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. 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 were using a kanban board structure for the nurture workflow, and had to work out where all the people were in the process. 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. The system we chose did not have full automation so we had a bit of manual intervention to trigger elements. 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. We had a lot of data upfront to sift through, and the process was very dependent on the owner. It was a very personalised CRM that wants the user to get to know the contacts in it, and that definitely suits the client. We built a process map and came up with a workflow for each segment. 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 then came up with a plan for exploring each of their journeys through the programme. We divided up the networking into multiple segments. 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. The priority were people who were paying to be a part of the network. 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. We analysed where information was coming in and what data was being collected. 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. Many times when Blue Ninja liaises with people who do a lot of their business processes manually, it is a fear of the unknown. One of the obstacles at the beginning was being able to have the confidence to move from a Google sheet structure to a system. 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. Blue Ninja was approached to assist a networking group to shift from a manual structure to an online, systematic structure.
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