clean data Archives - Thinks, Inc.

Clean Data

How many times have you received a piece of mail at your work or residence, and the address is correct but the recipient isn’t? The addressee ranges from someone who’s name is close to yours with the typos creating new and interesting aliases to people who sometime in the past lived or worked at the address. The most entertaining these are riffs on the names of people who may have lived or worked at that address combined with some sort of database which creates new people that never existed possibly living/working there. Then there is the case of my mom is receiving retirement home solicitations at my home address (in another city) although she’s never received a piece of mail there.

For a while I sold database and database tools and one of the most fascinating was one which cleaned up address lists. While this may seem a mundane exercise in data de-duplication, it is important and very common for contact lists, and this particular tool had broader application. For example, one company which was considering buying it was a natural gas provider. Of the hundreds of thousands addresses, they had a percentage of their customers who would move, not pay their bill and reappear at another address and sign up for service and use a variant of their name–different enough not to be flagged, but correct enough to allow them to sign up for service. They would have an address which might be a multi-family unit and have several people sign up for service at that address, and if they were all “P Smith” but actually different people, they had a billing problem.

Also, when the gas company would go to mail bills, if they had correct customer name information but incorrect address information, then the bill wouldn’t get to the address and the customer would be correct in not paying as they had never received notice. And last, incorrect recipients and addresses created waste (i.e., lost dollars and trash entering the waste stream) in the thousands of unneeded or possibly duplicate mailings.

So why does this matter for Sales Operations? Even though this was many years ago when snail mail was the predominate form of billing, correct information was at the crux of getting paid. Clean data is the foundation of smooth sales operations. And where clean data starts is the first time a prospect, company or customer is created in your CRM.

There are a few schools of thought in how to build prospects into a database–whether someone should be able to create an individual or be required to create a company in the CRM, but it is my opinion that the first thing is to create the company, and all data flows from there.

Believe it or not, this very activity is fraught with challenge. When the rep goes to create a company, have they done their due diligence? Is this prospect a subsidiary or the corporate HQ? and does the CRM have a process for creating parent/child businesses? Does the business have to have an address? And does this address have to be a corporate address or can it be local? Is the address a billing address or physical address or both? It goes on and on.

And while a lot can go awry in the entry of a new company, there is a step which should never be skipped and which should have penalties associated with it for skipping or for willful avoidance. And that is CHECKING FOR DUPLICATES. Why yell this at you with all caps? Because if a rep enters a company in a second (or third, or fourth…) time, it can throw off billing, accounting, quoting–a whole host of downstream issues which many times cannot be corrected later, corrected easily or corrected at all. And you may ask, why a penalty? Because many times I have seen where a rep has created a new account because the prospect they are working with is listed in another rep’s name. So instead of going to their sales manager about switching the account into their name, or possibly split/give up some money to the current account owner, they simply create a new account in the CRM. But in creating a new account, they create also create confusion and a new burden for smooth operations.

The burden lies with the information owner. If it is the sales rep’s responsibility to prospect and enter new companies into the database, then they need to follow specific guidelines to ensure the foundational elements are put in place the right way. Also, I have heard many reps say they don’t have time to enter all the information right then, which is fine, but they have to enter the minimum CORRECTLY. Here is my list of basic, correct info which should be entered:

Company name, spelled correctly, with proper capitalization and punctuation
- “Vern’s Pig Farm” vs. “verns pig frm”
HQ Address
Location Address of the customer the rep is dealing with.
Contact (customer or prospect) name, spelled correctly with proper capitalization and punctuation and a correct e-mail address.
Billing info (I’ll cover all required for this in another post)
Delivery address (see the above comments about “correctly”).
Correct phone numbers (again, I will cover this in another post).

Last, the one thing which can be the biggest impedance to getting correct data entered can be how the company has structured what data is required to create an entry. What do I mean? At some companies, when a prospect is created, the creator is required to enter specific information to create the record. For instance, if I am entering “Vern’s Pig Farm” I might be required to enter an e-mail address as well as a phone number. If that information isn’t handy, then many people will enter filler information, like “212-555-1212” (don’t get me started about formatting…) or an email which is “xyz@vernspigfarm.com”. Can you see the problem? Right away, I’ve entered bad info which quickly propagates into a cascade of bad actions. E-mail marketing campaigns, telephone prospecting and follow up, etc. It is my opinion the minimum information needed to create a company should be a business name and a business phone number. And before that rep (or whomever) can create that company, there is a mandatory duplicate check.

This topic, essentially Data Hygiene, can go on ad nauseam, but always keep this one fact about data in mind: it is easier to start with the correct information than to go back and fix it.

Measure twice, cut once.

What are you doing to keep your data clean?

Thinks, Inc. is a consulting firm which specializes in Smart Sales Operations. If you’d like for us to come and assess your chaos, drop us a line at contact@thinks-inc.com

PS The Infrastructure Guy and Smart Sales Operations are Trademarks of Thinks, Inc.

Smart Sales Operations – Front Office vs. Back Office – Getting Paid, Part I

One of my early sales managers used to say, “The sale isn’t final until you get paid.” And he meant me getting paid, not the company. And after many years of doing sales, I found out he spoke the truth. Why is this important in the understanding of Sales Operations? Because the entire company runs on the back of what is sold.

Jeffrey Gitomer says, “Nothing happens until somebody makes a sale.” (I’m paraphrasing here, but run with it) Loosely translated, a company has to sell something to have a company: to make payroll, to invest in marketing, to pay salaries, to have admin and HR and…the list goes on and on. But what is meant to be understood but not stated, is that your customer has to pay you for whatever has been sold for all the aforementioned to happen.

This is a critical piece. It can’t be emphasize enough how important it is to recognize getting paid for whatever has been sold completes the sale. And why am I emphasizing this so much? Because there are a lot of factors which can impede getting paid, and many of them reside within your company.

Let’s run with a scenario. At Company X, when a sales rep gets a purchase order, excitement reigns. Dollar signs flash in the reps’ eyes as they think of commissions, swimming pools and movie stars. But the PO only represents a promise to pay–first the customer needs to receive the goods or services ordered. So next step after the PO, in most companies, is the rep enters the order into a system. From there, it usually goes to various and sundry hands for further massaging and parsing to ensure the proper goods and/or services are delivered to the customer.

Here’s where Sales Operations can shine or stumble. In Six Sigma*, scrutinizing the manufacturing line for places where things can or do go wrong is expected. In sales, the process for order fulfillment is more like an archaeological dig, where process which were in place when the company started still exist, and things like root suckers appear, added on like riders to congressional bills wending their way through the approval process. People (management, administrators, the reps themselves) add approval check boxes, form distributions, departmental approvals and eventually, you have a mess.

To achieve the best process, streamlined and elegant, companies should strive for one version of the truth. When the rep places the order, all necessary information to complete the sale is captured up front. (In my ideal world, when the rep identifies the prospect, this data is entered into the CRM or crosschecked/confirmed against data if it is existing). Billing address, shipping address, PO number, contacts for billing, contacts for receiving, contacts for payment resolution, the name of the end user–whatever is needed to make sure the order can be processed. And, it should be set up in such a way that information which is needed repeatedly or will be used again doesn’t have to manually entered each time–the more times a number, address, name, value, etc. has to be entered, the greater the chance there will eventually be a mistake.

In many companies, streamlining the process is difficult because the system which is set up has too many people involved to initiate an order. In other companies, initiating the order is easy, but pushing it through the levels of approval requires hand holding by the rep–taking him or her away from their original job description, which is selling.

So with all of this back office process, what is the ultimate goal of the company and the sales representative?

To get paid.

Are you sure your processes are leading to this ultimate goal?

Now, think about things at your company. Is the same true? Are there processes in place which you know are unneeded but because there is still a blank field on the page you make someone enter a value–any value–because you haven’t gotten rid of it?

Your task this week: walk a few orders through your process from start to finish. Question everything. See if there aren’t some things which could be pared down, combined or left out completely.

And begin to make the changes which enable Smart Sales Operations.

*For great reading on Six Sigma applied to knowledge workers, I highly recommend reading Dan Markovitz’s blog: http://www.markovitzconsulting.com/blog/

More on Front Office v. Back Office next week.

Thinks, Inc. is a consulting firm which specializes in Smart Sales Operations. If you’d like for us to come and assess your chaos, drop us a line at contact@thinks-inc.com

Smart Sales Operations

Well, it happened. I finally had enough and decided I had to take out my frustrations by hammering tiny little keys with my angry fingers.

“Enough? Enough of what?” you may ask. Enough of letting the small things become the big impediments which ruin my sales and my ability to sell. Things which companies can easily control that affect the sale, but most of the time never try to correct or even identify.

I’m talking about Sales Operations.

This blog will deal with using Smarts to produce operations which enable sales. Processes, process, progress. The infrastructure of selling. I have been a vocal proponent of sales infrastructure long before things like CRM became mainstream. And before I attacked my keyboard, I did a little research on the current state of Sales Operations and the information available for Sales Operations. There wasn’t much. If there was some it was usually tied to a product. While it would be great if I were to be hired to consult, my real goal is to make you, the reader, really think about the operations which are in motion behind the sales person and a sale.

This will not deal with any selling methodology, that is, the how, the why, the close or the cold call and various topics around sales methodology. That topic has been and continues to be covered by a lot of individuals and companies–some who are right, and some who think they are right. Although some methodology might creep into my noodling, my focus is concerning the administration and tracking and enabling which goes hand-in-hand with sales; I rarely see it given a proper nod in acknowledgement of its criticality.

I liken it to architecting infrastructure. We are incredibly dependent upon background services like plumbing, electricity and climate control. These pieces of physical infrastructure work in the background and our expectations are very high for up-time, with little tolerance (emotionally or physically) for downtime. These conveniences run in the background of our life, and we rarely think about them, but when they go down or are impeded in some way, we know. A stoppage makes us realize how interwoven these services are in our life, and how one hiccup creates a cascade effect of issues.

So, to further extend the analogy…

Without really realizing it, people worry a lot about pooping. Not everyone is having outright conversations about pooping, but there are commercials for toilet bowl cleaners so one has a clean potty to poop in, the Squatty Potty so they can be more effective at pooping, commercials for laxatives, fiber boosters, constipation relievers (to start the pooping process), and lots of marketing for toilet paper–the finale to the pooping process. We all know a lot about toilet paper. The brands, the textures, the softness, their roll sizes. The sales and marketing for toilet paper brands has been memorable, plentiful and pervasive. But toilet paper matters for naught if one cannot get the effluent out of their house. All of this peripheral conversation around pooping means nothing if when you flushed, the poop didn’t leave your house. You really wouldn’t be too worried about how clean your toilet was or what brand of toilet paper you used if you couldn’t flush it away. You would really be worried about how to get rid or your waste–or become acutely aware of the build up pretty quickly.

So it is thinking like this which I realize makes me The Infrastructure Guy. I like to think about the “how” — How do we make things better by refining, streamlining and studying issues to provide solutions. Similar to Six Sigma in manufacturing, but for sales and selling. And this blog will provide my thoughts, insights and experiences on how to enable the sales force to achieve more sales by implementing Smart Sales Operations.

What is one thing a business can do to streamline its process? First thing: on-boarding.

PS The Infrastructure Guy and Smart Sales Operations are Trademarks of Thinks, Inc.