Sales and Service: Can t We All Just Get Along?

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1 A Service Performance Insight White Paper written in collaboration with Tenrox Service Compass: Charting the Course to Professional Service Excellence Sales and Service: Can t We All Just Get Along? April 2010 Service Performance Insight 6260 Winter Hazel Drive 25 Boroughwood Place Liberty Township, OH USA Hillsborough, CA USA Telephone: Telephone:

2 TABLE OF CONTENTS Introduction... 1 Sources of Sales and Service Dysfunction... 2 Sales and Service Have Different World Views... 3 Effective Solution Selling Starts with Clarifying Roles... 4 Connecting CRM and Project Management Software... 5 Benefits of Connecting CRM and Project Management Software Systems... 6 CRM Project Management Software Integration Connects Sales to the World of Projects.. 7 CRM and PSA Integration Drive Revenue and Profits Upward... 8 Recommendations and Conclusions... 9 About Tenrox FIGURES Figure 1: Clarification of Roles and Handoffs... 4 Figure 2: CRM and Project Management Software Data Flow... 5 TABLES Table 1: Examples of Sales and Service Dysfunction... 2 Table 2: Integration Increases Performance... 8 i

3 INTRODUCTION Most organizations struggle with a lack of synergy between the sales and service delivery functions. According to SPI Research s 2010 PS Maturity Model Benchmark survey of 225 professional service organizations, sales effectiveness received an average score of 6 out of 10. A lack of alignment and trust between sales and service delivery leads to lost opportunities; miss-set client expectations; under-scoped projects and poor resource utilization. Best-in-class organizations have found a way to bridge the sales/service divide to reap significant rewards in terms of larger pipelines; higher win-to-bid ratios; higher levels of consultant utilization and more satisfied clients. The complexities of identifying professional service opportunities and developing them into successful client engagements demand a more structured approach to business development and a seamless flow between sales and service delivery to ensure opportunities are properly prioritized, scoped and staffed. A down market accentuates breakdowns between sales and service. When fewer deals are available and sales cycles are longer, heightened pressure and sense of urgency to close deals may exacerbate an already dysfunctional sales and service relationship. In the 2010 Professional Services Maturity Model Benchmark, SPI Research found more than 80% of service organizations have implemented a stand-alone Client Relationship Management (CRM) application to help them manage leads, contacts and opportunities. In many organizations the CRM and the sales process is an island with no meaningful integration with the PSA (Professional Service Automation) application. The lack of collaboration between sales and service delivery is not just a data integration issue. CRM and PSA islands of automation are telltale signs of organizational boundaries and incongruent sales and service delivery processes. Improvement starts with understanding the sales process and at what point the opportunity becomes a project that is integrated with resource and project management processes in the PSA. Who is the ultimate owner and decision-maker for which opportunities to pursue? How should they be priced and staffed? Which business processes should be in CRM? PSA? Where are the boundaries and handoffs and how are changes reflected in both applications to keep both sales and service delivery informed? This whitepaper identifies typical causes of sales and service misalignment. SPI Research depicts a representative complex sales cycle and supporting sales and service roles. We examine typical integration points between CRM and PSA applications to facilitate effective sales and service communication. We then show the benefits of CRM and PSA integration. Service Performance Insight Page 1

4 SOURCES OF SALES AND SERVICE DYSFUNCTION As service has emerged as a differentiator and lucrative source of revenue and margin, product and service-oriented firms alike have been forced to invest in solution selling and service marketing. They have found that marketing and selling services is far more difficult than selling products. Buyers experience services and buy based on reputation, referrals and relationships. Product buyers buy based on features, functionality and direct price comparisons. The product buying relationship ends with acquisition of the product while the service buying relationship really only begins once the sale has been made. Solution selling requires access to high-level business decision-makers and the ability to identify their challenges and craft solutions. Few product sales people can make the transition to selling services unless they are able to speak the language of business and truly understand executives primary issues market expansion, cost reduction, visibility and time to market. The following table depicts typical causes and effects of broken sales and service relationships resulting in inability to sell complex solutions. These organizations have not yet transitioned from selling speeds and feeds or transactions to nurturing relationships and creating business value. Table 1: Examples of Sales and Service Dysfunction Causes of Dysfunction Product Focus Inability to sell solutions Goal Misalignment between Sales and Service Unclear roles and responsibilities We re a product company, not a service company. Service sale is subordinate or excluded from the product sale. No effective solution selling plan or structure. Products are termed solutions without corresponding client business value. Higher Sales compensation for products over services. Emphasis on generating product revenue. Sales owns the client, no selling process or discipline to include services in the sales process. Partners are our primary sales channel. Majority of services are provided by partners. Partner organizations focus on solutions, better able to articulate value and call on key business executives. Sales compensation incents turning deals over to partners little or no direct service compensation. Sales develops deep relationships with preferred partners excluding the service organization. Transaction orientation - pressure to close deals quickly sell and run Belief service sale will complicate and/or slow down the sale. Selling bodies; resumes or banks of hours. Unable to develop higher level business relationships with key client executives. Sales measured on bookings & deal close rate; Service measured on margin and size of projects. Service too slow to react; service quoting & estimating is overly complicated & slows down deals. Services are too expensive; just want to get a foot in the door. Adding services will kill the deal because it will cost too much. Inability to articulate service value poor or no service packaging. No solution selling framework or support structure. Service cost is > product cost because product requires integration & customization. Complexity not reflected in metrics. Inability to explain service deliverables and benefits. Unclear sales and service roles and handoffs. Service Performance Insight Page 2

5 Causes of Dysfunction Product Focus Inability to sell solutions Goal Misalignment between Sales and Service Unclear roles and responsibilities Services are too complex and risky Unclear expectations; poor estimates and contracts. Service not involved in setting client expectations or defining requirements. Miss set client expectations; poor service contracts; poor estimates; unhappy clients. Runaway projects due to lack of project controls. No pre-built contracts; no training on risk elements; no change control or project mgmt. processes. Services require more industry and business process knowledge than we have. Sales not calling high enough to create need; uncomfortable with solution sale. Clarify sales, sales engineering and professional service roles for crafting the solution. Instantiate a solution selling methodology. Solution sales professionals are too expensive; unable to train product sales to sell solutions; no systemic complex sale process or methodology. Too few solution architects; inability to reach client business executives. Sales methodology doesn t exist or not followed. Source: Service Performance Insight, April 2010 Sales and Service Have Different World Views The schism between sales and service delivery is founded on significantly different world views. Sales focus is on: Which leads will result in real opportunities? How do I get access to key decision makers? How can I discover their real issues and buying triggers? How do I articulate a compelling solution they will want to buy? What pricing do we need to win the deal? What does it take to close the deal and how can we quickly staff it? Service delivery focus is on: Which deals are real? Which resources should I apply to win the deal? Are there issues and risks I don t understand? How can I minimize risk? How can I accurately scope the project to win the deal and make money? Who should I assign to the project? How long will they be required? Differences in sales and service orientation are a root cause of dysfunction. Sales orientation is on winning the deal. Service orientation is on minimizing risk; ensuring the right people are assigned and the project can be completed successfully. Effective business processes and integrated systems can help ameliorate the tension. Ideally, both the sales and service delivery organizations see the same information, and can collaborate on which deals to pursue and the resources required to win. In a perfect world, both the sales and service organizations share a desire to grow profitable revenue, they only Service Performance Insight Page 3

6 need to agree on the best deals to pursue, how much they will cost, how long they will take and who will be assigned. EFFECTIVE SOLUTION SELLING STARTS WITH CLARIFYING ROLES Selling complex solutions is hard work and takes significant planning, value positioning and team coordination. SPI Research found most service providers struggled in 2009 to achieve their revenue and profit targets with 56% of 225 respondents showing flat or negative revenue growth. Client generation has taken center stage but many service providers do not have or don t adhere to a rigorous solution selling methodology to help them convert leads into projects. Most organizations acknowledge the need to better position themselves with clients but they lack a consistent framework to define and orchestrate the selling process. CRM applications require organizations to develop a sales methodology and define sales probabilities and handoffs. Properly used, the CRM application can be a powerful tool for codifying team roles and coordinating engagement progress. The following chart provides an example of mapping a sales methodology to selling tools and the required handoffs by sales stage. Creating a solution selling methodology with forecast definitions and defined roles and responsibilities by sales stage is a powerful device to ensure smooth handoffs between solution sales and project delivery. Figure 1: Clarification of Roles and Handoffs SELLING STAGES AND SALES TOOLS Sales Process Steps Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Prospecting Conduct Initial Assessment Qualifying Create Value Proposition Proposal Confirm Value Proposition Decision Reach Agreement and Close Solution Delivery Transition to Delivery Team Sales Process Activities And Milestones Generate new prospects (via referrals, networking, trade associations, conferences) Look at existing customer base for opportunities Identify initial sponsor/ally within target company Assess Business Need Probe and assess needs with prospect/ customer Create a buying vision that maps our solution to business needs and value Deliver proof to sponsor that needs can be met Evaluation plan to demonstrate to decisionmaker our ability to meet their business needs Assess potential (revenue forecast, internal dependencies) Ask for the business Issue the proposal Present Master Service Agreement Present Statement of Work Negotiate terms and conditions Close the sale Solution Presentation Ensure smooth handoff to Delivery Review Customer Hot Buttons and our Commitments Deliver Project Plan Introduce Delivery Team Outcomes Goals Initial sponsor identified Buying vision and access to decision-maker Value demonstrated and proposal submitted Signed contract Satisfied customer (repeat business, reference) Sales Tools Sales Guide Suspect Database Prospect Profiles Customer References Messaging Framework Whitepapers Corporate Presentation Datasheets Case Studies Success Stories Follow-Up letter Opportunity Assessment Estimation Worksheet Proposal Template Demonstration Kits References Proposal Review Checklist Bid/Win Team Review Negotiation tips Master Service Agreement Standard Statement of Work Project Initiation Sheet Project Templates Project Plan Customer Reference Template Required Documents Customer Profile Sheet Account Plan Qualifying Questionnaire CRM lead input Deal Capture Checklist Proposal Request form Scoping Questionnaire Environment Survey CRM prospect input Risk Evaluation Scorecard Proposal Template Estimating Worksheet Master Services Agreement Education Course Schedule CRM update Customer Engagement Contract Template Statement of Work Template CRM Update Contract Information Sheet Project Orientation Guide CRM Update Customer Buying Process Identify business needs Determine requirements Evaluate options Negotiate Implement and evaluate success Source: Service Performance Insight, April 2010 Service Performance Insight Page 4

7 CONNECTING CRM AND PROJECT MANAGEMENT SOFTWARE A common question is what information should be exchanged between the CRM application and the project management software (PSA), and what are the benefits of connecting these two enterprise software applications? Common CRM and project management software (PSA) integration points include: Sharing of prospect and client information Opportunity tracking and coordination for assigning resources, tracking project progress and billing Forecasting close dates and project timelines Scoping and estimating, project budgeting and billing Tracking project issues, change orders and scope changes Tracking presales and non-billable client support time and cost Project dashboards, schedules, status The following diagram shows an overview of the various types of information exchanged between a CRM and the project management application (PSA). Figure 2: CRM and Project Management Software Data Flow Source: Tenrox, April 2010 Client provisioning: a CRM is the system of record for client information while the project management software is the system of record for project information. CRM client data is mapped to the client object in the project management software system for project billing and execution. Project Initiation: CRM and project management software (PSA) integration automatically launches a project or a project Service Performance Insight Page 5

8 request from the CRM application once an opportunity reaches a certain probability. This provides the service team with insight into upcoming projects and allows both sales and project teams to track project status using various CRM/project management mashup reports, dashboards and views. Professional Services Automation: CRM integration with full professional services automation functionality automates the entire client project billing cycle. A professional services automation system leverages the client and initial project data that resides in the CRM application to create the project, establish the key project milestones and billing rules, and generate pre-bills or invoices based on that information. Both sales and project teams have access to various dashboards, reports and mashups that provide them with a real-time view into the entire project pipeline and project portfolio. Time tracking for client cases and issues: A frequent requirement is to track time spent on client cases or issues being tracked in a CRM application either for cost accounting or billing purposes. CRM project management software integration links a CRM case to the project management time entry system so that individuals who work on the case can report the time they spend on resolving it. Benefits of Connecting CRM and Project Management Software Systems Integrating CRM and project management software improves performance at all levels of the organization. The following bullets highlight integration benefits experienced by the Tenrox user group: Executives: company executives gain access to real-time project cost, budget, and revenue information that enables them to quickly answer questions: o What does the quarter look like? o What is our projected revenue and cash flow? o Which client engagements generate the most revenue or highest profit? o How can I get a consolidated view of all of our service engagements and their current status? Service teams: service team members are able to plan and prepare for upcoming projects and collaborate more effectively with the sales team on new opportunities and existing client engagements. Service team members can answer: o What is the status/health of our projects and service engagements? Service Performance Insight Page 6

9 o o What does the project pipeline look like? When are projects forecasted to start and when are they scheduled to be complete? What resources and skills are required to deliver these projects? Do we have enough capacity to staff upcoming projects? Sales team: CRM and project management software integration connects sales team members to the project execution teams. Sales team members gain access to client and project summary information that helps them understand a client s current status and whether there are new sales opportunities to pursue. Sales team members are able to answer: o What is the status of my client s project(s)? o Is the client happy? Are there any red flags regarding requirements, delivery dates, budget or scope? o What else does the client need? o How much of the project has been billed so far? o How much services have been consumed from the open POs? When is the right time to contact the client for more services? CRM PROJECT MANAGEMENT SOFTWARE INTEGRATION CONNECTS SALES TO THE WORLD OF PROJECTS CRM and project management software (PSA) integration provides a platform for bi-directional information exchange. Integration ensures sales and project teams have shared visibility to project status, pipeline, cost, budget, and billing information. Real-time access to this information helps: The sales team analyze client status and pinpoint new opportunities; Project team members plan, train, staff and prepare for upcoming projects; Executives assess project performance and forecast future demand; and, Accelerate and streamline the entire project billing cycle. Dispersed teams, projects and clients have made project execution more challenging than ever. It takes considerable collaboration and effort between teams to win new clients, keep them happy, and to deliver projects profitably and effectively. By linking CRM and project management software, project and sales teams gain visibility to forecast demand, seamlessly transition projects from sales to service teams while exceeding client expectations. In today s fast paced impatient world, spreadsheets, s, manual processes and disconnected systems are no longer sufficient. Service Performance Insight Page 7

10 CRM and PSA Integration Drive Revenue and Profits Upward Most professional service executives understand that both CRM and PSA are very important to their business. After core financials, these two solutions had the highest penetration rates in SPI Research s 2010 Professional Services Maturity Model Benchmark. Over 80% of the organizations surveyed used CRM, while nearly 70% of the organizations used PSA. Although most firms recognize the importance of CRM to gauge sales and marketing effectiveness, they predominantly deploy their CRM system as a stand-alone application, with only 24% reporting integration between the CRM application and their core financial or PSA applications. For those few firms that have integrated CRM, the performance rewards have been significant. To better understand how the integration of CRM and PSA increases organizational performance, SPI Research analyzed 118 billable service organizations with between 30 and 700 employees, which is the sweet spot of PSOs. These organizations are large enough to need and deploy business applications such as CRM and PSA. SPI Research segmented these organizations into three different categories (Table 2) and analyzed several of the key performance indicators. These categories included: 1. Professional service organizations that have neither CRM or PSA; 2. Those that have purchased both CRM and PSA, but have integrated neither; and 3. Organizations that have integrated both CRM and PSA. Table 2: Integration Increases Performance Key Performance Indicator Without CRM or PSA Non-Int. CRM & PSA Integrated CRM & PSA Ease of getting things done in the PSO Goals and measurements are in alignment for the PSO Employees have confidence in the PSO's future % of Annual Revenue from New Clients 24.5% 41.1% 49% Bid / Win Ratio Solution Development Effectiveness Billable Employee Utilization 73.8% 70.2% 81.4% Annual Revenue per Billable Consultant $175K $234K $246K Days Sales Outstanding (DSO) EBITDA 26.0% 26.9% 28.2% Source: Service Performance Insight, April 2010 Service Performance Insight Page 8

11 The results speak for themselves. Benchmark results show the greater the level of integration; it is easier to get things done within the PSO; goals and measurements are in alignment; and employees have a higher level of confidence in the future of the organization. SPI Research found higher levels of integration resulted in higher percentages of new clients and new services sold. This means the organization is more effective at developing new business, thus expanding the size of the potential market. Metrics associated with service execution showed improvement as well. Billable utilization soared from 73.8% to 81.4% with corresponding revenue per billable consultant growing from $175K to $246K. Financial metric improvements were equally impressive as days sales outstanding (DSO) declined from 51 days to 39. And perhaps most importantly, earnings before income taxes, depreciation and amortization (EBITDA) increased from 26 to 28.2% demonstrating significant bottom-line profit improvement; and justifying the expense to implement and integrate both CRM and PSA. RECOMMENDATIONS AND CONCLUSIONS CRM and PSA applications are invaluable for codifying a consistent approach to business development and provide a catalyst for improved sales and service communication and collaboration. Enhanced visibility to the number and nature of deals provides a powerful planning tool for service execution. By providing "one source of the truth" about client demand (the types of leads and clients and type of work in the pipeline), the service supply (execution) side of the organization can plan for skills, and engagement location and duration. Selling complex solutions is hard enough without rifts between sales and service delivery. Although integrated CRM and PSA applications cannot overcome a lack of strategic insight or an organization s inability to properly position and differentiate itself; they go a long way in helping organizations put all their wood behind the same arrow. Our research demonstrates huge productivity and profit improvements are a direct result of coordinated sales and service delivery processes. With the advent of these powerful business applications, properly used, there is no reason why sales and service cannot get along. Service Performance Insight Page 9

12 ABOUT TENROX FOR PROFESSIONAL SERVICES Tenrox PSA Software Works with Your Existing CRM Solution Tenrox is a premier provider of cloud-based professional software automation software for globally dispersed project-based businesses. With extensive domain knowledge and more than fifteen years of experience, Tenrox PSA has demonstrated all of the efficiencies and benefits highlighted in the SPI Research survey and in this white paper that one can obtain by deploying an integrated professional services automation solution. The Advantage of Total Integration with your CRM and Financial Systems - The main differentiating factors for Tenrox PSA: Tenrox PSA software keeps what works for you and what you already know. You already have a great financial system, HR and CRM apps, and you have invested in various carefully selected technologies to run your business. You are looking for a PSA tool that fully leverages your existing investments. You do not want to disrupt your business, to rip and replace your enterprise systems with on-premise or cloud alternatives. Keep what works, what people are already familiar with, and achieve the benefits of an integrated PSA by leveraging a best of breed solution. Tenrox PSA is designed for out of the box integration with your existing enterprise systems. The connections are built-in. No custom programming is required for standard integration. Data can be exported to and exchanged with leading systems for accounting (Great Plains, Navision, Solomon, Sage ACCPAC, SAP Business One, QuickBooks), payroll (ADP, Ceridian, Paychex), ERP (SAP, Oracle, PeopleSoft), project management (Microsoft Project), CRM (Salesforce.com and Microsoft CRM), HR (Taleo), and much more. Visual workflows to design, manage and configure your work processes Tenrox leverages Microsoft Workflow Foundation to provide a visual representation of your business processes. Tenrox graphical workflow engine allows you to draw your business processes, similar to how you would design a chart in Visio. The difference is that as you draw the process, the workflow engine actually enforces and manages the process and all of the business rules for you. Click here to find out about the benefits of graphical workflows for work process management. Tenrox fully leverages the Microsoft technology stack Tenrox is built on a set of core Microsoft technologies:.net Framework, Microsoft Workflow Foundation, SQL Server, OLAP, and Reporting Services making it the first turnkey PSA solution to fully leverage the Microsoft technology stack. Tenrox is a premium Gold Service Performance Insight Page 10

13 Certified Microsoft Developer with quick and easy to setup connectors to all major financial, HR and CRM applications, as well as to SharePoint. Keeping it simple and fun is not our goal. It is our passion. Yes even PSA software can be simple, a pleasure to use, require minimum training and be fast to deploy. Tenrox has invested in significant R&D resources to pioneer many industry innovations that dramatically improve Tenrox PSA s usability and performance. Here is a very short list, for the full list of our innovations and productivity enhancers please contact us: Reduced Movement (RM) user interface paradigm: Tenrox PSA s entry and management pages and typical use scenarios have been designed such that the user can get his/her job done quickly, with minimal mouse movement and with the least number of clicks; this is a user interface technology we call RM (Reduced Movement). Date shift automatically shifts resource and project plans, so you don t have to. Time and expense policy enforced at the point of entry, color coded timesheets and expense reports that highlight exceptions, in place next/previous navigation for approvals help your management team zoom through approvals. Tenrox PSA customers have to bill many customers every month for millions of dollars of billable work. Scheduled multi client invoicing allows you to schedule a batch of invoices. You click a button and go about your other tasks. The Tenrox PSA system creates all the invoices for you in the background, based on your invoicing cycle and criteria, and sends you an when they are ready. And much more, With Tenrox, you get to keep using the same enterprise systems, Microsoft technologies, document management and reporting tools that you are already familiar with while you gain the maximum benefits of deploying a powerful intuitive best of breed cloud based PSA system that is totally integrated with your existing CRM and financial systems. Tenrox online project management software solutions empower client companies to meet the challenges of globalization, enterprise fragmentation, and increased regulatory scrutiny. Available On-Demand or On-Premises, Tenrox solutions have served more than 800 organizations in 50 countries, maximizing project and resource management efficiency, data security, and reliability. Since 1995, Tenrox has been offering its project management software tools to several, high profile clients such as GE Infrastructure -GE Fanuc, Rio Tinto Alcan, E*TRADE Financial Corp, Blue Cross Blue Shield NC. Alstom, IBM, SNC Lavalin, Hydro Quebec, Pioneer Natural Resources, Westinghouse Service Performance Insight Page 11

14 Rail Systems, SAS, Thales, US Army, The Pentagon, Talisman Energy, Oxfam, Thermo Fisher Scientific, Estee Lauder, and Wyeth. Tenrox project management software is available through direct sales channels and a network of worldwide partners. For more information about the company or its award-winning family of products, go Service Performance Insight Page 12

15 About Service Performance Insight Jeanne Urich, Service Performance Insight Managing Director, provides strategic consulting, research and operational advice to improve and transform service and project-oriented organizations. She is a thought leader and recognized expert in Professional Services. She is the co-author of the ground breaking Professional Service Maturity Model benchmark used by over 2,500 project-oriented organizations to diagnose and improve their performance. She is a featured speaker and author for major software solution providers and industry associations. She has a BA in Math and Computer Science (Magna Cum Laude and Phi Beta Kappa) from Vanderbilt University and completed Executive Management programs in Marketing and Finance at Stanford and Brown University. Contact Jeanne at Phone: (650) Dave Hofferberth, Service Performance Insight Managing Director, has over 25 years experience in information technology (IT) serving as an industry analyst, product director and consultant. Hofferberth s research is focused on the services economy, and in particular, on white-collar productivity issues and the technologies that help people perform at their highest capacity. Hofferberth s background is extensive in services performance beginning in the early 1980 s, where he conducted studies on white-collar productivity in the banking, technology, energy and construction sectors. Service Performance Insight (SPI Research) is a globally-focused research and consulting firm specializing in the services sector. The firm closely follows professional services organizations (PSOs) both Embedded and Consultants/Systems Integrators and the independent software vendors (ISVs) that develop business solutions to make people more productive and profitable. SPI Research pays particular attention to the integration of the three key assets of a PSO: its people, (business) processes and capital, and how technology can help optimize their use. SPI Research has developed the definitive business model that shows how PSOs can improve organizational performance by improving five core aspects of their business. They include: 1) Vision, Strategy and Culture; 2) Finance and Operations; 3) Human Capital Alignment; 4) Service Execution; and 5) Client Relationships. Visit for more information on Service Performance Insight. Hofferberth earned an MBA from Duke University and a BS in Industrial Engineering from the University of Tennessee. He is also a licensed Professional Engineer (PE). He serves on the advisory board of righterp, and UK-based research organization. Contact Dave at Phone: (513) Service Performance Insight Page 13

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