When I started writing this page, and before consulting with both Hans & Andrew, my thoughts went more towards a guide on how to execute a proof-of-concept while in the process of evaluating HubSpot. But both Hans and Andrew separate from each other told me; a proof-of-concept is not the way to go. Why not? Well, simply because there is a better and faster way to evaluate if HubSpot is the right solution for you. How exactly, that is what we’ll explain on this page.
For who is this page?
Please note, on this page, we will mostly be focusing on a bit more complex organizations: A multi-team migration to HubSpot in organizations of 200+ employees. If you are evaluating for a smaller organization or for a single team, this will still be a very helpful resource for you. You can still follow the same framework, but you’ll have to adapt the steps to your own situation.
Step 1: Map Stakeholders & Gather a team
So you are evaluating HubSpot. Will you be making that decision by yourself? Most likely there will be others involved in the decision as well. Make sure you identify and map the stakeholder. Use this worksheet to fill answers to the following questions:
- What department should have representation?
- Specifically which individuals or roles should be involved?
- What will their level of involvement be?
- What’s their stake in this project?
Now that you have your stakeholders mapped out, and know their stakes in the project it is good to find the consensus in their stakes. It is a lot stronger if you can communicate to the stakeholders from one single goal shared by all (i.e. we want to do this because we are looking for a solution that can enable our teams to attain our growth ambitions).
Find your HubSpot sidekicks
Find your sidekicks in this project. In this process of evaluating HubSpot, I would highly recommend you work tightly together with at least one other person.
Make sure there is one person who knows your organization inside out and also has the internal support to lead this project. If seen many different job titles in this role: a marketing manager, CIO, information manager or even Product Owner. The most important characteristics are that they are organizational sensitive, great communicators and tech-savvy.
The second person should be someone that really knows HubSpot inside out. This doesn’t have to be someone inside your organization but could be a (technical) sales rep from HubSpot, a specialist from a HubSpot agency or some other external HubSpot expert (like us 😉).
Step 2: Map the current & desired processes
It is crucial that you understand the processes of the organization. The best way to get a good insight into these processes is to do some actual qualitative research. Don’t ask the sales plan, don’t ask for the documents and playbooks the sales reps are using. Ask the sales reps, ask the customer service agents and ask the marketeers. What does your day look like? What do you produce? What do you communicate?
Document this. The interviews will give you a very good insight into the current state of the situation and you certainly will discover the problems these employees are facing on a daily basis. Use this information to fill in the AS – IS and TO BE of this worksheet. Do this for all the core teams that you are evaluating HubSpot for.
Blind spots and the bigger picture
There are some things that you might not hear during the interviews: the blind spots. For example, a sales rep might not think about the six seconds he loses on a day by scrolling down at the bottom of the screen to find a button. But let’s do some calculations; six seconds a day for a team of eight sales reps accumulates to 160 hours (6 seconds x 8 reps x 225 working days). 160 hours lost is one full month per year of a sales rep! Something as minor as the place of a button in the User Interface might actually be a huge win for your company.
Once you have the AS – IS, TO BE and an indication of the total man-hours saved all filled out, make sure you communicate this back to the stakeholders and the head of the departments.
Step 3: Identify critical processes
Now that you have identified the processes and have found the desired situation it is time to look at some limitations you might have. Ask each of the department heads for the critical processes or the critical steps in the processes. Make sure you also ask them about why this is a critical process step: what is the impact of a potential misstep? Is it limited to one customer giving an NPS of 6 instead of 7, or are we talking about 10000’s of website visitor unable to use the best feature of your website?
Workarounds in HubSpot
For this next part, it is crucial that you work with someone that really knows HubSpot inside and out, knows all the limitations and possibilities of the systems, and is creative enough to find the possibly needed workarounds and hacks. Work together to show the heads of the departments how these processes would be solved for in HubSpot.
What is critical?
If there is a ‘critical’ part that might not be very easily be solved for in HubSpot, make sure you create an option that is close to the process and go back to the head of the department. Tell them: “This is the way we can solve this in HubSpot, is it acceptable for you?” The head of the department should be the one giving the ‘go’ or ‘no go’ for the proposed solution. Of course, they should be making this decision in light of the bigger picture and the benefits described in the former step.
Step 4: Set your goals for your HubSpot pilot
In step 2 we looked at the goals of HubSpot as a total solution. In this step, we are setting the goals for your employees and team members actually using HubSpot. All these set goals should be attained during the pilot period: a four to twelve week period in which you will have some people actually working in HubSpot.
So, what kind of goals are you looking for? We have some suggestions right here. Pick three to five of the goals you want to reach during your pilot period.
Of course, you can create your own goals. But make sure you actually use goals that evaluate the tool, not the performance of your teams. For example, a goal like ‘increase website conversion with 5%’, doesn’t evaluate HubSpot but the actions of your marketing team during the pilot period.
Example Goals for a HubSpot Sales Hub Pilot
Goal: Our sales team can easily log in to a CRM, view leads, manage their follow-up with the leads, track their activities and work on business opportunities
Measures of success:
- A clear view of Leads showing last activity date
- Created reports that show MQLs created and Deals create
- Increased capture of prospect & customer interaction
- Reports showing Tasks created, completed and outstanding
- View of Deals created
Goal: Management can easily track the sales activities of all reps from 1 CRM. Activities include: calls logged, emails sent, meetings booked, meetings held, deals worked.
Measures of success:
- View a clear list of all open deals showing relevant key details
- Easily see the ownership of each Deal and the internal owners of a Deal
- Able to view Deals by different deal type or categories
- Able to alternate between different Deal Pipelines
Example Goals for a HubSpot Service Hub Pilot
Goal: We give the support management team proper visibility into how tickets are being handled, how many tickets each agent is working on, where tickets are not being responded to within an SLA.
Measures of success:
- Clear Service Dashboard showing all agent productivity.
- Clear visibility of team performance against goals/SLA
- Clear visibility on where team bandwidth is stretched
- Email notifications being triggered when a ticket has not been progressed as per agreed goals.
Goal: We can easily set up an automatic system designed to gauge the satisfaction of customers with our support service using a survey that is automatically triggered and sent by email. We can report the volume of surveys sent, opened, completed, etc. We can automatically trigger actions to be taken based on the responses to certain questions.
Measures of success:
- Customers receive a feedback survey when we close a ticket.
- We have clear visibility on positive/negative feedback and how it changes over time
- Feedback (positive/negative) gets into the hands of the right people to take action on that feedback
Example Goals for a HubSpot Marketing Hub Pilot
Goal: Our marketing team is able to easily integrate other tools into their HubSpot portal to improve their work efficiency and insights.
Measures of success:
- Integrations for some of our used tools are set up (i.e. Google Search Console and GoToWebinar)
- We are able to access data from other tools within HubSpot
- We are able to access data from HubSpot in other tools
Goal: We can easily create segments in our contact database and are able to send out targeted, and personalized, emails to our leads.
Measures of success:
- Contacts have been imported into HubSpot
- Smart lists are created based on (a combination of) contact properties
Step 5: Run your HubSpot pilot
Now that you have clear goals for what you want to accomplish during your pilot period, it is time to get started. Start a HubSpot trial or subscription. Involve the needed users and stakeholder. Built the needed assets in HubSpot and let your selected users play with the tools.
Ask them for feedback, new ideas and what potential wins they see. Document this. Make sure to clearly communicate the wins to the stakeholders. Also, the wins that might not yet be so visible during this pilot period. For example, the synergy from everyone working in the same system; seeing the same data and history.
Make your decision
You now have all the information needed to make a decision. You have a very good understanding of the improvements that HubSpot will bring to your organization. Now it is time to evaluate if these improvements are worth the investment.
Good luck & have fun!
PS: When you have done your pilot and you’ve discovered improvements for the process written here, please let me know. Let’s make the best resource for anyone evaluating HubSpot.