how marketing automation and crm integration can improve sales and marketing collaboration by justin...

How Marketing Automation And CRM Integration Can Improve Sales And Marketing Collaboration

MARCH 21 , 2016

Justin Sharaf DIRECTOR, MARKETING OPERATIONS, LOGMEIN

[email protected]

JUSTIN.SHARAF@GMAIL .COM

@BABBLNBOSTONIAN

3 © 2016, LogMeIn, Inc. |

What people say in Public about Marketing and Sales Collaboration…

“Marketing does a great job providing us with high quality leads.”

“Sales does a fantastic job managing pipeline. We always know the status of the big deals.”

“Marketing provides fantastic support of our Sales team. Whatever we need, they have it ready for us.”

“We can track everything we’re doing and know exactly what’s working and what’s not.”


What people say in Private about Marketing and Sales Collaboration…

“Lead quality is terrible. All I get is junk. Most of the phone numbers are fake.”

“Let me sell. I’d go to President’s Club every year!”

“Sales never follows up on their leads. Then they complain about not having enough.”

“Marketing has no idea about what’s working and what’s not. There is no reporting or analysis on any campaigns.”


What should be this…

Image from: http://www.leadformix.com/blog/2010/11/is-sales-a-mere-bystander-in-marketing-automation/

Is really this…

Image from: http://www.sodahead.com/living/arguments-between-two-people/question-4324871/

LogMeIn : Jan 2014


Positives

Marketing Automation (Silverpop) and CRM (Salesforce) in place

Marketing and Sales had realistic understanding of current state

Recognition and awareness of need for change from management

Enterprise Sales and BI tools in place (InsideSales.com, GoodData, etc)

Negatives

Dirty Data in Salesforce (duplicate records + only 20% synced to Silverpop)

No repeatable Sales cadence and SLAs for lead/opportunity follow-up

Limited Marketing Tracking and Reporting

No accountability or standardization around priorities

Marketing and Sales had “arms-length” relationship

Very basic lead scoring models

LogMeIn : March 2014


The Decision: LFRA

Lead

Flow

Re - Architecture

Goals: •  De-dupe Salesforce

•  Streamline the way that Marketing sends leads to Sales

•  Move all Lead Scoring into Silverpop. Make marketing accountable.

•  Improved reporting on marketing campaigns and funnel conversions

•  Provide Sales with better tools and processes to sell

•  High-quality and digestible information to Sales reps. Not just high quantity of information

•  Collection and management of organic product interest

10 © 2016, LogMeIn, Inc. |

First Steps: Alignment and Leadership buy-in

•  Identify Core Project Team

•  Established Mission Statement

•  Meet with Sales/Marketing stakeholders

•  Nominate LFRA Sales “Champions”

•  Present Project Plans

•  Weekly Meetings

•  Communicate, Communicate, Communicate.

Image from: https://blindpasses.wordpress.com/2013/01/04/project-management-and-the-emotional-buy-in-part-i/buy-in/

11 © 2016, LogMeIn, Inc. |

Next Steps: Outline the ideal process

•  No process is perfect. Build what’s right for you

•  Trial and error. Trial and error. Trial and error. Trial and error

•  Feedback from Sales and Marketing leaders is important, but BUY-IN from individual sales reps is vital

12 © 2016, LogMeIn, Inc. |

Are they linked to existing

open Opp?

Process Flow Product Usage

Campaign Response Trials

Contact Exists?

Scoring & Interest

Create New Lead

Yes Opty

exists for Product

on account?

No

Associate Contact Interest to Existing Opportunity

Notify Sales Rep

Create New Opportunity (Stage 0)

Lead Exists?

Update Existing Lead

Update Existing Opportunity

No

Yes Yes

No

Yes No

13 © 2016, LogMeIn, Inc. |

Cleaning the CRM system Strategic decision made to purge inactive data from Salesforce. We believed that any inactive prospects, if worth calling into, would bubble up in Silverpop and sync back to Salesforce using new process

Results –  Purged 4.5million lead records (many duplicates) –  Merged 100k leads into existing contacts –  Purged 400k contacts –  Purged 400k accounts –  Purged 700k cases

Image from: http://www.trashcanswarehouse.com/Gas-Station-Trash-Cans-and-Windshield-Centers_c_151.html

LogMeIn : Nov 17, 2014

C-Level “approved” date

15 © 2016, LogMeIn, Inc. |

Roll-out •  Long migration to sync records from Salesforce to

Silverpop (5M+). Extremely important!

•  Built everything in Silverpop and Salesforce sandboxes for testing and QA

•  Shut down Salesforce for 2-3 days to roll out code

•  11/17–11/24 were considered “Dead days” where data/reports are unusable

•  Dozens of interactive and collaborative training sessions for Sales and Marketing

•  Chatter support by project team Image from: http://www.bigducknyc.com/three-tips-to-rollout-your-new-brand

LogMeIn : Current State

17 © 2016, LogMeIn, Inc. |

Reporting and Monitoring

•  On Time Follow-up (OTFU) % measured for all Sales Reps

•  Manager Pipeline reporting

•  MQLs and pipeline goals and actuals measured by Product/Geo/Team

•  Comprehensive Campaign Reporting

•  Sync Status Dashboard

•  Non-MQL “Interest” for Sales (ex: Support passes, call campaigns, website chats)

•  Infrastructure for Attribution Models

•  Chatter groups created for Sales questions and marketing communications

19 © 2016, LogMeIn, Inc. |

Challenges and Learnings

•  Enablement – training of new employees

•  Too much visibility into the details

•  Creating goals changed behaviors (focused on MQLs instead of Pipeline/Revenue)

•  Shift from quantity to quality created some uneasiness

•  Poor leftover processes prevented a clean break from Before/After. Hurt us from an adoption perspective

Image from: https://www.linkedin.com/pulse/challenges-buying-chemicals-from-china-calisto-radithipa

20 © 2016, LogMeIn, Inc. |

Challenges and Learnings

•  Gamifying OTFU led to positive Rep behavior change

•  Manager dashboards and report cards in Salesforce and GoodData hold Reps accountable

•  Recognized that MQL targets were not correct approach for Field Sales. Focus now on Pipeline

•  Infrastructure allows for test, learn, adjust environment

•  Communication, feedback, buy-in were key pieces for successful implementation

•  Chatter proved to be most effective feedback channel

Image from: https://www.linkedin.com/pulse/learning-organisation-lean-zeeshan.syed

Next Steps

22 © 2016, LogMeIn, Inc. |

Post Mortem

•  Well-oiled machine

•  Foundation/architecture in place to support where we are now, and where we want to go

•  Integrated acquired company (LastPass) seamlessly

•  Attribution models in beta stages

•  In an ever changing environment and technology world, we haven’t been required to make any foundational changes in 18 months

•  Constantly receiving feedback and making enhancements

•  Sales and Marketing relationship is better than ever

Image from: https://ceotrust.org/event-1856222

Thank you JUSTIN SHARAF, DIRECTOR, MARKETING OPERATIONS, LOGMEIN

[email protected]

JUSTIN.SHARAF@GMAIL .COM

@BABBLNBOSTONIAN