Marketing Automation: What’s that about?

•26 January 2012 • Leave a Comment

Splintering of Technology
There is a lot of hype and excitement around marketing automation technology presently. But what is it, do you need it, and how should you go about implementing it if you do? Firstly, let’s define our terms. Almost every single project we do, whether CRM, marketing automation, email automation, sales automation or combinations of those, start off with the client, 70 Fathoms (that’s us) and vendors needing to define what we’re talking about when we talk about the technology we’re planning to implement. We find the best way to cut through this language is to focus on the channels. Which channels are you using to sell and market your products and services? Which ones are you aspiring to use? When you define that, the technology choices and options start to get clearer. The tools available are increasingly becoming channel-specific, ironically when another big buzz word is multi-channel marketing, the technology is splintering. This is bewildering to buyers but actually a good thing. Old-school CRM was a jack of all trades, new technologies are masters in their own sphere. And yes, you can join up the data and often the technology platforms you are using, so don’t let that put you off.

Think by Channel
Marketing automation is not a clearly defined category of software but we broadly describe it as technology which will automate your marketing campaigns but across more channels than just email. Automate means sending communications to customers, or instructions to sales to communicate with customers, which are created in advance and triggered by changes to your dataset or hitting certain date rules but not by a marketer pressing “send”. In theory, marketers construct sophisticated and/or rules across a multiple of possible responses and across many channels (SMS, telesales and email perhaps) and then, ongoing, tweak those rules to maximise the results. Used well, it’s a great tool, but there aren’t many marketers with strong marketing automation skills yet and there’s a steep learning curve while they develop them. Conceptually, it’s a different sort of marketing – the sort of marketing that direct mail traditionalists will be more comfortable with learning probably – but often it’s brand marketing-driven firms who are adopting the technology first and they’re not used to the analysis and frankly the maths and statistics skills you need to make sense of your new information.

ROI & Training
If you’re going to invest in this sort of marketing software, make sure you know what it does do and what it doesn’t. The vendors will show you all the bells and whistles but don’t assume that it does things you thing are “standard”, check. (Notably consider the data management issues, especially if you’re in B2B. Marketing automation suits aren’t usually data warehouse substitutes or “marketing databases” with high-end data management tools. Listen to the old-school data managers who understand how hard it is for software to recognise that One Peach Tree Drive is the same as 1 Peach Tree Dr.). Make sure you can build a business case for the investment i.e. will it help you sell more or save you money? And most of all allow time and budget for training for your people. The software is only as good as the data that goes into it and the people who use it. It won’t come naturally to everyone, so back them up and support them while they learn.

Implementation
If you conclude it’s the right solution for you, remember you’re implementing change and manage it accordingly. This is a relatively new sphere of software and you may find that the vendors can be a little inexperienced in complex projects. Make sure you get the best implementation team in, who have implemented databases and integrated solutions (unless you’re literally starting from scratch with no data and no integration). The complexity of an implementation lies in these two areas – you need people who have detailed knowledge of what can go wrong and what to protect you against, to help it go well. But never forget the change and your users… once the dust has settled, your shining new system is in place and populated with freshly cleaned data, you don’t want marketers doing the same email campaigns they’ve always done but using a vastly more expensive system because they don’t know how to use it any other way.

Do you know which user requirements to ignore?

•7 February 2011 • 11 Comments

In CRM projects, you must talk to and involve the end users and understand their requirements, it’s necessary and also considerate to do so. It’s best not to impose a system on them and you should build a system that works for them but there is a lot of interpretation needed to translate what the users say they need, into a working useable system.

For example, people say things like “I’d like the accounts team to check a box on a customer record when they want to show the sales team that the account is on hold and we shouldn’t sell to them”. The translation being, sales teams need to be able to see when an account is on hold. Different CRM systems and different implementations can deliver this in different ways. Finding the most elegant solution, that will be the best in terms of usability, often means ignoring the stated requirement and reinterpreting it.

If this is done badly, you could have very unhappy clients and that’s why so many consultants prefer the safe route of taking down exactly what the clients ask for. They deliver software configured according to those requirements and voila, their backs are covered even if the result is an over engineered piece of software that’s awkward to use.

But a wise consultant will know the software, work with its predetermined structures as much as they can and gently steer user requirements so that the customisation is minimised and the inherent workflows and functionality that exist in the software are kept intact.

Great developers of great software understand that user requirements need interpretation. It shows in their software. Look for this software and look for consultants who understand people and how they use software, and good things will happen in your business.

The Special Problem for Law Firms in using CRM

•25 January 2011 • 1 Comment

Law firms and some other professional service companies face an additional complexity in achieving good adoption rates when they deploy CRM.

Fundamentally, all CRM is hard to implement. In large part this is because using the technology requires people to change the way they work and to behave in a way that doesn’t fit with their habits and the way they approach their work. For sales people CRM adoption remains challenging even though it’s far easier than it was 13 years ago, when I did my first Goldmine implementation.

Accountants and marketers tend to adopt new software more readily than sales teams because they can’t do their jobs well without it. They appreciate process automation because the boring parts of their jobs are taken away from them and they can focus on the more interesting elements. For sales, CRM can do the opposite. There are rewards but they are different and sales people to make an effort before they can be realised.

In law firms, it is this relationship between effort and reward which is less easy to create. Usually it is solicitors who are asked to fill in CRM information. They are encouraged, cajoled and ordered to do so. Often they are doing so with rather unwieldy interfaces and large numbers of fields to complete or worse, the same information has to be rekeyed into more than one system.

Unlike sales people having to enter CRM data, in this case the data entry folks don’t get any benefit from this extra effort. Except the warm glowing feeling that they’re helping their company – yeah, right, that always works.

Meantime the main users of CRM data are the marketers, the business development people and the partners. They find the data invaluable and though they may also add information they at least do so knowing they can probably generate more business as a result or manage their client relationships better.

This is a tricky thing and it’s not solved by someone adding “must have a user friendly interface” on the requirements document. (If I had a pound every time I saw that).

So what to do about it.

Well, sometimes it’s not a problem you can solve but it is important, when introducing these systems, to try and find carrots that will encourage your people to enter data. Definitely try to avoid multiple data entry points for the same data; look at integrating with software they are using all the time (so you get a single customer view that’s useful to the solicitors too); and don’t let the marketers ask the solicitors to capture excessive detail. But in the worst case, recognise that you are increasing their burden and tell them that and ask for their help. Reward them for helping, and doing their bit and provide feedback to them on how that effort has helped the business, in what way and show them the £££ and the ROI.

What sort of reward? Smarties, days off, bottles of tequila, whatever motivates your team. And get the partners to show them that the firm appreciates the effort and remember it is in effort. When you buy something online, that you really want… how tedious do you find it filling in the order form? Well it’s 10 times more tedious if it’s filling in contact data forms for work.

 
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