Marketing Automation software serves a company's marketing department beyond what a CRM system does, and a CRM system serves sales and other departments. When integrated, Marketing Automation and CRM tools enhance each other, resulting in even more and better-qualified leads and, ultimately, more sales and satisfied customers. If you have one of these productivity tools, here are reasons to have both, in a single, centrally located, easy to use, integrated system.
How many opportunities in your world today are decided by a single decision-maker? I suggest that many are not. It also is highly likely that the sales process of your clients is running the same as they work to build a trusting relationship with multiple decision-makers or decision influencers. A recent study found that there are 6.8 people involved in the average B2B buying decision, yet a LinkedIn study reported that 78% of sales professional are connected to either only one person or not connected at all into accounts they’re trying to close. Are account managers communicating with the other 5+ people in the decision-making process? Are they helping all the people involved get the background information they need to help make an informed decision?
Most software ROI calculations are built off of two tenets: sell more or cut cost. The problem that most organizations run into is that they have no solid numbers to address either; “sell how much more”, or “save how much time” are elusive concepts.
I suggest that there are three fundamental business objectives that sales, marketing and service must focus on: find more customers like our best ones, keep the ones we want, and increase profitable transactions. The way to justify a CRM system is to start by asking: "What is the cost of inaction in effectively supporting and measuring progress associated with these three fundamental business objectives?"
The most fundamental requirement for growing a business is having sound sales processes that can be tracked, measured, and audited. Such processes must be written down and followed closely, not shared through word-of-mouth like an urban legend. A documented sales processes allow your clients to create a repeatable blueprint for success.
So where do they keep such data and monitor their results?
I am often asked by managers how to improve the user acceptance of their CRM system. In the eyes of the questioner, the answer lies in how to encourage, or even make, users use the platform more, in order for the organization to achieve their established expected benefits of investing in CRM. That’s the wrong focus. The issue is not how do we get the user to use CRM, but rather, is the CRM itself designed to be useful to the user so that they want to use it. Although the difference is subtle it should not be overlooked.