Evaluating, Selecting, and Deploying the Right CRM Solution: How Australia’s Premiere Business Network Gained

Control of Customer Data

CRM 101

Erica VorsayChief Operating Officer

Trans – Tasman Business Circle www.transtasmanbusiness.com

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Background

The premier executive network forAustralia and New Zealand

Networks – connecting our clients to business and government leaders

Knowledge – off-the-record insights from high-profile speakers

Branding – for individuals and organizations

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Our business

Operate in 7 locations across Australia & New Zealand

17 staff, 10 in Australia and 7 in New Zealand8 x Sales & Account Management4 x Events3 x Operations2 x Management

250 client accounts (10 000 contacts approx)

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Our CustomersAirlines

Telco

Financial Services

Accounting

IT

Banking

Government

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Our business

175 events projected for 2012

All operations are centralized and managed from Sydney

Our major assets areOur peopleOur database

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Our pre-Sugar world

Data held on 6 separate systems

EVENTS PLUSevent mgmt

MYOBaccounting

ADOBE graphic design

ACT!crm Website

3rd party email

distributor

ExternalInternal

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Project drivers

1. Productivity drain caused by duplication of data

2. Lack of visibility of data to team

3. High cost of maintenance and upgrades

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Project Objectives

1. Eliminate duplication of data

2. Have our updated data available in real time

3. Integrate website and database

4. Encourage customers to do their own data entry

5. Reduce administration

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Objectives cont.

6. Provide sales team with mobility

7. Overcome small business technology challenges – security, reliability and speed

8. Improvements and customization done in-house

9. Scalable

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Choosing a CRM

Reviewed 3 systemsACT!SalesforceSugar

Primary qualifiers:Would work out of the boxSupported widelyMet the majority of our project objectives

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Why Sugar?

In 2006:ACT! was not web-based and required nightly syncs for multiple sitesSalesforce could not be integrated into our website

Sugar:Met all our criteriaSugar development and ongoing support provided by local reseller Insightful

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No project ever goes smoothly ….

Project creep:TimeScopeBudget

Being a bad customer

The message I didn’t want to hear …

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How it works

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Another website view

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Managing change

Internal Lead from the topTraining, training, trainingTest with the teamRole changes

ExternalCommunication before, support after

Culture shiftMoving to a sales culture

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Project 2 – 2010/11

Future proofing project

Better in-house management of websiteAbility to upgrade Sugar as new versions releasedSeparation of website and database hosting

High cost, little direct impact on productivity

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Key results

Productivity 2006 2012

New Subscriber processing 2 days 30 minutes

Adding new events 2 days 5 minutes

Processing bookings 1 day 0 minutes (automated)

Events per annum 65 175

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Key results

Systems 2006 2012Systems holding data 6 3Systems & Administration

Duplicated in Australia and New Zealand

Centralized in Australia and made uniform

Staff ratios 2006 2012

Sales & Account MgmtEventsOperationsManagement

3 (25%)4 (33%)3 (25%)2 (17%)

8 (47%)4 (24%)3 (18%)2 (11%)

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Improvement points

High degree of integration heightens risks

Internal needs prioritized over client needs

Email and campaign module weaknesses

Unable to upgrade to latest Sugar version yet

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What next? Project 3?

360 view of client objectives

Automated lead qualification

Social media integration

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