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2.1 Opportunity management in a relationship marketing framework 2016 short

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2.1 Opportunity management in a relationship marketing framework 2016 short

  1. 1. Customer Relationship Management Opportunity management in a relationship marketing framework
  2. 2. 5 trends fo CRM in 2016 1. 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. 4. 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.
  3. 3. Opportunity Management Opportunity Management in a Relationship Marketing Framework
  4. 4. 10 Elements of Great Opportunity Management Embedded Coaching Motivational Social and Collaborative Integrated With CRM Mobile & Cloud Smart Qualification Map People and Influence Discover Insights Competitive Strategy Action Oriented
  5. 5. Sales Velocity Improves Sales Performance SALES VELOCITY V DEALS VALUE WIN RATE SALES CYCLE
  6. 6. Dealmaker Increases Your Sales Velocity # Deals $ Value % Win Rate Sales-Cycle Days Assessment Disqualify deals early. More time to work only on qualified deals Maintain focus on Compelling Event, the project, financial condition, & budget to drive velocity Political Map You 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 Map Gain / 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
  7. 7. of reps can access key players 54% Only of reps do not develop a competitive strategy 30% of sales reps are good at uncovering customers problems 61% Are Sales People Doing the Right Things? of reps are good at opportunity qualification 59% Only
  8. 8. 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
  9. 9. Theory Opportunity Management in a Relationship Marketing Framework
  10. 10. Opportunity management Sales Opportunity Management Generating New Accounts Managing Existing Accounts Personal Time Management Sales Versus Profits
  11. 11. 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
  12. 12. Different models Traditional Model Internet Model 100,000 Catalog Drops 10,000 Calls 2,000 Orders 100,000 Website Visits 5,000 Calls 500 E-Orders 1,750 Orders
  13. 13. 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!
  14. 14. Portfolio Model Core Accounts Accounts are very attractive. Invest heavily in selling resources. Drag Accounts Accounts are moderately attractive. Invest enough to maintain current position. Problem Accounts Accounts are very unattractive. Minimal investment of selling resources. Growth Accounts Accounts are potentially attractive. May want to invest in heavily Competitive Position Strong Weak High Low
  15. 15. Number of Sales Calls Response Function Number of Sales Calls Per Quarter $20,00 0 $10,00 0 1 2 3 4 5 6
  16. 16. The Sales Funnel Unqualified Qualified Best few 50% closure probability 75% closure probability 90% closure probability 2113 15 23 22 18 24 20 19 17 16 14 9 12 10 11 8 7 5 6 3 1 2 4
  17. 17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  18. 18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Opportunity Management A four-dimensional process involving: 1. Time management 2. Territory management 3. Records management 4. Stress management
  19. 19. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  20. 20. How Salespeople Spend Their Time 13% 29% 16% 17% 25% Selling Face-to-Face Service Calls Administrative Tasks Waiting and Travel Selling over the phone
  21. 21. Time Management Emergencies Personal Growth Time Wasters Recreation Importance High Low High Low
  22. 22. 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 Priorities 9.Mistaken meaning to situations 10.Disorganization
  23. 23. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Goal-Setting Principles • Reflect on areas where change is desired • Develop written plan—with steps • Modify your environment • Monitor behavior and reward progress
  24. 24. 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.
  25. 25. Prioritized Lists
  26. 26. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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.
  27. 27. 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.
  28. 28. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  29. 29. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  30. 30. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  31. 31. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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
  32. 32. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Stress Management • Develop stress-free work environment • Maintain optimistic outlook • Practice healthy emotional expression • Maintain healthy lifestyle
  33. 33. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 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 lunch 6. Spend 5 minutes listening to a recording of your favorite comedian Table 16.2
  34. 34. 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
  35. 35. 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 most important data Declared due date
  36. 36. 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 €
  37. 37. Technology Opportunity Management in a Relationship Marketing Framework
  38. 38. Get virtually anywhere access to the Microsoft Office tools you know and rely on, plus easy to administer business-class IT services
  39. 39. Video Demo CRM Online Microsoft • https://youtu.be/-L7rcj1LFxs
  40. 40. Email e CRM Integration
  41. 41. 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
  42. 42. 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
  43. 43. Use your contacts in Salesforce
  44. 44. Show Influence lines as well as reporting lines Identify Key Players
  45. 45. Learn how to sell to each buyer. Smart coaching on each contact.
  46. 46. Store LinkedIn address Learn about the buyer
  47. 47. 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
  48. 48. Context sensitive smart deal coaching Quicklinks: Learn how to address each risk Intelligent sales coaching to identify risks in the deal
  49. 49. Rob Dudley, Director of Global Sales Operations The percent of wins when they used coaching was 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
  50. 50. Imrana Ghani, Sales Operations Manager 90% 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%
  51. 51. Video Demo CRM Online Microsoft • https://youtu.be/-L7rcj1LFxs
  52. 52. 10 minuti Opportunity Management in a Relationship Marketing Framework
  53. 53. Example: Opportunity management in action
  54. 54. 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 Virtualevents 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 Accounting Marketing Engines Sales processes LEGENDA
  55. 55. 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 Amministrazione 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
  56. 56. Sales Processes/1 Attività 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 Amministrazione Objective: Generate Opportunties Assigning 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
  57. 57. 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 Amministrazione Objectives: opportunity follow up Active 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
  58. 58. Sales Processes/3 Attività 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 Amministrazione 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
  59. 59. 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 Amministrazione 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 history In the negative case, at least one quotation (1 sentence by a manager) Customers have given positive feedback are contacted to schedule an appointment with interviewer The reference document is drawn up and verified jointly The case is published online • All customer are potential testimonial
  60. 60. Sales Forecast in reporting processes Annual Budget Documents Actual data collection Periodical Forecast Annual Budget Periodial actual documents Forecast documents Revised Budget (6 months) Differences Documents of revised Budget Processes for closing Year
  61. 61. Other Examples
  62. 62. Example: a project company Tipi di progetto Deal medio Occorrenza% occorrenza Data 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 projects Time / 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
  63. 63. Example: collect from sales special opportunities Community site
  64. 64. Example: collect from sales special opportunities The sales person quickly input opportunity data Periodically the list is extracted by Excel an the reporting is prepared
  65. 65. Reporting Opportunity Management in a Relationship Marketing Framework
  66. 66. Dashboards
  67. 67. Dashboards
  68. 68. Quinck dasboard on Dynamics CRM
  69. 69. New dashboard on tablets

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