Turning Around a Business is Fun!!!! How to Leverage SugarCRM to Turn Around a Business
§ Matthew L. Taylor
§ Owner – President, Chief Operating Officer
§ 720.375.4484
§ Matthew R. Davidson
§ Owner – CEO, Sales/Product
§ 303.718.7794 § [email protected]
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Agenda
USA FACT Business & History
Steps to Turnaround
Leveraging Sugar to Solve Key Problems
USA FACT Today
1
2
3
4
5
Definition of Problems
Dummies Guide to Turning Around a Company
Page § 3
USA FACT History and Business
§ History § Company founded by
Les Davidson in 1977 based on his Private Investigation and Law Enforcement Background
§ Second company with a web-based screening solution: 1999
§ 34 years of history and 25 years incorporated makes USA FACT one of the very first and most experienced industry experts
§ Key Services § Pre-Employment
Screening
§ Criminal Screening
§ Sex Offender Screening § Resume Verification
§ Drug Screening § MVRs / DOT and Fleet
Driver Management § ATS/HRIS Integration
§ Social Media Screening § Employee Assessments
§ Customer Base § Over 700 Core
Customers from SMB to Enterprise
§ Large Hospitals & EMS § Largest Food Services
Companies
§ Ivy League Universities § Government Agencies
§ Leading Technology Companies
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Agenda
USA FACT Business & History
Steps to Turnaround
Leveraging Sugar to Solve Key Problems
USA FACT Today
1
2
3
4
5
Definition of Problems
Dummies Guide to Turning Around a Company
Page § 5
Definition of Problems - Issues @ USA FACT
§ Operational § Operations shrinking; A fight for survival
§ Limited management direction – No meetings
§ Lack of clear ownership
§ No account management
§ Product § Limited product refresh
– focus on “we have always done it this way”
§ Limited technology advancement
§ Limited product marketing
Operational/Product
§ $800,000 spent on technology upgrades in 1 year
§ Bad contracts and overpaying for services
§ 5 projects, 6 months past due with no end in sight
§ Limited understanding of new technologies (infrastructure of app dev)
§ Fax system not consistent § Phone system not
consistent
§ Paper / eMail based processes
§ Data Security Concerns
Technology
• 2009: 7 new sales people with unfocused product development
§ 2010: Colllective average of $2K MRR per month sold
§ Not leveraging Sugar § Funnel not weighted
or explained to Board & Bank properly
§ Financial
§ Lost $350K in first 7 months
§ Revenues down 50% over 2 years
Sales/Financial
Page § 6
Agenda
USA FACT Business & History
Steps to Turnaround
Leveraging Sugar to Solve Key Problems
USA FACT Today
1
2
3
4
5
Definition of Problems
Dummies Guide to Turning Around a Company
Page § 7
Steps to Turnaround Company
Identify Issues
Customer Interviews
ReOrganize Operations
Modify Sales Process
§ Review Financials § Audit Operations and Technology § Audit Sales § 1 on 1 Interviews with management and key personnel
§ Face to Face meetings with top 10 customers § Very strong customer service culture § Tremendous industry knowledge § Pricing is weak § Product set is not advancing, terrible technology
§ Must have process for ownership § Many technology failures causing increased time to complete work § Management weakness causing lack of clear communication § Limited ability to scale
§ Difficulty selling product set § Not hitting goals § All 7 sales people terminated § Feeling that knowledge of industry was key
§ Leverage Cases to track operational work § Leverage Cases to track IT/IS deliverables (considered bug tracking) § Add all employees to Sugar § Implement “Quote Module”
Update Sugar to Sugar to Support
Above
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Agenda
USA FACT Business & History
Steps to Turnaround
Leveraging Sugar to Solve Key Problems
USA FACT Today
1
2
3
4
5
Definition of Problems
Dummies Guide to Turning Around a Company
Page § 9
Key Items For CRM/SFA Implementation
End users management must be involved in
selection
Must be implemented in an interactive fashion.
Start with a department and gain champions
Executive level support and mandate
Tremendous development, implementation, and support partner such as Epicom!
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SFA/CRM Adequacy Decision
Options Considered Reasons for Sugar
§ MS Dynamics CRM § Not an MS based company
§ Costly to modify § Difficult to connect to other systems
§ SalesForce.COM § 4X the cost to implement § Difficult to modify
§ No trusted partners
§ Entellium § Technology concerns § Maintenance concerns
§ Significant consulting experience in CRM leveraging Sugar
§ Sales expert with tremendous Sugar experience
§ Many years of experience seeing Sugar work
§ Sugar always met past needs at less cost than other solutions
§ Sugar integrated with many other applications without need to change platform from $20M to $110M
§ Tremendous partner in Epicom
§ Already in place and simply not configured correctly
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Fixing a Bad Sugar Implementation
• Add all users • Remove useless fields • Create proper groups
and rights • Assign all open
opportunities • Create proper
prospecting
• Past experience told us users must have dashboards
• Ability to push dashboards would be great but…
• Explain why? • Train the system • Train the process • Train stages of
change
• Technology delivery dates
• Ops mgt. ownership tracking
• 1 place to go
• Quote tool not industry specific
• Must have significant legal language set but manageable
• Decreased need for staff
Clean up and Set up
Implement Case Tool
Develop Dash-boards
Create Quote Tool
Train, Train, Train!!!
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Stages of Change
§ Stage I (Shock) - In a similar style to a grief reaction, people may take some time to address the reality of what has just occurred. People can't really do much at this stage but come to grips with what the new situation entails.
§ Stage II (Denial) - A common reaction may be to deny the impact of the change. "It doesn't relate to me, and it doesn't affect my department". A ritualized form of 'farewell" to the old ways akin to a funeral sometimes helps. (Throwing out reasons it cannot work or “corner casing”).
§ Stage III (Anger) - It is important to openly deal with what angers people. "Why did we need to change at all when the way we were doing things was fine?" Some may actively resist or attack the change. Anger de-skills and can engender a mood of self-preservation. This may promote risk avoidance and hold back innovation.
§ Stage IV (Passive Acceptance) - The commencement of accepting that the way things are done has indeed changed and that the old ways are, in fact, gone. "I suppose if we have to deal with this, we might as well get on with it”
§ Stage V (Exploration) - A willingness to look at actual methods for implementing and taking the change process forward. "How do we actually go forward from here?”
§ Stage VI (Challenge) - Actually going forward. Ensuring that the change process is the catalyst for continuous improvement (CANI) and not just there as an obstacle. What stage is the team in now, and how do we move forward?
Define: Teams and Roles~ No More Private Teams!!! There’s too much money to lose without transparency.
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Activate: Automated Web to Leads Process
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Customize: Seamless Web to Module Processes
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Standardize: Define Product Catalog For Quote Automation
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Partner: Redefine A Business Model That Works With Expert Designers at Epicom
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Page § 18
Agenda
USA FACT Business & History
Steps to Turnaround
Leveraging Sugar to Solve Key Problems
USA FACT Today
1
2
3
4
5
Definition of Problems
Dummies Guide to Turning Around a Company
Page § 19
Where is USA FACT today?
§ Operational § Business is growing
and team is shrinking
§ Meeting structure leveraging “Death by Meeting”
§ Through case management owner-ship is clear
§ Account management leverages Sugar to upgrade accounts
§ Product § 5 major products in 8
months
§ One of most technically advanced within industry
Operational/Product
§ Contracts all recontracted in acceptable terms
§ All technology projects that were open are completed plus 4 major additional projects (same staff)
§ New fax solution in place § New phone system in
place
§ Paper has been reduced and 2 screens now sit on each user’s desk
Technology
§ 1 salesperson selling more than 7 were selling
§ Focus on Derek GateHouse’s “The Perfect Salesforce.
§ Average MRR is now 15% higher after a 60% cost reduction, and growing
§ Sugar is now central in all sales meetings
§ Bank president so impressed we are their company of the month
§ Profitable within the first 5 months of turnaround
§ Average of 20+% increase month to month comparison
§ BACK IN BLACK!!!!!
Sales/Financial
Page § 20 = Redacted Financial Numbers
Contracted MRR Performance (“Post” Matt Squared) April 3, 2011
Contracted Monthly Recurring Revenue Performance ("Pre" Matt Squared)
Building Back Stability
Page § 21
MRR Quotas/Forecasts/Actuals (Pre & Post) April 3, 2011
= Redacted Financial Numbers
QUOTA COMMITTED CLOSED WINS
Setting Quotas and Goals in 2011 After Years of No Managerial Expectation
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Please consider USA FACT for your Pre-Employment Screening, Drug Testing, and End-to-End Hiring needs. We now truly are “The Best” Contact Matthew R. Davidson at [email protected] for quotes and questions!
Questions?
