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Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL
Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study Liz Liz Crawbuck Crawbuck Qualcomm Enterprise Enterprise Services Services Qualcomm
[email protected] (858) 658-2414
Goals for Today How to . . . Partner with IT, sales, operations Select the right blend Provide support before, during, & after Reinforce new behaviors/best practices
Share with each other Walk away with ideas/action plan
The Situation
Three Regions 56 sales/ customer service
Remote Call Center 8 learners Corporate 3 sales/customer service; 38 call center
Remote Call Center 1 learner
Remote Call Center 5 learners
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL The Situation
Requirements Confirmation
User Acceptance Testing (UAT) Go Live
The Situation “PEBCAK” Negative vibe about Siebel Other priorities; no compensation for training Behavior/work process changes (not just a new tool)
Summary Distributed workforce Varying levels of computer experience Learners with busy schedules; not compensated for training Negative opinions about legacy CRM tool Had to learn a new tool and change behaviors Tight time frame
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Goals Inform users about what will happen and when Support a smooth transition with clear, documented business processes Use the new system properly from day one Get users excited about a powerful new tool Make go live invisible to customers
The Plan
Requirem ents Confirmation
User Acceptance Testing (UAT)
Field Sales & Customer Service Training Training Plan Presentation to Management: 6/18**
Confirm list of Salesforce users. Agree on training goals. Make training required (LMS tracking). Get feedback on individual deliverables. Stress importance of management coaching.
Salesforce Kick-Off Presentation: 6/25**
Get users excited about the tool. Provide preview of the UI. Explain training plan/timeline for go live. Reinforce: Training is required; new processes are mandatory.
Bonus Plan Presentation: Week of 7/16
Reinforce: Training is required; new processes are mandatory. Get users excited about increasing their income via proper use of Salesforce/new business rules.
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Field Sales & Customer Service Training Salesforce Fundamentals: 7/20**
Get users excited about the tool. Provide a preview of the UI (ease of use). Explain basic terminology (prerequisite).
Hands-on Guided Tour: 7/20**
Get users excited about the tool. Become comfortable working in the UI. Practice using the system; note questions to bring up during future training.
Salesforce Workflow: Week of 7/30
Get users excited about the tool. Demonstrate business processes in the UI. Obtain feedback about the UI/processes.
Field Sales & Customer Service Training Advanced Topics: Week of 8/6
Get users excited about the tool. Reinforce new processes/data entry best practices. Demonstrate advanced processes. Obtain feedback about the UI/processes. Explain go live timeline. Preview future enhancements.
Management Topics: Week of 8/6
Get users excited about the tool. Gain management commitment (coach teams on new processes/data best practices). Demonstrate custom reports/dashboards (management only). Obtain feedback about the UI/processes. Explain go live timeline. Preview future enhancements.
Go Live!
Go Live
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Field Sales & Customer Service Training Web-based Assessment: Assigned on 8/20
Did the field retain the information?
Open Friday Calls: 8/24; 8/31; 9/14; 9/28
Reinforce business processes/data best practices.
What business processes/data best practices need to be reinforced (Open Friday calls; performance support)?
Address issues coming into the e-mail support line. Open session for questions/requests from the field (we hear you).
Field Sales & Customer Service Training E-mail Support Line: Prior To and After Go Live
Provide timely user support.
Performance Support: Prior To and After Go Live**
Quick Reference Guide (data entry best practices and business processes).
Compile common issues for open Friday calls; performance support.
Tip sheets with screen shots. Embedded help in the UI (rollovers).
Field Sales & Customer Service Training Dedicated Trainers/Coaches
Lead trainer 100% dedicated through go live. IT/sales operations monitors: E-mails to users and their managers. Feedback loop: Open Friday calls and performance support.
Generic Salesforce Tutorials
Train users on functionality released after go live (non-customized). IT requires completion, then releases functionality.
Celebration at All Hands
Congratulate the field. Distribute gifts. Reinforce best practices once again. Preview enhancements.
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Call Center Training
Remote Call Center 8 learners Corporate 3 sales/customer service; 38 call center
Remote Call Center 1 learner
Remote Call Center 5 learners
Call Center Training Salesforce Fundamentals recording Classroom instruction; hands-on Guided tour workbooks; sandbox access Dedicated trainers/coaches On-site go live support E-mail support line Performance support
Goals Inform users about what will happen and when Support a smooth transition with clear, documented business processes Use the new system properly from day one Get users excited about a powerful new tool Make go live invisible to customers
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Results
Results Adoption: >85% for sales, customer service, the call center Nearly 400 active users today Western Region: 92.75% success rate (Salesforce-related MBOs) Salesforce.com APPY award
Results Money saved by not flying the field in for training: Minimum $26,000 (probably much more) Extra sales made (sales continued to sell on training days): Difficult to measure Customer service visits made (continued to service customers on training days): Difficult to measure
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL Results
Lessons Learned You need executive support for the effort Address the WIFM Trainers/IDs within the business unit Hands-on practice
Lessons Learned Respect learners’ needs Include a feedback mechanism Include performance support Plan for ongoing CRM enhancements
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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April 14-17, 2008 Orlando, FL What About Me? More learners? Co-located vs. distributed? More time for development? More difficult UI? Etc., etc.
Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study Liz Crawbuck Qualcomm Enterprise Services
[email protected] (858) 658-2414
Session 901 – Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study – Liz Crawbuck, Qualcomm Enterprise Services
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Corporate Office: 3 learners
Regional and Home Offices: 56 learners
Get management’s commitment to coach learners.
Web meetings with management prior to training Separate training for managers via Web meetings
Web meetings with management prior to training
Get management’s agreement to make training required.
Web meetings with management prior to training
Agree on training goals/objectives.
Participate in requirements confirmation meetings and user acceptance testing
Web meetings with management prior to training
Participate in requirements confirmation meetings and user acceptance testing
Confirm CRM users/who needs to be trained.
North Carolina: 5 learners
What We Did
Arkansas: 1 learner
Objectives
Las Vegas Office: 8 learners
Corporate Office: 38 learners
Call Center
Field Sales and Customer Service
Training could interfere with sales/customer service activities New business processes; behavior changes required Extremely tight time frame
Possible Alternatives
Busy schedules; not compensated for training
Negative opinions about the legacy CRM tool
Varying levels of computer experience
Distributed workforce
The Situation
Implementing a CRM Tool Using Blended Learning: Salesforce.com Case Study
Preview the user interface (UI).
Explain basic terminology as a prerequisite to additional training.
Guided tour in the test environment (PDF file with instructions for logging in and completing tasks)
Possible Alternatives
2
1
Assigned as a required learning activity via our LMS. Notifications sent to management if learners did not complete. Web training sessions were offered in multiple sessions on the most common home office days for the field so they wouldn’t interfere with sales and customer service activities. Registration via our LMS and attendance was required. Recordings were made available for those who could not attend. Notifications were sent to learners who did not attend and did not watch the recording. Management was copied on notifications.
Recorded prerequisite session prior to synchronous training
Recorded prerequisite session prior to synchronous training
Kick-off presentation created for management; delivered by managers to their teams
Classroom sessions for call center learners
Synchronous, instructor-led Web training sessions
Explain training plan/timeline for go live.
Recorded prerequisite session prior to synchronous training
Celebratory session at company “All Hands” meeting
Synchronous, instructor-led Web training sessions 2
Kick-off presentation created for management; delivered by managers to their teams
Guided tour in the test environment (PDF file with instructions for logging in and completing tasks)
Recorded prerequisite session prior to synchronous training1
Web meetings with management prior to training
Kick-off presentation created for management; delivered by managers to their teams
Get users excited about the tool.
What We Did
Objectives
Classroom sessions for call center learners Performance support (PDF files via e-mail and available from within the UI, rollover help within the UI)
Explain/demonstrate data entry best practices.
Provide practice in the UI.
Obtain feedback from users about the UI and new processes.
Guided tour in the test environment (PDF file with instructions for logging in and completing tasks) Test environment available to all learners for practice up until go live Synchronous, instructor-led Web training sessions Open Friday support calls (synchronous, instructorled Web meetings) Classroom sessions for call center learners E-mail support line (Outlook distribution list)
Performance support (PDF files via e-mail and available from within the UI, rollover help within the UI)
Generic tutorials provided by Salesforce.com for non-customized business processes
Separate Web training sessions for manager-only processes
Classroom sessions for call center learners
Synchronous, instructor-led Web training sessions
Explain/demonstrate business processes within the UI.
Bonus plan presentation provided by sales operations
Synchronous, instructor-led Web training sessions
Kick-off presentation created for management; delivered by managers to their teams
Reinforce that training is required/new processes are mandatory.
What We Did
Objectives
Possible Alternatives
What We Did
Synchronous, instructor-led Web training sessions Classroom sessions for call center learners E-mails about new functionality sent to users Celebratory session at company “All Hands” meeting Synchronous, instructor-led Web meetings Classroom sessions for call center learners On-site go live support for the call center (IT stationed in a war room in the call center) Web-based assessment Open Friday support calls (synchronous, instructorled Web meetings) Performance support (PDF files via e-mail and available from within the UI, rollover help within the UI) E-mails to users who did not comply; management copied on e-mails Management, IT, and sales operations monitoring of Salesforce reports and dashboards; individual and group coaching Web-based assessment On-site go live support for the call center (IT stationed in a war room in the call center) Management, IT, and sales operations monitoring of Salesforce reports and dashboards
Objectives
Preview future enhancements.
Reinforce data entry best practices/new business processes.
Determine if learners retained the information; obtain feedback around business processes/data entry best practices that need to be reinforced.
Possible Alternatives
On-site go live support for the call center (IT stationed in a war room in the call center) Management, IT, and sales operations monitoring of Salesforce reports and dashboards; individual and group coaching Performance support (PDF files via e-mail and available from within the UI, rollover help within the UI)
Provide timely user support.
Management, IT, and sales operations monitoring of Salesforce reports and dashboards; individual and group coaching
One-on-one coaching provided by dedicated trainers
On-site go live support for the call center (IT stationed in a war room in the call center)
Performance support (PDF files via e-mail and available from within the UI, rollover help within the UI)
E-mail support line (Outlook distribution list)
Open Friday support calls (synchronous, instructorled Web meetings).
Address common support issues/areas of confusion.
What We Did
Objectives
Possible Alternatives
Consider hands-on training in the test environment (especially if the UI is not user-friendly).
Consider hands-on training in the test environment (especially if the UI is not user-friendly or if your users are not computer-proficient).
Interactive tutorials that replicate the system functionality (both basic processes and then separate modules for user groups with different workflows). Note: You may have to update tutorials as enhancements are made. May work for a major launch, but realize that the content will go out of date.
Videotaped messages from a senior executive, sales manager, and/or IT representative (to address the WIFM and why training is required).
Provide additional practice activities that learners can complete in the test environment prior to go live. Have your power users coach their peers.
Use a Wiki for performance support (especially if you can’t provide performance support from within the UI).
Use a Wiki to allow learners to share their ideas for enhancements to the system.
Bring in site representatives for focus group meetings to discuss transition plans. Use the focus groups as a forum for input and feedback related to upcoming changes. Use focus groups to obtain input around your training plans as well.
Visit sites/branches/offices. Discuss the results of your focus groups and the training plan. Show samples of training materials. Set expectations and gather additional input prior to finalizing your plans.
Have a designated power user/advocate/go-to person at each site, branch, or office. Bring these people into corporate for training. Make them responsible for creating an implementation plan at their site, branch, or office. Have a plan to visit each site/branch/office to follow up in person. Don’t leave your power users out in the cold on their own.
Change management a big issue for your organization?
Use a podcast to address the WIFM and why training is required. (If you are already successfully using podcasts, great. If not, you may want to use a more traditional method or use the podcast as a supplement, to ensure the message is heard by all.)
Less traditional culture? Already using newer delivery methods?
Train the trainer. Provide training materials and train a power user/coach at each site, branch, or office.
Distributed workforce, and Web meetings are not practical? (Difficult UI or change management requires personal attention?)
Use face-to-face meetings. Go out to your sites/branches/offices to train. If you have a large organization, get out there and get to know the learners so they know who to go to for help and support.
More time/bigger budget?
Use face-to-face meetings (especially if scheduling is not an issue; if it’s not difficult to take learners away from their jobs).
Co-located?
Possible Alternatives
It is difficult to take learners away from their jobs/ job responsibilities? Asynchronous might be best.
Is it expensive to have learners travel to your training site? Asynchronous might be best.
Do learners prefer to learn at their own pace? Asynchronous might be best.
Do learners prefer to learn in a group setting, or does the content lend itself to a group setting where learners share experiences/feedback with each other and/or the instructor? Synchronous might be best.
Do you think the content will require clarification? Do you anticipate a lot of questions and answers? Synchronous might be best.
Does the content change often, and must it be kept up to date? Consider synchronous.
Must the content be delivered exactly the same way each time? Consider asynchronous.
Questions to Ask Yourself
