How a connected tech stack enables Dopper to work towards crystal clear waters everywhere

If someone asks "what's Dopper?" please, PLEASE, don't say "that's a water bottle company".

Dopper is on a mission to empower people to choose reusable over single-use water bottles to protect our world's water sources. Each bottle sold reduces plastic pollution and brings clean drinking water to the places people need it most. That's what makes owning a Dopper a sustainable statement: it's a bottle on a mission. 

But that's not all...

Dopper raises awareness with international campaigns. To help people see the need for change. And one by one, they're creating a movement of change makers. Next to that, they offer educational programmes and fund research. Because they believe that, the more you know about a problem, the closer you are to solving it.

Dopper is using business as a force for good, balancing purpose and profit. And to spread the message that Dopper is standing up to plastic pollution - and empower other to do the same - Dopper aims to create a community of Wavemakers working towards crystal clear waters everywhere. 

But of course, it’s hard for people to join a mission if they don’t know it exists...

Dopper found out that people who owned a bottle where not always aware of the mission behind the Dopper bottle - especially if the Dopper was sold through their B2B channel. To carry out their mission properly & empower people to choose reusable over single-use bottles to protect our world's water sources, Dopper realized it became critical to better connect with their customers online - especailly after a Dopper was being sold via an intermediary. 

Dopper realized they needed to talk to the right people at the right moment in the right way to support their mission. But their customer facing teams all operated separately from one another. They worked with different processes and systems (because of their three target groups). And they were missing critical customer information in the customer journey because of it. Making it hard to connect with customers online to spread their mission. 

Investing in digital transformation & their HubSpot CRM implementation became critical to making this connection happen. 

Why? Because their current customer data was disconnected - resulting in a disconnection with customers

• Dopper's IT infrastructure had evolved over the last couple of years. Tooling had been added based on needs at specific moments
• They had multiple CRM data sets in three different systems - and there was no single view of the customer
• The database was hard to maintain and the team could not trust the accuracy of the data - making it difficult to talk to the right people at the right moment in the right way.

Being better connected to their online customer meant moving to a digital first organization. Digital first at Dopper meant automating when it was more effective, making sure everybody at Dopper is able to work in an optimal situation to reach their mission. 

To support Doppers digital transformation they needed to build the right IT infrastructure. Supporting three different customer journeys in three different target groups: retail, B2B-companies and consumers.

To help Dopper's business transformation we started with the business first and the technology second. Making sure the technology is an enabler of the business and business processes.

Our Proven CRM Consultancy Process:

Awareness: First Dopper defined their business objectives and strategy, ensuring broad organizational alignment on digital transformation; for Dopper that meant connecting their systems, connecting with their teams and customers. 

Secondly, C-level assessed the organization's digital business maturity and readiness for change, and required critical capabilities and competencies for this change.

This resulted in a need to restructure both the business processes and their IT landscape.

Desire: To motivate the desire of change we've involved all stakeholders in identifying, creating and building out the new business and technical models that would support their transformation vision. This included the strategic roadmap, a CRM process design & data discovery. 

By creating a detailed roadmap on bringing the organization forward and ensuring full alignment to the plan we have been able to motivate the desire for change within Dopper.

Knowledge: From there we drove user adoption by identifying and involving champions in defining acceptance criteria that would make the change a success for them. 

We've used the "Train the Trainer" principal to make sure adoption was scalable within the different teams at Dopper.

Ability: As adoption is an ongoing process teams are still getting used to the change. To improve/ensure adoption we use "User Adoption Monitoring" in HubSpot to identify needed support and training. 

Reinforcement: We've built Dashboards in HubSpot to measure results and KPIs and evaluate the impact that the digital business transformation strategy has on Dopper's organization and customer. 

Strategic Roadmap with Phased Roll-out

To help Dopper's business transformation with HubSpot as main CRM we took the customer journey of the three different target groups and desired IT landscape as a starting point. This to make sure there was a common understanding - between the different teams -  of the role of HubSpot within their tech stack and what processes were to be managed there. 

By doing this we were able to find out which licenses support which functionality and which process, and most importantly: develop a strategic roadmap to determine the main approach to best support their business objectives.

The main approach to the project was a phased implementation this to: 

• Create business impact within 90 days (immediate HubSpot value)
• Quick Onboarding on HubSpot Hubs
• Start User Adoption ASAP
• Less risk due to complexity of integration.

CRM Process Blueprint

With alignment between Dopper and Webs on what the implementation of HubSpot looks like high-level, we moved on to a more tactical level to define a CRM blueprint of the process implementation of HubSpot. 

Here we tackled the following points:

• Make sure it's clear what lifecycle stages each contact or business relation of Dopper was in - keeping the three different target groups in mind
• It's clear what responsibility marketing and sales have in that lifecycle in order to create better alignement and scalable results
• Define process tasks so we know where we could later on optimize and automate to increase efficiency.

Data Discovery

We followed up with a Data Discovery - combing the CRM process design and all customer data across the IT landscape, including the three systems to be integrated with HubSpot (that the different target groups worked with) to come up with a final data model of how the systems should work together.

From 3 to 1 integration

By following this process and mapping all data we found out that Dopper didn't need three integrations, but that one integration would suffice. 

It was only necessary to build an integration between HubSpot and Netsuite to ensure a 360-degree customer view. 

Implementation

We started with onboarding marketing onto HubSpot and train them first, so Dopper achieved quick time-to-value (within 90 days).

In the second phase we aligned the CRM implementation for sales with centralized all CRM data.

Business impact:

• With HubSpot being implemented Dopper's marketing department now has the tools to build a clear customer journey of all three target groups to deliver personalized content and support their mission
• Sales and marketing can now leverage connected customer data to create a better connection with their customer 
• Dopper standardized their marketing and sales processes to ensure full alignment between their customer facing teams
• They started to adopt a more data-driven mindset (digital transformation) in marketing and sales
• Dopper now has quick access to reporting insights to better predict future investments.