Why CRM Fails and What To Do About It. Copyright 2015 The Sales Management Association. All rights reserved.

Transcription

1 Why CRM Fails and What To Do About It Copyright 2015 The Sales Management Association. All rights reserved.

2 SPEAKER Tom Disantis Chief Operating Officer Vantage Point Performance LinkedIn: slsm.gt/disantis PAGE 2 Copyright 2015 The Sales Management Association. All rights reserved.

3 For Your Consideration Thanks again for joining Vantage Point s presentation at SMA s Sales Productivity Conference. As a follow up, we wanted to provide you some helpful links to our website. Learn more about how we solve the critical challenges facing sales organizations: Transforming sales management and getting more from training investments Enhancing the effectiveness of sales pipeline coaching and management Improving sales forecasting accuracy Stay current on the latest in sales management trends and research Also, keep up to date on Vantage Point in the news Order Cracking the Sales Management Code Thanks again, and please feel free to contact us with any additional questions 3

4 Agenda Why CRM? Common Failure Points for CRM How to Address Aligning Activities with Results One More Step Ensuring Execution Conclusions 4

5 Why CRM? Enable managers to coach more effectively Help sellers close more business Observe & evaluate sales force effort Manage structured information 5

6 Agenda Outcomes for Today Common Failure Points for CRM How to Address Aligning Activities with Results One More Step Ensuring Execution Conclusions 6

7 Reason #1 The Great Divide Our view Improved forecasting accuracy Better reporting Greater pipeline transparency Enhanced decision making The view from the field 7

8 Reason #2 The Golden Age of Reporting 8

9 Foundational v. Exceptional Inspection Focuses on gathering factual information Backward focused examines what has already occurred Assesses seller compliance with agreed-upon expectations (e.g., activity standards) Low value for seller, necessary for manager/coach Coaching Focuses on gathering seller s perspective Forward focused explores what to do in the future Assesses seller s approach to upcoming sales activities (e.g., sales calls) High value for seller and manager, time-intensive for manager/coach 9

10 Avoiding a Dangerous Path CRM roll out begins System insufficiently tied to day-to-day activities Data is pastv. futureoriented Reporting capabilities overwhelm reps and managers CRM fails to achieve impact CRM not actionable CRM is used to inspect Reps and managers lack focus 10

11 A Brief Introduction Vantage Point s Four Pillars Focus on Sales Management Advancement through Research Sales Methodology Neutral We Simplify to Achieve Results I don t have less to do now, but I m no longer rushed to do it. I now have time to do what I am supposed to do. Sales Manager, Medical Equipment Manufacturer 11

12 Agenda Outcomes for Today Common Failure Points for CRM How to Address Aligning Activities with Results One More Step Supporting Manager Coaching Conclusions 12

13 Three Types of Metrics Organizational outcomes that cannot be managed whatsoever Intermediate objectives that can be influenced, but not directly controlled Sales Rep and Manager activities that can be proactively managed 13

14 Identify the Activities that Yield Results Identify the results you want to achieve Select and quantify the best objectives that will lead to those results Link the objectives to relevant activities, and manage them relentlessly. 14

15 Simplicity Isn t Simple Which result is most important? Which products do we focus on? Customer retention or new customer acquisition? How will this affect sales cycles? Do we have these capabilities? How many activities? What s the right level? What does good look like? Is someone doing this already? 15

16 Agenda Outcomes for Today Common Failure Points for CRM How to Address Aligning Activities with Results One More Step Ensuring Execution Conclusions 16

17 Management Rhythm Establish a Deliberate Conversation with an Agenda, Inputs, and Outputs 17

18 Agenda Outcomes for Today Common Failure Points for CRM How to Address Aligning Activities with Results One More Step Ensuring Execution Conclusions 18

19 A Practical Model for CRM Adoption 19

20 Taking the Right Approach CRM roll out begins System insufficiently tied to day-to-day activities Data is pastv. futureoriented Reporting capabilities overwhelm reps and managers CRM fails to achieve impact CRM helps focus on high impact activities Managers use CRM to Coach Simplify reporting CRM roll out begins Embedded with day-to-day activities Focused proactively on future activities and decisions Reporting focuses on the few (versus the many) CRM achieves promised impact 20

21 Thank You! Copyright 2015 The Sales Management Association. All rights reserved.

22 QUESTIONS Please remember to speak into the microphone - we're recording! Tom Disantis Chief Operating Officer Vantage Point Performance tdisantis@vantagepointperformance.com LinkedIn: slsm.gt/disantis PAGE 22 Copyright 2015 The Sales Management Association. All rights reserved.