Sonoma Partners Microsoft CRM and Salesforce Blog

Are you ready for change?

Today's blog post was written by Scott Hinton, Principal Consultant at Sonoma Partners.

When thinking about the Change Management required to successfully implement a CRM application, the first thing that you need to understand is whether or not your user community is even ready for the change. Most likely, they’re not. But that doesn’t mean you shouldn’t move forward with your CRM initiative! You just need to figure out how much time and effort will be required and the best approach for managing the change which can be done with a readiness assessment.

What is a Readiness Assessment?

Sonoma Partners methodology for managing the people side of change is called our primary focus during the Discover phase. Readiness assessments can take many forms but we typically use 3 tools:

Change Risk Assessment Survey

Start with a Risk Assessment Survey which is usually sent to the key members of your project team covering topics around your organization (leadership, history of change, and expected resistance) and the specific project (size of impact, type of impact, resources and training needs). From this survey, you can identify change barriers and create a plan to overcome those barriers.

Change 1

User Survey

Next, survey the users who will be impacted by the CRM initiative. Some example questions that you will want to understand include:

  • I believe that CRM will benefit our company.
  • There is sufficient executive level support for the CRM implementation.
  • I know where to find information about our CRM implementation.

From this survey, you can better understand how to address project communication, training, and sponsorship needs. A similar survey should be distributed before and after launch as well to ensure that users are onboard with the change and that your company is adapting appropriately to the feedback received.

Stakeholder Impact Assessment

Interview your key stakeholders including the leaders who are (or should be) driving your CRM initiative and map their degree of influence, engagement and change impact. Next, develop tactics to keep them engaged throughout the life of your CRM program.

Change 2

Why Assess Change Readiness

There are many benefits to assessing and managing readiness as users move from current to future state from a system, process, and people perspective.

  1. Drive user adoption through informed data driven decisions.
  2. Gain unique stakeholder and stakeholder group perspectives, needs, and priorities.
  3. Establish a baseline measurement for readiness. Future data can be measured, evaluated, and communicated against this baseline to understand sponsorship, communications, and training effectiveness.
  4. Provide a feedback loop and opportunity for users to participate in the change and voice their opinion which increases buy-in.
  5. Identify change risk and scope the change management effort.
  6. Align leaders around your findings.
  7. Demonstrate leadership commitment.

A change strategy that includes a readiness assessment increases user adoption through targeted change management tactics versus a one-size fits all approach. Unsure how to get started assessing readiness of your organization for your CRM program or unsure what to do with what you find? Give us a call, we’re happy to help!

Topics: CRM Best Practices

Pulling the Right Levers

Today's blog post was writen by Kristie Reid, VP of Consulting at Sonoma Partners.

Forget the carrot and the stick. Start thinking of how to increase user adoption in your CRM system a different way.

Start thinking of what levers you can pull to ensure a successful CRM implementation!

lev·er /ˈlevər,ˈlēvər/
noun: “a means of exerting pressure on someone to act in a particular way”

Change management is critical to all projects that want to create a change in an organization. But with CRM, it takes so much more to change behavior.

So what levers can be pulled to change that behavior?

Here are some examples of some amazing levers that we have seen clients use.

Financial levers

- Example: No commissions will be paid until the data is in CRM.

- Pros: You will get data in the system! 

- Cons: Will you get the data you want or will everyone use a just-in-time approach to shove the data in to get paid?

- Even Better: Make sure that dashboards around how the user is doing towards their goal is also in CRM. I bet they will check that regularly!

Integration levers

- Example: A new account doesn’t get created in the billing system until it is entered in CRM.  Kried 2

- Pros: You have data in the system and you reduce double entry which is a definite killer for the success of any CRM system.

- Cons: How many of those accounts are entered by an admin but no action is being taken on them until billing is needed?

- Even Better: What if you can’t expense lunch with a prospect until a record with a prospect and an activity is in the CRM system?

Simplicity levers

- Example: Tracking a meeting that I have in CRM is so tedious. However, I have this cool application that allows me to quickly add a meeting and dictate my notes on my way out of the building (no one needs to know that data goes into CRM!)

- Pros: No more going back to the hotel at night and recording what you did that day.

- Cons: Voice to text is still buggy but at least you’re capturing the data!

- Even Better: Make sure the application has the data needed before the meeting!

Accountability levers

- Example: My manager runs the report that we discuss on our weekly 1:1 report from CRM. If it isn’t in there, it doesn’t exist.Kried 3

- Pros: Reduces the amount of scrambling to put data together for meetings and ensures the data is updated, at least on a weekly basis.

- Cons: Relies on each specific manager to enforce this behavior.

- Even Better: Reinforce this behavior all the way to the top – all company meetings should be run from CRM data.

Do you have any levers that you’ve pulled to make your CRM Program more successful? We would love to hear them!

Topics: CRM Best Practices

Lights, Camera, Action: Sonoma Partners CRM Training Videos

Today's blog post and video content were created by Kristian Altuve, Business Analyst at Sonoma Partners.

Learning is not an easy process, and we all absorb and retain information in different ways. Some of us like to figure things out on our own through trial and error while others like to watch someone do it first, then practice after.

In my experience as a trainer of end users on new CRM systems, I’ve learned a variety of teaching methods.

Onsite training is always helpful to gauge audience reactions and tailor the session to meet all learning styles. I demonstrate how to efficiently navigate the system and coach users through hands-on practice. Webinars are also a popular channel for training. But learning doesn't stop there. After initial training, users may rely on their peers or software documentation to get up-to-speed. This is also why training documentation is an important deliverable when training end users.

Altuve
Kristian Altuve, Business Analyst at Sonoma Partners


But let's take a look at a real scenario from a few months ago. My project manager and I were planning a training approach for a client rolling out a new CRM system to hundreds of users. How can we best support the business and the learning needs of their users? How about a video? With some spare time, I created a general video, "Getting Started with CRM," and presented it to our client. Their reaction was so enthusiastic that we completed an entire library of training videos for the various tasks users will perform in their day-to-day business. The final delivery for the training portion of this engagement was a series of webinars supplemented by quick start guides and training videos.

A few benefits of custom training videos for your end users:

  • Improves knowledge retention and information recall.
  • Accommodates different learning styles
  • Access On-demand, bite-sized learning, when your users need it.

You can check out our promotional video on custom training below: 

If you'd like to learn more about Sonoma Partners or CRM training, contact us.

Topics: CRM Best Practices

Cover the Bases of a Successful CRM Deployment

Today’s blog post was written by Kayla Silverstein, Marketing Specialist at Sonoma Partners.

We’ve seen customer relationship management (CRM) help organizations improve sales teams’ productivity, increase revenue, and optimize their business processes. Are you looking to invest in a tool that can transform your sales organization?

Here are a few tips to help you cover the bases of a successful CRM deployment.

Hit 1st, 2nd, 3rd, and make the dash to home to get a better sense of what you should be considering when investing in a new – or updating an existing – CRM system.

1. The Platform

Are you interested in a platform that can benefit all areas of your business? We suggest turning to the key market leaders, Microsoft and Salesforce. As you evaluate platforms don’t get distracted by impressive lists of feature/functions. At the end of the day, Microsoft and Salesforce are powerful tools that can be customized to meet your organization’s unique needs. Instead of conducting the evaluation based on features, spend your time looking at the systems your organization already uses. What integrations do you need to connect different aspects of your business? Which platform is best positioned to make these integrations as seamless as possible?

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Pro-tip: We highly discourage you from building your own platform, a.k.a. a Homegrown CRM system. Microsoft and Salesforce are market-leaders for a reason. They come with next-level enhancements, support blogs, customer forums, frequent updates, and so much more. Save yourself the headache of having to make adjustments and conduct maintenance all by your lonesome. Rely on your teammates at Microsoft or Salesforce instead.

2. Executive Buy-In

 The success of your CRM lies in the hands of your leadership. Getting executive buy-in at the beginning of your CRM journey is crucial to garnering meaningful end user adoption. The leaders at your organization need to actively use CRM and support change management and user adoption programs in order to make a serious and lasting impact on your users.

3. Scalability

Customer relationship management is not just a deployment, or a project. It’s a never-ending, ongoing program, and your system needs to grow as you do. As you optimize your business processes, your solution needs to adjust and evolve. It’s critical to view the initial deployment as just one piece of the bigger picture you need to get the 360-degree view of your clients that you want.

4. The Partner

Slide into home with an implementation partner that can help you achieve your CRM goals. When selecting an implementation partner, it’s important to make sure they understand your business. Which industries do they specialize in? Do you resonate with their case studies? If you’re interesting in getting a general feel for the organization, try to attend an in-person event or demo.

Different partners have different methods for implementation. What model does this particular organization follow? Do they have a strategy for change management and user adoption? Set yourself up for success by doing your research prior to investing in a partner who can truly make – or break – your implementation.

A poorly implemented system can go stale quickly when users are not committed, or motivated, to logging information within the system. With a failed partnership, you’ll find yourself entering the selection process all over again, and no reason to “fly the W” just yet.

Are you interested in getting started on a homerun of a deployment? We’d love to help! Fill out this brief form to contact us.

Topics: CRM Best Practices

Leading CRM for Leader Dogs

Today's blog post was written by Kayla Silverstein, Marketing Specialist at Sonoma Partners.

Bogged down by an inflexible custom CRM solution (Quilogy), Leader Dogs for the Blind wanted a more efficient way to track operations and client records in Microsoft Dynamics CRM (now Dynamics 365).

Who is Leader Dogs for the Blind?

Leader Dogs for the Blind is a nonprofit organization based in Rochester Hills, Michigan. Founded in 1939, they provide guide dogs to the blind and visually impaired. Through their programs, Leader Dogs helps clients find and work with guide dogs for greater mobility, independence, and quality of life.

Leader Dogs Project Fast Facts:

  • Industry: Nonprofit
  • Workload type: Customer Service
  • # of employees: 65
  • # of users in deployment: 65
  • Platform: Dynamics 365
  • Fun fact: Leader Dogs operates as the only facility in the Western Hemisphere to teach deaf-blind students how to work with a guide dog.

Leaderdogs_infographic8_2017

The Challenge:

  • Previously, Leader Dogs used a customer solution called Quilogy to manage operations, client services, puppy breeding, and training. While functional, Quilogy was an old system with limitations in both capability and scalability. For example, the outdated solution was not built to track puppy production schedules or many of the other unique operational components Leader Dogs required.
  • An outside consulting firm developed Leader Dogs’ custom solution several years ago and their relationship with the firm had since dissolved, making any opportunity to further customize or update the system impossible.

The Solution:

  • Replace Quilogy with Dynamics 365 to maintain all department records within the organization.

The Result:

  • Automation in CRM manages daily tasks with the dogs (such as flea checks, baths, etc.). Based on different triggers in the system, CRM creates Task records and assigns them automatically. When dogs are handed off between different teams, Leader Dogs can see which Tasks have and haven’t been completed.
  • The Breeding department uses CRM to trace dogs and their performance over their lifetime. A lot of analysis and science goes into picking the right dogs to breed for key traits that are essential parts of a strong guide dog. With CRM, they’re able to see how the dogs perform both in training and on the job, creating a strong feedback loop.
  • Their portal now meets accessibility standards for use by the visually-impaired.
Topics: CRM Best Practices Microsoft Dynamics 365

The Evolving Expectation on Customer Experience

Today's blog post was written by Adam Barr, Principal Consultant at Sonoma Partners.

What if I told you your ability to differentiate yourself from the competition will be dictated more by your Customer Service team than any Product Development or Innovation Office? Many organizations, several of them in your industry, have already experienced the impact of delivering a superior (or inferior) customer experience.

Various market studies forecast the increasing role of the customer experience in influencing buying behaviors and customer loyalty.

Gartner research predicts by the end of 2017, nearly 90% of marketers expect customer experience to be their primary differentiator. Aberdeen Group studies show companies that provide a consistent service quality across multiple channels retain 89% of their customers, whereas companies that do not provide a consistent quality are only able to retain 33%. Complicating matters, Google research highlights that 98% of Americans switch between devices every day.

What do all these statistics mean to you?

This means your customers have a voice; they want it to be heard; and they want it on a channel conveniently available to them. Customers realize the amplification of their voice in the social marketplace and now have a higher expectation to influence the terms of their engagement with your organization. Companies in turn have made greater investments in providing superior a customer experience.

Barr 1_cropped

In a 2017 Global Contact Center study, Deloitte identified that Customer Experience (88%, up from 71% in 2015) and Service Improvement (73%, up from 57% in 2015) are clear priorities for growth in the contact centers. More than 80% of organizations reported that customer feedback is “core to their DNA” or “a core input to business decision,” nearly doubling from 45% in 2013.

Omni-Channel vs. Multi-Channel

There is a distinct difference between multi-channel and omni-channel.  Multi-channel refers to organizations leveraging more than one channel (i.e. phone, web, email) to engage with customers, but it does not necessarily mean the experience is consistent or well-transitioned from channel to channel.  Multi-channel has become the table stakes for many customer support operations. Omni-channel also consists of organizations leveraging two or more channels to engage with their customers, however, with an omni-channel strategy, there is significant focus paid towards delivering a seamless and consistent experience regardless of channel or device.

Barr 2_cropped
The complexity of the interaction will still dictate the initial channel with which the customer engages your organization. Remember, from the customer perspective, the channel must be fluid and dynamic while still maintaining a consistent experience. Across the 450 global leaders surveyed in Deloitte’s Global Contact Center Survey, many indicate their organization invests less in voice solutions while focusing more effort in providing a variety of options. Voice is expected to remain the most prominent channel, but is predicted to fall from 64% of total interactions today to 47% in 2019. Web chat is expected to grow from 6% to 16%. SMS, video, and social are all expecting to double, although remaining under 10%.The channel preferences for customers are not only evolving; they are dynamic. An effective omni-channel solution needs to account for the fact that Customer A may phone you in the morning, follow up with a chat conversation, review an article attempting to resolve their issue, then email a support agent to close the day. All interactions must be captured in a centralized, logical, insightful fashion to appropriately meet the customers’ expectation for service. 89% of customer’s express frustration having to repeat their issue to multiple representatives. At its core, an omni-channel strategy is one in which all independent channels work cohesively as one unit to provide a superior customer experience.


Barr 3_cropped

Click on the image to expand.


Consumer interactions will only continue to increase in volume, due to additional channel access, and complexity, with the ever-increasing expectation of superior customer experience. These trends are not exactly new. Numerous market research firms have been forecasting the need for organizations to adopt a more customer-centric model for years. However, what has changed in the marketplace is the availability of tools for organizations to truly enable an omni-channel experience while minimizing internal business disruption.

In my next post, I will detail the technologies leaders are embracing to appropriately compete in a consumer-centric marketplace and explain how you can setup an omni-channel solution with CRM.  For more information on how we can help you build further upon – or develop a new – omni-channel solution, contact us!

Topics: CRM Best Practices

Can Users Really Change?

Today's blog post was written by Kristie Reid, VP of Consulting at Sonoma Partners.

How hard is it really to change the minds of who you hope will embrace your CRM system? Unfortunately, it depends on the user. You can implement the best CRM system in the world but without user adoption, the program will be considered a failure. And without a plan of attack for that user adoption, your chances of success are slim. In fact, studies show that slow user adoption is the biggest threat to CRM projects.

So…get a plan of attack! Unlike the technical solution of implementing a new CRM system, gaining consensus of users must take on a more individualized approach. Let’s consider the following three stakeholders in our “fictional” CRM implementation (even though these people are made up, I’m sure you will recognize them):

Kristie1b_750 white background

In our Change Management Methodology, we focus on 5 main areas to address individual plans for change:

  • Readiness
  • Strategy
  • Sponsorship
  • Communication
  • Learning

When thinking about a plan of attack for each individual personality that will need managed throughout a CRM program, we address these five key areas.

Let’s go back to our team and see how we can address these areas with those individuals:

Kristie2b_750 white background

Need help coming up with your plan of attack? Contact us!

Topics: CRM Best Practices

Driving Project Value Through Change Management and Project Management Integration

Today's blog post was written by Scott Hinton, Principal Consultant at Sonoma Partners.

I have had the opportunity to work as a Project Manager and with Project Managers throughout my career, and I've have experienced the value of change management and project management function integration directly. Although the Project Manager's primarily focus is the "Technical" aspects of a project and the Change Lead primarily focuses on the "People" side of change, the roles are complementary and share objectives. According to Prosci, "Project management and change management both aim to increase the likelihood that projects or initiatives deliver the intended results and outcomes. The most effective approach is to integrate change management and project management to create a unified approach to implementing change on both fronts." 

When I look back at my most successful projects as a Change Lead, the commonality is a good working relationship with the Project Manager. We worked in lock step and had each other's back on these projects. These Project Managers were advocates and understood the value and general tactics of change management and consistently allocated time in project team meetings for change management updates. This article highlights benefits and tips for integrating project management and change management functions and roles with system changes.

Integration Benefits

Increased project synergy
Change management and project management integration and alignment creates greater synergy between the people, process and system project components. Project benefits can be realized when the disciplines function independently, but integrating change management and project management creates a unified front to designing, developing, implementing and reinforcing the change which significantly increases the speed and degree of change and overall project success. "The efforts of both can be focused toward a singular objective—improving the performance of the organization by successfully implementing a change that delivers the intended results and outcomes," according to Prosci.

Greater project information sharingManagement_3-01
Integration helps uncover potential blind spots and facilitates a more holistic and faster response to schedule, scope, resource and budget changes. This also includes project risks and issues. The people oriented issues and risks should be assigned to the change Lead. I use the Project Manager as a sounding board and provide another vantage point on technical project aspects in my Change Lead role.

A unified approach also eases effective communication of milestones like project kickoffs and go-lives and fosters collaboration on crafting timely messages that translate into What's in it for me (WIIFM) for users. In one example, the Project Manager looked at upcoming communication topics and asked me to share a recently added feature with users because it was a hot topic during requirement gathering sessions. User felt the project had a pulse on what was on their mind.

The flow of information is generally improved with integration. On the front end, an integrated approach ensures that impacted employees are receiving the appropriate messages about what's coming, when and why. On the back end, it helps ensure that the project team receives effective feedback on adoption, user reaction to the change and success with the system.

Project Credibility
Project success is highly dependent on leadership engagement. When leaders have a better understanding, they view the project as more credible and will set a better tone and example for impacted users. On several projects, I conducted joint presentations with the Project Manager periodically to the executive committee. Based on sponsor feedback, attendees came away with greater clarity and assurance. The added level of confidence allows the sponsor to focus on being active and visible with the peace of mind that the project is being managed holistically.

Integration Tips to Drive Project Value

  1. Integrate the change plan into the overall project plan. This creates greater accountability, structure and better visibility of change milestones and deliverables and allows the project team and sponsor to clearly see what's coming and when.

  2. Incorporate change management updates into project meetings including governance committee meetings. This provides another way for key stakeholders to contribute directly to the change. I typically invite the Project Manager to change management touch points with the sponsor. This supports alignment and provides a unified voice.

  3. Educate the Project Manager on change management fundamentals. This creates a powerful and effective advocate. Gaining change management knowledge is an opportunity for project managers to revisit and shift their project management reference points. "Through change management, they modify their vision of project management: they learn a new or another way to think and to manage projects. Lehmann, V. (2014). The collaboration value is deepened when the Change Lead understands and appreciates Project Management fundamentals in turn.

  4. Share change readiness data with the Project Manager. Understanding readiness results intimately allows the Project Manager to proactively address potential adoption challenges based on system technical readiness. 


The value of integration is research based. In Prosci’s Best Practices in Change Management-2016 Edition,"58% of the participants who integrated change management and project management in their project met or exceeded their project objectives versus 42% without." Awareness and understanding of the respective functions allows the Project Manager and Change Lead to grasp project from broader perspective and perform their primary role better.

My project management background has served me well in Change Lead roles and I have observed higher performance in the Project Managers that get the people side of change. Integrating Project Management and Change Management will give your project the an added edge in realizing project benefits and overall success.

Topics: CRM Best Practices

Easy as A-B-C: Capstone Publishing Automates Business Processes with Salesforce

Today's blog post was written by Kayla Silverstein, Marketing Specialist at Sonoma Partners.

Capstone deployed Salesforce to keep up with the increased demand of their digital products and support their overall success.

Who is Capstone?

Capstone publishes children’s books and digital solutions for libraries, classrooms, and consumers. Capstone’s content comes in a variety of print and digital formats, including board books, picture books, audiobooks, and more.

Capstone has grown rapidly in recent years with the increased demand for their digital products. As a result, Capstone wants to modernize their systems’ infrastructure to better serve their consumers. Capstone aims to improve their sales, marketing, and service strategies as a part of this effort. When Sonoma Partners got involved with Capstone, they only had Salesforce deployed to portions of the U.S. digital sales business.

Capstone_infographic_blog_img_500

Capstone struggled under multiple manual processes, like annual data collection projects to update student/family/teacher information and sales forecasting. They would circulate Excel spreadsheets and Word docs to consolidate prospective client information to no end. None of this trackable, Capstone desired a better way to manage their operations. Ultimately, Capstone found accurate, cleansed data via MDR, an industry data source to act on prospective client information. For all their markets, they outlined sales cycles and a lexicon to maintain consistency across the organization. Furthermore, a complete Pardot implementation and training for marketing teams allows Capstone to set up landing pages, implement tracking across their websites, and completely automate email drip campaigns. With Salesforce, Capstone overall operates more cohesively as an organization and better serves their customers.

The Challenge:

  • To serve all sales markets at Capstone with a single, unified CRM platform and obtain highly effective utilization of the system across all sales teams.
  • Gather meaningful prospective client and transactional information for use in accurate and comprehensive measurement of overall Sales productivity.

The Solution:

  • A two-year CRM roadmap to deploy Salesforce for all sales, marketing, and service teams and unify CRM across the organization.
  • A sandbox environment for Capstone to imagine future development needs.

The Result:

  • Implemented Salesforce subscription functionality, allowing for better user experience, more robust reporting, and an increase in the consistency and accuracy of capturing and tracking subscription information of their customers.
  • Automated the annual data collection process for the Capstone service team. Before, this was largely manual, reaching out to individual families and teachers to update their customer records. Salesforce provides automatic notifications to customers and employees to help keep data clean year after year.
  • Implemented forecasting in Salesforce to provide greater insight for the sales team.
Topics: CRM Best Practices Salesforce

Successful Events Using Sonoma Partners Attendee App

Today's blog post was written by Brian Kasic, Principal Consultant at Sonoma Partners.

At Sonoma Partners, we use CRM to optimize our event planning process. These events include mainly networking socials for new or existing clients and recruiting opportunities for the company, but I like to consider them as good old fashion happy hour parties.

In our office, we like to hold them quarterly. It allows us to go through our teams’ contact lists, determine whether we have any new opportunities, and create the human interaction element that is essential to retaining existing business, gaining new opportunities, and/or hiring employees. 

Since we repeat these events, we created a step-by-step process to manage attendee lists and logistics using CRM. This process can be used for training events, conferences, team building activity, or group meetings. Anything where you need to identify a venue and manage a list of attendees.

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At most events, there are always last-minute additions and cancellations to the invite list. Making real-time updates via mobile device is easy when managing the invite list in CRM…but we’ll get to that later.

Both Dynamics 365 and Salesforce allows multiple people to help manage the attendance counts in a collaborative way. Gone are the days when a single point of contact has to manage every RSVP. Instead, you can use a real-time dashboard with up-to-the-minute attendee status where team members can jot down notes about their interactions with them (just check out the Attendee App from Sonoma Partners!). It is extremely helpful and can even be used to look up names at the event to remember details about the person or the opportunity.

Here is our step-by-step “Planning Process” that we integrated into CRM:

  1. Determine the budget
  2. Identify venue options
  3. Save the date
  4. Add to attendees to invite list in a collaborative fashion with everyone pitching in to identify the optimal group
  5. Secure venue
  6. Create venue information such as dates, times, address, attire on team site or web landing page
  7. Set cutoff date for save the date email to attendees for internal team
  8. Draft attendee email communications
  9. Review email communication
  10. Determine if any party gifts will be given
  11. Approve party gifts
  12. Order / coordinate party gifts
  13. Send save the date invite via email
  14. Determine if anyone should not get reminder email
  15. Draft event reminder email
  16. Review event reminder email
  17. Send event reminder email
  18. Ensure all the team members going to the event have installed the Attendee App from Sonoma Partners!
  19. Get name tags to venue
  20. Party!

The real magic happens when you use the Attendee App at events. During our last event, I was introduced to a group of people who had lanyard name tags. As luck would have it, the lanyards were turned backwards, and I could not see their names. I had been introduced to 15 people right before this and could not recall some of their names. But with the Attendee app, I was able to quickly, easily, and subtlety find the person’s name in question making the networking event go off without a hitch.

Interested in learning more about our Attendee App? Please contact us here.

Topics: CRM Best Practices