As we know, Sage CRM is moving its’ value proposition to one of the “integrated Sage CRM & Sales, Marketing and Service modules of the Sage Business Management Solutions”. This is designed to speak of CRM capability within our range of accounting products (the aforementioned Business Management Solutions, or BMS for short) available around the world.

Skilling up a Sage company’s ecosystem of marketing, sales & service teams to talk “modular CRM within a BMS” requires careful consideration of people, processes and outcomes, across the ecosystem of both direct & indirect operations.  A region that has successfully transformed its organisation to successfully sell integrated CRM is Sage Spain.

Based on the performance over the last couple of years, we would like to share the story of how this part of the organisation transformed their approach to marketing & sales. We believe they provide an excellent example of best practice for other Sage regions. This article forms the first of three, where we first consider the overall strategic challenge, followed by the marketing & sales changes undertaken in support of driving increased CRM sales to our customers. 

We hope you enjoy and take useful suggestions from this series. My thanks to the contributors for their considered opinions and to Dayana Peraza, for bringing the stakeholders & words together to form the Q&A.  Any errors  in transcription are mine.


The next post focuses on conversations with Dayana Puente Peraza and Carles Ransanz (both from a sales function), where they tell us about the alignment with marketing and the sales education for direct & indirect channels.

 -= David
CRM Principal


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[David Beard]: What was the problem you identified with demand generation?

[David Tuneu Martinez / David Soler Ros, both within Sage Spain's Marketing team]: We found that many businesses do not know what CRM is and what its benefits are. Typically small businesses think that they do not need a CRM.

[David Beard]: What was the challenge that was set for you?

[The other Davids']:Firstly, we needed to get the idea of CRM through to our customers and let them know how it can help their business. Secondly, we had to get them to think about their own "practice of CRM".

[David Beard]: What approach did you take to solve?

[The other Davids']: Under the name of Personal Training, we put together a set of easy-to-read, non-jargon content pieces (in the shape of 6 eBooks).  These books were equally weighted on theoretical & practical sessions, which the customer could read at their own pace. We wanted them to get the most practical use out of these books, hopefully leveraging the exercises & examples and then apply them to their own business processes.  We also had a call-to-action of signing up to a 30-day Sage CRM trial as well.

Customers were also invited to attend an online Master Class performed by one renowned sales consultant in Spain and myself (David Tuneu) as Sage’s representative. The communication formats consisted of video streaming for the Master Class, one landing page and more than 10 email templates as part of the nuture campaign.  We also created similar templates for a business partners’ own campaigns,  with a specific follow-up to a survey about the Master Class and the campaign itself. The communication process included workshops with sales representatives, internal emails, banners, external emails - these were distributed in 4 waves corresponding to the 4 calls-to-action of Personal Training, telemarketing calls, social media and to our customer network portal (Sage Contigo).

[David Beard]: How did you align this with sales and telemarketing?

[The other Davids']:A couple of days after each first email was sent, our telemarketing team performed calls to the target lists using a specific scripts, and invited the customer to either attend the Master Class and/or start a 30-day trial with the help of a consultant. Telemarketing's role was to generate opportunities from these follow-up calls, passing the leads over to sales representatives & reporting each conversation and status.

[David Beard]:How does telemarketing typically work, and what are the metrics/costs?

[The other Davids']: We have an internal telemarketing team and we use our internal CRM tool for follow-up. We prioritized calls to Master Class and trial sign-ups. We also used an external telemarketing team to augment our own activities.

[David Beard]:What have the results been like?


[David Beard]:What challenges are still to be solved in future?

[The other Davids']: Continue explaining the benefits of CRM and allowing customers to obtain a better experience during their contact with the solution and the trials, and providing them with closer guidance in their journey.


The final article focuses on conversations with Dayana Puente Peraza and Carles Ransanz (both from a sales function), where they tell us about the alignment with marketing and the sales education for direct & indirect channels.

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