Insights

7 forudsætninger, der sikrer et stærkt superbruger-setup

Kæmper I også med, at superbrugere har svært ved at sikre en stærk forankring af de nye systemer? Hvis ja, så er I ikke de eneste. Rigtig mange virksomheder lægger ansvaret for forankring over på de udnævnte superbrugere, men overser en række forudsætninger, der skal være på plads, før superbrugeren får de bedste betingelser for succes.

Her kommer vores 7 bud på, hvad I som organisation skal være opmærksomme på - Click here

70% of Salesforce projects do not reach the expected benefits – due to user-resistance

Heard at Dreamforce conference 2018: 70% of Salesforce projects do not reach the expected benefits which is primary due to user-resistance. This properly sounds crazy, but according to Salesforce there is a natural explanation: Salesforce implementations are often driven as IT projects and not as a business development initiative, which means there is a heavy focus on the technical aspects and less on anchoring new behavior. To read the Salesforce 10 suggested steps to successful implementation and anchoring - click here

CRM forankring på 6 måneder

Investeringerne i CRM ender alt for ofte i, at organisationen ikke får det fulde udnytte af deres investering. Der bliver brugt mange kræfter på scoping, blueprint, procesbeskrivelser, implementering mv. - og desværre ikke altid så mange kræfter på adoption efter GO-LIVE. Forandringsledelse er væsentlig for forankring af CRM helt derude hvor brugerne har deres hverdag.

Læs hele Leaseplan casen -  click here

Commercial Excellence - what is it?

More and more companies look to Commercial Excellence to gain organic growth. And it makes perfect sense. Studies show that a given company can achieve up to 30% gross margin growth if they work structured with the sales and marketing functions AND focus their energy on the customers. My own experiences heading both Sales Excellence departments and Sales departments say this is absolutely true. To get our perspective on Commercial Excellence.  click here

Pipeline Management is hard work - but also extremely rewarding

Most companies run pipeline management - though it is done in a number of different ways. We have implemented pipeline management more than once and we always found that we end up focusing on 5 elements. To read our perspectives on what you should focus on - click here


Hvad har proceskortlægning med change management at gøre?

Vi afholder flere og flere workshops med fokus på at optegne processer. Det kan være dokumentation af nye arbejdsgange eller i forbindelse med IT-projekter, hvor vi arbejder med as-is og to-be. Klik her

 

Pipeline Management is hard work - but also extremely rewarding

Most companies run pipeline management - though it is done in a number of different ways. The first time I came across pipeline management was in the mid 90’s. We had a US based vendor who insisted that we kept them informed on a weekly basis of number of leads generated though various marketing activities, number of inbound and outbound calls, number of quotes, sales numbers, type of products sold ect.

Why did they need all this information when revenue went up year by year?

I remember being slightly irritated. Why did they need all this information when revenue went up year by year? Didn’t they trust our business decisions? After months of tracking I realized that within our team we had different perspective on the activity level and also on results. Our outlook depended on who picked up the phone, fax or received emails from customers. The tracking helped us understand what activities we should do more or less of. Without realising it we had a sales funnel with conversion rates and insights to where in the sales process we as a team and as individuals where strong and weak. It was fantastic!

Today I still meet companies who are struggling with pipeline management and I still met Account Managers who believe that customer information and future sales should be stored locally in an Excel sheet on his or her hard drive. I also meet companies who realize that they need an accurate pipeline in order to steer the business. I have implemented pipeline management more than once and I always found that I end up focusing on the 5 elements below:

  1. A shared system accessible by all employees who are client facing. Most companies use a CRM system such as SalesForce.com, Microsoft Dynamicsor SAP CRM

  2. A code of conduct explaining in detail how we expect each functions to use and store customer data

  3. Bi-weekly pipeline meetings between sales rep and manager, manager and director etc. The meeting focuses on past weeks activities, future sales opportunities and what supports is needed to be successful

  4. Leadership demand for accurate data available in one shared system and at all times accessible

  5. Persistence, persistence and more persistence. The above only works if we live and breathe pipeline data from one data source. We have to drive data quality up and build a data foundation that we can rely on

Driving an accurate sales pipeline is hard work but also extremely rewarding.  The upside is that we reduce internal communications. With an accurate pipeline we can estimate sales for the coming period. We know which stage each sales opportunity has reach, we know who owns the account and who the supporting team is. We understand where in the sales process we have challenges and where we are strong. We have the best foundation for budgeting future sales. We can plan activities and corrective actions before it is too late.

Just imagine the amount of time saved collecting this information!  

Just imagine the freedom we are given when customer data is available and transparent!

 

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