A Customer Relationship Management (CRM) is often implemented to improve productivity, boost sales, streamline operations and save money.
Research, however, shows that over 40% of the CRM projects fail and only 30% - 40% of CRM projects demonstrate full end user adoption.
The primary reasons for the poor adoption rates is to do with a concentration on technology at the expense several key inputs:
We should always remember that CRM adoption is about the people involved not the technology.
But when scoping out and implementing a CRM most businesses generally involve technology people and, only then, senior management. As part of this process, technology people generally scope requirements of the business and management (Reporting requirements, etc), acquire and implement the necessary technology platforms and then upload the necessary company information to "kick start" the CRM implementation.
Rarely are the everyday users of the platforms (the sales people) intricately involved in the pre-implementation process. And if they are it tends to be around mapping processes, this tends not to be a strength of sales people. Their job is to apply the processe, not to design them.
As a result:
Ultimately, CRM adoption is a team effort that, from inception, requires inclusion and participation of all parts of the business. The project will require a set of common goals and an implementation strategy, support from senior and middle management and a clearly articulated (and demonstrable) ROI to all stakeholders. This should then be supported by thorough and regular training.Tips from John Buchanan, Beyond 19, Coaching Practicing Lead:
|Tags: CRM High Performance Sales Sales Behaviors Initiatives Sales Growth Cadence Mindset Sales Leadership|
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|Posted in: High Performance Sales Sales Behaviors Sales Relevance Sales Growth||0 Comments|
|Posted in: CRM Sales Behaviors Sales Relevance Sales Growth Sales Leadership||0 Comments|