Customer relationship management software provides some significant benefits to the businesses that use it. However, that assumes a company has followed the best practices for implementation and has actively engaged staff members during and after that process. Organizations that don't understand the true scope of a CRM installation will end up leaving some of these improvements on the table, whether it's due to a lack of training and education for staff or not developing an optimal configuration for the system itself. Avoiding these issues is certainly possible, but those involved in the selection and implementation of the software have to take an active role.
Assessing internal inefficiencies and needs
Before taking further steps toward selecting a CRM platform or setting a go-live deadline, it makes sense for companies to perform an internal review and determine where their major pain points lie in various sales, marketing and back office processes. While organizations will need to work with a to best understand how to fix these problems, understanding the big issues is a good start and can help direct focus and spend at the beginning of the process. For example, the system and specific configuration recommended to a business with major issues connecting the sales and marketing departments will be significantly different than one where the major problems lie in the back office or in effectively reaching consumers.
Having an idea of what is causing the most trouble provides valuable information as the relationship between the CRM partner and company in question kicks off. The ability to provide some specific details is also a plus. While the partner organization will quite frequently find more and different ways to improve operations through the power of platforms like and , it helps to highlight the biggest issues.
Making sure training is accounted for
Depending on the current state of , a move to a new CRM system may be a major change or a relatively minor switch. Based on experience and comfort levels, the needs related to employee education and engagement can differ to a significant extent. However, no matter how comfortable with the general concept of CRM staff members may be, education has to be a consistent priority. Even in a situation where a business is upgrading to a newer version of the same software, there will still be new features and functionalities for employees to learn about. In situations where CRM is older or even absent, education is even more important.
When CRM systems are implemented, the team leading the effort and the top-level managers involved also have to consider the motivations of staff. Because salespeople are often paid on a partial or total commission basis, it's crucial to highlight how the new software will help employees in that department do their jobs more effectively. When they realize that CRM can cut down on time spent on paperwork and similar tasks, as well as increase organization and offer more opportunities for upselling and cross-selling, it's easier to get the sales staff on board and engaged.
Taking the time needed
Once these and other major issues are addressed, it's important to provide the right time frame for both the technical work of implementation and the education of staff. A rushed schedule might make the go-live date arrive sooner, but it will also negatively impact the overall return on investment. In the long run, it doesn't matter if an implementation lasts a few weeks longer than expected - as long as that time is spent fine-tuning the CRM software and giving staff the training they need.
by The TM Grou[p
CRM can provide some important benefits to the business and those who are really interested or involved in implementation of the software must take an action.