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Part 1: Why do CRMs fail to deliver to the original objectives

Posted by Tony Hall on 3 July 2018
Part 1: Why do CRMs fail to deliver to the original objectives

Over the past few months we have spoken with twenty B2B companies that have a CRM in place (from 2 months to 8 years) to investigate how their CRM system is performing.

We conducted a series of 1-on-1 interviews to gain a deep understanding of the following five CRM topics:

1. The reasons they implemented their CRM
2. Their original objectives and expected outcomes
3. The process they used to implement the CRM
4. The level of buy-in and adoption of the sales team and senior management
5. The value the CRM is delivering to the sales team and senior management and how that compared to their original objectives

Over the next few weeks, we will share with you what we uncovered, we will start by sharing with you the first two topics.

1.  The most frequently mentioned reasons companies implemented their CRM in the first place included:

  • To capture customer data in the one location to improve insight and one source of truth for sales
  • To drive revenue through connections and coverage across key market segments
  • To improve the quality of opportunity management to win more deals
  • To better manage the pipeline to achieve more accurate forecasting
  • To monitor and influence what the sales teams are doing, track activity to improve performance
  • For contract communication and approval processes
  • To automate sales reporting
  • To stay on top of accounts, contacts, opportunities and requests for tenders

 

2.  The original objectives and expected outcomes included:

  • To improve win rates by employing more effective opportunity management and collaborative sales strategies
  • For the sale people to deliver on their cadence (rhythm) of customer contact to achieve sales potential
  • To improve coverage across key segments, identify and capture who's in the market, drive consistent coverage to achieve growth targets
  • To assist the business to more effectively prioritise activities that will drive revenue
  • To significantly increase the level of insight at account and contact levels
  • To improve forecasting accuracy
  • To save time and improve the accuracy of sales reporting
  • To integrate, then analyse data and measure against KPI's (success rates, sector performance, client relationships, competitor win rates, ROI achieved)
  • To assist the sales managers to be more effective drivers of growth

 

Look out for the next blog in the series which will focus on how these companies implemented their CRM's.

If you would like some advice on how to get more out of your CRM, please drop me a line tony.hall@beyond19.com.au

Author: Tony Hall
About: Tony spent the first 15 years of his career in the retail industry in sales, product management, product sourcing & buying, advertising and general management. The past 20 years he has been in sales & marketing, specialising in sales and sales management behaviours. He has worked with sector leading companies within automotive, banking & finance, capital equipment, construction, retail, insurance, manufacturing, media, professional services and IT industries. As a sales and sales management behavioural expert, Tony has assisted clients to achieve incremental growth, increase market share and profitability through proactive customer engagement and robust go-to-market strategies. He has a strong track record of delivering measurable results for his clients.
Connect via: LinkedIn
Tags: CRM High Performance Sales Sales Behaviours Initiatives Sales Framework Sales Growth Cadence Mindset Sales Leadership

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Part 1: Why do CRMs fail to deliver to the original objectives

Posted by Tony Hall on 3 July 2018
Part 1: Why do CRMs fail to deliver to the original objectives
Over the past few months we have spoken with twenty B2B companies that have a CRM in place (fr...
Posted in: CRM High Performance Sales Sales Behaviours Initiatives Sales Framework Sales Growth Cadence Mindset Sales Leadership   0 Comments
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