February 2020 - Striven

Month: February 2020

Who Benefits from Business Management Software?

Posted on by Brian Kinney

All-in-one business management software benefits everyone, right? At a glance, that should be your logical conclusion. A system that runs core business processes while connecting company-wide data should involve every employee at the companies who use it. 

But benefit and use are two very different things. Many employees of SMBs feel that when their companies choose new software, they make decisions to improve executive-level jobs. Meanwhile, other employees are left to learn new systems that don’t necessarily aid their workflows. Given the core benefits of all-in-one business management software solutions, this problem feels especially acute. With integrated software suites, executives and upper-level management can:

ERP Connected
  • Track employee progress on tasks and projects
  • Report from complex and dynamic data sources
  • See real-time financial information

These benefits are crucial for enabling company executives to make informed decisions more strategically. But where does that leave lower-level employees, whose job functions might entail customer support, data entry, and the completion of project-based tasks? There are major consequences for executives (and businesses) who can’t answer that question for employees who are going to spend most of their time in a new software system. Company culture, productivity, and morale are all going to suffer.

So how can executives help employees understand how a new all-in-one business management software will make their jobs easier and more efficient? How can they tap into the core benefit for employees: more time spent on meaningful work and less time spent on menial work? It’s all about the process of communication.

Developing a Communication Strategy

Given the abstract thinking that can go into the implementation and onboarding of all-in-one business management software, it may not be realistic to expect your employees to understand the benefits of your new system immediately. And learning to navigate new software that is directly tied to their performance will probably stoke fear about their ability to do their job well.

Here’s how to communicate the benefits of all-in-one business systems to your employees in a way that will make a positive impact. On a higher level, your communication strategy will make everyone feel good about your adoption of new software. And rightfully so.

Involve Employees Directly in Training

erp business management software

A 2020 report by the Panorama Consulting Group notes that “no matter how much organizations communicate with employees before selection, employees need to actively be involved in selection activities in order to feel confident about the project.” According to the study, only 16.7% of employees in companies surveyed expressed buy-in support for an ERP implementation project. Compare that with the 83% of respondents who showed some to strong buy-in after implementing.

Ensuring that employees who use the system can play a direct role in “selection activities” like training has several benefits. On a practical level, it allows them to develop buy-in on day one. Your vendor can help you communicate how the software addresses the many different roles your employees occupy. On an emotional level, your employees will see that you value their input. Give them a chance to ask questions and voice concerns. It’s okay to lean on your vendor in order to come up with great answers.

Speak to Their Fears and Values

When adopting new all-in-one business management software, think like your employees. What do they value in their jobs? What are they afraid of? You can be absolutely sure they’re asking themselves many questions:

  • Will this new software system eventually replace me?
  • What if it takes too long to learn and my boss thinks I’m incompetent?
  • Does getting new software mean my company isn’t doing well?
  • Will this software free me up to work on something more interesting?

All of these questions point to the same feeling: wanting to be both essential and included. Having a conversation where you address these questions on an emotional level will make employees feel at ease. Further, they’ll be excited about the possibility of new software instead of fearing the unknown.

Share Support Resources

erp business management software

Assuming your software vendor has provided training materials to supplement hands-on sessions, make sure employees have easy access to them. Those valuable resources may include certification courses, video walkthroughs, and user documentation. Let’s face it: your employees will certainly have questions about the procedural aspects of using your new software suite. By providing clear and easy access to those materials, you’ll make their lives much easier.

If your vendor offers a support plan, make sure your employees are taking advantage of it. Live chat, ticket submission, and phone calls are all appropriate ways for employees to get help quickly. Again, the key is to make sure they have a clear path to access vendor support.

Keep All Divisions in the Loop

Not every division of a company adopts an all-in-one business management software at the same time. In fact, most companies adopt a phased approach. If that process reflects your plan, you’re likely to have employees for whom the new system will seem like a future abstraction. They may only know what they’ve heard in the office break room. Don’t let that be the case. Instead, involve them in all of the ways discussed above. You might also consider assigning partners so that employees who have adopted can train members of other divisions. There’s simply no substitute for users to educate each other through hands-on methods.

Conclusion

All-in-one business management software doesn’t exist to benefit companies. It exists to benefit people. Of course, companies are beneficiaries on an abstract level, but the people who work in the software every day are the ones who actually live those benefits. It’s important that you don’t keep your employees in the dark when you’re preparing to adopt a new software solution.

Keep the lines of communication open. Address questions and concerns head-on, and involve everyone in the process. A comprehensive software system touches all employees of a company. Make sure that you’re just as clear about defining and explaining how it will help them as you are about how it will help you.

Beating the ERP Software Implementation Blues

Posted on by Brian Kinney

I love modular furniture stores. I sit on all of the couches and re-imagine my kitchen as something sleeker and shinier than it ever was. It’s all so intriguing.

When I get home, I suddenly realize that I’m not carrying a chair or a bookshelf. Instead, I’m lugging a large cardboard box filled with long strips of particleboard and bags of bolts. The clouds darken over my furniture dreams and I realize I’m staring into the void of a long afternoon of assembly.

Software Illustration

Anyone who has thought about adopting ERP software in the past ten years (or, even scarier, before that) knows this feeling profoundly. Some ERP vendors promise the beautiful coffee table but end up selling what amounts to sticks and twine. When it comes time to get the thing set up, the process requires many person-hours. ERP software implementation can take a village to get up and running.

But those hours can be spent wisely— increasingly, companies are seeing implementation projects go faster and meet their adoption schedules. The data supports it: a Mint Jutras study commissioned by Ultra Consultants found that only 11% of companies surveyed failed to go live in the time allotted by solution providers. In fact, 62% of respondents said they went live in either the time allotted or sooner than expected. 

Timely implementation and onboarding require planning, communication, technical expertise, and follow-through. Each party, vendor and customer, expect those qualities from one another. Successful software implementation, however, is all about relationship building. Because everything is.

Building great relationships

erp software implementation

Software subscribers enter into a relationship with vendors from the point of first contact. That relationship doesn’t end during a sales handoff. It doesn’t end during implementation planning. And it doesn’t even end when the subscriber is happy and seeing optimal value from the software. The truth is: it never ends. And that’s a good thing.

Continuing to build your relationship through the process of implementation will not only help you in the long run, providing a channel of ongoing, open communication. It will also expedite your project.

You don’t want your business to sacrifice time when preparing for an ERP software implementation. Here’s how to create a plan that will strengthen your vendor relationship while making sure you avoid overrun on your project timeline.

Understand your goals

What are you trying to accomplish by adopting ERP software? Integration, data transparency, accurate reporting, and real time decision-making are among some of the biggest reasons companies adopt all-in-one solutions. They’re also fairly abstract. Think about what kind of return you expect, and what level of investment you’re willing to make. 

ERP Illustration Pt. 2

Overall, you should be able to answer this question: what will my company look like after I adopt an all-in-one business software? The picture you have in your head might not be 100% realistic, but starting there can help you articulate viable goals.

Decide where you want to begin

Very few companies begin an ERP implementation by adopting everything at once. Even for small businesses, adoption makes the most sense in stages. Given that, it’s important to prioritize the features and processes you’ll adopt first based on your goals. Many companies start with their accounting data, while others are more interested in projects or HR. It’s up to you, of course, to determine how your priorities will fit into your roadmap. Your vendor can give you recommendations, if necessary.

Let your vendor ask the tough questions

Don’t hide anything from your solution provider. You wouldn’t keep important information from your doctor— doing so would interfere with your health. For the same reason, whatever you don’t tell your vendor will come back to haunt you either during or post-implementation.

Your solution provider may ask you some tough questions about your operations. Admitting that you don’t have great answers to everything can be hard, and might feel humbling. But like your doctor, your software vendor is ultimately just trying to help. Understand, then, it’s okay to say that you don’t know the answer to something, or that you don’t have a certain process in place. Just recall the reason you’re looking for new software in the first place.

Provide feedback early and often

good erp software implementation

As you move through the implementation process, let your solution provider know how they’re doing. What’s working and what isn’t? It’s better to be involved, or task someone with continual involvement, than to sit back and assume everything will go as planned. Because ERP implementation is fundamentally about relationships, honoring your part will help your solution provider move quickly and accurately through the process of meeting your requirements.
Conclusion

The responsibility of a successful ERP software implementation lies equally with both you and your solution provider. Turning that responsibility into a strong relationship will most certainly enable a timely and affordable software adoption. 

Your relationship begins the first moment you pick up the phone or pursue a free trial version from your vendor. While they will certainly reach out to you, the extent to which you’re able to reach back will make all the difference. You’ll be able to achieve your goals without feeling like you’re involved in assembling the world’s most complicated piece of furniture.

5 Smart Project Management Moves That Will Boost Your Cash In 2020

Posted on by Gene Marks

There’s a great British show on Netflix called Grand Designs. The show follows individuals that create and then build their own sustainable, environmental-friendly, aesthetically pleasing homes from the ground up – many of which are incredibly innovative and beautiful. These people are just normal, everyday people who want to do something special. They have a vision and passion and want to build the perfect home.

But unfortunately, most of them are lousy project managers.

Save Money

Why do I say that? Because many times (not every time), their projects almost always blow up. Things take longer and cost more. There are headaches, fraught nerves, increased stress and occasionally a profanity or two. Most of the projects work out in the end. But they’re almost always tumultuous and painful.

I wish I could give these good people some advice. Because, after running information technology projects for more than 20 years and making all the mistakes they’ve made, I’ve learned a few things. Things that if I knew earlier would’ve saved me a lot of cash. For example…

Know all your costs

And know them before you start a project. I mean, REALLY know them – and use a good project management software to track them. Too many people on Grand Designs went into their home building projects on a wing and a prayer. That’s very risky. Don’t make too many assumptions. Don’t “hope” that things will work out. Price out whatever time, materials, technologies, and other overheads will be required to do this project. Use software to crunch the numbers. Good project managers don’t walk into projects with many – if any – unknowns. Your most important project is planning the project. By the time the project gets underway, there should be very few – if any – surprises.

project management triangle with cost scope time and qualityBe a manager, not a doer

Frequently when things got out of control, one of the Grand Designs people would inevitably say “I’ll just do this myself.” Some were even so bold as to figure in their own handiwork as part of the job. This is usually a mistake. No offense to these people, but few of them are carpenters or know a trade. They’re tinkerers and you don’t want a tinkerer doing work on your project. As a project manager, your job is to…well…manage. Let others more experienced and better than you do the work they’re trained to do. You just keep a close eye on them, OK?

Avoid scope creep

During every project I’ve worked on, people come up with new things they want. And that’s cool.  But the scope is the scope. If you start adding things to your existing project you’re going to find yourself navigating off-course and running up unnecessary costs. Stick to the project plan and don’t divert from it, unless there’s a serious gap. Anything to be added should be listed separately and a “phase 2” can be done in the future. 

Have clear and measurable objectives

project management software success

My most successful projects have had an end. A clear and measurable finish. A deliverable that can be determined without any debate. For the people on Grand Designs it’s not just the completion of the house, but a house that can be comfortably inhabited and approved by local zoning authorities. When managing a team on a project each member must have the specific things they are responsible for achieving and payment or other incentives needs to be reliant on achieving those deliverables. 

Use cushions

I don’t care how long you’ve been managing projects or how smart you are, you’re not going to know everything. There’s something someone’s not telling you. There’s rot under the boards or a bug in the software. That’s why you’ve got to be conservative. It never ceases to amaze me how the people building homes on Grand Designs cut things so close to the edge – and then are oftentimes forced to go over the edge because their costs and timelines were just too aggressive. Go ahead: pad your numbers and timeline a bit. Everyone does it, and they do it for a reason. 

Will following this advice lead to a successful project? Frankly, yes. I’ve seen plenty of smart people do these things with great results. Unfortunately, not on Grand Designs. But then again, that’s what reality TV is all about, right?

Bringing Back the Dead: How to Revive Your Lost Leads

Posted on by Sharon Parker

You’ve done it all: you’ve invested money in a software system with CRM capabilities. You’ve set up your system to personalize the customer experience, so customers feel that you’re invested in them. You’ve spent countless days charting that customer experience with all the right touchpoints to lead them up the mountain. Your sales are up, but some leads aren’t converting – you’re losing them to the abyss. Why?

And how do you bridge the gap?

two business people on laptop

As Entrepreneur points out, a dead lead doesn’t necessarily mean game over. “Just because you lost a client, doesn’t mean you shouldn’t follow up—you never know when fortunes might turn,” writes Tina Garg. “[CRM] provides clarity on potential roadblocks in the process. [It] gives you the ability to review all your past deals and uncover common challenges underlying the same.” 

You might be able to resurrect those dead leads. CRM software allows you to master analyzing your lost opportunities, at what point you may have lost them, and consider how to resurrect them for potential future conversions.

What matters in the end is how you approach and re-engage those lost opportunities. You need to evaluate each lead carefully, and deploy a strategy that addresses the needs of each individually. 

It’s called resuscitation marketing. And here’s a simple 3-step process to make it work for you.

Evaluate Your Losses

Your first step in the resuscitation marketing process is to analyze the types of leads you’ve lost and categorize them.

crm software

There are several types of lost leads:

  • The ‘MIA’ lead. A client came to your website and left, or a client dropped the conversation without indication of their decision
  • The delayed lead. You can categorize this client as one who indicated they will purchase, but not until a certain date or time frame
  • The dead lead. This is a client who purchased from a competitor or opted out of buying

It is possible to have multiple combinations of these lost leads, by the way. You may find that your potential client came to your website, filled out a form, and never responded to your email because you took too long to get in touch. They went on to engage with, or buy from, your competitor in the time it took you to respond. 

You may find that other leads indicated they were looking for a specific time window to buy, and when you didn’t follow up again in that time frame, they forgot about you. Even if they start the process over again and your name comes up in their search result, they may not contact you—or worse, they’ll remember that you didn’t follow up at the right time.

“By understanding why your lead failed to convert and constructing an offer to suit their needs,” writes Jia Wertz for Forbes, “your campaigns have a much greater chance of success.” Segmenting these types of lost leads can help you organize your approach to each, and establish pathways for similar future interactions.

Find The Catalyst

The next step is to evaluate how to reignite the spark without burning the bridge.

crm software

Re-engaging lost leads can get a little tricky—it’s always a good idea to ask someone who has years or even decades of knowledge in providing great customer experience. We asked a few experts to weigh in on a successful re-engagement strategy. 

“If you accidentally let a prospect or lead ‘fall off the radar,’ don’t make excuses about how it could have happened,” writes Shep Hyken, customer service and experience expert and NY Times bestselling author. “Just be transparent. Obviously, apologize first and then let the prospect know you have a system that someone failed. Then follow up with the assurance that you’re back on track, and offer some value to get their attention. Make it genuine and personal. Follow up with an email to confirm what you talked about, and respond quickly to any request or question they have. Your goal is to restore confidence as you move the relationship from lost to mutually lucrative.”

“Engaging prospects is a never-ending project,” writes Christoph Trappe, CCO of The Authentic Storytelling Project. “In fact, today it takes like 30 touch points to move people along in the funnel. There are a number of strategies to do that. They could include: 

  • Easy sign up for email newsletters
  • Use of tools that allow you to quickly follow up with what previously was unknown traffic
  • Constant sharing of relevant content on all channels

“The last one particularly is a fine line. The line between spamming people and the line of sharing value can sometimes be easy to cross. I am a big fan of automation—once you have them in your email database, send them useful information on a regular cadence. That cadence feels personalized to them. Remember that connecting with prospects is a marathon – not a sprint.”

Rewire the Connection

The third step of resuscitation marketing? Use the advice you glean to resurrect your lost opportunities—now.

Rewire the connection between you and your lost lead and solidify your business relationship

Let’s say you’re the travel company from our third blog on CRM software. Your opportunity was interested in Alaska, and they started a conversation chain with you about seeing the Northern Lights. Your system pushed out the appropriate information, and your potential client seemed interested, but after a few conversations by phone and email they dropped off the grid. Eventually, they reply to one of your emails to let you know they’ve chosen to go elsewhere. That isn’t what you were hoping to hear—but now you have the catalyst to reignite your lost lead’s journey a month or even a year down the line. It’s all about your avenue of approach.

One approach to consider when re-engaging is your market—especially if you’re a service-based business and you offer more than one avenue of service. If you’re the travel agency in the example above and you serve multiple regions, you might: 

  • Follow up with them after the last communication,
  • find out why they didn’t use your company,
  • ask what attracted them to your competitor,
  • see what they thought about their competitor’s services (after their travel dates), and
  • give them reasons to discover something with you.

Your touchpoint email—sent a few weeks after their return date—is the trigger for a conversation on how travel companies can better handle their overall customer experience. You find out that your ‘dead lead’ for Alaska ended up having a poor encounter with their chosen service provider. You follow up often and quickly. You use your lead’s complaints and examples to refine your touchpoints. 

You follow up again with them—where do they want to go next? Iceland’s the next destination on their bucket list, and now that you know even more about your once-lost lead’s preferences—and how best to communicate your information to them—you nail it. They travel, and they rave about their trip.

You’ve regained their trust. They went because you pursued them, listened to their needs, and delivered on a promise of better things to them. And the best part is: you’re going to be top of mind for their next journey.

Conclusion

Sometimes the way to make a sale isn’t to do everything perfectly at the start—it’s to follow through when things get rough. It’s to regain trust and understand the pathways your customer has already explored. It’s about building a bridge with better materials to a different mountain.

So don’t snuff out your fires—let them smolder a little bit. There’s something you can do with each of those challenges, no matter what stage they’re at.

This is our final article in a series on CRM software. See our previous CRM articles to find out more about CRM, its uses and functions, and how it can help your business grow in 2020.