sales management association webcast research update: crm … · 2019. 7. 3. · sales forecasting...

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SalesManagementAssociationWebcast

13May2015

Research Update: CRM Usage

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About The Sales Management Association

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2

16 – 18 OCTOBER 2017 ATLANTA


Today’s Speakers

3

RonSiahpoosh

Principal

ZSAssociates

[email protected]

Presented by


SalesManagementAssociationWebcast

13May2015

Research Update: CRM Usage

[email protected]

− 5 −© 2014 ZS Associates | CONFIDENTIAL Creating Impact with CRM (ZS+SMA) 05-13-15 v1.0

Contents

§ CRM experiences – where we are today

§ A better way


Respondent Summary

5243

20

Sales Leaders Sales Ops Other

§ ~75% of respondents were from companies with $10M+ revenues*, and ~50% were from $100M+ companies

§ A variety of industries were represented, with the largest categories (5+ respondents) including services, manufacturing, software, healthcare, financial services, and professional services

* - Other than where noted, only responses from $10M+ company executives have been included in the results summary

By Role# of Respondents

There were 115 valid respondents to the survey, including both sales and sales operations leaders


29%

10%

13%

17%

19%

54%

5

6

CRM Platforms% of Respondents*

SalesForce.com

§ SFDC is somewhat over-represented in the survey compared to its market share– There weren’t any significant differences in the CRM platform based on company size

SAP

Microsoft Dynamics

Siebel

Oracle

Other

* - 2015 SMA – ZS CRM Survey;

Respondents reported that their organizations used a variety of CRM platforms, with SFDC being used by the majority


32%

36%

38%

38%

45%

52%

55%

57%

59%

62%

63%

67%

70%

78%

81%

5

6

7

8

9

10

11

Opportunity ManagementCustomer Info Look-up

Performance ManagementCustomer Targeting

Meeting Info TrackingAccount Assignments

Sales ForecastingCall / Meeting Planning

Account PlanningCampaign Management

Internal CoordinationCustomer Communication

Collateral & Proposals

Incentive Comp. Management

Moderate to HighHigh to Extremely High

14%

13%

7%

13%

13%

27%

19%

18%

35%

28%

26%

21%

29%

39%

42%

18%

23%

31%

25%

32%

25%

35%

39%

24%

34%

37%

46%

41%

39%

39%

5

6

7

8

9

10

11

Partner Management


Value Received From CRM% of Respondents*

Respondents reported getting value from a range of CRM usages, but there is significant opportunity to improve


High & Extremely High Value Received From CRM% of Respondents*

Opportunity ManagementCustomer Info Look-up

Sales ForecastingPerformance Management

Account AssignmentsCampaign Management

Meeting Info TrackingCustomer Info Look-up

Account PlanningCall/Meeting Planning

Incentive Comp. ManagementInternal Communications

Customer Communication

Collateral & ProposalsPartner Management


7%

13%

13%

13%

14%

18%

19%

21%

26%

27%

28%

29%

35%

39%

42%

5

6

7

8

9

10

11

All Companies

8%

15%

8%

13%

19%

17%

20%

20%

32%

31%

29%

44%

40%

36%

44%

5

6

7

8

9

10

11

Companies Exceeding Revenue Goals+2 PP-2

+1+4

-1+1-1

--5

+1+2

+5+15

+6

+5

A much higher proportion of ‘exceeding objectives’ companies get high value from CRM in performance management


Insightfulness of Dashboards and Reports% of Respondents*


12%8%

12%

39%

17%

8%5%

1: Very low value

2 3 4: Moderate value

5 6 7: Very high value

§ There were no significant differences in responses based on company profile and objective attainment

For the most part, respondents reported getting moderate insight from CRM dashboards and reports


14%

21%

37%

14%9%

1% 3%

1: Not Nearly Enough Time

2 3 4: About the Right Amount of

Time

5 6 7: Far too much Time

Amount of Time Your Salespeople Spend on CRM% of Respondents*

§ More than 70% of respondents report that salespeople in their organizations are spending less than the right amount of time on CRM

Not surprisingly, the majority or respondents reported that their salespeople are not spending enough time on CRM


Existing Customers

§ Sales results

§ Current customer profiles

§ Current customer characteristics

Prospective Customers

§ Prospective customer profiles

§ Prospective customer characteristics

Selling Activities & Opportunities

§ Opportunities and leads

§ Sales activities

§ Marketing activities

Customer Information Types

With data accuracy a potential barrier to increased sales force CRM adoption, we looked at 3 key types of customer information


10%

14%

15%

19%

24%

25%

40%

42%

5

6

7

8Sales Results

Prospective CustomersExisting Customers Activities & Opportunities

Current Customer Profiles

Current Customer Characteristics

Opportunities and Leads

Prospective Customer Profiles

Sales Activities

Marketing Activities

Prospective Customer Characteristics

There are substantial improvement opportunities even with data relating to existing customers

While companies track opportunities and leads, few perceive this data to be highly accurate

Organizations that can provide their people with high quality prospect data can drive competitive advantage

Accuracy of CRM Data% of Respondents*


Few respondents rated the accuracy of their CRM data as high or very high


6%

12%

14%

24%

13%

18%

42%

45%

5

6

7

8

14%

14%

17%

14%

38%

31%

34%

42%

5

6

7

8

Accuracy of CRM Data% of Respondents*

Sales Results

Current Customer Profiles

Current Customer Characteristics

Opportunities and Leads

Prospective Customer Profiles

Sales Activities

Marketing Activities

Prospective Customer Characteristics


Sales Ops Sales Leaders

Prospective CustomersExisting Customers Activities & Opportunities

-3 PP

-8

+25

-11

+3

+2

+8

+17

Perspectives of data accuracy were different by role, but there was agreement that the overall accuracy is not high


*Source: 2013 Merkle study of 352 Senior Executive in $B companies

60%+ of CRM implementations fail*

Disappointment isn’t atypical – there is significant wasted investment in CRM


CRMCRM

Here’s the problem: when thinking of CRM, most think first of a tool, not the customer


Contents

§ CRM experiences – where we are today

§ A better way


“We like you better than your

competitors”

“You understand us better than your

competitors”

“You address our needs better than

your competitors”

Outcomes Successful CRM creates strong customer relationship


39%

54%

62%

74%

74%5Supporting Processes

Data Quality

Dashboards and Reports

User Adoption

Ad-hoc Analytics

§ For the large majority, immediate improvement areas are better tying CRM to internal processes, and improving data quality

§ These will have a big impact on user adoption, which has also been listed as a high priority on its own by more than half of respondents

§ Dashboards, reports and analytics are also important priorities, although they should typically be addressed after process and data accuracy

Improvement Priorities% of Respondents*


For many organizations, ‘support of processes’ and ‘data quality’ are the top CRM improvement opportunities (1:2)



39%

54%

62%

74%


Data Quality


User Adoption

Ad-hoc Analytics

77%

75%

60%

54%

41%

85%

80%

73%

62%

42%


$10M+ Companies $100M+ Companies $1B+ Companies

Improvement priorities become even more pronounced for larger companies



39%

54%

62%

74%


Data Quality


User Adoption

Ad-hoc Analytics

74%

74%

57%

53%

37%

75%

75%

72%

56%

42%

* - 2015 SMA – ZS CRM Survey;c

$10M+ Companies ‘Not Exceed Objectives’ Companies

‘Exceed Objectives’Companies

‘Exceed objectives’ companies put a much higher priority on dashboards and reports than those not exceeding goals


SEE DO KNOW

CRM Vision and RoadmapClear view of how we will create stronger and more differentiated customer relationships

Customer Data Quality and AnalyticsRigorous data management and analytics processes to ensure deep customer insight

Customer Engagement ProcessWell-defined process, better enabled by CRM, for how we will optimize our customer engagements

…the right things

CRM impact requires that you…


Your Questions

23

RonSiahpoosh

Principal

ZSAssociates

[email protected]


Are there some industries that are more advanced in driving effective CRM?

24


Do you have insight if companies are seeing a productivity improvement with their sales teams as a result of using CRM? Does it help them focus on "spending more time selling?"

25


You spent a lot of time (understandably) talking about data quality and less on analytics but last slide put them together (which I agree with). What sort of analytics are you seeing as most impactful and which are most in need of improvement? 26


Can you comment on the usage of CRM across an enterprise - integrated touch points with legal, marketing, sales for example. Are companies more effective who integrate cross-functional solutions? 27


Other than data quality, what are the top obstacles or objections that sales reps voice regarding CRM?

28


Thank You

ThankYou

sales management association webcast research update: crm … · 2019. 7. 3. · sales forecasting...

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