Most workers value tools provided by their organization that help them do their jobs better. Some covet a platform that will reduce their time spent on cumbersome, manual-intensive activities, keep them more organized, and make it easier to find data. Others desire a tool that allows them to spend more time with clients and prospects. For instance, if employees are convinced that a new CRM system can help them be more effective in their respective roles and enhance their efficiency, they will be more motivated and inclined to learn and incorporate it into their daily routine. However, if employees feel that the new CRM system will not increase their overall productivity, they will demonstrate a resistance to change and be reluctant to learn the new platform. New technology tools that come with steep learning curves and actually add extra time-consuming steps to already existing arduous tasks will certainly not be embraced by employees. Similarly, users will not be fond of a new CRM system that takes an extraordinarily long time to implement and that does not even provide the core functionality improvements requested and absolutely needed by the user base. As new users become frustrated and confused by the new system, they will spend more time complaining at the water cooler rather than working on mission critical tasks. The users’ growing disdain and lack of commitment to adopting the new CRM system can unfortunately become an enormous roadblock for a successful CRM implementation. Without employee buy-in, the gains achieved through the CRM implementation will be quite minimal and few and far between. The buy-in must come from all levels of the company, from upper management to power users to less frequent users of CRM.
After selecting a CRM solution, executive management must ignite a sense of excitement as the implementation project commences. In order to execute a smooth transition to the new CRM system, upper management must also demonstrate a steadfast commitment to completing the implementation on time, exude a passion for learning and mastering the system, and actually use it every day themselves. Management must not only be positive, supportive, and passionate about the CRM system, but also communicate early and often with the user base and explain why exactly the firm is embarking upon this CRM initiative. By clearly articulating the benefits of the CRM system and how it will help the firm and specific departments meet strategic
If you are currently evaluating CRM systems and are clamoring for ways to help employees automate their marketing, sales, and service activities, then you should consider investing in Microsoft Dynamics CRM 2011. The familiar, intuitive Microsoft Office interface and tight integration with Outlook in CRM 2011 provides a better, personalized user experience, which will drive
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