management system
• Discuss stress management practices
Example: Opportunity Model
New (10%) Develop (20%)
Prototyping (40%)
Architecture defined
(60%)
Issued Offer (80%)
Signed (100%)
Several companies define the standard stages of an opportunitiy and attach to it the probablity, this is usefull to calculate the wheighted forecast.The probability, the due date and the value of an opportunity are the mostimportant data Declared due date
Wheighted sales forecast
Example: Italplastubi
Value 3.000 * probability 60% at due date 31 March 2015
The value for thet opportunity in the March forecast would be 1.800 €
Technology
Opportunity Management in a Relationship Marketing Framework
Office 365 Overview
Get virtually anywhere access to the Microsoft Office tools you know and rely on, plus easy to administer business-class IT services
Anywhere Access
Video Demo CRM Online Microsoft• https://youtu.be/-L7rcj1LFxs
Email e CRM Integration
4 Key Questions to qualify the opportunity
100% Native on the Salesforce Platform.Reliable and Secure.
Visual representation of your status … …
… and your competitors
Chatter enabled for collaboration
Expand each section for more detail
Detailed attributes describes each person
Color shows friend or enemy, weak or strong
Quickly build a visual map of buyer’s organization
Read / write reporting lines from Salesforce
Drag & Drop to change reporting lines
Insert placeholder
Use your contacts in Salesforce
Show Influence lines as well as reporting lines
Identify Key
Players
Learn how to sell to each buyer. Smart coaching on each contact.
Store LinkedIn address
Learn about the buyer
Map the buyer’s Business Drivers, Challenges, and Evidence of problems
Attach business problems to individuals
Show your understanding of the conversations with the customer
Context sensitive smart deal coaching
Quicklinks: Learn how to address each risk
Intelligent sales coaching to identify risks in the deal
Rob Dudley, Director of Global Sales Operations
The percent of wins when they used coachingwas twice what it was for the other deals.
Unisys Doubled Their Win Rate
assessment identifies qualified opportunities
Dealmaker provides better insights for sales coaching
Asking the right questions helps reps better understand their buyers
Imrana Ghani, Sales Operations Manager90% of sales managers do deal reviews in Dealmaker.
Sales Velocity Increased 400%
47% more deals
25% greater average deal size
58% increase in win rate
27% shorter sales cycles
Adoption of Salesforce jumped from 37% to 90%
Video Demo CRM Online Microsoft
• https://youtu.be/-L7rcj1LFxs
10 minuti
Opportunity Management in a Relationship Marketing Framework
Example: Opportunity management in action
Example: Operational Sales & Marketing model
Relationship activities
Phisical events, presentaztions, participations to
events, Fairs
Contacts from websites, social
networks
Telemarketing activities
Word of Mounth by customers
Virtual events webinars
Advertising
Qualifyed Contacts, Prospects
Identify and assig opportunities Qualify Opportinities
Process / activities / project on opportunities
Forecast processes
Project, Sale
Case hystories
Marketing Processes Sales Processes
Marketing /Sales investments Tailoring
Closing Opportunities
Acco
untin
g
Marketing Engines
Sales processes
LEGENDA
Opportunity management processes /1Attività di relazione
Attività di relazione
attraverso i partner
Contatti spontanei
da sito
Segnalazioni da Microsoft
Segnalazioni da clienti acquisiti
Attività di telemarketi
ng
Eventi fisici e virtuali
Contatti qualificati ed opportunità in CRM
Assegnazione opportunità
Qualificazione opportunità
Attività per chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione investimenti Marketing
Opportunità chiuse
Amm
inist
razio
ne
Objective: Generate qualified contacts
MKTG Engine Activities Target contacts Estimated qualified
Customer Relationships
• customer decision map• new proposals Identification• Visits at rotation• Reports from project groups
Online contacts • website launch• digital marketing plan• Database online contacts
Partner mention • Identify partners,• contact them and create win win• Periodically follow up
Telemarketing/ mail marketing
• buy lists• mailing activities• Outside telemarketing activities
Virtual events / webinars
• Organize webinars on various topics
Phisycal events • Organize events with customers and prospects
network mentions • Activate a network of detectors / commercial paid at parcentage % of revenue on the reporting
Sales Processes/1Attività di relazione
Attività di relazione
attraverso i partner
Contatti spontanei
da sito
Segnalazioni da Microsoft
Segnalazioni da clienti acquisiti
Attività di telemarketi
ng
Eventi fisici e virtuali
Contatti qualificati ed opportunità in CRM
Assegnazione opportunità
Qualificazione opportunità
Attività per chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione investimenti Marketing
Opportunità chiuse
Amm
inist
razio
ne
Objective: Generate OpportuntiesAssigning Qualified contacts
Sales Agent actions Opportunity Data Base
From the various channels they have arrived of qualified leads of people allegedly involved in BI projects that are assigned to the sales persons
• Check goodness of qualification by phone and fix appointment
• If he does not care now it maintains the status and change time frame to get back in touch
• Meet your potential customers and try to collect the list of opportunities
• Record opportunities in CRM and periodically contacts the prospect to see if there are opportunities
• Advances opportunities with sales activities on customer
• Customer• Sales Representative• Opportuinity Name• Opportunity description• Status• Type of Opty• Estimated/confirmed value• Due date• Probability
Opty Status
New Assigned Qualified
Sales Processes /2Attività di relazione
Attività di relazione
attraverso i partner
Contatti spontanei
da sito
Segnalazioni da Microsoft
Segnalazioni da clienti acquisiti
Attività di telemarketi
ng
Eventi fisici e virtuali
Contatti qualificati ed opportunità in CRM
Assegnazione opportunità
Qualificazione opportunità
Attività per chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione investimenti Marketing
Opportunità chiuse
Amm
inist
razio
ne
Objectives: opportunity follow upActive opportunities to advance
the pre sales support activities
Qualified opportunities Data Base
A subset of opportunity is active in the period and must be advanced stage, and probably also you must try to keep the two dates
• Technical meetings with the client• Define any prototype• Prepare technical proposal• Support preparation of financial
offer• Get to get the customer up to the
signature of acceptance of the offer• any contract• In case of lost motivation and always
request to record
• Customer• Sales Representative• Opportuinity Name• Opportunity description• Status• Type of Opty• Estimated/confirmed value• Due date• Probability
STATUS
Qualified Active Offering Issued
Lost
Stand by/deactivated
WIN
Sales Processes/3Attività di relazione
Attività di relazione
attraverso i partner
Contatti spontanei
da sito
Segnalazioni da Microsoft
Segnalazioni da clienti acquisiti
Attività di telemarketi
ng
Eventi fisici e virtuali
Contatti qualificati ed opportunità in CRM
Assegnazione opportunità
Qualificazione opportunità
Attività per chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione investimenti Marketing
Opportunità chiuse
Amm
inist
razio
ne
Objective: Reporting and remodeling pipeline
Pipeline ranked Activities Forecasts
Opportunity DB updated promptly and every month
• Check DB update opportunities, especially% probability and two dates
• Pull weighed value and commitment to any project days
• Report forecast of the month and the subsequent
• Sales forecast• Cash forecast• Resource Forecast
commitment (days / person)
Reshaping marketing activities and sales
• Check monthly forecast by targets• Schedule jobs to decide budget
Sales & Marketing• Increase / decrease in
marketing investments• Increase / decrease sales costs
Marketing processes/2Attività di relazione
Attività di relazione
attraverso i partner
Contatti spontanei
da sito
Segnalazioni da Microsoft
Segnalazioni da clienti acquisiti
Attività di telemarketi
ng
Eventi fisici e virtuali
Contatti qualificati ed opportunità in CRM
Assegnazione opportunità
Qualificazione opportunità
Attività per chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione investimenti Marketing
Opportunità chiuse
Amm
inist
razio
ne
Objective: Collecting testimonials and case
Closed Sales Sales activities Case numbers
potential testimonial collection, famous names or innovative projects
• Submission feedback questionnaire for customer satisfaction
• Meeting customer in the case of negative feedback for motivation
• In all positive wonders you can mention the name of making the references to sign release
• 90% of all sales
Case preparation Request participation and case historyIn the negative case, at least one quotation (1 sentence by a manager)Customers have given positive feedback are contacted to schedule an appointment with interviewerThe reference document is drawn up and verified jointlyThe case is published online
• All customer are potential testimonial
Sales Forecast in reporting processes
Annual Budget Documents
Actual data collection
Periodical Forecast
Annual Budget
Periodialactual
documents
Forecast documents
Revised Budget (6 months)
Differences
Documents of revised Budget
Processes for closing Year
OtherExamples
Example: a project company
Tipi di progetto Deal medio Occorrenza% occorrenzaData Warehouse 28.000 18 49%Training 10.000 3 8%Analisi 5.000 1 3%Budget 7.000 2 5%Reporting e analysis 5.000 5 14%Scorecard e dashboard 13.000 7 19%Sviluppo 100.000 1 3%
37
Qualified Contacts
Opportunity Identification
Opportunity management
Project Execution
ORDER invoice payment
Customer assistance
Sell new projectsTime / project type
Lead time xxxx
Targeted improvement actions:• On size of deal• Of the number of deals• The time from contact order• Of new products• Cash on total time
A CRM process manages all those activities
activity activity activity activity activity
The lead time can also be established for channel Marketing reporting
activity
Example: collect from sales special opportunities Community site
Example: collect from sales special opportunities
The sales person quickly input opportunity dataPeriodically the list is extracted by Excel an the reporting is prepared
Reporting
Opportunity Management in a Relationship Marketing Framework
Dashboards
Dashboards
Quinck dasboard on Dynamics CRM
New dashboard on tablets