Best Practices for Driving CRM Adoption for Biotech and Pharma Service Providers

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4. Pete:
THE
CRM
SOFTWARE
MARKET
IS
BIG!
$36.5
billion
by
2017!
How
significant,
then,
is
the
disappointment
when
these
systems
fail
to
meet
expectaRons.
That
leads
us
to
our
first
quesRon:
Why
do
you
think
CRM
project
fail
rates
are
so
high
given
the
amount
of
money
that
is
spent
on
CRM
soYware?
4

5. Pete:
CRM
SoYware
vendors
oYen
promise
that
CRM
is
a
magic
bullet
that
will
solve
all
your
sales,
markeRng
and
customer
service
problems
and
in
turn
expectaRon
from
end
users
tends
to
be
very
high.
Erik,
why
do
you
think
this
vision
never
gets
fully
delivered?
Erik:
The
“Promise”
of
CRM
never
oYen
never
gets
delivered
to
the
sales,
markeRng
and
customer
support
departments
because
there
isn’t
high
level
execuRve
by
in.
It’s
important
to
address
any
“resistors”
within
the
organizaRon
head
on
if
you
want
true
buy-­‐in
across
the
board.
Spend
Rme
assessing
the
current
tool
set
and
it’s
limitaRons;
Demonstrate
how
SF
can
address
limitaRons
and
improve
the
processes.
ExpectaRons
need
to
be
managed
during
the
design
and
build
out.
Being
agile
and
showcasing
will
help
manage
expectaRons.
You
can
/
will
get
out
of
it
what
you
put
into
it
but
this
is
not
Facebook,
Google
or
Amazon.
What
I
mean
is
that
it
is
not
an
AI
driven
system
that
is
trolling
you
and
your
usage
and
then
“finding”
friends
or
products
like
the
aforemenRoned
do
for
you
(like
it
or
not).
It
requires
some
level
of
effort
to
extract
the
value
back
from
your
inputs.
5

6. Pete:
Dun
and
Bradstreet
did
a
study
and
concluded
that
user
adopRon
was
the
top
reason
for
CRM
failures.
They
idenRfied
9
contribuRng
factors
to
those
failures.
Dan
–
as
someone
who
has
been
on
the
user
end
of
many
CRM
iniRaRves
–
which
one
of
these
jumps
out
at
you
?
Dan:
ContribuRng
factors
for
poor
CRM
user
adopRon:
• Doesn’t
help
the
end
user
with
their
day-­‐to-­‐day
duRes
• Doesn’t
work
they
way
they
do
• Too
complex
and
too
much
FuncRonality
• Reluctance
of
field
sales
reps
to
input
prospect/customer
data
into
a
CRM
for
fear
of
having
other
sales
reps
and
the
markeRng
department
over
working
the
contacts
6

7. Pete:
User
AdopRon
tends
to
focus
on
the
People
side
of
the
equaRon.
Salesforce
would
like
you
to
think
that
the
soYware
is
the
most
important
thing
that
makers.
How
much
does
the
actually
soYware
technology
play
into
a
successful
CRM
implementaRon?
Dan:
CRM
is
not
just
about
buying
and
installing
soYware,
you
need
to
have
the
right
business
processes
in
place
or
you
end
up
just
automaRng
exisRng
bad
processes.
Salesforce
is
a
funcRon
of
you
get
what
you
put
in.
Erik:
If
you
are
moving
from
Excel
or
another
older
CRM
or
Access
Db
to
SF,
there
is
going
to
be
a
large
opportunity
to
improve
the
quality
and
quanRty
of
informaRon.
Along
with
that
comes
the
process.
Instead
of
typing
an
email
manually,
let
SF
create
the
email
automaRcally
and
have
it
sent
out
with
all
of
the
relevant
data
to
a
group
or
create
contracts
automaRcally
for
awarded
deals.
Spend
the
Rme
understanding
and
defining
the
as
is
processes
with
someone
who
knows
Salesforce.
They
will
be
able
to
help
you
find
those
opportuniRes
to
automate
that
a
brand
new
admin
picked
from
the
staff
is
not
likely
to
know
of
right
away.
Something
as
simple
as
a
field
that
the
business
wants
in
all
caps
can
be
automated
to
update
to
all
caps
on
save
eliminaRng
manual
data
review
and
compliance.
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8. Dan:
AutomaRng
the
right
processes
are
key
for
salesforce
automaRon.
For
example,
I
idenRfy
a
new
lead
from
Zymewire
and
it
gets
converted
to
an
opportunity
when
I
qualify
it.
I
also
find
it
useful
to
automate
various
behaviors,
such
as
pumng
in
a
reminder
to
follow-­‐
up
with
a
prospect
in
5,
10
or
30
days,
depending
on
the
situaRon.
It’s
important
for
an
organizaRon
to
map
their
business
processes
first
before
embarking
on
the
actual
soYware
implementaRon.
This
will
ensure
a
higher
success
rate.
8

9. Pete:
We
have
talked
about
the
problem
up
unRl
now,
so
let’s
transiRon
over
to
soluRons
and
ways
to
ensure
adopRon
stays
on
track.
This
slide
is
part
two
to
Dun
and
Bradsteet’s
survey
where
they
suggest
a
few
things
to
increase
user
adopRon.
Dan,
in
your
experience
what
tacRcs
have
you
seen
work
well
in
overcoming
user
CRM
user
adopRon
issues?
Dan:
• Outlook
Plug-­‐in
integraRon
with
Salesforce
is
key
to
having
a
seamless
end
user
experience.
The
Outlook
plug-­‐in
allows
us
to
track
specific
email
conversaRons
and
associate
it
to
a
specific
opportunity.
People
want
to
be
able
to
perform
CRM
tasks
where
they
are
comfortable,
like
their
inbox.
• The
business
benefits
should
be
clear
to
each
department
so
there
is
proper
sales
&
markeRng
alignment
Erik
• I
want
to
see
a
clean
UI
that
is
intuiRve
and
the
system
be
flexible
enough
to
handle
changes
without
always
needing
a
proper
developer
and
a
lengthy
process
to
make
changes.
Our
experience
was
that
most
changes
to
the
system
and
requests
for
support
with
in
the
first
90
days.
Being
able
to
quickly
make
common
sense
changes
quickly
help
the
users
to
keep
moving
forward
with
adopRon,
increased
their
confidence
in
the
flexibility.
The
last
thing
you
want
is
a
new
system
with
some
changes
that
need
to
be
made
and
telling
users
that
it
will
have
to
wait.
It
needs
to
be
flexible
and
scalable
so
that
it
will
sRll
be
relevant
to
the
business
five
years
down
the
road
and
easily
adaptable
to
changes.
9

10. Pete:
So
we
don’t
get
too
caught
up
in
the
process
and
technology
side
of
things,
I
thought
we
could
talk
about
where
the
rubber
meets
the
road.
The
actual
day-­‐to-­‐day
use
of
the
tool.
Dan,
could
you
take
us
through
what
a
typical
day
looks
like
for
you
in
terms
of
your
Salesforce
usage?
Dan:
My
daily
interacRon
in
Salesforce
revolves
around
semng
up
and
automaRng
tasks
and
reminders
within
the
system.
For
example:
Using
a
tool
like
Zymewire
I
can
quickly
idenRfy
people
and
companies
in
my
Salesforce
pipeline
who
are
menRoned
in
the
news.
I
then
setup
a
reminder
for
me
to
follow-­‐up
on
that
prospect
based
on
that
parRcular
event.
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11. Pete:
How
can
someone
leverage
the
informaRon
in
Salesforce
to
widen
the
reach
within
an
account?
We’ve
talked
a
lot
about
the
business
processes
around
Salesforce
-­‐
moving
an
opportunity
through
the
stages
or
converRng
leads.
Erik,
what
tacRcs
has
your
team
used
to
stay
abreast
of
expansion
opportuniRes
at
exisRng
accounts?
Erik:
The
“follow”
feature
with
Salesforce
allows
us
to
stay
on
top
of
acRviRes
within
accounts
as
well
as
the
Salesforce
Chaker
tool.
Dan:
I
monitor
markeRng
acRviRes
provided
by
the
markeRng
team
to
idenRfy
new
prospects
and
widen
exisRng
opportuniRes
within
an
account.
11

12. Pete:
It
tends
to
be
very
noisy
someRmes
within
Salesforce
with
tons
of
transacRonal
data
and
outdated
informaRon.
Erik,
what
strategies
do
you
use
to
keep
the
noise
levels
down?
Erik:
We
have
separaRng
the
markeRng
piece
out
of
Salesforce,
into
Hubspot
so
all
the
social
and
online
chaker
gets
filtered.
Only
the
qualified
lead
make
it
into
Salesforce
now.
Dan:
It’s
important
to
use
your
CRM
to
act
proacRvely,
rather
than
just
reacRvely.
For
example:
• Prospect
is
now
at
the
60%
stage
of
the
sales
cycle
• Major
press
release
announcing
strategic
development
• There
was
a
major
re-­‐org
at
company
ABC
Inc.
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13. Pete:
Given
the
nature
of
providing
services
to
biotech
and
pharma
companies,
what
advice
would
you
have
for
other
service
providers
using
Salesforce.
Maybe
some
specific
advice
for
those
who
operate
in
an
RFP-­‐heavy
space?
Dan:
Put
in
the
Rme
to
track
all
your
acRviRes
because
it
will
give
you
greater
visibility
into
accounts
later
on.
Pete:
What
are
some
of
the
complementary
tools
/
integraRons
that
you’ve
used
with
Salesforce?
Erik:
We
have
a
Zymewire
feed
setup
that
noRfies
us
of
all
the
mergers
and
acquisiRons
within
our
Salesforce
accounts.
The
push
noRficaRons
within
Zymewire
prompts
us
to
change
those
records
inside
Salesforce.
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