The Ultimate Guide to HubSpot Sales Hub Deployment

How To Grow Your Sales With HubSpot CRM

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Chapter 1-

Getting Organized for CRM Deployment

Four Key Success Factors in CRM Deployment

According to Forrester, achieving CRM deployment success requires a balanced approach to four fundamental success factors:

Process.

Nearly half (44%) agreed their CRM projects faced problems grounded in: poor or insufficient definition of business requirements; inadequate business process designs; and, the need to customize solutions to fit unique organizational requirements.

People.

More than two-fifths (42%) agreed that their problems were “people” issues: such as slow user adoption; inadequate attention paid to change management and training; and, difficulties in aligning the organizational culture with new ways of working.

Strategy.

Two-fifths (40%) agreed they had the challenges related to CRM strategy, such as: a lack of clearly defined objectives; poor solution deployment practices; and insufficient solution governance practices.

Technology.

Only about one-third (35%) agreed they had technology deficiencies such as: data problems; functional shortfalls in vendor solutions; lack of the required skill sets needed to implement the solution; system performance shortfalls; and, poor usability.

For a successful HubSpot Sales Hub deployment, the first step is establishing project governance that ensures these four success factors are effectively addressed.

Getting Organized

Deploying a new CRM means investing time and money in more than just installing the software. Project governance is critical to a successful CRM deployment. Most organizations can successfully use a three-tier governance model:

01  |   Vision and Strategy: Executive Stakeholders

Your company’s executive leadership should be deeply engaged in articulating the vision, strategy, objectives and definition of success for the new CRM. Alignment among key stakeholders is critical because they sponsor the managers who share the responsibility for project oversight. Their support for the organizational changes needed to achieve lasting results can make or break the success of the deployment project.

Your company’s executive leadership should be deeply engaged in articulating the vision, strategy, objectives, and definition of success for the new CRM.

Key Organizing Activity: Envisioning

Envisioning is a frequently-used methodology for engaging executive stakeholders. The Envisioning process typically starts with individual Discovery interviews covering the following types of questions:

  • What are the business drivers behind deploying the new CRM?
  • What is in scope and what is out of scope?
  • What sales and marketing processes does the company want to improve and/or automate?
  • What other business processes will be affected by the CRM implementation?
  • What other software must be integrated with the CRM?
  • What level of adoption is required to judge the deployment a success?
  • What does success look like in 30 days, 6 months and one year ?
  • What is are the main risk factors in this initiative?
  • What are the critical individual and organizational behaviors that must be addressed for this initiative to succeed?

Once the Discovery interviews are completed and analyzed, the next step is to conduct an Envisioning workshop present the perspectives of the stakeholder group, and achieve alignment for making strategic decisions and initiating the CRM deployment process.

02  |  Scoping, Oversight and Budgeting: The Steering Committee

The CRM deployment should require participation from the senior managers of all affected functional areas within the organization. At a minimum, this means from Sales, Marketing, Operations, IT and Accounting. The Steering Committee provides scoping, oversight, guidance, approvals and resources to the project teams.

Conflict resolution is another key function of the steering committee. For example, the steering committee may have to resolve misalignment with the company’s business objectives and IT objectives. Different functions operate under objectives and policies that can unintentionally conflict. For example, business objectives may require customization, while IT policies drive standardization.

Key Activity: Scoping

Scoping serves to define the goals and objectives for the CRM implementation. Scoping typically requires a series of workshops covering the following areas of discussion:

Objectives:

  • Why was this CRM project initiated?
  • What systems will the new CRM project replace?
  • What improvements will your business gain with a CRM solution?
  • What data needs to be migrated into CRM?
  • What systems need to be integrated with CRM?

Outcomes:

  • What is the desired impact on the sales team?
  • What is the desired impact on the marketing?
  • What is the desired impact on the IT team?
  • What is the desired impact on other internal user(s)?
  • What is the desired impact on customers?

Identifying Required Functionality: Gap Analysis

A gap analysis discovers differences between your current state (“as is”) and your desired future state (“to be”) by determining what needs to be done to meet business objectives.

  • Current state.

The “as is” document describes the systems and processes currently used for managing customer data.

  • Future state.

The “to be” document provides high level requirements for the desired future state of your CRM system. Be sure to include metrics you can measure against, i.e. “reduce duplicate data by 99%.”

  • Gap analysis.

Essentially a listing of the differences between “as is” and “to be,” the gap analysis produces a list of steps for achieving the desired future state for the CRM system. Once this list has been refined and organized, you can put together a time frame, scoping document and budget. These documented steps create a foundation for creating the functional requirements and planning documents for implementing the new CRM.

Budget, Costs and Resource Allocation

Budgeting is a key responsibility of the steering committee. Without a proper budget in place and a clear plan, the cost of implementation can get out of hand fast. The steering committee provides clear guidance on issues such as:

  • What are the budget boundaries for the CRM project?
  • What resources are needed to implement the solution?
  • How will return on investment be measured?

 

To minimize the chance of unexpected costs, plan for everything including costs associated with training and reduced productivity during deployment. A good baseline for calculating the right buffer amount is 10% of your total budget plus the total amount that might come from the following:

  • Consultancy fees and other vendor implementation services (e.g project management, data migration, customization)
  • Staff overtime and reduced productivity
  • Travel (e.g to vendor training center)
  • Data backup and storage

03  |  Managing Implementation: The Project Team

The scope of responsibility for the Project team includes business process design, project management, project staffing, planning and scheduling, coordinating external resources such as a HubSpot Agency Partner, defining the desired user experience, user acceptance testing, establish metrics and KPIs, and developing dashboards and reporting systems.The Project team should include sales, marketing, IT accounting, and designated power users. Here are a few pointers to consider:

Sales.

Sales buy-in and participation in the process is the most critical as in the CRM world if you fail to acquire buy in and good adoption your implementation will ultimately fail. Your sales decision maker will be responsible for defining the sales process. As a HubSpot CRM Implementer it is critical you work with Sales to make them understand the importance of a well-defined sales process, as without one your HubSpot CRM implementation will never really be complete.

Marketing.

Involving marketing in the CRM implementation process is crucial, particularly if your organization uses HubSpot’s Marketing Hub. The most critical area is setting up the ongoing collaboration framework between Sales and Marketing on the HubSpot platform. Why? Experience has identified the handoff of leads from marketing to sales as a major failure point. The requirements phase of setting up collaboration between sales and marketing involves defining KPIs and metrics, and the kinds of data to collect and track, and creating criteria for marketing to qualify leads for handoff to sales to follow up. The deployment phase of collaboration between sales and marketing includes defining the process for translating sales objectives into lead generation campaigns. A Service Level Agreement document is the set of written standards for how sales and marketing will collaborate.

IT.

Because HubSpot is a cloud-based platform, the technical implementation requirements are simple and require very little effort from IT in most companies. The basic setup requirements that need to be performed in an IT environment include such things as installing the HubSpot tracking code on the website, setting up DKIM records and excluding internal IP address ranges. However, in enterprise CRM deployments, it is frequently the case that integrations must be created between HubSpot and the rest of the business technology stack. Integrations, data management, security and IT governance needs mean that IT will need a seat at the table in the working group.

Accounting.

It is important to include accounting in the implementation process. Especially if there is a need to later integrate with an ERP or accounting software. Make sure you have created any custom properties needed for accounting purposes. For example your quotes may be done in a third party tool. If you are for some reason unable to integrate that tool with HubSpot, adding a custom deal property called “Quote ID” and insuring it is filled out by using stage based requirements, you would then be able to reconcile the data in your quoting tool/ERP based off that ID. In principal you can do this same thing with your accounts data.

Power Users.

Identify “power users” and involve them in CRM planning, deployment and evaluation. The CRM configuration should complement the way the sales team is operating, not force changes for the convenience of implementing the software. By involving sales in the planning process, the odds of successful adoption over the long run are far greater.

Key Activity: Planning

The project team owns primary responsibility for creating the project plan, with followup responsibilities assigned to members of the Project team. RACI is a useful tool for assigning roles and responsibilities for tasks within a project.

RACI stands for:

  • Responsible

The person who does the work to achieve the task.

  • Consulted

The people who provide information for the project and with whom there is two-way communication.

  • Accountable

The person who is accountable for the correct completion of the task.

  • Informed

The person who does the work to achieve the task.The people kept informed of progress and with whom there is one-way communication.

Source: Smartsheeet
https://www.smartsheet.com/comprehensive-project-management-guide-everything-raci

The RACI maps tasks and deliverables against roles on your project, and decision making and responsibilities are allocated to each role using the above terms. Be sure to have your team roles, responsibilities, and delivery dates mapped out before you begin.

For the kickoff workshop, here are examples of CRM deployment tasks to map using a RACI matrix:

  • Define a pilot program for the initial rollout.
  • Review and approve the budget, plan and schedule.
  • Periodically review progress.
  • Provide resources and remove bottlenecks as required.
  • Data migration, including an export of existing data, updating or preparing a .csv file, and then an import (or imports) into the new system.
  • General system setup, including team access and permissions, system customization, process mapping, and then process replication in the new system.
  • Automation, including the rebuilding of existing automation, creating new automated flows for existing manual tasks, and shaping the day-to-day usage for front-line users.
  • Content creation in the form of marketing or sales collateral, resource guides and knowledge bases for customers, or internal reference guides and training’s for employees.
  • Business alignment to help insert this new system into the larger business infrastructure as well as consultation around integrations and required third-party connections.
  • Reporting functionality, including front-end performance management, report and dashboard creation, and required KPI tracking.
  • Integration setup and configuration as needed to both existing, required tools or any other systems you recommend working alongside this new platform.


When your organizing activities are complete, you should review the functionality needed in your HubSpot Sales software to determine which tier will best meet your requirements.

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