Performance & Results > Sales & Marketing Transformation
Sales and Marketing Process Transformation Using CRM
The Challenge:
Ziegler has ten business units within four primary business divisions selling a broad array of financial services and products to different and often overlapping customer segments. Each business unit maintained separate client databases in various formats:
- Different business units did not share information
- Sales professionals maintained separate unidentifiable client lists
- Clients received multiple, repeat communications and sales calls from different business units
- Firm did not have control over its primary asset – client listing
- Sales pipelines were non-existent or difficult to assemble
- Nor formal sales processes
- Different sales terminology was within each division
- Cross selling difficult to measure
- Cross relationship analysis purley anecdotal
- Sales activities were not recorded
- Silo nature of businesses
The Transformation
Using Pivotal Financial Services CRM. a strategy was put in place to transform Ziegler into a high performance sales organization by implementing a series of CRM adoption Phases including Contact Management, Activity Management, Opportunity Management, Sales Management and Marketing Automation/Management.
The Result:
With a solid technological foundation in place Ziegler is now poised to leverage the CRM system:
- Control and manage its primary asset - client listing
- Centralized data store of all leads, prospects, clients and intermediaries
- Multiple sales professionals share contacts
- Activities and interactions are stored creating client histories
- Opportunity pipelines are reviewed weekly
- Common sales terminology across the firm
- Depth and breadth of relationships can be analyzed
- Silos breaking down in favor of team based relationship management
While Ziegler is progressing through to Opportunity Management, significant work still remains to transform the firm into a high performance sales organization. Specifically, CRM has exposed several outstanding challenges that need to be addressed
- Adoption of a product to market segment model
- Creation of repeatable relationship practices
- Optimization of Business practices to address unmet client needs
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