In many situations the goals defined for a CRM introduction are too ambitious, resulting in far too big
solutions that are not used later. During implementation large budgets are wasted implementing these
goals.
CRM systems should therefore start as small as possible and grow organically later. Through early
adoption of the system necessary experience is gathered that can be used later on to take on the next
steps. Rome wasn't built in a day either.
A CRM system often entails increased transparency and control for the management. Many users - if not
included early in the introduction process – perceive a CRM as a surveillance system and resulting in a
dramatically decreasing acceptance. This leads to incomplete data or worse: wrong data.
To accommodate this situation end-users working with the system on a day-by-day basis should always
be in the focus during a CRM introduction. A CRM must provide the user with all means necessary to fulfil
his/her daily work. End-users should therefore be involved from the beginning to ensure they understand
how the system will help them do their work.
CRM systems are often introduced under the assumption they will increase efficiency and productivity.
However people regularly overlook that a CRM is only as good as the processes linked to it.
Essentially organizations and their business processes have to be established first. A CRM is only a tool to
implement these flows – it’s not a solution for a lack of organizational structure. Processes and workflows
should be analyzed holistically to allow Marketing, Sales and Service to work hand-in-hand.
In many CRM environments companies collect every piece of information about its customers it can find.
The resulting data overflow prevents users from finding and leveraging the information necessary to work
with the system efficiently.
Information gathering should therefore be clearly defined and answer a specific purpose. Not every piece
of information that can be collected is worth being collected.
Regularly information gets lost between different systems or is not even be exchanged with other systems
in the beginning. This results in an unnecessary complication of a sales rep’s daily work because relevant
information is not available or accessible.
A CRM should not be a single, monolithic system. It should be understood that a CRM is usually only one
system in an environment of many. Through direct integration with other systems, business processes
from quotes to order to delivery can be accelerated and errors reduced.
© 2014 – Apracor GmbH
Media discontinuity massively reduces sales efficiency and is one of the most common reasons for
erroneous or missing information in a CRM. If all opportunities are stored in a CRM, but quotes are written
manually in Word, information is predestinated to get lost during manual data entry.
A CRM should be the only system where information about customer interaction is entered. This results
in having only one system to query data from.
A big focus is placed on office workstations when introducing a CRM system while neglecting mobile sales
users. If a user interface is optimized for a notebook’s screen, it is usually not usable (or at least very
uncomfortable to use) from a mobile device. This leads to user frustration and reduces user acceptance
of the system.
A modern CRM has to ensure that all users can do their work properly – no matter where they are located.
It has to be arranged for universal access to the system, no matter if a user works with a smartphone,
tablet, notebook or desktop system.
The simple configuration and introduction of modern CRM systems is good on the one hand but more
than often leads to situations where each region or event department setup their own system. Through
such uncontrolled growth company knowledge and data is distributed of the most different environments
and therefore not accessible to all employees.
One single, well planned system for the entire company concentrates data and allows for the necessary
transparency to come to a well-founded business decision.
Modern CRM systems are seemingly simple and self-explanatory and tempt companies to do a CRM
introduction by themselves. This commonly results in late launch dates, overspending and unintuitive user
guidance.
It is best to start with an experienced partner right from the start. The partner should not only have an
excellent understanding of the system to introduce but also experience in consulting sales departments.
This regularly produces valuable perspectives from outside the corporate vantage point and helps to
implement company processes in an optimal way.
If success of using a CRM system is not defined, it cannot be measured. Therefore statements about sales
efficiency and sales productivity cannot be made reliably.
In preparation of introducing a CRM it should be evaluated and decided why a new system should be
introduced and how data is used. Only by clearly defining success factors it is possible to say whether or
not a sales strategy is successful.
Levin Beicht is CEO of Apracor GmbH, a provider for process management
solutions for salesforce.com and has long-standing experience in CRM
consulting. You can reach him by email via info@apracor.com.
© 2014 – Apracor GmbH
www.apracor.com