2010
Outlook Conditions Not Syncing
Keep conditions concise and limited in number
If you are having a problem using Intellisync for bi-directional syncing of contacts betweem Outlook and Sage Saleslogix CRM, make sure that the conditions associated with account groups are concise and limited in number. We have run into situations in which having more than 50 or more conditions would result not only failure to sync in both directions but also the loss of contact data. When conditions were trimmed down to fewer than 5o the problem went away. Moral: Simple is always better.
If you are having a problem using Intellisync for bi-directional syncing of contacts betweem Outlook and Sage Saleslogix CRM, make sure that the conditions associated with account groups are concise and limited in number. We have run into situations in which having more than 50 or more conditions would result not only failure to sync in both directions but also the loss of contact data. When conditions were trimmed down to fewer than 5o the problem went away. Moral: Simple is always better.
SalesLogix Hot Fixes for the Web Client
A word to the wise-- Stay current with hotfixes
If you’ve been working with the Windows Client in Sage SalesLogix CRM for any period of time, you know that hotfixes come out all the time to address different defects. Most of the time, you can pick and choose which to apply. For instance, you can often apply HF3, then HF11, but you may choose not to apply HF5 as it doesn’t relate to how your company does its business.
But with the Web Client, each hotfix is based on the previous hotfixes. This means that you must apply them consecutively. You can’t skip any. So you must apply HF1, then HF2, then HF3, if what you really need is the fix that is contained in HF4. This can add up to a lot of work, due to customization retrofits, if you wait until you need a fix that comes out later on down the line.
Our suggestion is to try to keep up with the hotfixes as they are released, even if they are fixing a component that you don’t generally work with in the web client. Work them into your deployments as soon as you can, so that when a fix you’ve been waiting for does come out, you can get it implemented quickly with the least amount of work.
If you’ve been working with the Windows Client in Sage SalesLogix CRM for any period of time, you know that hotfixes come out all the time to address different defects. Most of the time, you can pick and choose which to apply. For instance, you can often apply HF3, then HF11, but you may choose not to apply HF5 as it doesn’t relate to how your company does its business.
But with the Web Client, each hotfix is based on the previous hotfixes. This means that you must apply them consecutively. You can’t skip any. So you must apply HF1, then HF2, then HF3, if what you really need is the fix that is contained in HF4. This can add up to a lot of work, due to customization retrofits, if you wait until you need a fix that comes out later on down the line.
Our suggestion is to try to keep up with the hotfixes as they are released, even if they are fixing a component that you don’t generally work with in the web client. Work them into your deployments as soon as you can, so that when a fix you’ve been waiting for does come out, you can get it implemented quickly with the least amount of work.
The Importance of Managing Indexes
01/07/10 17:10 Filed in: Tech Topics | indexes
We all know that database indexes help speed up queries against the data, by keeping track of where records are by certain fields. For instance, fields that get queried a lot should be indexed to help with performance, and fields that often have the same data in them are good to index, so that they can be sorted and grouped together.
There is another important reason to create indexes. In the web client, data grids without indexes sometimes reorder themselves in strange and incomprehensible ways. This can be very disconcerting, to say the least. Add a few indexes on the fields that seem most logical and the data will start behaving itself. It will remain in the exact same order each time it gets queried and refreshed.
So if you’re seeing any strange happenings with your data grids, reviewing your indexes is a great first step in troubleshooting. It might be as simple as adding a few indexes. And the bonus is that your performance should also increase as well.
There is another important reason to create indexes. In the web client, data grids without indexes sometimes reorder themselves in strange and incomprehensible ways. This can be very disconcerting, to say the least. Add a few indexes on the fields that seem most logical and the data will start behaving itself. It will remain in the exact same order each time it gets queried and refreshed.
So if you’re seeing any strange happenings with your data grids, reviewing your indexes is a great first step in troubleshooting. It might be as simple as adding a few indexes. And the bonus is that your performance should also increase as well.
SalesLogix Coding Languages
Perhaps its time for you to make the switch to C#
Are you new to developing in the Sage SalesLogix Web Client? If so, you may be wondering what programming language would be best to use. If you’re already familiar with VB.Net, you’re in luck, as you can use VB code snippets in the Sage SalesLogix Application Architect, and of course, in Visual Studio. But if you’re an old VB6 progammer, you are going to be heading for a learning curve. So this is the perfect time to learn C#.
All of the out-of-the-box components are written in C#, so if you’re learning something new anyway, it might as well be the same language that you’ll be seeing everywhere else. And its especially useful if you need to “borrow” existing SalesLogix code and tweak it to fit your customizations. It may take some time for you to get used to it, but it won't be long before you are very comfortable programming in C# and glad you made the switch.
Are you new to developing in the Sage SalesLogix Web Client? If so, you may be wondering what programming language would be best to use. If you’re already familiar with VB.Net, you’re in luck, as you can use VB code snippets in the Sage SalesLogix Application Architect, and of course, in Visual Studio. But if you’re an old VB6 progammer, you are going to be heading for a learning curve. So this is the perfect time to learn C#.
All of the out-of-the-box components are written in C#, so if you’re learning something new anyway, it might as well be the same language that you’ll be seeing everywhere else. And its especially useful if you need to “borrow” existing SalesLogix code and tweak it to fit your customizations. It may take some time for you to get used to it, but it won't be long before you are very comfortable programming in C# and glad you made the switch.
Cloud Sightings
10/06/10 16:40 Filed in: Cloud
CRM Magazine: Sage Sends SalesLogix to the Cloud
CRN.com: Sage To Partners: New Cloud Services Won't Leave You Behind
Beagle Research: Sage's First Cloud Offering
Cloud Advantages Detailed
10/06/10 16:25 Filed in: Cloud
Leading Cloud IT and SaaS research firm Saugatuck Technology, which has surveyed nearly 7,000 SaaS and Cloud users since 2003, indicates that between one-third and one-half of all small and midsized enterprises worldwide will use Cloud-based solutions for core business applications by year-end 2012. "Businesses see tremendous opportunity and benefits in using Cloud-based, SaaS applications for even the most critical applications," according to Saugatuck SVP and head of research Bruce Guptill. "They can reduce capital, operating and IT costs, simplify software management, and improve how they manage their business, all at the same time."
Sage SalesLogix Cloud helps businesses:
Sage SalesLogix Cloud helps businesses:
- Implement CRM in a format that best addresses IT resource and budget constraints;
- Retain ownership of all their CRM data and processes;
- Choose when to upgrade to the latest version of Sage SalesLogix;
- Customize CRM for their own unique sales, marketing and support processes;
- and Integrate data and processes from the web and additional applications with CRM using the Sage REST protocol and other open standards.
Are you a Cloud candidate?
06/06/10 16:26 Filed in: Cloud
Is your organization looking to reduce total CRM costs while shortening CRM development cycles? Then it may be time for you to consider SaaS (software as a service) Cloud computing as a deployment option.
Jay Bauer’s article “CRM On The Cloud” is a good place to start. It succinctly reviews the pros and cons of the Client/Server, Web and Cloud/SaaS deployment methods. It also throws in 10 important considerations to keep in mind if the Cloud looks like it might be a good fit for your business process.
Dysfunctional CRM Rejuvinated
To have a successful CRM implementation you need a strong CRM system platform and an experienced implementation team. That, however, is just the beginning. Equally important is the ability of consultants and company stakeholders to develop trusting relationships so that they can work through a myriad of important issues.
In 2002, based on the recommendation of a third party consultant, a software division of a large multi-national company asked STI Systems to bid on the implementation of a new Customer Relationship Management (CRM) system. The company had several different CRM Systems installed by various implementation partners in many of its divisions in Europe, the US, Canada, Asia and Australia.
Trusting relationships were established between STI Systems and multiple stakeholders to work through the inevitable issues so that a sales process that had become dysfunctional could be rejuvinated. Read More Here
In 2002, based on the recommendation of a third party consultant, a software division of a large multi-national company asked STI Systems to bid on the implementation of a new Customer Relationship Management (CRM) system. The company had several different CRM Systems installed by various implementation partners in many of its divisions in Europe, the US, Canada, Asia and Australia.
Trusting relationships were established between STI Systems and multiple stakeholders to work through the inevitable issues so that a sales process that had become dysfunctional could be rejuvinated. Read More Here
Flexibility = Sustainable Productvity
Now entering its second decade, a flexible CRM system implemented by STI Systems for the wholesale products division of a Fortune 500 bank has provided has provided the institution with numerous sustainable advantages:
- The flexibility to grow and change with the market or to take advantage of better productivity-enhancing technologies
- Excellent intelligence on the marketplace
- Accurate and efficient reporting
- A carefully constructed standard business process across the sales force
- Integration with internal corporate banking applications
- Integration with valuable, laborsaving external applications
- Precise mirroring of the Division’s core business processes
- Simple incremental CRM modifications to support continuous sales process improvements
- An estimated 10-fold increase in CRM system functionality.
- An estimated 20% to 30% increase in the productivity for the bank’s critical revenue producers.
- The ability to increase revenues with a significantly smaller percentage increase in support staff.
How do you define CRM Success?
11/03/10 11:58 Filed in: Success
In our view a successful project is one that has been implemented for 5 years or more, is reviewed and updated to meet the changing business requirements and has a acceptance rate internally of over 90%. The acceptance rate is when the users are ask they tell you the system is necessary to accomplish their job and the management team believes it is necessary to manage their staff. That is success.
A Sorely Needed Management Skill
11/03/10 11:31 Filed in: Skills | Sales Management
Public Speaking and Presenting: A Sorely Neglected Sales Management Skill
As part of my consulting practice I attend dozens of sales meetings and national conferences with my clients. To get things off to a rousing start, my clients frequently hire motivational speakers. There may also be a demonstration of the latest and greatest CRM system. Then its on to the nuts & bolts stuff: reviewing the products, compensation, order entry, an overview of the sales process, and so forth. Unfortunately little time is ever spent at such meetings showing how managers can help their staff improve the basic every-day skills needed to accomplish their jobs. Public Speaking and Presentation skills are among those that are the most sorely lacking.
The sad truth is that many managers don’t have these fundamental sales skills themselves, so they cannot be expected to teach them. It is not their fault.
Read Complete Article
As part of my consulting practice I attend dozens of sales meetings and national conferences with my clients. To get things off to a rousing start, my clients frequently hire motivational speakers. There may also be a demonstration of the latest and greatest CRM system. Then its on to the nuts & bolts stuff: reviewing the products, compensation, order entry, an overview of the sales process, and so forth. Unfortunately little time is ever spent at such meetings showing how managers can help their staff improve the basic every-day skills needed to accomplish their jobs. Public Speaking and Presentation skills are among those that are the most sorely lacking.
The sad truth is that many managers don’t have these fundamental sales skills themselves, so they cannot be expected to teach them. It is not their fault.
Read Complete Article
What is success in your view?
20/01/10 20:21 Filed in: Success | Definition
In our view a successful project is one that has been implemented for 5 years or more, is reviewed and updated to meet the changing business requirements and has a acceptance rate internally of over 90%. The acceptance rate is when the users are ask they tell you the system is necessary to accomplish their job and the management team believes it is necessary to manage their staff. That is success.
How is success or failure determined?
19/01/10 17:39 Filed in: Success | Measurement
Although there are multiple methods for determining success or failure with your CRM implementation the two best are (1) Increase in Revenue and (2) Increase in productivity. Although the first is fairly easy to track the second has always been difficult to not only track but to score.
Although their have been multiple studies done by Gartner Group and other organizations that track CRM implementations a relative modest 10% improvement in productivity is a fairly easy and acceptable number to set for any CRM implementation. Once you have determined the percent of productivity improvement it is then easy to set a revenue increase based on the productivity improvement.
Tracking these numbers is easier described then accomplished. To determine the increase you need to be able to set a base line to measure both of them against and without the starting base line how do you determine success or failure.
Although their have been multiple studies done by Gartner Group and other organizations that track CRM implementations a relative modest 10% improvement in productivity is a fairly easy and acceptable number to set for any CRM implementation. Once you have determined the percent of productivity improvement it is then easy to set a revenue increase based on the productivity improvement.
Tracking these numbers is easier described then accomplished. To determine the increase you need to be able to set a base line to measure both of them against and without the starting base line how do you determine success or failure.
Do you need a success matrix?
07/01/10 17:37 Filed in: Success | Measurement
Without a success matrix it is impossible to measure the success or failure of any CRM implementation. Many organizations can tell you their close ratios, the number of calls the revenue producers are making and other sales related data. What the management is unable in most cases to tell you is simply; are their people working at maximum efficiency and what is defined as maximum efficiency.
As part of a CRM project it is important to gather as much intelligence on the revenue producer’s activities and their management and support staffs. Once this data is collected a matrix for success can and should be determined to set the percent of improvement the company is attempting to achieve with its CRM implementation. You need to look at a lot of different elements and cross correlate them.
An example is number of phone calls to in person meetings, close ratio to proposals, suspect to prospect ratios and other sales related data including time periods for all the items. Start and end times for each phase of the process are as important as any other data. Most organizations find when they begin collecting the data that much of it is missing and may need to part of the CRM system design so the data can be collected to build a success matrix.
As part of a CRM project it is important to gather as much intelligence on the revenue producer’s activities and their management and support staffs. Once this data is collected a matrix for success can and should be determined to set the percent of improvement the company is attempting to achieve with its CRM implementation. You need to look at a lot of different elements and cross correlate them.
An example is number of phone calls to in person meetings, close ratio to proposals, suspect to prospect ratios and other sales related data including time periods for all the items. Start and end times for each phase of the process are as important as any other data. Most organizations find when they begin collecting the data that much of it is missing and may need to part of the CRM system design so the data can be collected to build a success matrix.
When can I reasonably begin measuring?
04/01/10 18:19 Filed in: Success | Measurement
Depending on the quality of the data the organization has to begin with you can tier the measurements for success. It will take 3 – 6 months for the staff once you have implemented the system to be proficient with it.
Any attempt to measure success during this time period is difficult and could be considered dangerous to the overall health of the project and staff to start too soon. You will need a good solid 6 months to a year worth of data to compare with your original data to determine the success or failure of the project.
Also you will need the willingness to modify the application and your measurement standards to insure success with the project. One of the issues we have seen is a management team that thinks it fully understands its market and what its representative are doing only to find out they were doing something totally different. I once remember a manager who wanted to change a feature in their sales process which we thought was incorrect.
After being told they new their system and we were wrong they came back to us about 30 days later and advised us to not make the change they had requested. It seems that once they began checking with the mid level management team they discovered we were correct. You need to be willing to make changes to the system and your measurement metrics as both the system matures and your market changes.
Any attempt to measure success during this time period is difficult and could be considered dangerous to the overall health of the project and staff to start too soon. You will need a good solid 6 months to a year worth of data to compare with your original data to determine the success or failure of the project.
Also you will need the willingness to modify the application and your measurement standards to insure success with the project. One of the issues we have seen is a management team that thinks it fully understands its market and what its representative are doing only to find out they were doing something totally different. I once remember a manager who wanted to change a feature in their sales process which we thought was incorrect.
After being told they new their system and we were wrong they came back to us about 30 days later and advised us to not make the change they had requested. It seems that once they began checking with the mid level management team they discovered we were correct. You need to be willing to make changes to the system and your measurement metrics as both the system matures and your market changes.