The Best Food for Business Growth is CRM

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After five years in business SEO Works deployed Zoho to break out of its small business organizational chaos to become a medium-sized company managing 140 clients.

Business

Based in Australia and San Francisco, SEO Works is a medium-sized company providing search services. They work with clients that want to increase their visibility with search engines. Having started with just a couple of employees, SEO Works has 24 employees today and a thriving business with hundreds of ongoing projects.

The Challenge

Nine years ago when the company started, they had everything a new business would want – leads and referrals. Unfortunately that information was captured in a haphazard fashion. Leads were written down on slips of paper, or copied into spreadsheets. For a couple of people in the office, that was manageable. Once the company had four employees, they were seeing some problems, admitted Keith Paulin, Group General Manager and employee number one of SEO Works.

The poor management of contacts meant they were not able to handle new opportunities efficiently. “As you get bigger you need to make sure those opportunities, as they come up, don’t slip through the cracks,” said Paulin who realized that at 10 people it became critical for them to find a collaboration solution just so they could support their clients.

SEO Works faced the same troublesome issues most small companies faced. Their lack of organization, collaboration, and insight into how well the business was doing meant it simply couldn’t grow.

What CRM solution works for our growing business?

As they struggled to grow their business, SEO Works also struggled to find a CRM solution that would work with their unique needs while also not taxing them financially and with unnecessary development.

They tried a free CRM for a short time, but it was so unmemorable that Paulin honestly can’t remember its name. Then they gave Salesforce a go, and stuck with it for about a year and a half. While Paulin admitted that Salesforce is powerful, it was somewhat inflexible and didn’t connect with everything they wanted it to connect with right out of the box.

They wanted a solution that would map their entire business from end to end, in their point of view (e.g., from phone call, to request, to project). While that was possible with Salesforce it would have required a ton of learning, an external consultant, and very detailed development work. They simply didn’t have the time nor money to deal with that.

SEO Works admittedly had a love-hate relationship with Salesforce. And once they got to ten users then the licensing costs became an issue, said Paulin.

How discovered Zoho

When I asked Paulin how they discovered Zoho he simply responded, “We’re a search engine optimization company.”

Through just natural search SEO Works stumbled upon Zoho. Four years ago they were dazzled by the fact that requests could come in via websites and then fed directly into Zoho. That’s nothing by today’s standards, but back then to SEO Works it was a big deal.

Not only was the simple usability attractive, but so was the flexibility of the licensing. It was extremely easy to add users. Paulin didn’t have to worry about signing long term contracts with a CRM vendor. As a growing company, it was very important for them to easily add new licenses and not be encumbered by a long term contract.

Using Zoho to map the entire business flow

“One of the great things about Zoho is you can hit the ground running quite quickly,” said Paulin. “We were literally an out of the box user.”

SEO Works quickly put their entire business flow into Zoho CRM and Zoho Projects. They bring in leads. Leads become accounts. An account then creates a case. They create products, prepare quotes for clients, and then convert those to sales orders which are moved into a different cloud-based accounting solution, explained Paulin who also liked adding business rules to leads which automatically routed them and triggered further actions.

That flow continues when Paulin is outside of his office. He uses Zoho on his mobile and loves the feature that allows him to enter information about a call right after the call completes.

Visibility into all operations

“We no longer have that level of small- to medium-sized business discomfort that says, ‘How’s my business doing,’” said Paulin. “I can see very quickly, literally in two screens, how we’re traveling, where that business is coming from, how that’s moving through the system. Our business revolves around Zoho.”

Unlike SEO Works’ early days, they now have very measurable benchmarks thanks to Zoho. They know the number of leads that come in and how many of them are hot.

“Those kinds of benchmarks for a growing company are very important to us,” said Paulin. “We would never have been able to grow to the size that we are and to deal with the clients that we deal with [such as IBM and Telstra].”

“We wouldn’t be able to manage those projects and we wouldn’t be able to make sure we manage them effectively, deliver a good product, and deliver it profitably. So to be absolutely honest, without Zoho we wouldn’t have gotten to the stage that we’re at,” admitted Paulin. “I wouldn’t know end-to-end about 400 projects and duties going on. I couldn’t have that at my fingertips without Zoho.”

What are you going to do when you do get the business?

Many of SEO Works’ clients are young companies looking to grow themselves. While Paulin’s business can drive traffic and generate leads, they’re not designed to reinvent their clients’ businesses.

Before they deploy a SEO solution that will deliver results, SEO Works asks their clients, “When we generate this business, then what?”

The response is often met with silence to which Paulin will often respond, “We think you need a CRM solution in place to begin to deal with this stuff.”

The client may hem and haw, but it’s necessary not just for the client, but also for SEO Works.

“It’s selfish for us because we want them to see measurable results coming into their business,” said Paulin.

Delegating Tasks and Managing the Flow

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This is a guest post by Sandra Faleris of SmBizWinningTips. 

How does your business get from A to Z on projects, expansion efforts, and on-going tasks? After they are complete, what’s your method for tracking, reporting and reviewing? Managing tasks and work flow helps your employees, and the business, achieve goals and accomplish projects in a gratifying and efficient manner. There are positive side effects to becoming and staying organized.

It is one thing to delegate and quite another to ensure project responsibility and accountability.

Effective task management includes all aspects of a task that are important to track, such as its daily or weekly status, time spent, steps required to finish the task (internally or externally) and more.

5 primary groups of activities that can be tracked in nearly any business:

  1. Functional: These activities include everything that pertains to sales, employees, quality control, and customer delivery and satisfaction. Anything that moves the product or service from inception to completion would fall under the category of “functional”.
  2. Creative:  Brainstorming, marketing, displays, business development, diversification.
  3. Service:  Quality control, returns/refunds, special customers, unhappy customers, Mystery Shopping Programs, surveys, customer rewards programs.
  4. Project:  Special projects outside of day-to-day operations would be in this category. Planning, cost-accounting, research, testing.
  5. Performance: Performance of your staff, products and services.

Using the help of online applications or software options can offer easy management solutions for moving tasks and projects through the pipeline quickly and effectively.

Do you need a project-tracking tool?

Go through this checklist to get a better idea if a project/task management online application would help you and your business. After all, in a small business, the more automated you are, the more time your employees have to effectively work on the projects and tasks. Ask yourself these questions:

  1. Do you visually track projects and tasks? Or are you still using the verbal follow-up method?
  2. How often do projects get completed on time?
  3. Does everyone in the company understand their role in all projects and tasks?
  4. Are incremental steps given to help projects move forward more easily?
  5. Does overall blame happen when something isn’t accomplished because no one was originally assigned to the project?
  6. Do you feel on top of forward movement in every department, every day?
  7. Is your growth managed and broken down into projects and tasks that can be tracked?
  8. Are employees rewarded for accomplishing tasks on-time and on-budget?
  9. Do you consider everyone and everything an extension of you? For example, if you are the CPA, Attorney or other service professional and you have a support staff, do you give short and long term projects and goals? Or is everyone ready and waiting each day for instructions?
  10. Do you have a vision that is on paper, or just in your head?

If you answered “No” to more than two questions, an online project management tool is highly recommended.

Task management tools and software are available in many different formats and pricing options. Depending on your industry and business-use, it’s recommended to select the application best suited to your needs.

After implementing a new system, it will surprise everyone how quickly projects get successfully completed. It is gratifying to experience project completion, particularly when it helps propel the company forward. 

Using Zoho to Teach Students Project Management

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“Ahem, class, are you paying attention? Your first assignment is to find a project management tool that’s easy to use, friendly, and can work well with a CRM application.”

Believe it or not, that was the first assignment Robert Braathe of Braathe Enterprises gave to his students. Braathe runs a virtual internship program that gives college students real experience. And teaching project management is critical for operating in the real world, said Braathe.

“If you don’t have a project management tool in place, you’ll just throw a lot of spaghetti on the wall,” Braathe said. “With a project management tool you can keep things on track and do more things at once.”

At the Small Business Expo in New York, I spoke with Braathe about why he and his students chose Zoho. He said that Zoho met their comfort level. It was user friendly and most similar to Google Apps. But they also liked Zoho because they were looking for a CRM tool as well. In their search they discovered other CRM applications, but they were either very clunky or really expensive. With Zoho, Braathe and his students liked the interactivity with other applications, the ability of multiple people to sign on, and the ability to just scale it up as they need it.

An update on Zoho Sites

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We have made enhancements in three different areas on Zoho Sites. These minor updates have been made for better functionality before we bring out some really major changes that we’ve been working on.

  • Thumbnails in File Manager
  • One-click protection of all pages
  • Generation of sitemap

File Manager gets a Facelift

The collection of images you uploaded will be listed on the file manager, as thumbnails. This makes it easy to pick the one you want to include on a page. Other files will be grouped based on file type.

Password Protection

Password Protection has had a change of philosophy. You already could protect all pages on your site using one password. Now, you can do it in one click.

SEO gets better with Sitemap

Another area of change is SEO. We’ve added sitemap generation. Sitemaps are to inform search engine bots about the hierarchy of your website and how each page is connected to the others. Bots crawl webpages based on priority and the frequency of updates. By this, bots know which pages on your website should be crawled frequently in order to present the latest information to searchers.

As for the big ones, we are eager to announce a couple of integrations with Zoho Sites and usability enhancements, coming up soon. Stay tuned.

The Critical Need to Integrate All Customer Information

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The more knowledge a salesperson has about a particular customer or group, the better decisions they can make and insight they can gain, said Paul Greenberg, Principal of The 56 Group and Chairman of the CRM Evolution 2012 conference in New York City where I spoke to him about the importance of integration.

Companies are gathering information about their customers from a variety of sources such as the social web, traditional communications, and the commerce transactions captured in their CRM.

“You’re much better off knowing all of that, than just a part of that,” said Greenberg stressing the importance of integration. Yet Greenberg knows that companies aren’t necessarily going to dump their investments in their web, financial, and CRM systems just for the sake of integration. Rather, they’ll look for ways to tie existing systems together.

Technically, integration can happen through the use of middleware or via application programming interfaces (APIs), which are pieces of codes that allow disparate systems with data to talk to each other, said Greenberg.

A Tax Break Ending Soon – Internet Sales

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One of the most compelling tax breaks is coming to an end in the near future. Internet sales are booming and the incredible tax savings that comes from buying supplies or equipment off the internet might soon be over.

Before legislation speeds up this process, it is important to take advantage of this huge loophole and the overall savings that can be realized.

Products purchased from the Internet often cost less.

Buying just about anything from the Internet offers not only a break in paying sales tax, but often a cost savings over local retailers with hefty leases and greater operating costs. So it’s often a double savings from buying local.

Think about purchasing higher quantities to take advantage of large volume discounts and be prepared to be surprised at the savings.

Internet shopping often saves on shipping.

Many Internet retailers can even offer free shipping, while simply absorbing the cost and still bring in a higher profit margin than a retailer that runs out of a brick-and-mortar storefront establishment.

Shipping has also come a long way. Products arrive unscathed right to the door with the same guarantees, even saving a bad back or the headache of getting it from one location to another. Competition in shipping has also lowered the cost and expedited shipping is readily available.

Time saved by comparative Internet shopping saves too.

When business owners or employees are sent out to purchase products, the money spent doing so is often overlooked. Ordering products from the Internet can be accomplished from the office with a few simple strokes of the keyboard and click of a mouse. Most websites take less time to complete a sale than the time that can be spent waiting in a checkout line. Repeat orders take even half the time.

Your savings on sales tax and Internet shopping can quickly add up.

If a business needs a couple of new computers, new software, office furniture or even ink for the printers, the savings on sales tax can easily add up. Some states without sales tax often experience extra sales in cities that border states with high sales tax and the internet has been no different. Internet commerce has been booming as individuals and businesses alike have taken advantage of this massive loophole.

To remain competitive, all small businesses have to take advantage of these immense savings before they are a thing of the past. Add the other reasons to shop online and now is the time to capitalize on a good thing.

Internet sales tax legislation is expected to be demanded and in effect by 2016 at the latest. This will level the playing field, however, the competitive edge that these businesses have will remain in effect. As smaller businesses struggle to cut costs, purchasing from the internet today will set up more savings in the future. Much like “free shipping”, we might even see these same retailers absorbing sales tax in the same manner.

Common CRM Pitfalls and Misconceptions about Customers

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Despite the plethora of advice about pitfalls and best practices, people still make tons of mistakes, said Scott Rogers (@jayhawkscot) of thinkJar.

The clearest evidence is the language companies use when they’re trying to describe success with customers. The vast majority of companies are not using the words that show they are focused on the end results of their strategies. They use company-centric words like retention, loyalty, and lifetime value rather than customer-centric words such as experience, satisfaction, and customer centricity.

Perception gap between customers and companies

What the customer thinks is important is very different than what the company believes the customer thinks is important as IBM discovered in its CRM Study in 2011.

The study asked companies why they think customers follow them on social sites. And then they asked customers why they follow companies on social sites. For customers, the most important reasons for following a company in a social space were discounts and purchases. Clearly not understanding their customers’ desires, companies rated these two variables as customers’ least important reasons.

While more than ¾ of companies have some form of customer feedback mechanism, less than 10 percent think their efforts are stellar, said Rogers.

Similarly, 80 percent of organizations think their customer experiences are good. Eight percent of customers agree, according to a report from Bain and Company.

“Competitiveness is far more about doing what your customers value than doing what you think you’re good at,” said Rogers, quoting Clayton Christensen.

People make emotional decisions about products. This is their thinking. When we make decisions, we have our own values and beliefs and our own hurdles, said Rogers.

Rogers continued his conversation by looking at different aspects of the purchase and relationship cycle (loyalty, relationship, satisfaction, experience, and brand) and placed each one under a customer and company lens, showing how divergent the two groups actually are.

Here’s his analysis:

Loyalty

Customer Lens

Rational Loyalty

Rewards/Perks – Can purchase that kind of loyalty
Irrational Loyalty

Habit/inertia
Convenience
Familiarity
Lack of alternatives
Fear of change
Risk aversion
Affinity loyalty

Belonging
Connectedness
Emotional bond
Company Lens

Locked-in
Repeat purchases driven by
Product preference
Brand preference
Incentives
Strong emotional bond
Relationship

Customer lens

Willingness to share or invest precious resources (time, information, attention) in exchange for preferential treatment
Emotional bond with brand company
Company lens

4 types: mutually beneficial, parasitic, predator/prey, and competitive
Series of interactions or transactions over time
Preferential commitment to a brand/company
Strong emotional bond with brand/company
Building step to lifetime value
Willingness to share or invest precious resources (time, information, attention)
Satisfaction

Customer lens

Result of outcome of perceived performance versus expectations (of product, service, interaction, etc.), filtered by time, memory, and post experience environmental factors
Static point in time assessment
Company lens

A silver bullet metric – In actuality, none really exists
Key building block for loyalty
Emotional measure of outcome of experience with touch points.
The famous Net Promoter Score (NPS) asks, “How likely are you to recommend this product or brand to a friend?” Rogers did his own analysis of the value of the NPS, but he didn’t ask that question until after a series of questions about how satisfied the customer was with the product. He realized that by asking the satisfaction question first it jogged the person’s memory about the product use experience. When they finally got to the NPS question it actually had a very poor correlation with their satisfaction.

Experience

Customer Lens

My perception of the experience is my reality – Tough for companies to ask about the journey.
Perceptions are unique
Perceptions are influenced by other pre- and post-experience factors, some of which have nothing to do with the experience
Perceptions are influenced by expectations
Company Lens

Sum of every touch point
Sensory stimuli and emotions generated while using product/service
Impact of touch points on rational and emotional needs and expectations of customers
Brand

Customer Lens

Defined by the customer
Influenced by company, friends, family, peers, reviews, etc.
It’s what the customer thinks it is. It’s not what the brand creates.
Sum of all perceptions, associations, and attitudes held by customers
Company Lens

Differentiator
Market asset created by marketing
Reputation
Emotional bond with customer
Sum of all perceptions, associations, and attitudes held by customer
Measure of Net Present Value (NPV) of future revenues
Premium pricing potential
Sentiment that doesn’t drive behavior can be an indicator of future behavior. Results can often take a long time to present themselves, said Rogers.

Customers have a value journey. You buy a product to get a job done, but then along the way there’s investigation, awareness, intent, purchase, and then support. At that point customers reflect on the value in use.

Recommendations

To reduce the customer-company perception gap, Rogers recommends:

Understanding the customers’ needs and values are critical to success – It’s their successful outcomes that matter.
“Your product/service is means to an end, and thus they are creating value with the product, not from the product,” said Wim Rampen.
Understanding the customers’ mindsets and perceptions are critical to crafting strategies and processes to improve the experience from their standpoint.
Attitude or sentiment does not always equal behavior. Identify when they do and don’t and develop strategies and tactics accordingly.
There are no single “silver bullet” metrics for satisfaction (e.g., CSAT, PTS), loyalty, or customer effort that will help you grow and improve your business. Why customers do what they do is not that simple.
Measure what is important to the customer (e.g., outcomes) not just what is important to you. Measure what you can take actions on, and those that have true cause and effect relationships.