Background

Blue Ninja was approached to assist a networking group to shift from a manual structure to an online, systematic structure. The team was growing and the updates were very dependent on one person, the owner, to provide structure and order to building and nurturing relationships.

Preparing for change

One of the obstacles at the beginning was being able to have the confidence to move from a Google sheet structure to a system. Many times when Blue Ninja liaises with people who do a lot of their business processes manually, it is a fear of the unknown. We had discussed the transition many times, but we needed for the client to be mentally ready to transition and they needed space to be ready to change.

Development

We analysed where information was coming in and what data was being collected. There were a range of questions being asked at different phases of engagement, and we also needed to assess how much time to spend on different areas of the sales phase.

The priority were people who were paying to be a part of the network. These people were engaged, enthusiastic and there were elements that were a part of their packages that needed full attention so we allocated the time within the system to focus on them.

We divided up the networking into multiple segments. We then came up with a plan for exploring each of their journeys through the programme. We wanted to automatically pull through data into a CRM and be able to nurture them and allow them to get to know the network. We built a process map and came up with a workflow for each segment.

The CRM chosen was Capsule. It was a very personalised CRM that wants the user to get to know the contacts in it, and that definitely suits the client.

Issues

We had a lot of data upfront to sift through, and the process was very dependent on the owner. A lot of details were in his head and we had a google sheet that had not been updated with all the data we needed.

The system we chose did not have full automation so we had a bit of manual intervention to trigger elements. But, this was positive as the sales approach wants a personal touch – it’s the nature of the networking group and we wanted people to be nurtured so we needed to make sure the process worked for the team.

Testing

We were using a kanban board structure for the nurture workflow, and had to work out where all the people were in the process. It took some time to work out who had spoken to whom, and how we could automate the import process and put people in the right place to be supported. We used tags to identify the user journey and chose a system that would allow documents to be attached and emails to be sent and recorded. The CRM also has a good task based structure that allows the team to track conversations, prepare calls and monitor progress in the networking journey.

Conclusion

The CRM fits the networking group well, and the team will grow into it. It provides a very personal touch and that’s extremely important to the owner that everyone who expresses interest and journey’s through to a member is given a personal, caring touch. As the owner broadens his scope, the CRM will allow him to grow.

Automation to put people in the right place will be key. It will be a great asset to the business and save a lot of time and clarity with building and nurturing relationships and supporting people to grow in their networking.