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denisewilliams · 6 years ago

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Best CRM for Small Business 2019

Important Decision Criteria

What is the best CRM software program for small businesses? Well that depends who you ask. Most reviewers evaluate CRM solutions based on three criteria; features, functions and price. It’s the old checklist game whereby they make a list of every feature they can think of then award 1 point to the vendors that offer that feature. Next, they add up the points and the one with the most points at the lowest cost is the best CRM vendor. But is this really the right way to determine which CRM solution is right for your business? I don’t think so.

Most CRM solutions for small businesses are very much the same regarding features, functions and price which is why it is so hard to differentiate them. They all manage accounts and contacts, notes, activities, sales and leads. If you really think about it how many ways are there to enter a new account or contact, add a note, or schedule a follow-up activity? They all appear the same because at the most basic level they are the same. Even the price points are within a few dollars. So now what? How do you determine which is the best one for your business? Well, the devil is in the details.

Finding the best CRM solution for your business may mean it’s time to look past feature, functions and price and focus on the not so obvious, that is; things that you have not asked about or are unaware of that differentiate one solution from another. I have listed several of them below.

Where is My Data?

The secure storage of your data and getting access to it in case of an emergency (such as, the vendor going out of business or their data center shuts down) should be one of the most important criteria for your decision, but you have not asked any of the vendors about this, have you? Its okay most people don’t. It’s in the cloud so that’s good enough, but no its not. You need to ask the vendor where your data is stored, is it properly backed up and protected and how can you get periodic access to it. Here’s a tip. If the cost is free or very low, chances are it’s not as well protected as you think.

Security Permissions – What Are They and Why Do I Need Them?

Most low-cost CRM solutions do not offer robust security permissions and maybe that’s ok, but if you need to limit data access for specific individuals then security moves up the list of decision criteria. Maybe you have some outside contractors or consultants that need access to customer data, but you only want to provide them with read-only access meaning they can view the data but cannot update, edit or delete it. Maybe you don’t want your New York sales team to have access to west coast leads or accounts. It does not matter. What matters is that the CRM solution provider you select offers multi-level security permissions.

Scalability

Your business is going to grow. You would not be in business if you were not confident in this. But will the CRM solution you select support your growth? Is it scalable to add a bunch more users? Does it offer additional functionality for other departments that you don’t need today, but may need tomorrow? You wouldn’t invest in a CRM solution with the thought that you will change it in 2 or 3 years. You better have this as one of your selection criteria.

Reporting

This is a big one because most low-cost CRM solutions offer very limited reporting. What you see is what you get and this is by design. Custom report generators are typically third party products that the vendor incorporates in their offering. They can be expensive because the vendor has to pay the third party for its use so it’s easier to leave it out of the product. The ability to generate custom reports and graphical reports or analytics, can be an easy way to differentiate one solution provider from another.

Customization

This is the one of the most overlooked areas by small businesses when making their CRM selection and its one area that truly differentiates products serving the small business sector. The challenge is that most companies are not really sure what customization they need today or in the future, so they do not know what to ask. They are instead focused on the list of features they need today, not what they may need in the future and that’s ok, because I have some advice that will help. Freemium or low-cost CRM solutions are typically ‘cookie-cutter’, one-size-fits-all products, so customization is quite limited. The reason for this is easy to appreciate. Customization generates customer phone calls for assistance, and if I am a vendor that is offering my product for free or at a very low cost I simply cannot afford to hire a staff to support you. Your best course of action however is to ask for a demonstration of how you can add custom fields, create customer views of data, run customer reports or change column labels. Lack of customization is the number one reason why so many businesses are forced to change CRM solutions 2-3 years after implementation. It’s a costly mistake that you can avoid.

Integration to Disparate Systems

You have other software solutions you use for your business and integrating customer data between these systems may be something that you want to do down the road. Have you asked what level of system integration or experience the vendor has? Do they offer an API (application programming interface) for system integration? You need to know this upfront – so ask!

Customer Support

If you are serious about implementing a CRM system and getting the maximum value from it, you are going to need customer support from the solution provider. If you do not appreciate this I can assure you that you will become part of the 73% of implementations that fail within the small business community. CRM is not an appliance that you simply plug in the wall and good things happen. It requires experienced people who are properly trained to use the system to automate and streamline your internal processes. The challenge here is that most small businesses do not have a wealth of experienced human resources on board. This makes selecting the right solution provider that much more important. Ask what level of training and onboarding the vendor provides and if they have the resources to ensure your success with their product. This is another significant differentiator between vendors serving the small business community.

Thanks for reviewing this article. I hope this information will help you to make the best decision for your business.

About the author:

Larry Caretsky is the CEO of Commence Corporation, a leading provider of CRM software and sales enablement services to the small and mid-business community. He has written numerous articles about the use of CRM and an e-book, Practices That Pay. He is considered an expert in the field. If you have questions about the content you can contact [email protected].

The post Best CRM for Small Business 2019 appeared first on Commence.

from Commence https://www.commence.com/blog/2019/03/14/best-crm-for-small-business-2019/ from Commence CRM https://commencecrm1.tumblr.com/post/183457074229

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denisewilliams · 6 years ago

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Sales Manager Q & A: Should you penalize sales people?

By Dave Kahle

Question:

Our president recently suggested that we penalize the sales people for not meeting their goals by taking commissions away from them. Do you have any thoughts?

Answer:

Wow. My initial reaction is that it sounds so harsh. Put that way, and you are liable to lose 90 percent of your sales force, just on the principle of it.

But, let’s spend some time thinking about this, as it is more complex than it appears.

If you mean that you want to take back money that you have already paid, I can’t imagine that you could, or would do that. So, for example, you paid a sales person $20,000 in commissions during the year, along with a salary, and now, at the end of the year, you are saying that you are penalizing him for not making goals, and “Please give us $2,000 back?”

My guess is that is illegal. I certainly do not recommend it. As the employer, you are expected to take some risks with every employee. The $20,000 that you paid the sales person was paid. It’s his, not yours.

So, that’s probably not what you meant. Maybe this is the scenario: You have set up a salary and commission program. Let’s say the commissions are four percent of sales, paid on every dollar of sales. The sales person has a goal to do $500,000 in sales. He actually does $400,000. The next year, you reduce his commission rate to three percent of sales, thus “penalizing” him for not meeting his goals.

I have less of a problem with that, but I’d like for you to build in some incentives, as well. How about something like this: A three percent commission rate on all sales up to $400,000. A three and a half percent commission rate on all sales between $400,000 and $500,000. A five percent commission rate on all sales over and above $500,000?

That protects your risk, but also gives the sales person an incentive.

In general, I believe it is your responsibility, as the employer, to assume the risk of a sales person that under-performs. Rather than attempt to take money away from him, I’d rather see you work with him to help him become successful.

Often the reasons for an underperforming sales person belong to others as well as the sales person. Generally, there are things that you could have, and should have, done to encourage his/her success that you may not have. For example, did you train that person in the fundamental competencies of field sales? Has he been schooled in time management, and in making effective decisions about the investment of his sales time? Or have you expected that he’ll pull these sophisticated practices out of thin air?

Have you taught him how to create relationships and rapport with everyone? Or, have you expected that he’ll just gain those sophisticated skills by osmosis?

Have you instructed him in the intricacies of asking effective questions, listening constructively and methodically uncovering the customer’s deeper issues? Or have just assumed that he will magically acquire these essential skills?

Have you taught him the finer points of closing sales, handling objections and resolving customer’s concerns? Have you showed him how to make a persuasive presentation and craft a powerful proposal?

You see where I’m going with this. You cannot expect someone to do something if you have not shown him how to do it. Ninety-five percent of the field sales people in the world have never been shown the best practices of their profession. Under those circumstances, isn’t it arrogant to penalize the sales person for not doing what you have not trained him to do?

So, first, look at yourself and rectify the contributions you have made to his lack of success. Then, if he cannot meet your expectations, terminate him from that position, and search for someone more suitable.

Once you set up a compensation plan, you are, I believe, obligated to meet the terms of that plan. That doesn’t mean that you can’t change the plan. But it does mean that you can’t decide, after the fact, to reinterpret the plan. If your plan is flawed, then change the plan for all future work, but pay for work up to today according to the plan that you set up.

There is one place where I think it is legitimate to reduce or deduct something for the sales person’s commission. That is in the case of a sale wherein the commissions are paid, and then the invoice is not paid by the customer. In that case, I think it is perfectly appropriate to reduce the sales person’s commissions by the amount that you have already paid him for the sale that, in reality, didn’t happen. That’s different than charging him some of the costs for the inventory that was shipped, etc. I’m only talking about the sales commissions he was paid on that sale.

Readers, feel free to comment on this.

Article was originally published on davekahle.com.

About the Author:

Dave Kahle is one of the world’s leading sales authorities. He’s written twelve books, presented in 47 states and eleven countries, and has helped enrich tens of thousands of sales people and transform hundreds of sales organizations. Sign up for his free weekly Ezine. His book, How to Sell Anything to Anyone Anytime, has been recognized by three international entities as “one of the five best English language business books.” Check out his latest book, The Good Book on Business.

from Commence CRM http://www.commence.com/blog/2018/12/04/sales-manager-q-should-you-penalize-sales-people/ from Commence CRM https://commencecrm1.tumblr.com/post/180798373299

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denisewilliams · 6 years ago

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How to Get a Better ROI from CRM Software

The low cost of CRM software today has created a feeding frenzy among small to mid-size businesses. Many are buying CRM software to automate their business and improve performance but don’t know where to begin. Unfortunately, very few have realized the value they had hoped for. In fact, in too many cases the CRM system is no longer even begin utilized. So, what went wrong? Ask yourself these two questions.

Do You Have a Business Process?

CRM is all about automating the internal processes that impact how you market, sell and provide service to your customers. If you do not have these internal processes in place, there is nothing to automate.

Do You Have the Experience?

Another challenge facing small to mid-size businesses trying to implement CRM software is the lack of experienced personnel particularity in the area of sales and marketing.

So even if you selected a good CRM solution for your business how will you implement it?

It’s for this reason that smaller businesses need to carefully assess these two aspects of their organization. If you do not have both, no CRM software in the world is going to provide you with the return on investment you had hoped for. Perhaps this is why so many small businesses have struggled with the implementation and use of CRM software.

There is good news here however. Because the CRM sector has matured quite a bit, there are several very good companies that provide a quality CRM product, and have the expertise in sales, marketing and customer service to help you define your internal processes and present you with best practices for automating those processes so that you do realize a nice return on your investment.

The key to success is selecting the right CRM company that offers not only the software, but the service and support that will ensure your success.

from Commence CRM http://www.commence.com/blog/2018/11/27/how-to-get-better-roi-from-crm-software/ from Commence CRM https://commencecrm1.tumblr.com/post/180558335469

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denisewilliams · 6 years ago

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Is it Time to Concentrate on Sales Productivity?

By Dave Kahle

Sales productivity may be a new concept for many sales executives. “Sales” is easy to understand, and “productivity” is pretty clear, but when those two words are combined the combination becomes a bit vague.

What exactly is sales productivity, and why should you be concerned about it?

Let’s start by examining productivity. We understand that the notion refers to the amount of labor it takes to accomplish some task or process. Take your warehouse, for example. It may take one hour of labor to pick, pack and ship a 50-item pick ticket. The ratio of one man-hour per 50-item pick ticket is a measurement of productivity. If your warehouse is going to get more productive, you must find some way to pick that 50-item order in less than an hour.

Your business may grow, and your warehouse may pick an ever-increasing number of orders. But, if your warehouse doesn’t figure out a way to pick that order in less than one man-hour, you’re just getting bigger, not better. The lack of improvement in productivity would be a cause for concern.

The same is true of sales. It may cost you $30.00 in sales costs to acquire $100.00 in gross profit (which, by the way, is a very real possibility). Over time, your sales person may acquire more and more orders and bring in an ever-growing quantity of gross profit dollars. But if he always costs you $30.00 for every $100.00 of gross margin, he’s not becoming any more productive. You’re getting bigger, but no better, at least in respect to your sales systems.

Why you should care

“OK”, you’re thinking to yourself. “Why should I care?”

If your market is growing rapidly, and if you’re achieving a comfortable and stable average gross margin, and if you don’t have pressures from any competitive sources, then, hey, don’t worry. You can stop reading this article and move on to perusing other interesting stuff.

But, if your market is flat, or if you’re concerned about shrinking margins, or if you’re looking over your shoulder at the competition, or, if you just want to be really good at sales, then “sales productivity” is a concept you need to bring into your business.

In addition to fending off some of the more frightening threats to your prosperity, there are some real benefits to improving your sales productivity. Take profits for example. Suppose your sales force currently costs you 25% of your gross profit dollars. And suppose that you could cut that by 1%, to 24%. What would happen to the money represented by that 1%? It could drop directly to the bottom line, which would not make you unhappy.

But you could use it in other ways. You could afford to take some strategically important business at lower margins, for example. Or, you could use it to fund some new technology improvements in other aspects of your business, or purchase a beginning inventory for some new product line. The opportunities are endless. The point is, improving sales productivity will free up cash that can be used in several critical places.

In an effort to respond to decreasing margins and competitive pressures, you’ve probably worked on some of the other aspects of your business. You may, for example, have invested significantly in computers. Most progressive companies are on their third or fourth generation computer systems to help manage their internal functions.

Why did you buy those computers? Bottom line — to become more productive. The competition would have put you out of business by now if you hadn’t.

You may have streamlined your customer service function, tightened up your purchasing and inventory controls, even figured out how to turn your receivables more quickly. All in the cause of becoming more productive – of trying to stay profitable in the face of competitive pressures and shrinking margins.

But, if you’re like many companies, you haven’t done much to improve your sales productivity. And this in spite of the fact that sales force costs are generally the single largest cost (after cost of goods sold) that your company has.

You know that if you’re going to survive in an era of shrinking margins, your business must become more productive. Having worked on improving productivity in other parts of your business, it’s now time to look at that portion which holds the greatest potential for improvements, the largest single cost to our company, the sales force.

A good first step

Here’s a good starting point. Begin by measuring your current sales productivity. Create a measurement that my clients affectionately call “Kahle’s Kalculation.” It will provide you a simple, easy, fair and accurate measurement of sales productivity that you can use over time to see if you’re making progress. You can use it to measure the productivity of each individual sales person, each group or branch, and the entire company.

From a sales management point of view

Evaluating a sales person so often defaults to a couple of simple things:

1. Are sales growing?

2. How do I feel about this sales person?

Unfortunately, both criteria are like blunder-busses from days gone by. Gross sales is a measurement that survives as a vestige of a by-gone time. Sales productivity is a much more telling and sophisticated measurement.

At the same time, “I think…, you think…” is often the mode that much sales management uses to evaluate a sales person. Using Kahle’s Kalculation can take all the emotion and the subjectivity out of evaluation, and replace it with unassailable measurements.

Because of the way we’ve formulated Kahle’s Kalculation, the lower the number, the more productive is the sales person. So, if you have two sales territories producing about the same dollars of sales, if one sales person has a Kahle’s Kalculation number of 28%, and the other one has a number of 19%, the 19% sales person is more productive, and therefore, more profitable to the company.

There are other levels and layers to be calculated, but this is a good start. If you’d like to really dig into this concept, get a free download of Kahle’s Kalculation by clicking here.”

Regardless, this simple first measurement will get you into the mindset of measuring sales productivity and provide you a necessary first step to begin to make powerful and positive changes within your organization.

Article was originally published on davekahle.com.

About the Author:

from Commence CRM http://www.commence.com/blog/2018/11/21/is-it-time-to-concentrate-on-sales-productivity/ from Commence CRM https://commencecrm1.tumblr.com/post/180352265719

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denisewilliams · 6 years ago

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Are You Dealing with a Professional Shopper?

If you are in sales you have experienced this before, “the professional shopper”. These are people that throughout the sales process have an amazing ability to come up with objections as to why they are not comfortable making a purchase.

It starts with a laundry list of features or requirements that are mission critical to the decision process. You evaluate them and feel comfortable that your product or service can address these requirements so you demonstrate your solution. You begin to check off the requirements one by one.

It’s going well, but before you are through – the requirements list starts to grow. Suddenly, they want to know if you have this feature or that function that they may have seen in another solution. Lo and behold you do, so you continue to invest time in convincing them that you have everything they need.

But remember they are professional shoppers and they are not done with you yet. They have other obstacles to throw at you.

“Your price is too high”

“Your contract needs to be modified”

“Not sure your solution will address some future requirements (which have not yet been identified).”

You begin to feel as if you are playing “whack a mole” and this will continue unless you take control of the process.

How to Take Control

You’ve realized that this deal is just not going to happen, but you have invested a lot of time and your solution is a good fit for this prospect. You don’t want to just give up.

The challenge is that this person or group evaluating your solution does not have the authority to buy. You could be selling the only automobile that flies, but it does not matter if they cannot buy your solution which is why they continue to throw obstacles in front of you. They are paralyzed by their own process. The best path forward is for you to remove yourself from their process.

Be professional and write a letter to the evaluator(s) and to management suggesting that you reviewed all their requirements and demonstrated your company’s ability to effectively address every one of them. Document each requirement and the solution so that they are in full agreement. They already know this, but by putting it in writing you have essentially asked the management why they have not made a decision.

The letter will generate one of three responses.

Response #1: They have other decision criteria that you and the evaluator(s) were not aware of.

Response #2: Other priorities have come up, placing this one on the back burner.

Response #3: They have a strong interest in your solution and will be in touch in the near term.

At this point you are not investing any more time and got them to agree that you have the right solution for their business. Hopefully they will be back in touch in the weeks ahead.

from Commence CRM http://www.commence.com/blog/2018/11/13/are-you-dealing-with-professional-shopper/ from Commence CRM https://commencecrm1.tumblr.com/post/180076356279

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denisewilliams · 6 years ago

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Comfort Zones

By Dave Kahle

Q. Do you have any suggestions that will help our local sales reps provide increased value across all markets? Stretch out of their market comfort zones?

A. Ah, comfort zones. The bane of the B2B sales person. I believe that the loss of productivity and sales effectiveness caused by the limitations of comfort zones is so widespread that it could be the number one problem for sales people.

What’s a comfort zone? Since we are talking about sales people here, it’s some aspect of the sales person’s job with which he/she is more comfortable than others. So, it could be that, as in this question, the sales person is only comfortable with some market segments, and is uncomfortable with others. For example, you may be comfortable calling on schools, but uncomfortable calling on businesses.

Sales people create comfort zones composed of customers, or types of customers, as well. For example, you may be comfortable calling on production managers, and very uncomfortable calling on CFOs.

And then there are products and services which inhabit their own comfort zones. Sales people may be comfortable with one product or product line to the point where they ignore opportunities for others.

And, finally, sales people form comfort zones associated with the processes and tools they use. For example, you may be very comfortable using a paper calendar, and not at all comfortable using a laptop and the company’s new CRM system.

There is nothing wrong with comfort zones, per se. They are just the job-related expression of human nature. Naturally we tend to be more comfortable with certain people, places, and things than others. That comfort comes from a combination of our unique skills intertwined with our experiences. The combination of those two things leads us to a position: This person, or market, or product, or process feels more comfortable to us than another one.

The problem is the converse of comfort zones – ‘uncomfort’ zones. The problem isn’t that you are comfortable with some element of your job; it is that you are uncomfortable with others. There’s nothing wrong with being comfortable calling on schools, for example. The problem comes when you are uncomfortable calling on businesses. There’s nothing wrong with being comfortable calling on production managers. The problem comes when you are uncomfortable calling on CFOs.

And, it’s not so much the lack of comfort that is the problem. It is the fact that the uncomfortable feeling leads to a conscious avoidance of the uncomfortable and that, then, leads to a lack of action. And the lack of action is the problem.

So, what to do?

It has been my experience that comfort is built on the base of confidence. And confidence comes from only two sources: Experience and practice.

So, ultimately, you must, to overcome your discomfort, practice, or gain experience in the uncomfortable thing or situation.

Let’s go back to the reader’s question now and answer it. Here is a set of specific actions you can take to help your sales reps overcome their lack of comfort with certain markets.

1. Create experience. Give a specific direction. Some sales people will respond positively to a direction from you that says something like this: “I want you to call on 10 new businesses over the next two weeks. I don’t care if you sell anything. I just want you to learn. Fill out a little call report that indicates what you did, and more importantly what you learned about that market and yourself as a result of each call. I’ll talk with you about them after you’ve completed them.”

In this case, you are forcing the sales person into the uncomfortable area and stimulating thoughtful learning. I can guarantee you that he/she will be more comfortable and confident with the new market after those 10 calls than before.

2. Help them tip toe into the experience. Some sales people just won’t be ready to jump right into the water. You may have to lead them a bit. In that case, you can either have them come with you as you make calls into the new market, or, assign them to ride with someone who is comfortable in that market, and watch as he/she makes calls. Again, after each call, I’d ask for a call report detailing the two items listed above. After a few calls, you can then implement strategy number one, above.

Both of these two strategies attempt to build confidence by creating experience. But what if you don’t see yourself pulling that off? Then, fall back on practice. Remember, your solution must either create experience or initiate practice.

3. Bring them into the office for a training session on the product, market, customer or process that is the source of discomfort. Help them learn about it by educating them in the details of that subject. For example, if the problem is discomfort with a market, help them learn as much as possible about that market: How big, how many people, who makes the decisions, what their problems are, what their objectives typically are, what they are likely to say, etc.

Build their knowledge, understanding that lack of knowledge contributes to lack of confidence.

But don’t stop there. Help them practice by role-playing various scenarios. Comment on the role-plays and help them learn from them.

If you do this effectively, at some point, they will begin to gain confidence in their ability to handle that market, or person, or product, etc. When they have some confidence, that confidence will spill over into action. And that action will lead to them developing comfort in what was previously a place of the opposite.

Thanks for asking.

Article was originally published on davekahle.com.

About the Author:

from Commence CRM http://www.commence.com/blog/2018/11/08/comfort-zones/ from Commence CRM https://commencecrm1.tumblr.com/post/179904501954

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denisewilliams · 6 years ago

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Is That Sale Fading Away?

It’s a horrible feeling that every sales representative experiences in their career. You get a new inquiry and the initial call goes well. There is an interest and follow-up activity planned. Maybe you need to provide some detail specifications about your product, send a sample or perhaps schedule a demonstration. Over the next few weeks you complete the above and the interest grows stronger. The prospect asks for a proposal or quote and you get it over to them as soon as possible. You are elated as you start hearing those initial buying signals from the prospect such as;

We really like what you have provided

At this time, you are leading the pack

We are leaning in your direction

In some cases, the feedback is even more positive, and they even tell you they hope to move ahead with you soon. You have a serious buyer in front of you and you put it on the forecast. What could be better?

Then things begin to slow down a bit.

There is little to no interaction with the prospect for a week or more, so you reach out to them. You cannot connect over the telephone, so you send an email but get no response. You start to get an uneasy feeling that something is wrong, but you are not in a panic mode yet. Maybe your contact is on vacation or at a trade show? Maybe they are wrapped up in another project and will get back to you soon? Or maybe something is really wrong here.

You want some feedback and you want to hear that they will be in touch shortly and that the deal is yours, but you just don’t know. This wouldn’t be the first time you got positive buying signals only to learn that the deal has been put on the back burner. So now what? How can you find out if this is simply a delay or if the deal is starting to fade away? Here is a tip that can help you to find out.

Most people would tell you that you need to get to the decision maker, plain and simple. That you need to be persistent and if you cannot connect with him or her then it’s not a good sign. I don’t like this approach for two reasons. First, the decision maker may simply be the person that approves the purchase or signs the check. They may not be personally engaged in the decision. Second, by contacting them you run the risk of alienating the person or people that you have engaged with throughout the process.

It’s best to start with contacting the people who you have built a rapport with. Express your concern then listen closely to their response. Give them a chance to provide you with an update. They may simply tell you that the decision maker has been out of town or that something else came up that was a higher priority, but that the decision will happen shortly so there is no need to worry.

They may however present some doubt by indicating that they do not know where the decision stands, when it may happen, or which product or company they are leaning towards. It’s still not time to panic, but this would be the time to make that call to the person whom you believe is the decision maker and express why you are calling. Be professional and tell them that you have been working closely with their team and look forward to working with them. This will open the door to a response which might be “Yes, we plan to move forward with you in the coming days” or they may suggest that you contact someone else in the firm regarding this. If it’s the latter that’s OK, because you can inform that person that you were instructed to contact them directly by the decision maker. This is bound to generate a response and hopefully a positive one.

from Commence CRM http://www.commence.com/blog/2018/11/01/is-that-sale-fading-away/ from Commence CRM https://commencecrm1.tumblr.com/post/179656880609

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denisewilliams · 6 years ago

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How can I help a salesperson regain interest in the job?

By Dave Kahle

Question: How can I help an experienced sales person regain his interest in the job?

Answer: It sounds like you have someone who is just going through the motions. That can be deadly for the career of a sales person, as well as detrimental to the company.

One of the challenges of a career in sales arises out of one of the unique fringe benefits of being a sales person. Few professions offer the degree of freedom that comes with the job of the field sales person. Sales people have the opportunity to decide what they do with almost every minute of every day. Freedom!

However, with that freedom comes a great responsibility to make good decisions. It’s one of the biggest, if not the biggest, challenges to the job of the sales person. That’s why so many sales managers concern themselves with “motivating” sales people. If the sales person isn’t motivated to do as well as he/she can, then he naturally defaults to an uninspired, reactive mode of decision-making. And that brings us to the question at hand. If a sales person has lost interest, he/she is not motivated, and that means that he’ll default to reactive, “fill-in-the-day with unimportant stuff” mode. And that means reduced sales production for the sales person and for the company.

Before you rush to an intervention, first determine how big an issue this is. If the sales person is profitable and productive that’s one thing. If he isn’t, then that is another.

The best way to do that is to use Kahle’s Kalculation, an objective, fair measurement of the productivity of a sales person. You can download a free white paper that explains the concept and provides a line-by-line formula for creating the calculation. Click here to review it.

If that analysis leads you to believe that you ought to intervene with this sales person, then here are some options for you to consider.

It may be that the sales person is experiencing some adversity in his personal life that has caused him to lose interest in the job. If that’s the case, then you’ll need to help him to realize that, and develop a plan to rectify it. Have lunch with him, probe into the issues, and see if you can uncover the cause of the problem.

It may be that the challenge has gone out of the job. So, put some challenge back into it. Sit down with the sales person and create a set of performance goals that will stretch the sales person and cause him to push beyond his comfort zones to attain them. Set some motivating rewards for the attainment of those goals.

Another way to put some challenge back into the job is to make a significant change in the accounts for which he is responsible. Trade half his accounts with another territory, thereby forcing him to learn the new customers and stretching him out of his comfort zones.

Another approach is to find some responsibilities for this sales person above and beyond just selling to his customers. You may want to bring him into decisions about new products, or have him help interview prospective sales people, or solicit his opinion on key moves that the company is considering. If you can find some contribution he can make to the company above and beyond the sales dollars, you’ll make him feel like a more valuable part of the company.

Finally, it may be the sales person doesn’t realize the extent nor the seriousness of his problem. Have a heart-to-heart conversation with him. Clearly identify the problem and the consequences of it for him and the company. Then work with him to develop a specific plan to resolve the issue. Finally, meet with him regularly to assess his progress and to hold him accountable.

Which of these approaches works best for you depends on your knowledge of this person. Choose the approach that feels best. Good luck.

Originally published on DaveKahle.com

About the Author:

from Commence CRM http://www.commence.com/blog/2018/10/24/how-can-i-help-salesperson-regain-interest-in-the-job/ from Commence CRM https://commencecrm1.tumblr.com/post/179386049264

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denisewilliams · 6 years ago

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Exposure to New Ideas

By Dave Kahle

In order for an individual or a society to reach its potential, it must continuously grow and develop. That requires consistent, methodical exposure to new ideas. Unfortunately, many people have arrested their development by remaining within their status quos.

Do You Feel Threatened by NEW IDEAS?

We all try to make sense of the world and our lives within it by forming conclusions about the world. For example, we have probably all concluded that the sun rises in the East every morning and that our mothers love us. We assemble these conclusions gradually over time and eventually consolidate them into a set of beliefs we call a world-view. All of this generally takes place on a sub-conscious level. Without these conclusions, we would have a very difficult time getting through every day.

We’ve formed some of these conclusions because we’ve observed them in nature. The sunrise in the East is one example. Others, particularly in the realm of politics and religion, have generally been taught to us in our formative years. They are beliefs, as opposed to observations of natural phenomenon, and we believe them because we’ve been told to.

Beliefs

At some point in our development, we have formed beliefs about most of the important things in our lives. It’s then that our maturation process dictates that, to continue to grow, we must replace some previously held belief with a different one. For example, we may have attended a socialist-oriented university and been taught that capitalism is evil. When we get out into the real world, we discover that it provides us with a job and opportunities, and we revise our beliefs. We’ve replaced one belief with another.

This is called growth.

And, human beings have the capacity to think and grow for their entire lifetime, although few actually do. What seems to happen most frequently is that people level off at some point in this process and stop growing.

We are all familiar with the common belief that the older a person becomes, the more ‘set in his ways’ he/she becomes. In other words, the less likely they will challenge their beliefs. As a veteran sales trainer, I can personally vouch for the idea that the older salespeople are generally the most difficult to change.

But, resistance to growth doesn’t have to be an age-related phenomenon. We all know people who have arrested in their development somewhere along the line. This can happen to a 20-something as easily as to a 60- something.

Arrested development…

It’s unfortunate for the individual. It robs them of a fuller and more complete life, of enriching discoveries and relationships, and often of economic enhancement.

In other words, when someone stops growing, they stop expanding their spheres of relationships and become limited to the group of folks they have known. They often plateau at an economic level, as they no longer learn new job skills or seek new opportunities. The boundaries around their lives become rigid, and they fence themselves into a shrinking, not expanding, world.

While arrested development of an individual is sad, when it becomes more common in a group, it becomes a danger to society. Just as the boundaries of an individual grow more limited when he/she stops growing, so too does the society at large.

One of the essential ingredients for growth and development is the continuous exposure to new ideas and new experiences. When we entertain ideas from those who don’t believe exactly what we believe, it helps us confirm or question our own beliefs, leads to a greater understanding of others, stretches our psyche and develops us into a more complete human being.

In our college-student example, above, it took the exposure to the real world economic experiences to change the recent graduate’s beliefs. If she remained cloistered in the university cocoon, she would likely have never changed her belief. It took the exposure to a new experience and new idea to cause a change in belief.

A Very Personal Example

My wife and I were foster parents for a number of years. One of our foster children was a teenager who had escaped from then communist Albania. One thing led to another, and we eventually hosted John, his 80-year old father, for a week’s visit to the US. Upon leaving to return to Albania, John said this: “For my whole life, I was led to believe that we were the richest country on earth. Now, I see that we are the poorest. It’s like my whole life has been wasted.”

We couldn’t help but feel for him. He had been led to believe a lie, and that belief shaped his actions and his attitudes and organized his life. Now, at an age where there was little to be done about it, he regretted his life lived in accordance with a belief that turned out to be false. The entire country was deceived by a dictator eager to stay in power. There was a reason why it was the most closed society on earth at the time. New ideas would threaten the movers and shakers.

False Beliefs

While not nearly as poignant and heartbreaking as John’s experience, we all allow the same thing – false beliefs – to impact our thinking and, therefore, our businesses and our lives.

Exposure to new ideas and new experiences is so fundamental to human growth and development that it can be used as a gauge for the growth that follows. Where there is widespread and continuous exposure to new ideas and experiences, people grow. Where there isn’t, they don’t.

What Causes Arrested Development?

Learning and growing is the natural state of human beings. Our creator programmed that into us. Infants, toddlers, teens, adults are all programmed to continually encounter new ideas and experiences and fold new conclusions into their heads. It takes the intervention of some force of sufficient power to knock us off the track and bounce us into mindlessness. Here are three such sources:

Fear

At some point in our development, we become afraid of new experiences and new ideas. We may not be aware of that fear, but it is still the source of avoidance. We get to the point where we value what we have and want to protect it. That can be the physical things like our homes and our jobs, or it can be the image of ourselves that has taken us some time to develop.

In my work with salespeople, I see this fear take the form of fear of exposure. They have developed an image of themselves as somewhat knowledgeable and competent and are afraid that new ideas and experiences may expose them as less competent than they want to think they are. The way to avoid that potential exposure is to fend off the new idea.

Very few people will admit to being afraid.

Normally, this takes the form of excuses which absolve them of having to confront new ideas: “I’m too busy.” Or “I already knew that.” Or, “I have my own system.” All of these are fear-based attempts to defer being confronted with new ideas.

Of course, fear can manifest in ways other than fear of exposure. I see more and more commonly today the fear of rejection as being a ubiquitous reason for people to avoid new ideas. This fear says that if I encounter a different idea, I may be somehow changed by it. And that will place me outside the pack. Better to go along with the crowd and avoid contact with any new idea.

As I am writing this, the news is full of a well-known actor shouting “F.. Trump,” and the Hollywood elite giving him a standing ovation. That’s a great example of the pack mentality. The college kids who shout down a speaker with a point of view different from that which they have been taught provide another example of arrested development motivated by fear.

In these, and multiple other examples, to actually consider an idea outside of those accepted by your pack might put you outside it. That is to be feared. Better to just go along with the crowd.

Laziness

Face it, it is harder to make changes then it is to remain in the status quo. It takes time, energy and often intentionality to confront a new idea, learn from that and roll it into your routines. It is far easier to just not bother. Some people just don’t have the motivation or energy to change, and thus avoid new ideas because they are lazy.

Contentment

This can be a combination of the two mentioned above. Frequently, people develop to the point where life is good. They have a comfortable income level, their family is settled, their job is well in hand. They are comfortable.

That contentment serves as a counterweight to the prospect of encountering new ideas. Better to just hang around with the people with whom you are comfortable and to remain with the ideas that have worked thus far for you.

Other People

I’m going to drill deeply into this in the next article. For now, I have observed that much arrested development is brought by other people who have a vested interest in confining you within the constraints of a belief system. Typically, when you accept their belief system, you are then cut off any ideas that oppose it.

The Opposite…

People who continue to grow and develop their entire life are those who actively seek out new ideas; they are unafraid of the potential challenges to the status quo. They are comfortable enough with themselves to take the risk.

Here are some pictures of what this looks like in real life: One of my clients, the owner of a small business, ‘tries to have lunch once a month with a good thinker from outside the industry.’ In so doing, he methodically encounters new ideas.

Business executives and salespeople who regularly buy the books, download the podcasts and attend the seminars and conferences. Exposing yourself to experts or those who have deeply studied an issue is a time-tested way to encounter new ideas.

Housewives who read the magazines, search the internet and talk to other folks to gain new ideas on their issues. The world is full of good ideas, and by seeking them out, you find them.

Students who attend the occasional class taught by someone at the opposite end of the political spectrum. The courage to listen to someone with whom you may disagree with seems like a rare commodity these days.

Bottom Line

While the trend in our society is toward more and more mindlessness, if you are going to continue to grow and develop and come close to achieving the potential you have, you must actively seek out new ideas and new experiences. That is just as true for organizations and societies as it is for individuals. When we, as a society, aggressively avoid new ideas and new experiences, we arrest the development of the society and put it at risk.

Originally published on DaveKahle.com

About the Author:

from Commence CRM http://www.commence.com/blog/2018/10/17/exposure-to-new-ideas/ from Commence CRM https://commencecrm1.tumblr.com/post/179151138704

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denisewilliams · 6 years ago

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Lower Our Price or Lose the Deal

By Larry Caretsky

“Boss, we need to lower the price to win this deal.”

How many times have you heard the desperate cry of your sales staff suggesting they can only win a new business opportunity by offering a lower price? Inexperienced sales people often fall into this trap. They truly believe that they need to do this and may fight you if you suggest otherwise. Here are a few tips I have learned over the years that will not only enable them to win the business but gain valuable experience as well.

First, it’s important to respect the fact that your prospect may be an experienced and shrewd negotiator. You see, competition can be real or imaginary and an experienced buyer can make it seem very real, causing the sales representatives to panic that they are going to lose the deal if they don’t lower the price. In reality the prospect may have already decided to buy your product or service but is just testing the water to see if they can in fact get a better price. In fact, it’s rare that a prospect does not float the idea of getting a discount if they buy from you. Why not ask? The worst that can happen is that you say no. So, what can you do to win the business and retain your price points?

Well here are a few things you should not do.

Do not get belligerent and suggest that your company is the best in the industry which is why you may cost more than the competition. No one wants to hear this.

Do not bad mouth your competition. No one wants to hear this either.

There are certainly sales situations where the prospect may be torn between your product or service and that of a competitor. This happens when the prospect does not see any additional value by going with you and may ask for a discount to differentiate you from the competition. Do not allow yourself to get into this situation because the prospect may in fact select the lower cost option if they truly believe both are the same.

The winning approach is to reiterate why your product or service will do a better job of addressing the prospect’s initial business requirements. At this stage of the sales cycle the prospect is struggling to find that one differentiator or reason to select you over your competition. Take them back to your value proposition so that they make their decision based on your ability to address their needs better than your competition. To be successful you need to fully understand what you do better than your competition and support this via things like case studies, product reviews and customer references or testimonials. The prospect is looking for that comfort factor that instills confidence that they are making the right decision by selecting your product and company. If you provide this, you will win the business without lowering your price.

About the Author:

Larry Caretsky is the president of Commence Corporation a provider of CRM software and sales enablement consulting services. Visit commence.com/sales-enablement to learn more or e-mail [email protected].

from Commence CRM http://www.commence.com/blog/2018/10/09/lower-our-price-or-lose-the-deal/ from Commence CRM https://commencecrm1.tumblr.com/post/178893391454

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denisewilliams · 6 years ago

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Small Business Struggling to Adopt CRM Software

CRM even at its most basic level enables a business to capture, track, manage and share vital customer information with the people and departments that need it to efficiently do their jobs. This is critical to the successful operation of every business. CRM is also extremely helpful in managing new sales opportunities and in streamlining marketing programs that generate new business. Once again this is core to growth and sustainability. So why are small businesses struggling to adopt what is as important to their business as their accounting software? Well it’s because industry experts claim that less than 33 percent of small businesses use a CRM system. I believe the reason is twofold.

No Time

First, many small business owners and executives firmly believe that a CRM system will rob their staff of valuable time causing them to spend a good portion of their day entering information into the system, but this simply is not true. In many cases, management is unaware that their staff is spending hours of time entering data into an Excel spreadsheet which is hard to share and virtually impossible to maintain. CRM software has proven that having a single consolidated database of customer information, that is accessible to all authorized employees 24/7, significantly improves productivity. Business owners and executives who have deployed CRM have realized this benefit.

Limited Resources

The second challenge impacting adoption is that small businesses are often resource constrained. CRM is not an appliance that you simply plug in the wall. It requires someone dedicated to managing and maintaining the quality of the data entered, and a commitment from management that the software will be used by the staff to improve business performance.

CRM software as discussed earlier is often used to automate and streamline marketing. In today’s competitive environment small businesses more than anyone need to take advantage of digital marketing programs, generate bulk e-mail mailers, and interact with social media sites to build brand recognition and generate more new business opportunities; but once again this requires having an experienced marketing professional on board. Most small businesses do not have this individual and cannot afford to hire them, making the adoption of CRM quite difficult.

The Winning Formula for Small Business CRM

So, what’s the answer here? How can small businesses become more successful in adopting CRM solutions? I recommend the following.

Step 1: Outline what you need the CRM system to do.

Step 2: Assign someone to manage the implementation of the software.

Step 3: Identify the resources and expertise you have on staff.

Step 4: Only evaluate CRM companies that have the professional sales, marketing and customer service expertise on board to fill any gaps you may have in these areas.

The successful deployment and utilization of CRM requires much more than simply selecting what you think is the best product for your business. CRM does not run your business, people do. If you do not have the expertise on board to realize the maximum value from the product, make sure you partner with a company that can provide this for you.

from Commence CRM http://www.commence.com/blog/2018/10/03/small-business-struggling-to-adopt-crm-software/ from Commence CRM https://commencecrm1.tumblr.com/post/178708987554

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denisewilliams · 6 years ago

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Time Management: An ounce of prevention

By Dave Kahle

The essential challenge of effective time management is to spend more of our time doing those things which bring us the best results, and less of those things that don’t bring us results.

So we struggle, every day, with surmounting this challenge. We try to spend more time with customers, and less with paperwork. We try to delegate portions of our “to do” list that can better be done by someone else. We arrange our days to spend our time doing the most effective things.

And we understand that on occasion a relatively large one-time, up-front investment of time will save us a disproportionately greater amount of time down the road. So, we invest in a new computer system and all the time that it takes to massage it into operation because we expect it to save us time in the future. We spend some serious time creating annual goals and strategic plans because we expect those exercises to help us be more effective in the coming year.

It’s with that perspective in mind that I suggest an initiative that could potentially provide you a huge return on your time invested: Prepare a Disaster Plan.

“What’s that?” you are wondering. It’s your plan for continuing your business with minimal downtime in the event of a disruption due to forces completely out of your control. When we think of disasters, it’s easy to focus on the large events that consume the media. For example, we all know people who are hurting because of damage to their businesses by the series of hurricanes. And it is just as true for those suffering from the flooding in the North East, the tsunami in the South Pacific and the earthquakes in Pakistan.

But the disaster doesn’t need to be nearly so involved to threaten your business. It can be much more personal and intimate. My business, for example, has experienced two such events in the last two months. For the last 49 months, I have presented a monthly one-hour telephone seminar for sales people. Last month, the local phone lines went down right in the middle of my presentation. Several hundred sales people around the country were cut off in the middle of the presentation.

Not a major disaster, but certainly a bump in the road. My staff had to spend a lot of time adjusting registration fees, rescheduling attendees, etc. It fits the criterion: If we could have somehow prevented this, or reacted quickly, we would have saved dozens of man-hours devoted to unproductive tasks.

Here’s another “personal disaster.” During lunch at a seminar I was teaching at the Renaissance Hotel in Orlando, someone stole my laptop, projector and briefcase, which contained my cell phone, PDA, and other important information. I had to disband the seminar, and spend the afternoon making calls to protect the information on the computers. Not only that, but my staff had to spend days working with the participants to adjust their fees. The repercussions will take months to finally sort out. All of this is time spent in unproductive ways.

Neither of these events reaches the magnitude of a major environmental disaster. Yet each of them robbed me and my staff of valuable time as we attended to the after-effects of a personal setback.

What personal disasters can attack you? What would you do if the phone lines went down for an extended period of time? How about the electrical power? What if a virus took down your computer system? What if you had your laptop stolen? Or your wallet or purse? Or your entire workforce called in sick with the flu? Or the price of gas tripled?

Take some time to develop a contingency plan right now, while you have a clear head and the time to think it through. The time you spend doing that may very well become one of your best time management investments.

Originally published on DaveKahle.com

About the Author:

from Commence CRM http://www.commence.com/blog/2018/09/27/time-management-an-ounce-of-prevention/ from Commence CRM https://commencecrm1.tumblr.com/post/178513966749

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denisewilliams · 6 years ago

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Ticket Automation Key to Quality Customer Service

Let’s face it in today’s competitive environment the difference between someone buying from you or your competition will often be their buying experience. CRM systems with ticket integration enable sales, administrative and service personnel to view the entire buying and service history of the customer. This is great because it enables your staff to react quickly and efficiently to customer inquiries. But interacting with customers during normal working hours is simply not good enough anymore. Customers have an expectation that they can get their questions resolved 24/7 and if you want to get a leg up on your competition you need to provide this level of support.

Commence Corporation, makers of Commence CRM, has introduced some advanced functionality that incorporates automated workflow processes into their customer support software. Commence CRM offers a customer service portal that enables your customers to submit service tickets or inquiries during or after your normal business hours. An automated response system automatically acknowledges receipt of the ticket. Additionally, it can offer some suggestions on where the customer may find the information they need. It may direct them to an FAQ section or a knowledge base that are both built into the Customer Support system, or simply inform them that a staff member will be in touch shortly. The objective here is to enable you to provide a world class level of service to customers or potential customers before, during and after the sale. This automation also can schedule follow-up communication to ensure that the customer has gotten their questions addressed and that they are completely satisfied. For additional information or for a product demonstration contact Commence Sales at 1-877-Commence.

from Commence CRM http://www.commence.com/blog/2018/09/19/ticket-automation-key-to-quality-customer-service/ from Commence CRM https://commencecrm1.tumblr.com/post/178250564144

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denisewilliams · 6 years ago

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Commence Corporation: Delivering Top-Notch Solutions to Businesses Around The Globe

The CRM software sector has become a mature market, and the presence of hundreds of the CRM solutions providers has made the market a commodity today. The majority of companies offer products that are specifically targeted at improving internal productivity, such as the ability to capture, manage and share account and contact information, keep track of sales opportunities and deliver outstanding customer services through the automated ticket management.

Incepted in 1990, Commence Corporation has coupled a robust set of business applications with a set of best practices that ensure the proper implementation, training and utilization of the company’s products. An experienced team of sales, marketing and customer service professionals help customers define and implement a structured sales methodology, build brand recognition via social and drip marketing programs and implement a customer portal that enables the customers to offer web based self service programs to their customers. Very few companies that service the SMB sector can offer the scope of functionality and the value added services that Commence provides.

Based in New Jersey, USA, Commence has been in the CRM sector for more than two decades and targets the mid-sized businesses.

Calling the Shots at Commence

Larry Caretsky, CEO of Commence Corporation has more than 30 years of experience in the computer software industry and is responsible for the company’s global business operations. Larry began his professional journey with Shared Medical System, a division of Seimens Healthcare and has also held executive level positions in several enterprise software companies including McKesson HBOC, Cognos and Synon Corporation.

His sincere efforts and dedication to work has fruitfully resulted in Commence Corporation becoming one of the top rated software companies in the CRM sector. He is also considered an expert in the CRM industry and has written numerous articles about the proper use of CRM software to improve sales execution and customer service and authored an e-book. Larry is currently creating a series of CRM industry podcasts designed to help SMRs use CRM software to help automate and streamline their internal business processes.

CEO’s Expert Views on the Future of CRM Sector

Sharing his views on the future developments in the CRM sector, Larry asserts, “Over the coming years, I think we will see a significant shift towards solutions which are targeted at enabling customers to grow their business by being more proactive with prospects and customers. This will require a different type and level of automation such as artificial intelligence (AI) programs that analyze customer buying habits and trends, create automatic responses to customer inquiries and optimize the power of social networks via tighter integration. Future CRM solutions will enable companies to immediately engage with customers so that they can improve their buying or service experience.”

Source of Inspiration behind Commence

The company was established on the founders belief that small to mid-size businesses (SMB’s) wanted to take advantage of the same technology that big enterprises were utilizing to grow their business. However, the products available at the time were very expensive and difficult to operate. The management of Commence Corporation saw a wonderful opportunity to exploit the SMB space by creating an easy to use, affordable solution for capturing, tracking, managing and sharing customer information within an organization.

Challenges & Pitfalls During the Initial Days

The biggest challenge faced by the team was how to cost effectively introduce the products to the targeted market. The low cost of the product did not support a professional sales team. Furthermore, there was no internet at that time or social sites to build brand recognition. Traditional marketing channels such as public relations firms, trade shows and print ads were expensive too. Therefore, the decision makers of Commence decided to recruit consultants and third party resellers, and started exploiting their business experience and customer relationships as a distribution channel. The program was very successful and enabled Commence to attain a large customer base serving 30 industries in more than a dozen countries around the world.

Maintaining Client Relationships

Commence boasts one of the highest levels of customer retention in the CRM sector with numerous customers using the product for over a decade. The reason behind this customer loyalty is the level of engagement the company delivers with every installation, which ensures that the customers receive maximum value from the Commence’s solutions. This interaction also provides the product management with additional requirements for their future product releases based on the customer demands. Larry and his team share that their customers play a vital role in the success and growth of the company.

Innovative & Experienced Team Behind Commence

Commence has an experienced staff of sales, marketing and customer service personnel, who have been working with the company for an average 16 years. They possess two qualities, a high degree of expertise in these disciplines as well as a high level of commitment to ensure that the customers will be successful with their softwares. Larry and his team employ only the experienced professionals with prior sales, marketing and customer service experience. Excellent testimonials from Commence’s customers support this position.

Staying Ahead of the Competition

Commence targets the companies that need more than just a basic one size CRM solution. The CRM solutions provider offers a comprehensive range of solutions with functionality that is only found in high end, expensive solutions. Moreover, Commence delivers feature rich solutions, supported by professional sales executives, marketing and service personnel, thereby rendering value added services to its customers. While the robust functionality often differentiates Commence, the professional services the team provides is the real differentiator.

Future Strategies & Mileposts for Commence

The SMB sector continues to be the fastest growing market for CRM software and Commence is very well positioned to enjoy the continued success for more than two decades. Larry asserts, “With regard to technological adoptions, it is critical that the team continues to launch new features and capabilities to its customers in order to maintain their competitive advantage.” Since, the introduction of new technology often requires the need for additional services, the leading CRM solutions provider expects continued revenue growth, as numerous companies are likely to seek assistance with the implementation and utilization of new technology in the future.

from Commence CRM http://www.commence.com/blog/2018/09/14/commence-corporation-delivering-top-notch-solutions-to-businesses-around-the-globe/ from Commence CRM https://commencecrm1.tumblr.com/post/178077204469

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denisewilliams · 6 years ago

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Commence CRM Filling the Gap for Middle Market Companies

The CRM sector is one of the most competitive environments in the software industry. At last count there were several hundred software programs to choose from ranging from very basic free offerings to those costing more than $300 per user per month. Despite this, middle market companies often have difficulty finding the right solution for their business.

Here’s why. Midsize firms often require a broader array of functionality and system administration than is provided by the basic low-cost solutions.

Broader functional requirements often include an integrated marketing system; a help desk or ticketing system; managing documents and attachments; group calendaring capability; seamless e-mail integration; advanced analytical reporting; and project management. They may also need administrative tools that enable them to quickly and efficiently manage user permissions and security. Also needed is the flexibility to tailor the product to address changing business requirements.

The problem is that even a subset of this broader functionality rules out roughly 90% of the CRM systems on the market. Of course, there are always the enterprise level companies that can address the above and much more, but these systems while rich in functionality are often too expensive and are known to be difficult to use.

Commence Corporation, manufacturers of Commence CRM, has specifically targeted the middle market with a robust product offering that rivals enterprise level products costing much more. The company offer a comprehensive suite of functionality coupled with a user interface that is clean, simple and easy to use. Commence CRM’s price points are a fraction of the cost of enterprise product offerings.

One of the compelling reasons why customers select Commence CRM is the modular design of the product. It allows you to select only those applications that you need today and the flexibility to add additional modules later. In addition, the robust application suite ensures that you will not outgrow Commence and be forced to migrate to another CRM solution in the future.

The administrative functions for managing and customizing Commence CRM is another strong point and there are no limitations to the number of accounts, contacts, e-mails or reports you can run as there traditionally are with competitive products at Commence CRM’s price point. Customer support is another strength of Commence. The company has an experienced team of sales, marketing and customer service professionals that have been engaged with several hundred implementations of the product and customer references are outstanding. If you are a mid-size company of 10 to 200 users, take a look at Commence CRM before making your decision. I think you will be quite happy that you did. Visit www.commence.com for more information or call 1-877-COMMENCE.

from Commence CRM http://www.commence.com/blog/2018/09/06/commence-crm-filling-the-gap-for-middle-market-companies/ from Commence CRM https://commencecrm1.tumblr.com/post/177806082259

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denisewilliams · 6 years ago

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Sales Q & A – Creating Change

By Dave Kahle

Question:

My new sales manager is having a difficult time creating change — getting our experienced sales force to execute a number of the changes we have implemented in the past year. Any suggestions?

Answer:

Change is always difficult. Particularly with an experienced sales force. I’m reminded of a quote I sometimes use in my seminars:

“In times of rapid change, experience can be your worst enemy.” J. Paul Getty

It seems that when it comes to change, the more experienced you are in a certain job or position, the more difficult it is for you to change.

However, while it may be difficult, that in no way excuses the need to change. Lots of things in life are hard, and lots of things in your job are hard. So what? Your salespeople need to get with the program.

So, let’s rule out any negotiating, any exceptions, any backing down from your position.

Let’s not tolerate any whining, complaining, undermining or excuses. Let’s accept that you have mandated some changes, and a good percentage of the sales people are not making them. Time to take some action.

I’ve always found it helpful to think in specific terms as opposed to general statements. So, “the sales force isn’t executing the changes” is too vague a proposition to offer any clear solutions. Let’s get specific. Step one, let’s go from the “sales force” to specific sales people. One by one, who is not executing which changes, specifically.

Let’s get methodical. Create a spreadsheet with each sales person’s name down the first column, and each specific change you expected him/her to make in each column to the right.

Now, think specifically about each sales person. If that person has successfully implemented that change, put an X in the box under that column. Proceed this way, thinking specifically about each person and each change.

This little exercise may be enough to uncover the obvious solution. For example, if you find that no sales person is implementing a specific change, that leads you to a certain course of action. If you find that most sales people are implementing most changes, but that only one is not implementing any, that then leads you to a different course of action.

Going from the general to the specific is a great way to uncover the details of a problem, and often points out a very obvious solution. (By the way, this is one of the techniques I use in my consulting practice to uncover the root causes of sales problems.)

But let’s say that the solution isn’t obvious, but this exercise has given you a clearer picture of the problem. Now what?

Think of two general kinds of solutions, and realize that the ultimate is probably going to be some combination of the two.

One kind of solution is to work on the structure of the change.

This would be indicated when you find that most, or all of the sales people, are not implementing some specific change. The problem may be with the change, not the people. So, look at what you are asking them to do. Is it beyond their capabilities? If so, reduce the complexity. Has it been thoroughly communicated? If not, hold a remedial training session. Does it conflict with what you are paying them to do? For example, you may be paying them 100% commission, and then asking them to bring in new accounts. That’s a conflict. If that’s the case, change the compensation plan.

Each of these solutions has to do with you changing some aspect of the structure in order to stimulate the change that you want.

The other kind of solution has to do with the people.

Are some people resisting the change and others not? If so, the problem isn’t with the structure, it’s with the people.

Identify the individuals who are guilty. Then, one by one, articulate your best insight into why this person is not coming on board. I like to make this real simple. Is it a “can do” issue? In other words, they just don’t have the ability? Or is it a “will do” issue? They can, they just won’t.

The answer’s obvious if they don’t have the ability. You have the wrong person in the job. Change that.

If they won’t, then you have to make the pain of not changing more intense than the pain of changing. Individually, one-on-one, make it clear to the sales person what the consequences of not changing will be. Then stick to it.

Work one-on-one with each offending sales person, as opposed to working with a group of them. It’s too easy for them to gather negative energy from one another.

One more thought. If you are going to have heart-to-heart conversations with a group of sales people, you may be better off picking your battles, and winning one before you start the other. Start with the most likely person for you to win the battle with, and execute your strategy with him/her. When that person is in line, move on to another one.

I have a number of resources you may want to review to shed additional light on this. My book, Transforming Your Sales Force for the 21st Century articulates this issue of “structure” and “people.”

A couple of articles on my website will also help. Read “Taking your sales performance up a notch,” and “How to deal with the salesperson who has plateaued.”

Originally published on DaveKahle.com

About the Author:

from Commence CRM http://www.commence.com/blog/2018/08/30/sales-q-creating-change/ from Commence CRM https://commencecrm1.tumblr.com/post/177558435139

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denisewilliams · 6 years ago

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5 CRM Buying Tips for Serious Shoppers

By Larry Caretsky

If you are a small to mid-size business looking for a CRM solution I have a few tips that will help you stay focused on making a good decision.

Skip the Free Trial

Free trials are almost worthless because it takes too much time to dig into each system and fully test the functionality, how the administration works, what level of customization the product offers and how strong the reporting capabilities are. Of course, if you are a very small business looking to simply manage contacts, keep notes and generate a sales forecast there are several free offerings that will meet your requirements and you can get immediate access. You will find that they are all the same so just pick the one you like the best.

What if your business requirements are a bit more robust, and you need a solution to:

+ manage the sales cycle from introduction to closure;

+ produce detailed sales reports with KPI’s such as how many calls or appointments were made;

+ generate marketing campaigns based on where new opportunities are in the selling cycle;

+ track service tickets and customer inquiries;

+ manage projects, time slips and billing;

+ integrate the CRM software with an internal system already in use.

It does not matter how many free trials you get, because it would take weeks to evaluate each one and, in most instances, you will need to engage the solution provider to clarify what the product does and doesn’t do.

Tip #1: Get the guided tour

Make sure you have a clear understanding of the functionality your company needs, then select three or four solution providers. Have them walk you through how the product would address your specific requirements. If the vendor suggests they will only offer you a free trial, walk away because it is clear they do not want to invest the time to ensure their product will meet your needs. After the walk through, if you are still not comfortable then ask for a one to two-week trial so that you can revisit the product’s functionality and workflow.

Don’t Make the Evaluation Process a Beauty Contest

Everyone wants a CRM solution that is cosmetically appealing and easy to use. Vendors know this, so they often fill their home page with images that attract the novice buyer or evaluator. But this is not a beauty contest. I have heard people say they like the cosmetic appeal of a specific product over the others, but what I did not hear them say is that the product best meets the functionality requirements of our business. If the product does not meet the business requirements it does not matter how pretty it is to look at.

Tip #2: Put functionality over ‘look and feel’

Stay focused on how effectively the CRM system can meet your specific requirements. If the product you select is also cosmetically appealing that’s a plus.

Where is my Data?

The security and protection of your company’s data should be a major component in the decision process. Despite this, I have not had a single prospect ever ask me where my firm stores their data, or how can they access it in case of an emergency. “It’s in the cloud” seems to be a good enough response, but it’s not. Where your data is stored and managed can be a significant differentiator between vendors and should be an important part of your decision criteria.

Tip #3: Make data security a top priority for vendor selection

Ask the solution provider where your data is being stored and managed, how often is it backed up and what process is in place that will enable you to access your data in case of an emergency.

Support Services

The implementation and utilization of CRM software requires planning and can be resource intensive. Despite what some people think, CRM is not like an appliance that you plug-in the wall and “Voila!” it magically works. The CRM system does nothing unless there are dedicated people behind it. Most smaller businesses are resource constrained and do not have highly experienced sales, marketing and customer service professionals on board to manage the implementation, customization, proper training and utilization of the system; so, it is vitally important that you select a solution provider that can provide this level of service to your business. Many of the CRM solution providers that service the small business community are small businesses themselves and like you, they do not have these resources either.

Tip #4: Get the support you need to succeed

Make sure you select a CRM solution provider that doesn’t just sell you their product and reply to questions via e-mail. Make sure they are part of the complete installation process (including training, customization, and data migration) and can provide the professional expertise you need to ensure that your company will realize the maximum value from their product.

Price

Price always plays an important role in the decision process, but it should not be the sole driver for selecting a CRM solution. Unfortunately for many small businesses it is, and this has led to false expectations and a very high failure rate for the implementation and use of CRM software. So, let me help set your expectations.

You are not going to get a vendor to do a demonstration for a free product or one that is just a few dollars per user per month.

You are not going to find a low-cost solution provider that uses a top tier data hosting facility for your data.

Customer service will be limited to e-mail only and the solution provider will not have experienced resources to assist you before, during and after the installation.

If you do not require this then there is no need for concern, but if you do then you need to appreciate that you are going to get exactly what you pay for.

Tip #5: Shop for the features you need at a price you can afford

There is nothing wrong with evaluating solutions based on your budget if you have realistic expectations and the good news is that there are CRM systems for every budget. Keep in mind that low-end solutions don’t offer much functionality or customizability so if you require this, look for mid-market solutions that do. There are several good ones that are affordably priced.

About the author:

Larry Caretsky is an executive at Commence Corporation, a leading provider of CRM software for small to mid-size businesses. He has written numerous articles on CRM and is considered an expert in the sector. His articles can be viewed at http://www.commence.com/blog/

from Commence CRM http://www.commence.com/blog/2018/08/22/5-crm-buying-tips-for-serious-shoppers/ from Commence CRM https://commencecrm1.tumblr.com/post/177277392164

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