Selecting. CRM: Selecting, Customizing, and Utilizing for Effectiveness. Traversing Your Course. It s About the Indicators. Key Performance Indicators

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1 CRM: Selecting, Customizing, and Utilizing for Effectiveness March 10, 2014 Laurie Slater, MBA, Partner, Corporate Health Group (CHG) Stephanie Boreale, Director of Marketing and Network Outreach, University of Arizona Health Network Selecting Traversing Your Course It s About the Indicators Key Performance Indicators The world runs on indicators. They determine our course and our progress toward strategic objectives. Organize Execute Efficiencies Monitor As many as 85% of companies that buy CRM software to automate sales efforts don't pick the right tools because they fail to define business objectives or develop processes for meeting objectives. Gartner Analyst, Robert DeSisto Source: Performance Driven Sales Management George S.Odiorne Improve

2 Where to Begin Know your objectives Ask those you trust Generate vendor list Research & Demos Which CRM supports our strategy? Off the Shelf Web Based On Premise Licensing fees Subscription Fees (pay as Licensing fees you go) Access via PC only Access anywhere, anytime Usually requires network access Customization lengthier process; features are offered during upgrade process (more dollars) Support Usually more limited. Rely on consultants or IT (Depends on vendor) Customization real time Customization Requires IT Support Support usually online access and support techs Support usually online access and support techs Your Requirements Document Goals and Objectives tied to Organizational Strategy Document specifically what you want the system to do Document key process and workflows the system must support Take the time to do this and get input from all key stakeholders Technical Requirements Get IT involved even if they are not going to support product Budget requirements Timing are there any hard dates that must be met or avoided? Provider and Practice Profile Management Activity Tracking Issue Management Physician Satisfaction Maturity Scale Basic Intermediate Advanced Performance Standard Tracking Territory Management Data Integration Referral/Volume Tracking/Targeting Portals for Hospital/Clinic Staff Consumer Campaign ROI / Effectiveness Market/Comp Data Projections Business Value Vendor Questions How well does the product s default workflow mesh with your organization's workflow? How easy it to customize? Can the product scale with your organization s maturity or will you outgrow it? Can they meet your MUST HAVE requirements? Stay focused on getting this answered. Eliminate vendors quickly if they do not meet these requirements. Demonstration Best Practices Develop a demo script that includes the specific workflows you require ENSURE VENDORS ACTUALLY DEMO FROM YOUR SCRIPT Allow vendors time to show off a bit outside from your demo script Stay focused on getting clarity on your key MUST HAVE requirements Use a scoring system to rate and rank each vendor (this is subjective, but can be very helpful to get people focused on the key items)

3 Demo Scenario Scenario Rep performs their monthly activity planning and creates weekly call activities for the month in the system. Requirement Demonstrate how the system can be used to perform the task of creating multiple tasks assigned to the appropriate providers and office staff. Desired Result Easy to use system of creating tasks in the system in a semiautomated way. We don t want to have our Reps creating each task one by one. Score Them How do we sell our strategy? Considerations Should we develop an RFI/RFP or not? Who should we include in the selection process? Should we hire a consultant to help with the selection process? How much customizing will we need, do we plan on doing? 3 rd Party Data Provider Data Initial Load/periodic augmentation Practice Data Consumer Propensity Data Competitor Referral Information Market Share HIPAA Considerations We are NOT HIPAA Experts (Consult your legal staff) Physician Relationship Management Data Most data is not an issue because typically patient data is not stored Possible exception is in Issue Management notes (organization decision point) Consumer Marketing Data Often requires patient information Some organizations have moved forward with these projects others have viewed it as not acceptable Again Please consult your legal staff regarding ALL HIPAA Issues

4 Sales Funnel: Customers Data Funnel Touches: Field Activity/ Campaigns Customizing Issue Resolution Measurement & Reporting 20 Sales/Marketing Funnel: Key elements from the sales plan that define and guide the sales team with their field strategy and approach. Data Funnel: Data collection from billing or in house that feed the Sales Funnel and ROI measures. Sales /Marketing Activity: The sales team member s realtime field activity tracking. Real time campaign activity. Issue Resolution: The sales team member s realtime issue gathering and steps to gain and communicate resolution. Measurement & Reporting: ROI measures that demonstrate sales activity progress, new prospects and referral volume trends. 21 MUST HAVES Customizing MUST HAVES MUST HAVES

5 ROI Process Flow x cases/revenue 4 Categories GoalsGrow market to determine where there is growth potential Geographic (zip code), type of practice or physicians Code A, B, C/ Tiers Plan strategies and tactics Log all activity in CRM database TargetsResearch (appointments, meetings, tours, CME s, follow-up, etc) tied to performance standards - Query of quarterly activity with targeted physicians for specific goal Exams/revenue report for same time period Cross reference with CRM ReportsCRM quarterly report Identify matches for credit Use Case Business Development Workflow or Process Improvement Professional Development Marketing Initiative Advisory Board Outpatient Market Estimator Growth Zip Codes/Counties Determine where targets should be Frequency = Multiple factors (volume, size, satisfaction, intelligence) Smaller offices increase frequency Larger offices less visits Performance Standards = outcomes of goals # 40 offices per week Modality Site Trended Dashboards Watch List Benchmark by Specialty Referral post CME Pillars of Dashboards Talent/ Business Drivers Growth Pipeline Training Monthly Quarterly Annually Calculations & Reports Delta Reports (trending exam volume by physician, group, and specialty on rolling quarter and monthly) Top 40 Backlog Providers by benchmark Office Visits Site Volume Referrals by zip Referrals by insurance Targeted modalities Market share Population Growth Individual Reports Physician Trend Report Modality Variance Top 40 Dashboard by Dr Dollar Volume

6 Watch List Facility Physician Volume Total Specialty Mean Volume Benchmark Variance from Mean Graphed Integrated Dashboards Issue Resolution Daily/Weekly Data Feeds Intake Form Accountability Measures Administrator s Priorities Understanding at what Level of Investment your team is functioning Responding to your Gap Analysis and making changes to increase their level to GROWTH Using goals and expectations as a starting point Implementing measures and metrics to guide the process Build an effective design of CRM it contributes to increase volume and revenue Take three ideas from the presentation and make them priorities And then make ROI happen! Utilizing

7 Benchmark Studies Reveal that the right use of CRM applications account for: Revenue increases of up to 41% per sales person Decreased sales cycles of over 24% Lead conversion rate improvements of over 300%! Customer Retention improvements of 27% Decreased sales and marketing costs of 23% Improved profit margins of over 2% Organize All demographic information in one repository. Execute Easy to navigate, populate call lists, the less clicks the better. Efficiencies Reps to collaborate, not cross over, find referral patterns easily. Monitor Dashboards show trending alert management. Improve Correlation between activity and results. Strategy in motion Start Small Begin with small committees Design workflow Determine buy in levels and use colleagues as champions Order a trial version and use one Rep to track activity Small wins pilot with one service line to gain support Mistakes to Avoid Lack of executive participation Not a strategic priority Improper / lack of customization No user adoption plan Lack of training Making IT an enemy

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