QlikView Microfinance Institution

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QlikView CRM for Professional Service

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Every company is dependent upon people, processes and tools. They are how the work gets done. But these three essential elements are not equals. Each has its own strengths and weaknesses, and provides different values to the company.

People are important to a company because of the value they provide. They apply their intellect to turn vision and mission into reality. This creative energy is the life-blood of the company.
People Are Not Perfect / People Alone Are Not Enough — If people are so able, then why do we need anything else? Why worry about processes? Why spend money on tools? The problem is that people are not magic and sometime they are the source of most of the problems we experience in every company.

The best processes don't create extra work. Instead, they serve specific purposes, ensure efficiency and consistency, and tend to become "invisible" to those who use them. We all follow processes in many things we do. Our processes are the routines that help us to make our way through the day without having to stop and think through every step of everything we do each time we do it.

We must always remember that the role of tools is to support people and their processes, making them efficient and effective, improve the quality of their work-life, as they spend their efforts on more interesting and challenging work.

To run a company is depend on a triad of things in order to run well. We depend on our People (who provide the creativity and intellect), our processes (that compensate for people’s weaknesses), and our tools (that make our people and their processes efficient). There is a definite hierarchy in that triad, with people being supreme, and tools in a supporting role for both people and processes.
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Although it is sometimes said that sales is an art, the reality is that sales is a process. This process requires specific skills and activities that can be measured and managed to improve a salesperson’s performance. Unfortunately, front line sales management has a tendency to operate at the individual opportunity level instead of the process level.

Some common challenges that have to be addressed to create a more efficient and effective process includes:
     - Correctly diagnosing rep selling challenges — A sales reps needs a number of skills to advance an opportunity from one stage of the pipeline to the next. The stages can be broken down into prospect, qualify, explore need, build and present solution, commitment and get the deal close. Sales managers need to be able to identify which area of the pipeline the rep is having trouble with, as well as identify the skills which need to be developed to improve performance in that area.
     - Balancing forecast and pipeline conversations — It is essential to have forecast conversations that focus on specific opportunities. These conversations should include an estimated close date, deal size, and any activities completed or pending – this will help to minimize uncertainty. While increasing deal sizes and shortening closure rates are essential activities of the sales process, sales managers should not neglect pipeline conversations that address broader concerns. These concerns include the proper distribution of clients along different stages of the sales pipeline, the core selling skills of the rep, and the long term health of the business (beyond the current quarter).
     - Won the first round of approvals, but later on found that the executive buy-in never happened — A sales reps; sometime told to sales manager we won this deal with happy smile. Actually the person who told to the sales reps is not the people who have privilege to sign off the deal. This challenges include engage the executives early in the decision process to establish the criteria that creates senior-level ownership. And build winning proposals that connect the business drivers at all levels of influence and decision.
     - Competition was in the executive level — A sales reps typically spend more time preparing for a prospect visit than they do for a customer visit. Can the competition get to the executive suite and take your account while relationship between sales reps and customer is strong at the operations level? Absolutely! Let's face it, the competition would have the advantage and can be get lost. While in weekly meeting, we hear this concern from sales reps and sometime management don’t have full control to their hot deal as well as account management.
     - Longer decision time frames - The problem is sales manager don't know how long each deal has spent at each stage, or to throw up an exception report when opportunities have been stuck for long than the typical time taken for winning deals to progress.
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Application Overview
As I mention in “Introduction” section, we have process in place and people sometime are the source of most of the problems. So when a process demands that people spend significant time on non-creative steps, it is a candidate for a tool. Within “2013 Sale Management Mobile App” help to enable end users especially management level to analyze their business base on sale trend with the right information, at the right time, in the right place and enabling them to make better business decisions.

This application will unlock all CRM data for company to explore at anytime, anywhere on any tablet. The purpose of the application is to generate more qualified sales opportunities, shorten average sales cycles and increase average sales win rates. This will be achieved by enabling the end users to analyze this and other important measures and KPI’s across many different dimensions.

The application is developed towards four (4) different user categories.
     - Executive Chairman
     - Vice President Sale
     - Country Manager
     - Senior Sale Manager

The following screenshot is from a “2013 Sale Management Mobile App”, which was designed to address the challenges outlined above.
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A big picture about pipeline, healthy pipeline, forecast, effective forecast, deal lost rate and achievement versus target. This can be used to analyze sale performance across several different dimensions such as sale office and time frame.

Scorecard – a high level dashboard for “Executive Chairman and Vice President Sale” show up in $ amount for existing pipeline and forecast compare to their target for each sale office.
     - Won vs. Target – a gauge chart tell end user on achieved versus to quota in specific period.
     - Lost Ratio – a percentage of deal lost versus won size.
     - Healthy Pipeline – a total pipeline size compare to quota multiply by four.
     - Effective Forecast – a total forecast in opportunity size versus quota multiply by two.

User can ask question like:
     - Which sale office has the most pipeline and forecast?
     - How much we achieved till now?
     - Does sale rep strong enough to win the deal?
     - Does my pipeline secure for this year or not?
     - Along the opportunity size, does the forecast good or bad?
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Dashboard sheet can be used to analyze business performance across several different dimensions such as Sale Office, Sale Rep, Industry and Time Frame (by click on filter button).

This visualization shows the trend by pipeline and forecast. The user could use this as a starting place to do further analysis. For example, RGN (sale office) in “Opportunity Size” make up a smaller percentage of the overall opportunity size, as compared with other sale office. Take a look a table list below trend line and pie chart; we lost $6,044 in this week. This would prompt the managements to investigate why this amount popup in the report event the indicator going down.

User can ask question like:
     - Which month has the low pipeline and forecast?
     - How much opportunity size for each sale office working on?
     - Which age range has the most opportunity? Why “Over 1y” have 11.32%? How to clear this deal from our opportunity?
     - How much sale rep added this week versus last week into each status? Why this week we put “On Hold” go up by 84%?
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To better understand this visual analysis dashboard, it is important to clarify how leads are generated and what the sales process looks like.

As we can see on the Pipeline tab, leads are mostly having only “0% and 5%” (Probability bar chart). Leads are entered into the customer relationship management (CRM) system by sale rep from each sale office.

Next, a sales representative contacts the lead to schedule a demo. If contact has not been made in 7 days, then the lead will go cold. Once contact has been made, the representative must ensure that a demo is scheduled no later than 14 days to make probability of closing goes up dramatically or move those lead into forecast.

From this report, users can ask questions:
     - Where is the top pipeline for each “Sale Office”, “Sale Rep” and “Industry”?
     - How can we push probability go up among in progress lead?
     - How much amount and percentage in each sale stage?
     - How much total amount in each “Sale Office”, “Sale Rep” and “Industry” for next 4 week, next 13 week…?
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These are our classic measures to analyze when looking at how healthy pipeline is. As with most analysis, the user is looking at historical data to see the effect various initiatives had on the pipeline. However, on the Forecast tab, the system takes current data (bookings revenue) and projects future revenue based on the pipeline, so there is some forward thinking included in this dashboard.

The Forecast tab – the user can see a revenue forecast for the next 4 and 13 week of the year based on bookings and the sales pipeline. On the other hand, we have almost 2 million forecast fall down into age range “Over 1y”. Base on this “Aging” dashboard, management must take time to investigate on those hot deals to find out why we cannot close the deal on time.

Sample question that user can ask from this dashboard:
     - Which industry has to most forecast amount?
     - This is all forecast deal. Why the probabilities are not satisfied in forecast stage?
     - Which project is the hot deal?
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Geographic information seems to be critical for organizations to understand how location impacts business performance. In here, maps provide a powerful solution for assimilating the location of customer.