Asset Manager CRM Survey Results

Transcription

1 2011 Asset Manager CRM Survey Results Andy Curtis & Brian Haskin Anthem Marketing Solutions 11/17/2011

2 2011 Asset Manager CRM Survey Results The most important assets a firm manages are its relationships with key stakeholders prospects, clients, and consultants. Client retention and growth rates are directly tied to the strength of an organization s relationships with the stakeholders. Effective CRM, or Customer Relationship Management, is vital to the success of an asset management firm. Unfortunately, many organizations are stunting their own growth by not utilizing CRM systems to their full capabilities. To understand how asset management firms are leveraging CRM systems to enhance these relationships, we surveyed 50 executives and asset managers who manage a total of $870 billion. Figure 1: Assets Under Management of Firms Participating in Survey Four Steps to CRM Effectiveness There are four components that are crucial to a CRM tool s delivery of positive impact. First, the system must be easy to use and configured to work with an organization s existing sales, service, and marketing processes. Second, the entire organization, from the CEO to the client service associate, must embrace the system and use it. Third, operating metrics and workflows must be incorporated into the system, such that sales, client service, and marketing efforts are focused on the highest value customers and prospects. Finally, the system must produce meaningful dashboards and reports that are customized for users at all levels, essentially functioning as detailed road maps for the sales and client service teams. Additionally, the marketing team must be able to visualize the impact of campaigns, and measure their overall effectiveness at a broader, strategic level. Real-time feedback at all levels is critical to demonstrating how the organization is executing on operational plans and achieving sales and service goals. Plan & Execute Reporting & Dashboards Customization & Administration Organizational Adoption 1

3 Survey Results We systematically analyzed our survey responses from 50 asset management firms across the four key dimensions of CRM effectiveness described above and found that none of the fifty firms ranked highly in all four dimensions. In other words, not one respondent felt that their CRM Figure 2: Distribution of CRM Effectiveness system was easy to customize and administer, had widespread organizational adoption, was leveraged to execute sales and client service plans, or had dashboards 3 of 4 and management reports that were fully utilized to track progress. Are we surprised? No. We realize that there is a 2 of 4 0 of 4 significant commitment required to achieve success on any one of the four dimensions, let alone all four. We did find, however, that 73% of the firms scored highly on at least one of the four dimensions, and 22% of the firms did so on two or more. While these are positive signs that CRM systems are being leveraged to enhance the sales and service functions, there is clearly more upside to be gained. Customization & Administration Figure 3: Ease of Customization & Administration Ranked highly in 1 of 4 dimensions Standard CRM packages, which are not customized to each individual organization, rarely achieve the desired sales and marketing efficiency goals. Most commonly, the users become frustrated interfacing with a clunky system, and revolt by not using it. In order to achieve meaningful impact, the CRM tool must be intuitive and configured so that it reflects an organization s processes and enables customer service and sales teams to be more productive. Organizations that scored high on this dimension are customizing their CRM tool to reflect their particular sales, marketing, and customer service processes. 2

4 For organizations that score low on this dimension, we recommend the following improvement initiatives: Identify and develop process maps of key sales and service workflows Customize the CRM system to reflect and capture key data elements Develop workflows to streamline and automate key processes Benchmark current tool and replace if it does not support your organizational requirements Organizational Adoption Change is difficult especially if you don t have senior management buy-in. Often, employees would rather continue using Outlook, Excel, etc. to manage client reporting and the sales pipeline, instead of utilizing a CRM system, which can be viewed as a major time commitment. Accordingly, the organizations that scored high on this organizational adoption were the ones whose sales and service teams actively put data into the system and used the tool to improve their productivity. Additionally, those sales teams also tended to use the tool to prepare for meetings and provide a 360 degree view of the customer. Figure 4: Extent of Organizational Adoption For organizations that score low on this dimension, we recommend the following ideas to improve: Make the system an organizational priority that is fully supported and utilized by the management team Require that users enter data into the system as part of the review and compensation process Document and train the team on standard operating procedures Create meaningful reports and dashboards for the sales and service team to help them achieve their goals 3

5 Plan & Execute The third step in enabling your CRM system to deliver positive results is to work smarter not harder. The key to maximizing success is to focus sales and marketing efforts on the highest value prospects and clients. We have found that high performing sales cultures had well established sales and marketing plans that were systematically executed. Not surprisingly, organizations that scored high on this dimension actively use their CRM system to enhance customer service, sales effectiveness, and consultant relationships. Additionally these organizations used their system to schedule meetings, track activities, manage the sales team, and improve overall business efficiency. Figure 5: Use CRM System to Plan & Execute For organizations that score low on this dimension, we recommend the following techniques: Prioritize high value prospects, consultants, and clients Develop relationship plans to achieve sales goals Translate plans into monthly activity levels focused on high-value targets, and measure results Create reports that measure the progress toward achieving these goals Reporting & Dashboards The final step in deriving value from your CRM system is a quality set of dashboards and reports. The management adage, if you can t measure it; you can t manage it is very true. Organizations flying without a map or even a sense of fuel levels usually never get off the ground, and often crash. Accordingly, organizations that scored high on this dimension actively use their CRM system to generate management reports, and use their dashboard to track key metrics and review where the sales and client service teams are allocating resources. 4

6 Your CRM reporting and dashboard tools should be your mission control to track open sales opportunities, client service requests, consultant product-approval status, and other mission-critical sales and client service activity. Figure 6: Utilize Reporting & Dashboards 23% For organizations that score low on this dimension, we recommend the following ideas to improve: Identify key metrics and develop dashboards to monitor effectiveness Consider partially linking compensation with activity levels Regularly review and publish reports and dashboards across the organization What is the best CRM system? In addition to analyzing organizations CRM effectiveness, our survey shed some light on the best CRM systems for asset managers. We evaluated systems across the following areas: Ease of Administration Ease of Use Reporting & Dashboards Figure 7: CRM System Used by Respondents 5

7 Ease of Administration Junxure and Microsoft CRM Dynamic systems ranked highest on ease of administration; though the scores were not particularly impressive. Junxure ranked highest on ease of entering contacts, while Microsoft CRM Dynamic ranked high on ease of customization. Salesforce.com and Satuit were in the middle for ease of administration, while Goldmine and ACT were viewed as very difficult to administer. Figure 8: CRM System Ease of Administration Ease of Use Junxure ranked high across all of our questions on scheduling activities, preparing for meetings, management reporting, and providing a 360 degree view of the customer relationship. Microsoft, Salesforce.com and Satuit all ranked about the same in ease of use, and Goldmine and ACT were viewed as difficult to use. Figure 9: CRM System Ease of Use Reporting and Dashboards Salesforce.com ranked highest overall for providing customized reports and dashboards. That said, pulling reports from Salesforce.com can require significant Excel manipulation. Reporting and dashboards remained a weak link for the remaining systems. Figure 10: CRM System Reporting & Dashboards 6

8 About Anthem Marketing Solutions We are marketing and media strategists armed with the analytical capabilities and product solutions you need to deliver on your goals. We ve taken our experience from years as practitioners and formulated tools and approaches that quickly deliver high-impact results. Our solutions are built on a foundation of insights from your internal data, in the context of your customers and marketing environment. Sales Alpha TM is an in-depth companion to CRM platforms that will increase the impact of your B2B sales and marketing efforts. This Anthem Marketing solution will enhance your existing CRM program using a multi-step approach that leverages data you are currently capturing to deliver custom plans and insights, allowing you to: 1. Configure your CRM system to reflect your sales process 2. Benchmark current sales and marketing efforts against objectives 3. Analyze and segment customers and prospects 4. Build custom management reports and dashboards About the Authors Andy Curtis is a Senior Director at Anthem Marketing Solutions, where he leads the firm s efforts around improving the relevancy and impact of digital media and CRM marketing efforts for the firm s clients. He has helped a range of organizations enhance the utilization and segmentation of customer data to create and execute more targeted, and cost effective, sales and marketing campaigns. At Anthem, his engagements include working with leading financial and consumer-oriented firms such as Janus Capital Group, Groupon, and Scotts. Prior to joining Anthem, Andy held marketing and product strategy positions with J.P. Morgan, Ariel Investments, and Analytic Investors. Additionally, he was a Vice President at Kestnbaum Consulting, where he managed client relationships with Conde-Nast, Disney, LL Bean, Lufthansa, JC Penney, and Microsoft. Andy received his Bachelor s degree and MBA from the University of Chicago. Brian Haskin is a Senior Strategy Consultant with Anthem Marketing Solutions. Brian has over 18 years of experience leading and growing institutional asset management firms in the U.S., Australia and Asia. He has successfully worked with large, mid-sized and small asset management firms in the design and execution of CRM implementation, sales strategy, client segmentation and management, product development, branding and organizational design. His hands on experience ranges from leading a small $3 billion asset management firm through a rapid growth phase and into a globally recognized firm with peak assets of more than $12 billion, to establishing and managing the Asian headquarters for a large, multi-national, multi-product investment management firm. Prior to his role with Anthem, Brian held senior leadership positions in the areas of sales, client service, marketing, product development and investment strategy with Blackrock, Deutsche Bank, Wilshire Associates and Analytic Investors. Brian received his Bachelor s degree from the University of Southern California and his MBA from the University of Chicago. 7