NEHANET allows you to reconcile your BBB data to specific Opportunities.  If you upload your BBB data into NEHANET (read more),  NEHANET will automatically attempt to reconcile it to a specific Opportunity for you using the following rules:

1. We auto reconcile where we can (i.e. there is only one Opportunity for that Customer/Part). Here you will find the opportunity Name and ID column filled in the BBB report.

2. If there are more than one Opportunity for a particular Customer/Part, we mark the opportunity name as NONE-UR, so you know you need to manually reconcile the Sales Order to the right Opportunity. You need to do this only once and the system will remember it.

3. If there is No Opportunity for a particular Customer/Part, we mark it as NONE-CR, so you can create the Opportunity and the next time the migration runs, it will auto-reconcile or mark it as NONE-UR. You need to do this only once.

4. There is a Opportunity and a Forecast, but there is NO Sales Order for that Opportunity. These are flagged as NONE, since when the migration runs, we have no Sales order for these Opportunities.

NEHANET is integrated with many leading ERP/MRP solutions including SAP, Microsoft Dynamics, Tensoft, Consona and others. Integrating NEHANET with your ERP is usually straightforward, and adds significant value to your operations.We typically pull in the following information from your ERP: parts master, customer master, Actuals (shipments), and backlog (requested, committed, delinquent, unscheduled), bookings and risk orders.

We utilize this information to:

An often cited marketing challenge is tying leads to opportunities and further on to orders.  Our customers get leads from a wide variety of sources, including rep/distributor registrations, website leads, tradeshows, online campaigns, print advertising etc. Knowing what source works, and what does not, is important not only in allocating marketing dollars, but also in measuring the effectiveness of different marketing messages.

Funnel Management is one of those topics which everyone talks about but no one really knows how to do. Think about it.. if you do not have a clear insight into bottlenecks in your sales processes, how are you going to fix it properly. The answer is not in putting pen to paper, or in creating yet another excel spreadsheet. The problem spans multiple dimensions, such as region, market segment, rep and/or distributor,  customer size, sales process, account rep to just name a few and you need to approach the problem in a multi-dimensional way.

Introduction

Electronic Component manufacturers use representatives for several regions.

• Reps have local geographic advantages. They know the local territory and have a rolodex of customer contacts. They carry complementary lines and are able to introduce your parts to existing customers.
• They are paid a commission contingent on your getting the actual business, lowering your cost of sales and allowing you to scale more easily.

Since this is the last blog of the series, I wanted to thank everyone who has been following and commenting. I always enjoy differing points of view and being able to engage in interesting dialogs with you.

In my last blog, The Hidden and not so Hidden Costs of Choosing the Wrong CRM, the cost associated with choosing the wrong CRM were highlighted. While not my intent, that discussion may cause some to consider staying with the status quo and choosing no CRM as the low risk, no cost answer. The cost associated with making no decision, may well be higher than that of choosing the wrong CRM tools.

In my last blog,  Avoid the Critical Mistake : Pick the Right CRM system,  I demonstrated the importance of matching the CRM system to your internal processes and provided a few simple examples of aspects that are often not considered. I want to now examine the costs that are associated with making the wrong decision, as support for putting in the time and effort upfront to help ensure you make the right selection.

In my last blog, CRMs are about Business Process Management, I implied that without strong internal business processes, CRM implementations are doomed to fail, leading to the 55% to 70% failure rate reported by industry experts. I’ll try to support that claim with examples of success.