Brad Kirchhofer, Bray

1. Bray International
The High Performance Company
Brad A. Kirchhofer
Chief Operating Officer
Bray International, Inc.

2. Providing Valves, Automation and
Control Products to Industry for 27 Years

3. We will meet or exceed our customers
expectations by continuing to improve
and expand our product offerings,
processes and services while
maintaining the highest level of quality

4. Providing Global Service To Industrial Markets

5. Manufacturing and Distribution Operations Worldwide
• Argentina
• Australia
• Brazil
• Canada
• Chile
• China
• Germany
• India
• Mexico
• Netherlands
• Poland
• United Kingdom
• United States
• Vietnam

6. 300 Sales Locations Worldwide

7. Behind Bray and CRM

8. Bray Has More Than Tripled in Size
0
500
1,000
1,500
2,000
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Bray Global Headcount

9. Bray Global Sales Model
End-User
Engineering
/Procurement
BRAY
BRAYBRAY
End-Use
Project
Location
EPC Location

10. Bray Original CRM Charter
• Pre-CRM, no consistent approach to sales
collaboration and activity management
• Implemented Salesforce in 2009 for field-sales
collaboration, reporting, and measurement
• Expanded CRM scope to include management
of service issues

11. CRM Usage Has Grown to Over 500 Licenses
0
100
200
300
400
500
600
Bray CRM License Count

12. Challenges

13. Key Challenges
• Expanded CRM globally, invested internal
resources in training and adoption
• High license cost discouraged wider deployment
of Salesforce
• Global support model relying on Salesforce
not cost effective, lacked adequate
multilingual capabilities

14. Monthly External Cost per CRM License
0.00
0.20
0.40
0.60
0.80
1.00
1.20
2009 2010 2011 2012 2013 2014 2015 2016 2017
MonthlyExternalCost
perCRMLicense
(INDEXED) SalesforceSalesforce

15. Switching to SugarCRM

16. Rationale for Switching to SugarCRM
• Long-term relationship:
SugarCRM, TechnologyAdvisors, and Bray
• Shared vision: broad-based customer engagement
• End user adoption: More affordable license cost
encourage wider adoption of SugarCRM and
broader scope of applications

17. Monthly External Cost per CRM License
0.00
0.20
0.40
0.60
0.80
1.00
1.20
2009 2010 2011 2012 2013 2014 2015 2016 2017
MonthlyExternalCost
perCRMLicense
(INDEXED) SugarCRM Salesforce

18. Rationale for Switching to SugarCRM
• Portal capability provides product-service access to
Bray partners without a purchased license
• Upgraded mobile licenses included with
standard SugarCRM licenses
• More affordable online storage will allow Bray to
build more sales and customer intelligence in the
CRM

19. Other SugarCRM Benefits
• Flexibility and choice: Option for moving
application and data on-premises
• Collaboration: Bray and our SugarCRM partner
jointly have a relevant voice in Sugar’s
enhancement roadmap and licensing models

20. Milestones and Benefits

21. Key Milestones for Sugar Implementation
• May 2012 – began search for alternative
• July 2012 – began SugarCRM POC project
• September 2012 – finalized FR document
• November 2012 – training and testing, data migration
• December 2012 – Conversion
• PRESENT – Ongoing user training and configuration

22. Anticipated 2013 Benefits
• Expansion to more users in more functional areas
• New SugarCRM features/mobile app on the way
• Working on integration with ERP and
other applications

23. Key Takeaways
• Select CRM vendor with whom you can have a
close partnership
• Start a year in advance!
• Allow for improvements to be part
of the conversion

24. Thank You