Digital transformation of God’s Abode

Temples, churches and mosques are places where faithful and seekers congregate to see, witness, experience or participate in religious and spiritual experiences. Some throng to quench their spiritual thirst, some to marvel at the colossal architecture and beautiful carvings, some to seek their wishes and some as an errand. Right from early civilization, they have functioned as a solace cistern, as rich cultural platforms creating novel dance and music formats, community ports involved in birth, marriage and many more stages. These structures form the foundations on which the faith rests strongly and they witness sea of humankind passing through them. Blue Mosque is visited by five million people annually, while Tirupathi temple receives about 203 Million people. It is not that only these large temples draw the crowd, even smaller ones witness sizeable participation from locals and visitors. India with 205 religious auspicious days a year, and more than 69,000 temples and many churches, mosques and synagogue is a happening place. Many of these smaller institutions face challenges on grants, support and upkeep. Some function under government bureaucracy, therefore their upkeep and running is a tough affair. Some temples are family managed, or by the villagers themselves and face a problem of continuity. Migration, regional expansions, industrialization and rampant resource exploitation has robbed many of their lands and means of sustenance. Religious institutions of all hues can benefit from digital technologies in three primary areas: Devotee management, donations and infrastructure management.
Devotee management involves advance reservations for seva’s, crowd management, on the spot tickets, distribution of Prasad and others. Faithful steward, WorshipTrac, FlockBase, Minebiz, Kshetrasuvidham, Kshetra, Mohid, Emaze are some of the software available to deliver devotee management and administration workflows. Platforms like onlineprasad or e-Prasad deliver temple Prasad directly to devotees. Devotee management includes not just on premise experience, but ones that caters to off premise engagement too. Due to migration, physical challenges and other constraints many a men and women may not be able to a treat themselves with a rich spiritual and cultural experience. AR/VR experiences can help people to cherish these moments without actually being at the place. Grand scale events such as Mahamastabhisheka of Gomateshwara or ISKCON Chowpatty have successfully worked with Kalpnik to provide an immersive virtual experience to all those devotees and tourists. A smartphone to scan the QR code, s simple 2G connection and a 3D spectacle was what was required to relish the happenings. Brainseed Factory’s Mecca3D delivers a rich virtual tour of Mecca, Haram the world’s largest mosque and Islamic history. Millions of faithful who can’t visit Mecca due to distance, cost, and physical challenges benefit from these virtual experiences. Startups like Spirituallygood are bringing an integrated platform of advance reservations, social media and member devotee experience on to a common page. With this the devotee can book in advance, share the photos and experiences on both temple’s page and her personal page, can send an invite to friends and donate for a particular puja or a cause like feeding widows or cattle. Devotee and tourist help create more information about the deity and place, increase awareness and followers to the temple. Heritage temples endowed with parchment paper or Talapathra scripts realize they need to digitally archive these to preserve the valuable information, but also help many consume the same in the form of e-books.
Donations are key source of all major religious institutions. Donations are required to maintain structures, deck the statues and halls, pay for the staff and priests and conduct elaborate events on special days. Using digital technologies, religious institutions can obtain tighter alignment between sources of funds (individuals, corporates, institutions and government), increase reach and deepen engagement of volunteers and donors. What most temples and mosques need is donations of kind, support for say restoring a gopuram or a minaret. Procuring these skills may be difficult for temples and government run temples may use locally available contractor who has no knowledge of the agama Shastra’s or the age old building techniques. Donation of time and efforts is where digital technologies may play significant role. Any person volunteering for a temple may find information about various temples that requires volunteers and she can select and participate for a particular activity at a particular temple of choice. These platforms thus allow not just Arpitha sea’s but also precious support required to run the mammoth activities of a Bramhotsavam or a Baisakhi langar. These platforms also facilitate an individual devotee post about a particular program, say revival of an old structure or an abandoned temple and request for support. These platforms provide not just an opportunity to take part in activities of interest, but actually own and drive an initiative. The platforms thus help increase the reach of temple and personalized involvement at the same time. . Startups are also exploring AI tools for recommendation about Pooja, auspicious times to conduct/visit temples according to ones’s horoscope, and suggestions on appropriate donations.
Temple administration and infrastructure management is another area where digital technologies can play a big role. Booking of accommodation, managing shops and establishment owned by temple, administration of transport and human resources, and prasadam management is where digital technologies can drive efficiency and effectiveness of the operations. Inventory management, ticketing systems, transport management, contract and rent management are areas where software from companies like SAP, Quest informatics, Synergize, Shivam software, Sopanam and many others offer point solutions that may be used by temples. Key to digital transformation is to create an integrated system, not point solutions as pursued by now. IT administration is a major issue and most temples do not have sufficiently qualified manpower to manage it. Digital transformation must be therefore all pervasive, devotee centric, efficiency driven project. Digitization must help religious institutions realize better devotee engagement, higher margins for their merchandize, increase reach beyond physical arena by using webinars, campaigns.
Board administrators need systems that allow visibility of allocation to priority areas, shared responsibilities and outcomes. Boards also need systems to manage their overheads, what % of the donations spent on HR & other areas and what % of the funds used for effective development of the institutions itself. Digital transformation must therefore connect not just CRM, Inventory management (rooms, marriage halls, shops, and commodities), social media and payment gateway, but also financial system-of-record. Digital transformation does not just mean automation and elimination of manual roles, especially of those that are prescribed in ancient texts. It is more about preserving and enshrining the rituals as prescribed in scripts by self-sustained institutions. Digital transformation is also engaging believers, devotees and tourists. Digital transformation must facilitate higher donor/volunteer involvement, deeper cultural immersion and revival of these institutions. Boards and administrators must embrace digital technologies to provide better spiritual and devotional experiences.
Dr TR Madan Mohan

Business Model Innovations in SMB: roles Boards play

Across world, as Small and medium business (SMB) grapple with cheaper imports, raising costs of doing business, and slowing down of customer confidence, their boards get worried about growth and profitability.  Many SMB Boards businesses realize they have been prisoners of their past. Their business model and its components (including sales, marketing and organization) that served them well in the past have not kept pace with current environment.  Board have a significant role in redefining the business model of the company, directing and supporting the required changes to build a strong future.

1.    Foreseeing newer “friction”

SMB Boards are not only to meet the regulatory and corporate governance requirements they are also custodians of the company’s growth. Since the executive management is involved in execution, Board has a major role in looking ahead of emergent market and technology conditions, and identify where “friction” exists and how their company can benefit. They also have a role in preparing the executive management and owners to see the trends in horizon and preparing them for exploration and commitment.

2. Recasting to address “emergent friction”

In many SMB, executive management is often engulfed with day to day working and may not have a visibility or understanding of how to repackage a service or rewire a product with some alliances. Board can initiate discussions on productization of services, bundling of experiences and unbundling of groups. Business model innovation is an evolutionary model, happens in multiple stages. To start with, Boards must seek “leverage points” around existing capabilities and resources to address “friction spaces” in the market. Boards may realize moving away from manufacturing to trade and services highly profitable and executable business model innovation. In some cases the boards may find morphing from a product manufacturer to a “service marketplace offering after-sales for many producer” better business model to pursue.

3. Exteding the engagement model

As industries evolve, business relationships evolve from multiple vendors to strategic partners. With evolution of industry, Clients would like to reduce the total transaction cost of managing multiple vendors and prefer to engage one partner. What this means is that SMB has to evolve from a vendor relationship to partner management mode. Boards have to support executive management in knitting together deeper engagement models that can be more of the “managed form”, including BOT, BOOT and others.

4. Engaging and exploiting ecosystem

Often SME fail in deriving competitive advantage from ecosystem players including academia, industry associations, government bodies and standard setting organizations.  Board have a critical role to play as the gatekeepers and enablers in initiating programs on external linkages. Ecosystem play can be for fine tuning existing services, or acquiring certifications or standards or even access to key technology or access to restricted markets. Country of origin effects, technology credibility, fund raising challenges, or market access dissipates with appropriate use of ecosystem for business model innovation. Boards may play a major role in scripting the engagement, defining boundaries, revenue sharing and market signaling approaches.

5. Talent and expansion

What we have observed is talent (both internal and external) is a key for business model innovation. Internal leadership is required to relieve the senior executive management pursue newer models, and ensuring BAU runs with improved profits to sustain innovation is key.  Boards play a key role in identifying and suggesting alternate platforms and approaches to hire and grow talent.

6. Prioritize and risk management

Corporate risk management is a major charter for Board.  While it can’t be involved in actual day-to-day risk management, Board plays a crucial role by its oversight and foresight role. Board must evaluate the comprehensiveness of the risk management policies and procedures adopted associated with the business model innovation. Boards must ensure the business model innovation has a nice balance between growth and profitability, financial and risk. In some cases, for related business model boards set a max limit of 20% of the net profits as a seed investment to prove the concept and viability. Boards must seek clarity on outputs and outcomes from the business model innovations.

Given limited executive management bandwidth, Boards do have a stellar role to play in the business model innovation charter of the small and medium business (SMB).  Some Boards, have even nominated an independent director to drive these changes along with senior executive management team so that legitimate expansion and de-risk options can be pursued. In some cases, Boards have approved a skunk team, shielded from day to day work, to explore newer business models and rewire their business. Whatever the approach used, Boards have a role to play in supporting and directing business model innovations while assuring the investors and stakeholders a profitable, sustainable and de-risked business.

Dr TR Madan Mohan and D Balasubramaniam

Riding the Podcasting Wave

Of late many marketers are realizing good audio can be equally effective as a great picture or video. Companies in B2B and B2C markets are using podcasts to engage customers using good old Radio chat format or just plain talk. Podcasting, simple put is audio records that can be accessed from anywhere. Podcasts can be around a product or service offered, talk about company’s culture or credibility building with case studies and experience sharing. Marriott Hotels, Shopify, IBM, GE and many more have successfully used podcasts as a means to reach out to prospective customers and differentiate their offerings.  Podcasts are a great means to reach out to customer who may be more aural in their learning orientation. Podcasts are also useful vehicles to build communities of consumption for fashion, hosiery, education and advisory sectors.

Podcasts can come in many avatars. Most common ones are solo, co-hosted, interview, documentary, and round table format. Solo Podcasts have only one narrator who anchors the podcast. Keeping the narration peppy, interesting and experience or insight led are keys to successful solo podcasts. Co- hosted is the most widely used format wherein host(s) and guest go over a particular topic. $100 MBA, with its tongue in cheek banter, is a classic example for a co-hosted podcast. Co-hosted can be successfully used to position the experience of your company, its capabilities, share client stories or product innovations. Interview format typically has a senior executive interviewed by a host(s) and couple of specialists pouring ideas over a cup.  Marriott Hotel’s “Behind the Design” is a classy and successful podcast where the hosts interview a variety of people, talk about various issues and contextualize the experience around hospitality. Interview formats work best when the objective is more about reach than substance. It also works best for user-driven content generation campaigns. Roundtable format is a large size replica of interview format, best suited to showcase multiple perspectives around a product or service or a topic. Documentary type podcast is usually used to trace the historical roots and expansions of a company or a product.

Whichever format is used, some common rules make a podcast sail above the rest. Some companies use an external artiste with a baritone voice for professional speaking, often to address company of origin effects. Others play authenticity as a card showcasing their senior executives presenting their products and services.  A strong story telling experience with nuanced voice modulation and little theatricals work wonders. The general length of the podcast depends on the topic, but on an average it should range anywhere between 2 to 10 minutes. A Podcast will generally require more than a $50 USB Microphone and hosting plans that cost less than a sandwich. The Title, content and the length of a Podcast too are important factors to consider when you look at the type of listeners you are targeting. While scripting a podcast, ensure you have a great mix of emotions: humor; drama, and mystery. Chisel words carefully for effect, especially the closure. The Podcast can be hosted on popular platforms including: SoundCloud, followed by Podbean, BuzzSprout, Lisbyn, etc. Each have their own advantages and you can choose the one which best suits your needs. Podcasting platforms also come with analytics that can help you get finer insights. The content creators can now track more granular information including device level, city level and time of consumption.

Although Podcast won’t go viral like the images or the video, it surely can generate a sizeable number of downloads. To increase the virility of podcast companies may employ following strategies. Put a picture or a video with the Podcast. Example, Adam Carolla uploaded American images and videos so that Americans could beat the Brit. Secondly, put write SEO worthy content around your podcast. Titles play the deciding factor when a person wants to listen to a Podcast, so it is necessary to have a title that brings about interest in the topic being narrated. Distribution plays a major role in success of your podcast. ITunes has about a billion podcast subscriptions it would be a wise move to host your podcast as many people would end up seeing your content and this is a chance to get your content to go viral. Use other social media like Pinterest and LinkedIn to increase the reach and interest in your podcasts. Cross promotion with other Podcasters is also another way to draw traffic to your podcast. Finally, working with influencers, mostly paid is an approach that could be used to increase number of listeners. Sites like “Influence.co” lists the Influencers who could be actively engaged for this purpose. We can only brag and drum about our content for a certain while, and likes and feedbacks may not be helping you much. Succotosh, The Timbre and other sites offer 3rd party review of your podcast and fine tune your overall content and its packaging.

Podcast is an affordable and simple medium that works best for companies which do not have major investments into visual mediums. Combining Podcasts with other social media assets enables a company to pursue a comprehensive marketing strategy.

Vijay Krishna J, Junior Consultant (Marketing)

Identifying an emergent online influencer

Social media has is ubiquitous. It is not only influencing how we consume information, but also what we purchase online. Amongst the many hooks brand have in reaching out and influencing our purchase, Influencers are emerging as key players. They not only help narrow search towards a brand, but influence its purchase and advocacy of its consumption. Influencers are key trust enabler online. A Nielsen study shows that 99% of people trust peer recommendations over direct advertisement in online. Surprisingly, these influencers need not be successful Formula 1 racers or Movie celebrities. Segments such as Young adults and Teens seem to more dispose to influencers rather than celebrities. These are men and women who the online community can relate to. Their pole opinions, informed pokes, encouraging likes and re-tweets and acidic flares draws eyeballs and friends and foes in equal measure. Influencers come in many forms. Some may bring their credibility as industry watchers, experienced geeks or some just being the gate keepers or conscientious conscious baiters. Loads of their online actions that build on latent commonality and explicit posturing makes them unique and relatable to other online consumers.

Working with influencers can be costly proposition for brands. Identifying and continuous engagement with influencers requires investments and efforts to realize the benefits. Influencer aggregate sites like Tribe prove effective for large brands that wish to hire an influencer or growth hacker.  Growing brands can pursue an organic approach to influencer marketing. Smarter companies pursue a smarter strategy of catching larvae early before it transform to a beautiful butterfly. They gain a larger traction and higher return on investment on influencer marketing by creating a portfolio of “emergent stars” rather than “shining stars”. Investing in emergent influencers is a cost effective solution.

So how do you choose an emerging influencer?.  It is somewhat similar to how VC’s bet on startups and Horseplayers betting on the thoroughbred. Three common rules rule the game. First, check their online actions and sprints. Details of actions such as likes, poke, flares and comments serve as a useful DNA print of the likely influencer. Tools such as Buzzsumo, Social sprout and LinkedIn can be used to identify emergent influencers based on re-tweets, action ability, comments, likes and flares an individual can gather and create. A certain Facebook brand has around 2,500 likes on its page, but its engagement is very high. This person can become an Influencer even though he/she has less than 10,000 likes. Through this we can concur that anybody with a potential can become an Influencer.

Influencer identification based on metric alone has its shortcomings. Check for the background, their online persona, their grunts and groans, and huzzah and hoorays. Evaluate whether there is a fit with your brand and its personality. what is alignment with their values and your brand promise.  Check for the type of content, its originality, and  how his/her comments are perceived by the people. If his comments are aligned with the audience or do they bring about “online rage”.

Next is their scalability, will they be limited to an industry or a micro-group or have potential to be relevant across different segments. Remember both micro-influencers and global influencers have a role to play in your social media strategy. People with a penchant to engage with broader meaningful topics that cut across geography, race, religion, interest and consumption have a high potential to scale across segments. Smarter companies distribute their investments on multiple emergent influencers to de-risk their investments and maximize influencer ROI.  Select across sports, across regions, industries. Ensure industries with high market potential and addressable market get preference in investments.

Finally, how malleable the Influencer will be open to working with your brand. A budding influencer can embrace many roles. She could use different approaches to help peddle your brand. She could span a whole range of content influence strategy, right from basic inform approach to referential, comparison and endorsement types. The latter show a higher disposition to align and embracement around your brand and hence the influencer moves beyond inform stage to influence to advocacy.  Define appropriate win-win gains to quickly traverse a likely influencer move from on-the sides information provider to an insider. Brands get value from Influence based Marketing activities over a considerable amount of time. Unlike a brand advocate the market planning horizon is long term oriented. An inflexible yet high potential emergent influencer may not be as valuable as a malleable co-partner.

Vijay Krishna J

Revive = Restructure + Rebuild

In a VUCA world, it is not uncommon to see many companies tumbling down the aisle. Mismanagement, poor decision making, commoditization, radical market changes, leadership exits, founder’s demise or even a maverick competitor can make a sure step company loose its steps. Reviving near death companies not only needs restructuring but simultaneous rebuilding efforts.  In our experience of working with companies across verticals we find management may pursue common interim strategies to revive the company.

Firstly, revival plans have to be more directional and dynamic, rather than grandiose. Board and the CEO must have a broad 6 quarter plan, but ensure your planning windows are smaller just 3 quarter rolling plans, and feedback is continuously used to quickly respond to market cues.  View 20,000 square feet but eye what is happening on ground simultaneously.  Assess the product lines, identify core one to invest and drop the “me-too” products. Identify what minimum variants are required to cover the market and limit the variety. Better ensure about 70% of parts and processes are common to gain from procurement and production economics. Identify approaches to become asset light including facility sharing, outsourcing, partial-sell off.  Evaluate options to tap overseas markets including acquiring bankrupt or going out of businesses to gain access to key markets and newer models. Define partner ecosystem that can help increase market reach, and product improvements on a success fee model than investment model. Evaluate methods to shorten supply chains so that they could be served faster and with quality products. Assess methods to lower freight costs including assembly at site options and associated changes that may be required across the company.

On the finance front, conserve cash and invest in quick cash generation activities that may not need any investment (services and spares), cut unproductive capex and cost. Develop a cash management system and forecasting system to manage short term liquidity and efficiently manage working capital. Implement cost reduction and operational efficiency improvement activities. Discover the money your companies is leaving from post sales service and parts on table. Invest in a small team to sell services and spares. Work on your existing customer base and devise campaigns to upsell mandated parts and services. Integrate your post sales process, ensure parts and services are monetized effectively, first call responses are high and customer feedback on services has a positive impact on sales. Identify methods to reduce inventory including parts substitution, supersession or sale.

Identify process bottlenecks and operational inefficiencies. Devise simple systems to improve quality and response.   Investing in customer relations to build relationship capital, but also defend your territories from your competitors. Shed away from centralized hierarchical decision making to flatter organization and an empowered sales team that not only covers the market, but also scans the flourish of ideas and friction at the customer end.  Focus on doing more for less on sales front. Pursue a G5 customer strategy, largest five customers who offer multiple revenue monetization opportunities. Reorganize regional and product specific sales teams. Cross train, consolidate and upgrade sales skills.

Prune marketing costs and direct low cost social media and community branding efforts that help in dampening the negative vibes associated with the products and company. Build a simple reporting system that help in addressing how various units are delivering to mission, whether they are getting the maximum impact they from their expenditures and how effectively they are utilizing their budgets. Discard monthly or bi-weekly published reports and review, instead resort to open oral discussions on subsequent days or weekly that keep information flowing where it needs to go and cutting down the time on review prep work.

 

Team reconstruction is the heart of rebuilding the company. On the leadership front, what is needed is a firm hand with a gentle approach. Be focussed, direction obsessed without being overbearing. Soliciting perspective and opinions is welcome, but it must not paralyze decision making. A quick turnaround requires associates who can take challenges, unlearn, learn and re-learn skills. Team reconstruction is the heart of rebuilding the company. To succeed in turnaround, you need associates who believe the rewiring and can commit the requisite efforts. Ensure rumour wagons are derailed, communicate why things did not work earlier and how things are going to be different now. A tough call, but one required is to sidestep or ease out Smart Alec ‘s who can’t own and drive a team. Re-invigorate the team and ensure you have got the right people in the room to make things work.  Focus on achieving short term results that will have positive impact.  These small wins are essential to rebuilding the company. Rebuild the team by anticipating associates fears, anxieties and expectations. Avoid focus only on sales and numbers, invest enough to rebuild morale. Restructure with re-motivation.

Dr TR Madan Mohan and D Balasubramaniam

SFDC Implementation: ways SME can make the investment impactful

Many SME adopt SFDC to drive transparency and efficiencies of their sales operations. They initiate the roll out with a lot of pomp and gusto, but do not witness the outcomes they have envisaged.  The implementation process goes awry, frustration creeps in, staff loose motivation and despite all the right start SFDC implementation loose its mojo. Reasons for this are plenty. Based on our experience we find seven deadly sins listed below are the major ones.

  1. DIY woes: Often, companies with 5-10 licenses believe SFDC is easy to roll out and they know all that is required to about SFDC fall into a DIY trap. SFDC is simple, and yet can be daunting to the founders and management of SMEs if they are new to such software. The complex functionality and features of SFDC need deeper understanding of not just the software but how it would be used to extract value for their company. Companies pursing DIY route end up with broken process and demotivated employees. This creates confusion in process design and leads to low adoption and utilization in many organizations. Also, does not force fit your time tested sales process to SFDC. This not increases the cost of customization, but actually impairs adoption of best practice.
  2. Whammy Cycles: In our experience, many SME choose to pursue SFDC without due considerations of their business cycle faced stability and adoption challenges. Salesforce or any sales software is best to be implemented during lean periods not during the high tide quarters. SFDC roll out requires sufficient training and hand on experience to gain adoption and depth of use. Drawing sales resources away from the market during high tides affects revenue recognition.
  3. Double timing: Whenever salesforce is rolled out, companies need to plan how they would pursue the sales planning and review in their current format and also planned adoption of SFDC. Companies need to adopt a business as usual data capture and review process, till the SFDC adoption is complete and stable. Maintaining sales administration around both BAU and new process is key for sales management.
  4. Data Despairs: Generic tools like excel spreadsheets are used in company for data collection and reporting at various stages of the sales cycle. Data is crucial to glean historical insights. Different formats are used during sales planning, sales activity, sales review makes data migration a tough task. Unfortunately, many SME do not realize the time and efforts to clean up and migrate data and they believe SFDC roll out must wait till all historical data is ported into the system.
  5. Rush Hour drive: SFDC like any other software necessitates change management. Start with a broad 90 days adoption plan, with intermediate milestones for team training, leadership absorption, salesforce administrator review and beta roll outs. Without planned schedules, emphasis on compliance and rush jobs, companies end up pressurizing their resources, but end up with poor adoption. This is a primary reason for disillusionment of SFDC roll out.
  6. Misaligned teams and incentives: Many sales teams discourage sharing of information about networks & influence of client organizations across team members. A particular sales person may be approaching a client organization in a certain suboptimal way without privy to alternate courses. Other colleagues may have prior experience of the account and/or situation to tide over the apprehensions. Bereft of multiple perspectives, the sales cycle would linger, and eventually the sales resource will lose interest on the account and drop it from his hunt. Incomplete sharing of information and inadequate planning for a particular opportunity is another challenge sales team face. Weak alignment, between inside sales and direct sales teams or KAM teams with others is another area that leads to sales inefficiencies.  Role conflicts and tensions may also arise due to operational and personality issues.  Poor policies on account transfer between direct and inside sales team, weak sales operations, and ineffective review can exacerbate drop rates. A salient issue in solution selling companies is lack of comprehensive involvement, poor alignment and ineffective role management between pre-sale and sale teams across various stages of a customer acquisition. Diffused and selective ownership without a complete coverage of customer experience management leads to lengthy customer requirement cycles, protracted customer sign off process and potential financial loss.
  7. SOC Underinvestment: For many companies, sales operation is an additional expense. Usually they would have a personal secretary or a junior clerk do the data management and generate basic reports. Sales operations also need people person with enough tact to obtain information without stepping on the boot. SME do not recognize SOC has key role in ensuring data availability, data integrity, support and monitoring of the resources. Sales leaders in SME sometime don the role of SOC without dilution of their priorities.
  8. Measurement errors: One of the key problems in sales is to choose the right metric on which sales resources are measured. The metric chosen are often not in alignment with the sales objectives set by the management. If the objective of the business may be sales improvement by up-selling a new product to existing customers, then the metrics chosen must be aligned to this. Measuring coverage or addition of new customers to the pipeline because we always did so is a classic case of misalignment of metrics and objectives. Many SME measure their lead generation team by number of mails sent and calls made in a day. Lead generation representative earned their incentives irrespective of whether their efforts were meaningful and delivered any tangible outcome. Measuring performance against the wrong metric results in ineffective incentive calculation. Beware, you may be setting up your sales to loose, not win.
  9. Parsimonious Training: Sitting on shoe string budgets, SMEs take train only a few people or let leader train approach while implementing SFDC. With leaders juggling multiple roles, if only leader is trained, people on the field are ignorant of the features and purpose of SFDC implementation. Learning and adopting is seen as tedious and time-consuming by the busy sales force. On the other hand, if the sales resources are trained to use SFDC and no training for management, the roll out may not get the visibility required to make a difference. Either way, the lack of training hurts the overall purpose of achieving sales improvement through CRM.
  10. Acrimonious Reviews: In many SME reviews turn out to be generous expletive session which leaves an acidic taste for the participants and satisfy the ego of leaders. SME also suffer from data itch at inappropriate levels. It is not uncommon to see balance between big picture and details lost at several layers of sales organization. Functional focus and sales objectives get messed up and review meetings end up meandering around specific accounts or a customer at the cost of overall funnel.  It is not just what is reviewed, but how often it must be reviewed is another challenge for SME leaders. Some SME leaders resort to daily review meetings even when they are not in run rate business.

What must SME do get their SFDC roll out return higher moolah than what they have invested in terms of money and efforts. Simple, plan in advance, manage roll out and keep it simple. Here are the tips to get the best out of SFDC implementation.

  1. Work with partner ecosystem: SFDC ecosystem hosts partners from around the world who have experience and expertise in implementing SFDC. Involving partners will bring industry best practices to the company and help maximize ROI. Process design and training services are also offered by SFDC partners. Partners make a huge difference by bringing industry best practices and insights on salesforce administration and review.
  2. Blending Times: The management should understand the business cycle and choose a time when the sales force is not pre-occupied for roll out of CRM. If the company sees higher activities in Q1 and Q4, our recommendation is to roll out SFDC in Q2. This would give the sales team time to understand, absorb, and adopt before the start of the crucial last quarter.
  3. Parallelize rollout: In our experience, SFDC process roll out and existing process must be running in parallel for at least 45-60 days. Parallelizing the process addresses adoption challenges, especially the front end sales resources. In our experience, the ease of use and simplicity of the process is vital for SFDC adoption.
  4. Plan Data Migration: Encouraging the sales teams to clean up current data by provisioning some time for this activity eases post-implementation challenges. Outsource data migration activity to third parties, the cost is abysmally low and keeps your staff engaged in most value impacting sales activity.
  5. Planned change: Implementing SFDC in the relatively quite periods during the sales cycle gives enough time for the sales resource to understand the working of new software. We recommend a 90-120 day period before the company can achieve maximum utilization of the CRM. Providing time initially can go a long way in acceptance of the CRM tool. Setting a date for going live and working back from that day in a 3-4 month time frame can help achieve better results upon implementation. Setting milestones for data clean up, data migration, training for staff and leadership, designing sales process on SFDC and finally going live makes the process more efficient. Stage gating also gives agility to the process. Review at each stage helps the management identify any possible challenges and suitable alterations can be recommended. This reduces the chances of major upsets once the process is complete.
  6. Gamify metrics: As discussed in the earlier section, if the objective is to up-sell new product, to the existing clients, metrics like revenue growth from key customers or % of deals progressing in key accounts must be measured. Many CRMs like SFDC have gamification capabilities. Gamification is the process of creating a game experience in a non-gaming environment. It helps improve sales by rewarding and recognizing the individual or team performance against the metric chosen. Gamification can be used at various stages of sales cycle. If the objective is sales improvement by up-selling a new product to existing customers, creating a gamified experience which rewards the sales force every time they meet this objective can motivate the individual or team to perform better. Points can be awarded for collaborated efforts from members within a team leading to faster closure of deals. This will instill the spirit of collaboration. Hence, business result and behavior improvements can be achieved by the right use of gamification.
  7. Copious training & Ownership: It cannot be emphasized enough that educating all concerned about the purpose and use of the CRM is the key to implementation success. It can be argued that with proper training, all the other challenges that organizations may face can be negated. It is critical to enable the sales resources to use the technology provided to them. Unless the people on the field enter the data, mangers use it to review and plan; management cannot expect high ROI on the CRM. Through training, the sales department should be made aware that SFDC, will be their ‘single point of truth’ for all their data. Management’s forward looking aspirations must be clearly communicated. The sales force should know that SFDC is a tool to help them perform better and not to create a sales accounting system. Compliance through ownership of the process must be the goal of training. Reinforcing the idea of giving support and training them to use it should lead to success in CRM implementation. Decentralize teams across product lines or focus (hunting vs harvesting), define broad contours of ownership & tactics.
  8. Invest in SOC: Sales operations centre or coordination has different meaning for every company. In some, sales coordination does number collation and crunches data. In some they are responsible for system, programs and process. In some they are responsible for pricing and participate in large complex deals. Fundamentally, the role of sales coordination is to capture the data related to sales activities, and help sales team to make decisions based on data rather than subjective assessment. Sales operations more than just being a data sink, helps integration benefits to the organization by linking various sub-sales motions, right from inside sales to direct sales. While many sales resources may have love/hate relationship with the sales, creating and sustaining the sales coordination and review operations is a must for successful sales improvement plan.
  9. Focussed Reviews: SME leaders forget the sales review is to evaluate the direction (market and offerings), pace (movement between stages), and behavioural correction. Erudite sales strategies can only yield result if they are embraced and executed with right breadth and depth at various levels. Encourage your team to share the presentation in advance, keep the review period short, and stick to the set agenda. Leaders must come prepared with areas that need to be addressed and use the podium to invite suggestions and solutions. Effectively engaging and connecting with sales team at strategic and execution level is a must to see the intended outcomes. Sales leaders must demonstrate their ability to take tough decision based on data. Reviews must involve sales, marketing and product teams, and bring visibility across the company. Finally, reviews must go beyond sales activity to know what is working and what is not and how to improve it.

Peter Seller’s, Being there (1979) Hollywood film, has an interesting message. In the movie, US President asks a simple and sheltered gardener whether growth could be simulated through temporary incentives. Sellers who played the gardener makes a profound statement, garden needs to watered regularly, weeds needs to removed and roots supported to run deeper to survive across seasons and witness growth. Companies adopting SFDC must understand CRM is a cultural change and requires investment, management efforts and patience to yield results.  Sales team members must experience the trust and openness to share everyone view and the collective decision making.  To get the best out of your SFDC, keep the focus beyond template, keep the migration simple, involve all concerned and reap the benefits.

Bhavana S Kashyap and Dr TR Madan Mohan

Why Sales enablement is key to SFDC led sales transformation

It was interest meeting sales leader of a two decade old furniture manufacturing company that serves primarily office and industrial segment. In the course of the discussion what he mentioned brought old demons back and it seemed world has not moved. The company has rolled in SFDC with all earnest but was finding poor adoption by front line staff, data management was a challenge and resistance to change at mid-senior levels. Reports usage was far and few and sales operations patchy. What transcribed was they had seen SFDC as IT tool and not used this to recast their sales operations. Even after roll out of SFDC, company management had not aligned their marketing and sales. From our experience this is not a one off case. Many CRM roll outs do not seem to have met the expected outcomes.

In our experience CRM tools like SFDC yield significant impact when companies create the right environment, define expectations and encourage ownership to adhere and improve outcomes. People involvement is the key to outcome. Training, incentivizing adoption by gamification and other principles is important to drive adoption. Resistance to change can be addressed only through education and enablement of sales teams. Sale roles whether acquisition or account mining have their own nuances and challenges. Sales review templates is a major bone of contention. Address their fears and apprehensions, educate them how transparency is critical for sales and their organization. Direct, partner or inside sales team require customized sales training for functional improvement, but also broad based training to appreciate cross-functional integration. Invest in training to lock out legacy issues including why move beyond call list and Excel sheets.  Let the sales resources realize SFDC will help not micromanage them. Let them discover the value of managing out-of-date sales funnel data.

Ensuring sales leaders at all levels demand compliance with set standard is important to drive adoption and breadth of use of SFDC. Consistency and rigour in SFDC can be brought in by bringing on board a sales administration during SFDC roll out. Creating a dedicated sale operations centre is must. SOC will ensure all forms of waste is eliminated; all states and faults are visible and equip the company to correct quickly. Adopting suitable process whether SPIN, or SPENCO others that suit the organization brings standardization benefits.  A salesforce administrator ensures sales processes are not disjointed and workflows are all over the organization. Salesforce administrator also plays a key role in expansion and scaling up of SFDC roll out.

Sales teams must also be trained to use different marketing assets at each stage of sales process so that right assets are deployed at right stage. This is important for many solution based organization as the predominant approach is to use demos even when qualification is not done. Sales teams must use assets including blogs, SEO, Media placement to create brand awareness at qualification stage. Need analysis stage may need case studies, white papers and explainer videos to convey experience and expertise. Negotiations stage may need ROI or TCO templates, presales led demonstrations and product walkthroughs, product testimonials to address credibility, references and case scenarios. Thought leadership, product manuals, user tools may be required at closure stage. Marketing must work hand in hand with sales to create content that can create opportunities for sales team and help them closure better. Marketing team must consistently use feedback from sales team to create content that they actually use and create content around sales pipelines. While papers, frameworks, blogs, Infographics, videos all have their own value, cost and time to create. Sometimes, a goliath of an asset is what is required and hence marketing TAT’s become crucial. Similarly, sales resources must give inputs on user behaviour, competitive programs and what is working and what is not from door opening to closure.

 ROI of the SFDC increases if it is kept simple.  Take care of people (including organization parameters like structure, who owns what), technology, processes and add a dose of common sense, that all is what you need to ensure your SFDC roll out rocks.

Dr TR Madan Mohan and Bhavana S Kashyap