Setting the Context for Successful CRM

Posted by on Oct 15, 2017 in Case Studies |

JI-MC was retained by a large multi-channel brewing and alcoholic beverage group to look at and quantify the ways that a corporate CRM system would help the business to be more competitive and grow in the face of stiff competition and a declining market. In our methodology is enshrined the proposition that senior people/directors know how the business works. Our consulting and discussion record process enables us to identify what is known, what is relevant and what is misleading. Our contribution is to scout out the way ahead, and ease the processes of change, but we always start ‘from here’. As a leading CRM consultancy of over 20 years experience, we find it is always instructive to be reminded that every organisation is different and what works for one company cannot be assumed to be right for a ‘similar’ company. On this assignment we discovered that what was right for one division would not work for another.  Large CRM projects are notoriously expensive and we felt that the CRM payback from many different CRM support processes mighr become compromised into a corporate oversimplification by and insensitive CRM system vendor. We identified 8 sets of customer intereaction processes and 8 different types and levels of expected payback; and that was before we began to engage with management on exactly what customer centricity meant. In any business the customer’s perception of a supplier’s delivery quality is the only truth worth looking at (internal performance statistics need to be kept but they measure effort; they don’t measure satisfaction). How to create that desired experience of ‘delighted customer’ every time is not well understood, so difficult to achieve; and people are often apprehansive about sking the customer directly. If, with the support of an appropriate CRM solution your staff create the delighted customer perception time,after time, after time, your CRM investment will pay back, and the magic of this often elude the IT mind. We were pleased to have contributed to setting the context for success for such an important corporate...

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Professional Services IT Strategy

Posted by on Nov 16, 2012 in Case Studies |

IT Strategy for Professional Services Firm A client, typical of many today, approached us with a concern that the unreliable IT service they were supplying to the organisation made it difficult to secure the necessary credibility with top management to get the resource to put things right. This was the ultimate chicken and egg scenario for an IT function under threat! We carried out a survey to establish the kinds of issues which divided the IT professionals from the senior managers of the firm. On the IT side, we found a team of positively motivated people clearly unsatisfied with the service they were able to deliver and feeling undervalued by the users of the IT service and senior management alike. Unreliability and Rising Cost On the user side, we discovered that although many felt the service was unacceptable, they did not express any personal animosity towards the IT providers. There was however high annoyance that their work was disrupted by the outages on the IT service supply. On the senior management side, there was concern that IT budgets were not out of line with other similar companies and that overall, the resources should be adequate (if properly managed). Some expressed the conviction that IT was an expense which if left unchecked could grow out of control, reducing the profitability of the Firm. Disruption Damage The unreliability of business systems was a serious issue, but outages were not as frequent as people felt. What we saw was that with the increasing dependence on their system service, the damage and disruption caused by each outage had increased significantly in recent years. We now live in a world where 100% reliability is expected in many areas of our every-day lives; and increasingly in our business environments. We have become imperfection intolerant! As we and the client management became more aware of the impact of any form of disruption, it was clear that a new service level paradigm had become  established; but not by management. The standard that IT availability had to match was that set by the office lighting or the heating system. It just has to work when you need it. The Way Forward JI-MC worked with all parties and brought some specialist Information, Computing and Telecommunications technologies to the discussion. With changed ICT infructure and some goodwill brought about by senior management leadership, the necessary resource for the new ICT architecture and the new ICT Strategy were...

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Business Strategy Development

Posted by on Nov 15, 2012 in Case Studies |

Business Strategy- Engineering An international engineering business neeeded to set a new direction in its development and a radically different business strategy was required. In conjunction with CEO and top management we explored the implications of changes in their industry, positions of competitors, and new challenges in the coming 5 years. These issues had been causing concern and had been the source of conflict and anxiety in the top team. Without resolving the external issues we worked to create a new vision.  This allowed for the uncertainties to be accepted as far as they were understood and not delay progress on strategic thinking because they were not resolvable. From the Vision it became possible to narrow the alternative development paths and explore possible scenarios and resourcing options.  This was a difficult and vital step in ‘surfacing’ the issues which needed detailed study and investigatory work from internal teams.  Our role was not to create strategic material though we did apply our established skills in the language of strategy to give clearer meaning to some papers. After the processes of exploration, analysis, and quantification came the process of synthecising the strategy.  There were considerable learning processes required to help everyone see clearly in strategic terms what was going to be required.  Our structured approach to strategy creation helped to keep the various components like vision/mission/objectives/threats/strategies/goals and critical success factors in their correct places. In the end the strategy and the resourcing to make it happen was endorsed by the top team and signed off by the CEO in a business strategy development plan. They recognised that it was in fact all their own work and that the conditions for it’s achievement lay in their hands. Our consulting role enabled them to get to a place in their understanding of their own future that they could not have discovered by their own efforts alone. We were pleased to have been associated with such a professional and committed...

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Sales Force Development

Posted by on Nov 15, 2012 in Case Studies | 0 comments

Developing Sales Force Capability to Support Diversification Our client had accepted some seriously ambitious corporate growth targets. In established areas of business their organic growth possibilities left them with a sizeable gap. Even with increased efforts the rate of developing substantially more new business was limited. They identified market sectors which required competencies which were within their traditional manufacturing technologies and set themselves the objective of breaking into these areas and growing a significant share. This would fill the gap, or at least on the spreadsheet the numbers appeared to add up. Bespoke Training Programme JI-MC was invited to meet with senior management to establish a bespoke training programme to support the business growth initiative. In discussions with a number of businesses in the international group, we were able to explore the business development issues beyond the sales training issue. In each of the target market sectors there was a need for market research, competitor analysis, customer population research, competitive strength of product and capability in relation to customer proposition. In new sectors, established sales processes may not work. With customers in different industries the technical language is sufficiently different that little slips in wording had the potential to create buying anxieties. After preliminary meetings with sales people and sales management, we identified training needs in many of the basic skills of their existing markets. There had been no investment in training for years. Our training programme was then developed as an initial package of basics, campaign disciplines, sales process, behavioural aspects of interacting with different personality types. Moving into the new product sectors was another matter. What language do the customer buying representatives speak? What are their pain points? Who needs to be brought onside? What has to happen for the budget to get secured? What conditions need to be created to get a close on the deal? New Target Markets The second Phase of the project was based on developing knowledge of target markets, sales processes, objection overcoming responses, questioning sets to explore customer need, and anecdotes to create vision and possibility for customers to step beyond their areas of understood needs, into new and more attractive buying/benefit propositions. Sales Managers as Mentors The third Phase of the project was developing the team Sales Managers in mentor roles. This was partly a matter of developing fluency with the language of the customer and the new methodology of the sales team. It was partly taking on the role of trainer in-situ to continue consolidating the knowledge. It was also managing the opportunity pipeline and coaching/workshopping on how to move each prospect step-by-step through his buying processes. And finally it was necessary for the sales managers to maintain the...

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