1.
Customer Relationship
Management
Opportunity management in a relationship marketing framework

2.
5 trends fo CRM in 2016
1. The Social CRM becomes "viral“:
Social CRM, which includes the use of social media to reach and engage customers, plays an
increasingly important role in corporate marketing strategies.
2. The CRM traveling on cloud:
Although the numbers proposed by different experts of CRM vary, everyone (including
Gartner) agree that the presence of the cloud in the CRM solutions is set to grow.
3. The CRM is mobile:
The ability to access the CRM on the move results in an exponential increase in sales,
offering sales personnel instant access to key information such as the historic accounts, the
product information, price lists and promotions.
4. The CRM is integrated:
In the past, CRM applications were isolated systems, with limited or no integration
with other technologies and data sources. Modern CRM applications are increasingly
integrated with other enterprise software.
4. With Big Data and predictive analytics, CRM has the crystal ball:
The data analysis capabilities are no longer optional. As the amount of data available is
expanding at an exponential rate (Big Data), the ability to make decisions and take
action based on the analysis of these data becomes an important differentiating factor
for the company over the competition.

3.
Opportunity
Management
Opportunity Management in a Relationship Marketing Framework

4.
10 Elements of Great Opportunity
Management
Embedded
Coaching
Motivational Social and
Collaborative
Integrated
With CRM
Mobile &
Cloud
Smart
Qualification
Map People
and Influence
Discover
Insights
Competitive
Strategy
Action
Oriented

5.
Sales Velocity Improves Sales Performance
SALES
VELOCITY
V DEALS VALUE WIN RATE
SALES CYCLE

6.
Dealmaker Increases Your Sales Velocity
# Deals $ Value % Win Rate Sales-Cycle Days
Assessment
Disqualify deals early.
More time to work
only on qualified
deals
Maintain focus on Compelling
Event, the project, financial
condition, & budget to drive
velocity
Political Map
You can only win if you know
the Key Players, their profiles,
and how they view you
If you have relationship with
people who can make things
happen – deals move more
quickly
Decision
Criteria
Sell to the customer’s priorities
to maintain value (not price)
focus
You can only win if you
understand what is important
to Key Players
Insight Map
Gain / show understanding of
problem, impact and cost of
inaction. Maintain value (not
price) focus
Customer acts quickly if they
fully understand their problem
and see a vision of solution
Competitive
Strategy
Flanking or Fragment give route
to value that you wouldn’t have
in Frontal
Maps your approach–
compete on your terms –
increase win rate
PRIME Actions
Retain focus on meaningful
PRIME actions – reduce risk
Maintain momentum with your
focused action plan

7.
of reps can
access key
players
54%
Only
of reps do not
develop a
competitive
strategy
30%
of sales reps
are good at
uncovering
customers
problems
61%
Are Sales
People Doing
the Right
Things?
of reps are
good at
opportunity
qualification
59%
Only

8.
Benefits of Sales Coaching
88%
+27%
56%
Amount that sales
productivity is
improved by
sales coaching
- Sales Executive Council
Increase ROI on
sales investment
from sales coaching
- Gallup
Customer loyalty
improvement where
sales coaching
is involved
- Gallup

9.
Theory
Opportunity Management in a Relationship Marketing Framework

10.
Opportunity management
Sales Opportunity Management
Generating
New
Accounts
Managing
Existing
Accounts
Personal
Time
Management
Sales
Versus
Profits

11.
Qualifying prospects
1. Needs for your products/services
2. Authority to make purchase
3. Credit rating & ability to pay
4. Rating scale applied to characteristics by
each salesperson
(Cost per Call) x (Number of Calls to Close)
Sales Calls as a % of Sales

12.
Different models
Traditional Model Internet Model
100,000
Catalog Drops
10,000
Calls
2,000
Orders
100,000
Website Visits
5,000
Calls
500
E-Orders
1,750
Orders

13.
Account ABC Classification
• Classifying your customers may assist you to streamline your sales activities and
help you focus on achieving the desired business goals.
• ABC is the most commonly used method.
A represents the ‘top grade’ or ‘ideal’ client in your business.
B is a brilliant business customer.
C reflects the bulk of your clients eg steady, reliable, profitable, courteous
and pays on time.
• Example: ABC classification system used at the time to assist us to
schedule our clients call cycles, communications and Christmas gift list.
ABC classification system:
-A grade clients had a total spend or invoiced sales of $100,000 + per annum
-B business clients spent between $20,000 - $100,000 per annum with our
company
-C class customers placed orders ranging from $1,000 to $20,000 per annum.
Example: A Client Call Cycle was set as follows:
-A grade clients were visited every week
-B business clients were visited every month with a phone call in between
-C class customers would be visited every 6 months with a phone call in
between as well.
At a minimum, a customer or prospective client should be contacted every 90 days, otherwise they forget you or you are not top of mind – your competitor is!

14.
Portfolio Model
Core
Accounts
Accounts are very
attractive.
Invest heavily in selling
resources.
Drag
Accounts
Accounts are moderately
attractive.
Invest enough to maintain
current position.
Problem
Accounts
Accounts are very
unattractive.
Minimal investment
of selling resources.
Growth
Accounts
Accounts are potentially
attractive.
May want to invest
in heavily
Competitive Position
Strong Weak
High
Low

15.
Number of Sales Calls Response Function
Number of Sales Calls Per Quarter
$20,00
0
$10,00
0
1 2 3 4 5 6

16.
The Sales Funnel
Unqualified
Qualified
Best few
50% closure
probability
75% closure
probability
90% closure
probability
2113 15 23
22 18
24 20
19 17
16 14
9 12
10
11
8
7 5
6
3
1 2
4

17.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Increasing Sales Volume
• The successful salesperson depends on:
• Right Attitude
• Communication and relationship techniques
• Good self-management, continuous
improving
• Good record keeping
• Use of self-discipline in scheduling time and
analysis of their own performance

18.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Opportunity Management
A four-dimensional process involving:
1. Time management
2. Territory management
3. Records management
4. Stress management

19.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Time Management
• Time-consuming activities
• On average, 60 percent of time spent on
administrative duties and travel
• Log keeping shows where time is spent, identifies
“time wasters”
• Time management
– Sound time management can lead to increased sales
• Time Management Methods
– Develop personal goals
– Prepare daily “to do” lists
– Maintain planning calendar
– Organize selling tools

20.
How Salespeople Spend Their Time
13%
29%
16%
17%
25%
Selling
Face-to-Face
Service
Calls
Administrative
Tasks
Waiting and
Travel
Selling over
the phone

21.
Time Management
Emergencies
Personal
Growth
Time
Wasters
Recreation
Importance
High Low
High
Low

22.
Example: Thieves of Time (time = life)
1. Want to do several things
in one time
2. Never say «NO»
3. Interruptions
4. Lack of self-discipline
5. Not listen carefully
6. Tasks not completed
7.Wrong delegation or
not delegation
8.Mistaken Priorities
9.Mistaken meaning to
situations
10.Disorganization

23.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Goal-Setting Principles
• Reflect on areas where change is
desired
• Develop written plan—with steps
• Modify your environment
• Monitor behavior and reward
progress

24.
The To-Do List
• A daily list of activities
can help set priorities
and save time.
• Today this list is
recorded electronically
in most CRM or in
Office 365.

25.
Prioritized Lists

26.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Saving Time with Technology
• Conference calls,
• Meetings in cyberspace (Web conference)
• Some customers prefer telephone/e-mail
contact
• Cell phones/pagers as timesaving tools
• Electronic file transfers
• Office available everywhere (Office 365)
Heather Gardner uses her
Smarthphone and Microsoft
Office 365 calendar to record
all of her planned activities.

27.
Monthly Planning Calendar
A monthly plan of
activities can also
set priorities and
save time. Like
other types of
planning lists, it is
recorded in CRM or
in Office 365.

28.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Territory Management
Step 1: Classify Customers
• Classify according to potential sales volume
• Track current dollar amount and potential dollars
• Realize a small amount of customers may provide a majority of
sales volume
Step 2: Develop Routing and Scheduling Plan
• Map territory/use smaller zones if large
• Develop routing plan for a specific time frame
• Schedule around customer needs
• Establish tentative calls
• Use 80/20 rule
– 80 percent of time spent calling on most productive customers
– 20 percent on prospects and smaller accounts

29.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Sales Call Plans
• Action plan initiated by sales
manager
• Ensures efficient and
effective account coverage
• Plan discussed with sales
staff
• A sales call plan can also be
recorded in CRM systems or
in Outlook integrated

30.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Records Management
• Some complain about “paperwork” time
• Accurate and timely records are important
• Facilitates closing sales and improves customer
service
• Common record types
• Customer and prospect files
• Call reports
• Expense records
• Sales records

31.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Stress
• Refers to two simultaneous events:
– An external stimulus (a stressor)
– The physical and emotional responses to that
stimulus, such as anxiety, fear, muscle
tension, or surging heart rate
• Too much stress is unhealthy if unchecked

32.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Stress Management
• Develop stress-free work environment
• Maintain optimistic outlook
• Practice healthy emotional expression
• Maintain healthy lifestyle

33.
Copyright © 2010 Pearson
Education, Inc. Publishing
as Prentice Hall
Five-Minute Stress Busters
1. Take 5 minutes to identify
and challenge unreasonable
ideas that produced your
stress
2. Take a 5-minute stress
release outdoor walk
3. Enjoy stress relief with a 5-
minute neck and shoulder
massage
Barry L. Reece and Rhonda Brandt, Effective Human Relations:
Personal and Organizational Applications (Boston: Houghton Mifflin
Company, 2008). Reprinted by permission of the publisher.
4. Spend 5 minutes visualizing
yourself relaxing at your
favorite vacation spot
5. Take a 5-minute nap after lunch
6. Spend 5 minutes listening to a
recording of your favorite
comedian
Table 16.2

34.
Exercise : Recap and Discussion
• Discuss the four dimensions of
opportunity management
• List and describe time-management
strategies
• Explain factors that contribute to
improved territory management
• Identify and discuss common
elements of a records management
system
• Discuss stress management practices

35.
Example: Opportunity Model
New (10%)
Develop
(20%)
Prototyping
(40%)
Architecture
defined
(60%)
Issued Offer
(80%)
Signed
(100%)
Several companies define the standard stages of an opportunitiy and attach
to it the probablity, this is usefull to calculate the wheighted forecast.
The probability, the due date and the value of an opportunity are the most
important data Declared due date

36.
Wheighted sales forecast
Example: Italplastubi
Value 3.000 * probability 60% at due date 31 March 2015
The value for thet opportunity in the March forecast would be 1.800 €

37.
Technology
Opportunity Management in a Relationship Marketing Framework

38.
Get virtually anywhere access to the Microsoft Office tools you know
and rely on, plus easy to administer business-class IT services

39.
Video Demo CRM Online Microsoft
• https://youtu.be/-L7rcj1LFxs

40.
Email e CRM Integration

41.
4 Key Questions to
qualify the opportunity
100% Native on the
Salesforce Platform.
Reliable and Secure.
Visual representation
of your status …
…
… and your
competitors
Chatter enabled
for collaboration
Expand each section
for more detail

42.
Detailed attributes
describes each person
Color shows
friend or enemy,
weak or strong
Quickly build a visual
map of buyer’s
organization
Read / write
reporting lines
from
Salesforce
Drag & Drop
to change
reporting lines
Insert
placeholder

43.
Use your contacts
in Salesforce

44.
Show Influence lines as
well as reporting lines
Identify
Key
Players

45.
Learn how to sell to each buyer.
Smart coaching on each contact.

46.
Store
LinkedIn
address
Learn about
the buyer

47.
Map the buyer’s
Business Drivers,
Challenges, and
Evidence of problems
Attach business
problems to
individuals
Show your
understanding of
the conversations
with the customer

48.
Context sensitive
smart deal
coaching
Quicklinks:
Learn how to
address each risk
Intelligent sales
coaching to identify
risks in the deal

49.
Rob Dudley, Director of Global Sales Operations
The percent of wins when they used coaching
was twice what it was for the other deals.
Unisys Doubled Their Win Rate
assessment identifies
qualified opportunities
Dealmaker provides better
insights for sales coaching
Asking the right questions
helps reps better understand
their buyers

50.
Imrana Ghani, Sales Operations Manager
90% of sales managers do deal reviews in Dealmaker.
Sales Velocity Increased 400%
47% more deals
25% greater average
deal size
58% increase in win rate
27% shorter sales cycles
Adoption of Salesforce
jumped from 37% to 90%

51.
Video Demo CRM Online Microsoft
• https://youtu.be/-L7rcj1LFxs

52.
10 minuti
Opportunity Management in a Relationship Marketing Framework

53.
Example: Opportunity
management in action

54.
Example: Operational Sales & Marketing model
Relationship
activities
Phisical events,
presentaztions,
participations to
events, Fairs
Contacts from
websites, social
networks
Telemarketing
activities
Word of
Mounth by
customers
Virtualevents
webinars
Advertising
Qualifyed Contacts,
Prospects
Identify and assig
opportunities
Qualify Opportinities
Process /
activities / project
on opportunities
Forecast processes
Project, Sale
Case hystories
Marketing Processes Sales Processes
Marketing /Sales
investments Tailoring
Closing
Opportunities
Accounting
Marketing
Engines
Sales
processes
LEGENDA

55.
Opportunity management processes /1Attività di
relazione
Attività di
relazione
attraverso i
partner
Contatti
spontanei
da sito
Segnalazioni
da Microsoft
Segnalazioni
da clienti
acquisiti
Attività di
telemarketi
ng
Eventi fisici
e virtuali
Contatti qualificati ed
opportunità in CRM
Assegnazione
opportunità
Qualificazione
opportunità
Attività per
chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione
investimenti
Marketing
Opportunità
chiuse
Amministrazione
Objective: Generate qualified contacts
MKTG Engine Activities Target contacts Estimated
qualified
Customer
Relationships
• customer decision map
• new proposals Identification
• Visits at rotation
• Reports from project groups
Online contacts • website launch
• digital marketing plan
• Database online contacts
Partner mention • Identify partners,
• contact them and create win win
• Periodically follow up
Telemarketing/
mail marketing
• buy lists
• mailing activities
• Outside telemarketing activities
Virtual events /
webinars
• Organize webinars on various topics
Phisycal events • Organize events with customers and
prospects
network mentions • Activate a network of detectors /
commercial paid at parcentage % of
revenue on the reporting

56.
Sales Processes/1
Attività di
relazione
Attività di
relazione
attraverso i
partner
Contatti
spontanei
da sito
Segnalazioni
da Microsoft
Segnalazioni
da clienti
acquisiti
Attività di
telemarketi
ng
Eventi fisici
e virtuali
Contatti qualificati ed
opportunità in CRM
Assegnazione
opportunità
Qualificazione
opportunità
Attività per
chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione
investimenti
Marketing
Opportunità
chiuse
Amministrazione
Objective: Generate Opportunties
Assigning Qualified
contacts
Sales Agent actions Opportunity Data Base
From the various
channels they have
arrived of qualified leads
of people allegedly
involved in BI projects
that are assigned to the
sales persons
• Check goodness of qualification by
phone and fix appointment
• If he does not care now it
maintains the status and change
time frame to get back in touch
• Meet your potential customers and
try to collect the list of
opportunities
• Record opportunities in CRM and
periodically contacts the prospect to
see if there are opportunities
• Advances opportunities with sales
activities on customer
• Customer
• Sales Representative
• Opportuinity Name
• Opportunity description
• Status
• Type of Opty
• Estimated/confirmed value
• Due date
• Probability
Opty Status
New Assigned Qualified

57.
Sales Processes /2Attività di
relazione
Attività di
relazione
attraverso i
partner
Contatti
spontanei
da sito
Segnalazioni
da Microsoft
Segnalazioni
da clienti
acquisiti
Attività di
telemarketi
ng
Eventi fisici
e virtuali
Contatti qualificati ed
opportunità in CRM
Assegnazione
opportunità
Qualificazione
opportunità
Attività per
chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione
investimenti
Marketing
Opportunità
chiuse
Amministrazione
Objectives: opportunity follow up
Active opportunities to
advance
the pre sales support
activities
Qualified opportunities Data
Base
A subset of opportunity
is active in the period
and must be advanced
stage, and probably also
you must try to keep the
two dates
• Technical meetings with the client
• Define any prototype
• Prepare technical proposal
• Support preparation of financial
offer
• Get to get the customer up to the
signature of acceptance of the offer
• any contract
• In case of lost motivation and
always request to record
• Customer
• Sales Representative
• Opportuinity Name
• Opportunity description
• Status
• Type of Opty
• Estimated/confirmed value
• Due date
• Probability
STATUS
Qualified Active Offering
Issued
Lost
Stand by/
deactivated
WIN

58.
Sales Processes/3
Attività di
relazione
Attività di
relazione
attraverso i
partner
Contatti
spontanei
da sito
Segnalazioni
da Microsoft
Segnalazioni
da clienti
acquisiti
Attività di
telemarketi
ng
Eventi fisici
e virtuali
Contatti qualificati ed
opportunità in CRM
Assegnazione
opportunità
Qualificazione
opportunità
Attività per
chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione
investimenti
Marketing
Opportunità
chiuse
Amministrazione
Objective: Reporting and remodeling pipeline
Pipeline ranked Activities Forecasts
Opportunity DB updated
promptly and every
month
• Check DB update opportunities,
especially% probability and two
dates
• Pull weighed value and commitment
to any project days
• Report forecast of the month and
the subsequent
• Sales forecast
• Cash forecast
• Resource Forecast
commitment (days / person)
Reshaping marketing
activities and sales
• Check monthly forecast by targets
• Schedule jobs to decide budget
Sales & Marketing
• Increase / decrease in
marketing investments
• Increase / decrease sales costs

59.
Marketing processes/2Attività di
relazione
Attività di
relazione
attraverso i
partner
Contatti
spontanei
da sito
Segnalazioni
da Microsoft
Segnalazioni
da clienti
acquisiti
Attività di
telemarketi
ng
Eventi fisici
e virtuali
Contatti qualificati ed
opportunità in CRM
Assegnazione
opportunità
Qualificazione
opportunità
Attività per
chiudere
opportunità
Processo di forecast
Progetto
Caso a fine progetto
PROCESSO DI MARKETING PROCESSO DI VENDITA
Ripianificazione
investimenti
Marketing
Opportunità
chiuse
Amministrazione
Objective: Collecting testimonials and case
Closed Sales Sales activities Case numbers
potential testimonial
collection, famous
names or innovative
projects
• Submission feedback questionnaire for customer
satisfaction
• Meeting customer in the case of negative
feedback for motivation
• In all positive wonders you can mention the
name of making the references to sign release
• 90% of all sales
Case preparation Request participation and case history
In the negative case, at least one
quotation (1 sentence by a manager)
Customers have given positive feedback are
contacted to schedule an appointment
with interviewer
The reference document is drawn up and
verified jointly
The case is published online
• All customer are
potential testimonial

60.
Sales Forecast in reporting processes
Annual Budget
Documents
Actual data
collection
Periodical
Forecast
Annual Budget
Periodial
actual
documents
Forecast
documents
Revised Budget
(6 months)
Differences
Documents of
revised Budget
Processes for
closing Year

61.
Other
Examples

62.
Example: a project company
Tipi di progetto Deal medio Occorrenza% occorrenza
Data Warehouse 28.000 18 49%
Training 10.000 3 8%
Analisi 5.000 1 3%
Budget 7.000 2 5%
Reporting e analysis 5.000 5 14%
Scorecard e dashboard 13.000 7 19%
Sviluppo 100.000 1 3%
37
Qualified
Contacts
Opportunity
Identification
Opportunity
management
Project Execution
ORDER invoice payment
Customer assistance
Sell new projects
Time / project type
Lead time xxxx
Targeted improvement actions:
• On size of deal
• Of the number of deals
• The time from contact order
• Of new products
• Cash on total time
A CRM process manages all those activities
activity activity activity activity activity
The lead time can also be established for
channel Marketing reporting
activity

63.
Example: collect from sales special opportunities
Community site

64.
Example: collect from sales special opportunities
The sales person quickly input opportunity data
Periodically the list is extracted by Excel an the reporting
is prepared

65.
Reporting
Opportunity Management in a Relationship Marketing Framework

66.
Dashboards

67.
Dashboards

68.
Quinck dasboard on Dynamics CRM

69.
New dashboard on tablets