销售管理模式 CRMSales Force Automation SFA and CRM Vendor Management Models.ppt

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1、Sales Force Automation:SFA and CRM Vendor Management Models,Pharmaceutical Sales Benchmark Class,PfizerMerckGlaxoSmithKlineNovartisAventisEli LillyAstraZenecaBristol-Myers SquibbPharmaciaJ&J,Sales force automation insights are drawn from benchmarking studies and field research conducted inside&outsi

2、de the pharma sector among mirrored sales organizations.Findings are arranged to give an overview of SFA/CRM management.Key focus areas are Aligning SFA/CRM&CRM with Business Process&Activities,Prioritizing&Focusing IT projects and SFA/CRM Vendor Management.Best Practices,LLCs studies and field rese

3、arch involved the following companies:,CompaqHewlett PackardSearsValicTIAA-CREF3MAramarkPrudential,Sales Force Automation Management:SFA/CRM/CRM Vendor Management Models,An Overview of SFA/CRM/CRM System and Management Options,4,Benchmark research reveals different approaches to the Sales Force Auto

4、mation(SFA/CRM CRM)solution and system management.These models reflect different views of vendor management and of the competencies critical to sales force success.,OPTION#2,OPTION#3,OPTION#1,SFA/CRM/CRM SOFTWARE SOLUTION,SFA/CRM/CRM SYSTEM MANAGER,Other Vendor,Other Vendor,Manage In-house,Dendrite

5、as System Vendorand Manager,5,OPTION#1,SFA/CRM SYSTEM VENDOR,SFA/CRM SYSTEM MANAGER,Option 1 embraces Dendrite as a strategic partner and allows them to provide the SFA/CRM solution and manage all or key dimensions of the SFA/CRM data system after sale.,Dendrite as System Vendor,Another Vendor as Ma

6、nager,6,Option 2 uses the Dendrite SFA/CRM software solution but turns to other vendors for after-sale system management.SKB has migrated to this approach after starting with Option 1.SKB felt is could achieve greater value and service by employing another third party system management vendor.,Anoth

7、er Vendor as System Vendor In-house Management,7,SFA/CRM SYSTEM VENDOR,SFA/CRM SYSTEM MANAGER,PROSCost savingsLeverage own knowledgeOwn rights to change codeExact customizationQuick adaptation,CONSLack of coordination&compatibility Training time Requires programming expertise in-houseRequires SFA/CR

8、M maintenance expertise in house,Company that uses this approach.,GlaxoSmithKline,Option 3 turns to a non-Dendrite solution,offering greater flexibility to bring the SFA/CRM solution in-house,have rights to change code and customize the SFA/CRM system to meet internal needs.GlaxoSmithKline has pursu

9、ed this path.,Focusing Your Competitive Advantage,8,Benchmark research reveals that no option seems inherently superior.Companies expressed different business rationale for pursuing their approaches.Pfizer and GlaxoSmithKline both express satiSFA/CRMction with their models.They reach different concl

10、usions regarding what is a competitive advantage for their particular sales systems.,StrategicIn-House,Glaxo prefers in-house management so it can manage market changes&maintain internal expertiseGlaxo tries not to outsource capabilities that affect its core business drivers,Vs.,No Clear Winner,9,Be

11、nchmark research reveals each option requires fundamental I.T.management skills to ensure the SFA/CRM solution,I.T,and the vendors are all aligned with the needs of the sales organization.Without such skill and business-IT alignment,each approach will likely sub-optimize results.,SUPERIOR APPROACH,S

12、ales Force Automation Management:Aligning SFA/CRM with Business Needs&Operations,Assessing Business Needs,11,One of the most common,yet most costly SFA/CRM mistakes is an inadequate needs assessment prior to SFA/CRM design and implementation.However,top companies often go beyond simple needs analysi

13、s to understand how a new SFA/CRM system will help achieve their business objectives and create a source of competitive advantage.,Meeting Sales Force Needs,12,Benchmark partners inside&outside pharma suggest that understanding your own sales system is a critical first step in designing and implemen

14、ting SFA/CRM.Companies that have built a high performing SFA/CRM systems first review their sales process and activities at both strategic and tactical levels.,Develop a clear profile of your sales systems prior to SFA/CRM design and implementation.Sears Industrial worked with an external sales&mark

15、eting consultant to identify areas that had the greatest impact on sales productivity and customer satiSFA/CRMction.This consultant employed:-management interviews-plan reviews-sales trips-focus groups Customize off-the-shelf applications to fit sales force needs.A financial services company used a

16、consultant to customize ACT and Goldmine to speed navigation and ensure that reps follow the same steps for logging each call.These programs offer:-support-improvement through upgrades,Meeting Customers Needs,13,Several benchmark partners in the financial services sector observed that companies ofte

17、n define SFA/CRM requirements based on input from field salespeople and managers.However,they often neglect direct input from the people the sales force serve-customers.,Employ expert software systems to identify customer needs and recommend optimal solutions.Valic introduced new software systems th

18、at:Simplifies selling by giving reps product knowledge&expertiseHelp reps tailor sales efforts to reflect each customers needsTake into account customer preferences in SGA project planning.Valic introduced to the field an electronic signature device that some customers did not care for.Valic custome

19、rs preferred the“pen-and-pad”approach even though the electronic instrument seemed to be more convenient.Valic learned a great lesson,and will ask customers their preferences before introducing new tools.,Meeting System Requirements,14,Benchmark partners warn that SFA/CRM requirements must be determ

20、ined at the beginning of the development process in order to make the system effective for the sales force.Monitoring system problems is also crucial during the roll-out and implementation phases.,Utilize pilot programs to assess and refine system requirements.3M uses pilot programs to assess sales

21、force needs and evaluate system problems.Representative groups submit their SFA/CRM wants and critical needs.Pilot groups also aid in testing data integrity.Define what information will be collected and used in the SFA/CRM system well before implementation.Compaq determined before rollout what info

22、sales people should not worry about collecting in the database.Valic salespeople eventually abandoned a system intended to help them assist customers in optimizing asset allocation.This system required them to input too much information and takes away their time to directly interact with customers.,

23、Meeting Business Requirements,15,Benchmarking partners stressed that SFA/CRM must be integrated into the companys overall business strategy and infrastructure.Without clearly defined business requirements before SFA/CRM implementation,one is forced to make numerous system adjustments after launch.,E

24、mploy tools such as Lotus Notes to coordinate sales activities and exchange ideas and practices among team members.Lotus Notes allows benchmark partners to:Provide instant feedback-Disseminate important infoReduce cycle time-Enhance rep communicationImprove efficiency-Encourage idea exchangesBuild a

25、 faster and stronger lead channel between telemarketing and the sales force.Building a formal channel between the 2 divisions can revolutionize the selling cycle and create a faster and more proactive selling culture.Coordinate SFA/CRM initiative with other technology task forces in your organizatio

26、n to ensure alignment and synergy.Aramark utilized its Internet and Data Warehousing Groups to increase synergy among its multi-front technology enhancement efforts.,Ensuring Proper Fit,16,Overall,it is crucial when planning for SFA/CRM to regard the aforementioned needs/requirements in relation to

27、each other.Companies must define and integrate each piece prior to SFA/CRM implementation.,Coordination with all technology initiatives,Continuous Improvement,Since no one knows software applications better than the vendor that makes them,its wise to leverage vendor knowledge when implementing sales

28、 and marketing IT tools.Companies such as WalMart routinely conduct multiple vendor assessments to focus and drive WalMarts IT improvement plans.,One Pharma company routinely uses vendor assessments of its systems to develop a strategy for improving itself.By listening closely to 4 vendors proposals

29、,the company is preparing to make proposed changes using its own know-how.This company can avoid both the short-and long-term costs of employing external experts.,Realize a greater return on IT solution investment,Benefits of Vendor Relationships,Collect&share best practices from vendor experience,I

30、mprove IT solution training,Sales Force Automation Management:Prioritizing&Focusing IT Projects,Prioritizing by Customer Need,19,Many benchmark partners recommend prioritizing sales and marketing IT projects based on the needs of customer markets.Prioritizing by customer segment ensures that the com

31、pany satisfies the greatest market needs first.,Prioritizing Performance Metrics,20,One benchmark partner developed a standard set of metrics that measure both customer need and the impact of sales and market IT solutions.This company established these metrics through meetings and roundtable discuss

32、ions among sales,marketing and IT leaders.,Review&Revise,Focusing IT Efforts,21,One benchmark partner noted the importance of limiting the new SFA/CRM systems roles to areas where its analytical tools can be most helpful.Measuring,recording,organizing and analyzing EVERY company activity and market

33、factor would quickly overload reps ability to gather meaningful customer information.,“Keeping up with thousands of different data sets is not helpful if it means reps spend most of their time finding the right information instead of actually accomplishing their jobs.”-Pharmaceutical executive,Best way to determine what data should be tracked:survey and interview users Benefits described by benchmark partners:Ensures the data reflects only users needs As user needs change,IT team can plan and implement those changes while avoiding data sets that do not add value.,