Archives For Process

In the first part of this series, the focus was on People. In Part 2 of the series we shed some light on process; what those people should do and how they should do it. For those of you who know me have an inkling for what is coming next <drumroll please> technology. The guiding principle is simple, technology should always be to support people and process

Customer interaction design or is it customer management?

How can and should organizations map the buying process to the selling process in such a way that both personalizes the customer journey and allows the sales organization to scale? At one end of the spectrum, there is the selling methodology that require specific actions and statuses, and at the other end is your best sales person who want nothing to do with your new sales methodology. What is the balance? The future promises artificial intelligence, but that is going to take some time.

Neither the marketing nor sales organization should be dependent upon specific individuals who like to hoard knowledge. What is needed is for implicit knowledge to become institutional, explicit and procedural, so that everyone has the benefit of the expertise of the few.

You pay good money for the tools your organization uses, so the temptation is always there is to rely on technology, sometimes, a bit too much. Organizations often fall into the trap of trying to manage everything from journey design, marketing resources and campaign design to leads, sales tools, and revenue performance all in one tool. Yes, technology has an important role to play in each of these aspects of the lead to revenue engine, but technology cannot take the place of carefully thought, designed and execution.

It is easier said than done

As hard as we wish it to be true, customers simply do not stay inside the prescribed lines. Customers are making their own choices, designing their own journeys, following their own path. These self-designed paths are particularly complex where customers jump from digital to old school (phone or in-person interactions) channels. Sales executives need technology to support their efforts, but technology cannot do all of the work. All too often marketers underestimate the importance of cross-channel marketing content and message delivery.

During the course of this discussion, we have been staying away from pure technology solutions, but at some point, the rubber needs to hit the road. We need the right technology, people need help to get things done. Any and all modern CRM platforms should allow marketing, sales and sales operations to visualize and choreograph both interactions and touchpoints within the customer decision cycle. The benefit of putting this capability within the CRM system is that key stakeholders within your organization will be able to track an individual customer’s progress through the steps of a journey in order to:

  • Understand and remove customer points of friction
  • Understand and remove operational inefficiencies
  • Provide visual cues to Sales team, showing the steps within the customer journey

Extending CRM with the right capabilities, that aids in design and execution, is extremely beneficial to bring people and process together with technology.  Reducing friction will facilitate customer progression through the decision cycle, which in turn will increase sales velocity in a natural way. The improved satisfaction enables your employees to stay on top of their game. It’s a win-win for everyone.

Working towards continuous improvement

When the topic of tools and technology come up in the context of the lead to revenue discussion, marketing automation vendors are typically the first vendors to enter the discussion. Frankly, marketing automation vendors are working hard to claim a leadership position, but they lack the human element. Optimizing processes is NOT the same thing as automating processes. But there is still work to be done. Giving users a guided path and flexibility to adapt to the customers’ changes is paramount to a successful lead to revenue strategy, driven by CRM.

Successful CRM requires an organization to learn and accept new business processes and supporting technologies, which is never easy. Often the greatest difficulty is changing the culture of users. Use quick wins to gain support for the new CRM system and continuous improvement to keep interest high. Users will not adopt new CRM processes and technologies that do not have a clear benefit for them. Nor will they accept a new CRM that is not properly socialized. End user adoption is always difficult, without proper change management and governance practices put in place. There is nothing more beneficial to users than a visualization of the path to success.

Designing and delivering a system for sustained, systematic improvement for the lead to revenue processes requires a more comprehensive approach than simply measuring the results of marketing spend by the metric of revenue contribution. To truly optimize performance, marketing and sales executives need to optimize the drivers of performance, guide the users down that path and focus on making users and customers alike to be successful!

 

In the first post in this series, we made the case for better alignment between two organizational teams, in other words, we focused on the people. Your feedback suggests that we are onto something here, which should be no surprise. The fun part about alignment is that people actually need to agree (be aligned) on something, right? The smart thing to do is to be aligned around the processes required to make money (too direct?) so that everyone is clear on who is doing what (and where the customer fits as well).

Starting with Vision

(Considering CRM like a Corporate Mission)

Unfortunately, very few organizations spend the required time to define a clear CRM program. When asked, most executives admit that a well-crafted CRM program must start with a vision and a roadmap. Even still, these efforts often stall and much needed organizational synergy does not have a chance to take shape. This is, in part, is about technology. But, it is really more about defining how technology should (or should not) be used. It’s also about data (as it should be), but it is more than data. It is really about data combined with process. One without the other is like lyrics without a melody. A well-considered CRM platform will support the company vision and will play a pivotal role in determining how teams can and should work together toward engaging customers across their lifecycle.

By supporting customers through their end-to-end journey with you will increase satisfaction and long-term loyalty. This requires a focus on process. The common thread is customer experience and the customer’s perception of their own experiences (not what you think they are). In a business-to-business context, the decision cycle is a series of interactions between individuals. Each interaction results in an experience; good and bad. Good customer experiences correlate to customer loyalty. Which, of course, is the goal because loyal customers are more willing to consider another purchase from a company, are less likely to switch to a competitor, and are more likely to recommend.

Designing the Process to Support the Journey

(Thinking through the journey one interaction at a time)

Lead-to-revenue success is dependent upon well designed and executed internal processes that support the customer’s journey. Process optimization is about using technology to define efficient, nearly procedural, processes for everything from resources and campaigns to generate leads, sales methodology, and sales performance. Managing the plethora of interactions and touchpoints with customers who jump from channel-to-channel requires extra attention. Especially hard is when a customer moves from a digital channel to non-digital. This is where the salesperson needs guidance.

The front-end of the journey is the purchase decision cycle. During a business purchase decision cycle, buyers control the steps of their journey far more than the seller. This is a sea-change from times past that companies (sellers) need to carefully consider. Buyers are engaging with sellers through a multitude of digital, social, and mobile touchpoints. This dynamic changes the role of each player within your organization in a fundamental way. It alters what they must do in order to meet the needs of each buyer. To be clear, this is more than just a journey mapping exercise, this is about diving in one or two levels deeper.

Think big, Start small in Designing the Journey within your CRM Platform

When building your CRM program and considering the vision, it is important to balance two forces: 1) top line revenue growth and 2) bottom line efficiency gains. Both are critical, and the common denominators between them is business process; efficiency and effectiveness. Yes, it is possible to spend time on process improvement that will lead to both cost reduction as well as top line revenue growth, but this is hard. The secret is to design processes that mirror the customer journey and their decision cycle. If your team is able to anticipate the needs of the customer and help them along on their journey, then you can save time along the way while increasing sales velocity and reducing costs.

Benefits of Process Alignment:

Strategic (Company Focused)

  • Grow Revenue
  • Increase Market Share
  • Increase Sales Velocity
  • Campaign Optimization

Operational (Departmental Focus)

  • Increase Efficiency
  • Execution Clarity, Lead Quality
  • Decrease Cost per Sale
  • Capacity for more Campaigns

Your job in 2017 is to articulate, communicate, and evangelize the CRM vision – focus on the process, not just the data. Make a list, prioritize that list and consider the rate of change while trying not to do too much in too short a period of time. With respect to process efficiency, introduce change and transformation properly with input from other teams. Finally, keep an eye on your communications, vertically and horizontally (do more than simply manage up), doing your very best to facilitate the change.