Tag Archives: CRMNow

CRM On Demand to Oracle Sales Cloud – Migration Made Easy

Migration from CRM On Demand to Oracle Sales Cloud is easy with  Oracle’s Migration Utility. All objects, fields, reports, data, users, and company parameters such as product catalogues and sales methodology are migrated to Oracle Sales Cloud using the Migration Utility.

Both standard and custom objects and fields are migrated to Oracle Sales Cloud. Even CRM On Demand standard fields that are not included in Oracle Sales Cloud are migrated and custom fields are created to ensure no loss of functionality or data. Custom fields and objects are recreated with the correct field types. A post migration check is conducted to review what has been migrated successfully.

CRM On Demand reports can also be migrated to Oracle Sales Cloud. Or take advantage of Oracle Business Intelligence Enterprise Edition (OBIEE) to create new reports. OBIEE functionality includes: interactive dashboards, ad hoc analysis and interactive reporting, mobile analytics, and the ability to schedule and deliver reports to end users.

If you would like to discuss this please Contact CRMNow to discuss this in more detail.

Oracle Sales Cloud – Extensible fields in Reports

When you include custom (extensible) fields in your reports, you might find that no results are returned. In fact, reports including custom fields might have worked perfectly well when you built them and no longer return any data.
To include custom fields in your reports you need to include a Fact to ensure there is a join between the out of the box data table and the custom data table.
For example, when creating a Customer report using Sales – CRM Customer Overview and need to include custom fields, include the # of Sales Accounts fact. Your report will now return all data expected.

Are you using “Glance, Scan, Commit”

Recently read a very interesting article on Forbes on why Oracle invested so much time and money on “Glance, Scan, Commit”. Its a very interesting read and I must say they are ahead of the game. You will see from the latest press announcements that some of Oracle’s competitors in CRM are only now announcing that they are looking to change their UI but Oracle has had this UI for at least four releases now. I must say that from Release to Release I love this UI more and more. Suggest you read the strategy and details behind this here 

RightNow – CRMNow Broadens its Product Offering

CRMNow agrees that customer experience is key, now more than ever, in generating new and ongoing business relationships. As a Gold Partner of Oracle and always looking to broaden our product range, CRMNow is proud to announce that we will be adding Oracle RightNow Cloud Services to our product portfolio.

The inclusion of RightNow will see the CRMNow product offering with Oracle covering sales, marketing, social and now service. We are excited to further strengthen our customer offering in 2013.

Oracle RightNow Cloud Services

Oracle RightNow Cloud Services combines Web, Social and Contact Center experiences for a unified, cross-channel service solution in the Cloud, enabling organizations to increase sales and adoption, build trust and strengthen relationships, and reduce costs and effort.

RightNow from Oracle Corporation

Building Relationships Using Mobile

Contact Us

Mobile marketing is a common strategy in today’s business world as it is an effective way to touch on the vast number of mobile users. One of the beauties of pin-pointing mobile users is that they have access around the clock.

It’s not unusual for marketers to force feed product news and updates to consumers in order to get them to buy. I think they’re missing the point though. Customer experience allows you to build relationships with consumers and, as we know, this allows us to better sell to our market.

I found a great article from Mobile Advertising Hub titled “Mobile Marketing: One-Night Stand or Long-Term Relationship?” which talks to the above point:

As is so often the case, in a new and fast-growing market, there are many advertisers who are taking a short-term, fly-by-night approach to mobile marketing. Specifically, too many companies are focusing on the simplest, superficial interactions with customers. They’re trying to get customers to click a link or watch an ad on their mobile devices. And if a customer doesn’t want to “buy now” they simply don’t count. These companies are taking a “one-night stand” approach to getting a short, superficial interaction with customers, instead of building a “long-term relationship” based on committed, higher-value interactions over time.

The article suggests that marketers are better off taking time to understand the buyer’s journey and use mobile marketing techniques at every stage. Ensure that the use of mobile can be used throughout the entire process. The article provides answers to the following:

  • How can you use mobile marketing to encourage trial?
  • What will customers purchase on their mobile and when?
  • How can you get your customers to opt-in to a longer relationship in social media?
  • Can you use mobile to improve the post-purchase experience?
  • Can you be more targeted in your approach?

Engaging with customers has also become easier with the development of apps. Facebook, Twitter, LinkedIn, Viber, Whatsapp etc are all free apps that allow organisations to communicate with customers the way they want to be engaged with.

For more information on social engagement using mobile, Click Here.

Being Social & Mobile

I’m amazed at the number of businesspeople commuting to and from work during the week that are entrenched in their mobile devices, and for the record, i’m no different.

What Most people seem to enjoy though, is having access to their social networks on the run. I have access to both my personal and work Facebook, Twitter and LinkedIn accounts wherever I am on my smartphone and iPad.

I believe that social media organisations have done a stellar job of creating these apps that provide the exact functionality and access you can get from your desktop. I often speak to people who only use their smartphones to access their social accounts.

A fantastic report I often reference from ExactTarget is the “Digital Down Under Report #15” which states that 27% of Australians check Facebook as the last thing they do online in a typical day. A quote also states:

“At night I am a lot more active on the internet, as I can use it of my own free will (unlike at work). I spend time researching, shopping, socialising, etc.” – Tali, age 26

If you haven’t downloaded social apps on your iPhone, Blackberry or Android, go ahead and do so, because you can stay connected with your peers, family, customers and prospects around the clock.

Chapter 6.3 What is Next?

What is next depends on you. If you put in the effort and focus you will become a better salesperson. A good professional salesperson is always employable. You need to be flexible, adaptable and open to change; I have sold six different types of products and solutions in my thirty one years of selling even though I have always remained in the High Tech sector. A good professional salesperson can either stay employed in sales for his entire career or can take his career into related areas. I chose the path of Sales / Sales Manager / Sales Director / Regional VP / Business Owner. You can envisage your own path, the only certainty is that your sales knowledge will be useful whatever choices you make because at their core they make you a better communicator and more realistic; truly transferable skills.

I wish all my readers the best.

Good luck with your career and let me know how it goes by dropping me an email at Clive.Smith@crmnow.asia.

My personal agenda is that I will follow up this book with books on:-

  • Sales Management
  • CRM
  • Personal Productivity

If you get value from this book, look for my next one due end of Q1 2011.

Good Selling!!!

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Chapter 6.2 Body of Knowledge – Resources

The first resource you should look at is your company. It is in the company’s interest to develop your productivity as fast as possible and sales training has to be a part of that. As a minimum you should expect one training course that gives you professional development once a year. A new sales professional should expect an induction and introduction to selling course. A more experienced professional should expect an advanced course (SPIN, Needs Based or Solution Selling, Major Account Development) again at least once a year.

Another easily available resource is your local bookshop or library. The topics of interest are to be found in Self Help, Motivational, and Business as well as Sales Training. I have often found that books are not good value in terms of ideas per book. This is particularly true of business books which tend to pad out a few ideas with hundred of pages of examples or stories or quotations that illustrate the idea in action. I sincerely hope you feel that this eBook is good value in terms of ideas per page!

Nowadays the best resource available to anybody is the Internet. If you enter as a Google search term any of the chapter or section titles you will get thousands of hits. One of the reasons I structured this book this way is that you can get specific help reasonably easily, but I have never seen a book that provides a framework for future research. What I hope this eBook does is give you an end to end understanding of what it takes to Develop Yourself As a Sales Professional. You can deep dive on topics as you need, or as you become interested.

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Chapter 6.1 For You – Effectiveness – The Basics

For You – Effectiveness

There is one area that is of key importance to a salesperson that I have not addressed in this eBook and that is self organization and personal productivity.

I cannot stress enough that all the professional skills in the world will fail if you cannot execute at the level of turning up on time, being prepared, having done your assignment (prepare proposal / presentation).

If this eBook is well received I will write a companion book with the working title of “Effectiveness for Salespeople”. In the mean time – look through the Self Help shelves of your local bookshop.

The basics are simple:

Have a Purpose

Have a reason that you are doing this. For most people this starts out as a survival issue, I need a job to pay the rent and support myself, but in the long run you need to get higher up the Maslow’s Hierarchy of Needs.

Once most people have risen above the survival layer, the most powerful motivators are becoming first competent and then good at their chosen career path. Wherever you are today, you need to realize that unless you can get to a point where your progress as a sales professional raises your self esteem within some twelve months of starting out as a salesperson, you should review whether you are doing something that you should spend the rest of your working career doing. For most people the next level of motivation is to have control over their work, rather than being controlled by their work. The assembly line worker is a slave to the line. He has to perform the task he is assigned as often as the line requires for as long as he is on the line. The salesman, once he has achieved a level of competence is far more independent. He should be out of the office frequently (I have never managed to persuade 8-10 customers per week to come to my office; you have to go to his.) Further a salesperson is fundamentally judged on what he delivers, not his activity. If you are 120% of annual quota and it is a nice day, go play golf. As a sales manager I never objected.

Have a Plan

Set yourself clear, quantifiable objectives and give yourself a deadline. It may initially be “make a minimum of eight face to face every week in February” or later it may be “save a million dollars from saving and investment over the next five years”. I do not mean “get better, some time soon”. String several objectives together that are clear, quantifiable and timebound and you have a plan. Write the plan down. Read it every week (or day). There was a long term study of Harvard Business School Graduates that tried to identify success drivers. The only thing that correlated with life success was that the successful graduates had a written plan. Keeping your commitments to yourself also builds confidence and self esteem, themselves contributors to your success.

Have a Lifestyle that allows you to be Productive

I am sorry if this advice is new information to you, but being a sales professional is too competitive and too challenging for you to spend all night on sex, and drugs, and rock and roll. The young and the strong may be able to fit one or two days of this at the weekend, but I have rarely seen a great salesman who did not consistently put in 9 hours a day, and nine hours that overlapped with the 9 To 5 hours that executives work. The high impact work that a salesperson does, meetings and presentations, are done face to face and you have to look healthy and full of energy.

Plan Your Time on a Weekly Basis

Depending on your role & responsibilities (new business, major account management) and the size of your territory the time allocation may vary, but you can assume that you need:-

  • Business Development time – 20%
  • Opportunity Management Time – 40% (meetings / proposal and correspondence)
  • Administration & Review Time with Manager – 20%
  • Reactive Time – “Events” will happen you need time allocated to deal with them

So which day (or which two half days) will you set aside to do your telephone calls; when are you going to write that proposal; when will you do the 8-10 calls a week with customers?

If you do not plan your week it will just pass and none of your objectives will be achieved.

Set Yourself Performance Targets

Service Level Agreements – make sure you set yourself standards to live up to. All emails read within 24 hours. All phone calls returned within two hours. Work them out for yourself and ask your customers if your responsiveness is good / average / bad compared to your competitors and adjust to the feedback you receive. I personally find it unacceptable to go home Friday with a major piece of work not done. I would much rather work until 10:00pm on Wednesday or Thursday than go home on Friday with work hanging over me. (I have a poor track record of working at the weekend). Get to know your work patterns (like you cannot work at the weekends and can work late week days) and adjust your workplan accordingly.

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Chapter 5.7 Account Development – Repeat Business – Customers

You may have heard of the Boston Box. The Boston Group of Management Consultants created a grid with four boxes where the two axes are Products and Customers as below:

Customers

They make the point that it is low risk / high rate of success to sell Existing Products to Existing Customers; and that it is high risk / low rate of success to sell New Products to New Customers. For this they probably got paid a lot of money, and people think salespeople are tricky!

From my personal experience, I can tell you that most of the very large deals that I have sold were Account Development deals, selling Repeat business ie selling existing products to existing customers. Why?

Whether the first sale into a major account is consciously defined as a trial or not; it very often serves as a trial of both the product and the company as a vendor. Most products have a wider opportunity for use than the initial sale. There will be direct competitor products being used, or alternative solutions that have overlapping utilization. The best example of this is any enterprise infrastructure such as computer software, I will use database as an example. Unless the numbers have changed since I was involved in the database market, a major customer account would have on average seven databases deployed within the enterprise. After your initial sale you should look at how much market share you can take of the total account market. You can be sure that as soon as you win the first deal, your competitors will be focused on winning back the market share they have lost to you.

From the customers perspective as soon as you have sold to them they begin to learn about your product as a solution and your company as a vendor. At some point the customer will look at consolidation and standardization on as few products and vendors as possible. If we consider the questions that a customer asks himself after a sale and implementation:

“Does it do the job?” – after a few months he knows exactly what the capabilities of your product are.

“Are they a good company to do business with?” – no more pre-sales dating; they are aware of what it is like to be married to your company, they understand your service ethic and capabilities.

“Does this make economic sense in the long term?” – New question – it is in this area that the customer will find the motivation to standardize. As long as at least one product has the capability and one vendor provides acceptable service (and both attributes of their experience of your company appear to scale to enterprise use) in time the customer will start thinking about the costs involved in having more than one vendor for similar capabilities. The costs that are not always apparent to vendors are in the area of maintaining more than one skill set and in the operational costs related to complexity. Further you can encourage this “economic” thinking by indicating that discounts are related to volume of purchase.

You have to look at the competitor installed base as your best opportunity for new business (albeit in an existing account) and give the opportunity the attention it deserves. Call on executives in the divisions that use your competitor products; spread the news (if it is good) about the success of your products deployment within the company; uncover the costs of having diverse solutions, take senior executives to lunch; make a “straw man” proposal to show the benefits of standardized infrastructure. The truth is that most companies sell once and then the salesman moves on and the only “relationship” the customer has is with the customer hotline.

I have worked with tools that help you quantify the “market size” and “market share” within an overall Account Planning process, but I do not intend to share those in this book for two reasons, these tools more properly belong to a Major Account Process that is company driven rather than salesperson driven, and really a lot of this is common sense application of the same techniques in the business development and opportunity management stages above. The beating the competitor tools are of particular use in account development.

The motivation will be that the size of the deals and their hit rate (probability that you will close them) are significantly better than in new business deals. In one of the companies I worked for the average new business deal was approximately US$100k and the hit rate across all the salepeople’s new business opportunity funnel was between 3:1 and 4:1.

The account development deals in the same company averaged US$2 million for enterprise deployment and the hit rate was consistently between 2:1 and 1:1.

So from a salesperson’s perspective you had twice as much chance of getting a twenty times larger deal; a compelling reason to look after your accounts, yes?

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