Differences between CRM implementation and CRM adoption (Part 2)

My second example goes like this: I meet with the Director of Sales for one of the companies that have implemented a project aimed at improving the productivity of the sales force. One aspect that is discovered is that users of a group of sales (institutional sales) do not make frequent use of the tools supplied. Another group of sales (sales to retail customers) make excellent use of the tools and the management of this area has all the information up to date commercial, managerial and business productivity.

In this same organization, the customer service area, which through a call center, maintains contact with customers, indicates that customer information is outdated institutional segment and commercial force not help with the updating of this information.

Well, here are two simple examples of situations that are evident when analyzing the process of adoption of the elements in a CRM initiative. In most cases, these problems do not stem from poor implementation of the software tool, but rather to shortcomings in the other three pillars of a CRM initiative. These are: Business Process, Organizational Culture and Quality of Data.

CRM is not just technology. It’s not just buying software, install it and expect him to do magic. Very few times in which there is a problem making the tool resulting from technical problems in software or hardware. However it is important in the implementation process to pay particular attention to the ergonomics of the system. This means, especially, ease of use of tools. End users reject the use of complicated tools and engineers sometimes we are much given to “assume” that the end user can master the information technologies without problem.

Eye, is necessary to validate the usability and the comments made by users on the ergonomics of the system. A salesperson should be dealing with a client listening to their concerns and selling, must have a user-friendly tool and understanding. Similarly, a call center agent must have an easy to navigate, fast and complete, otherwise it will have serious problems when interacting with a customer on the phone. But as I said earlier, this is the minimum of cases submitted. The most complex cases are rooted in poor planning of the project. Not enough emphasis is placed on the three pillars mentioned above. It is necessary to study the business processes that are impacted by the CRM initiative. Make a detailed analysis of the interaction points with customers to redesign processes that merit it.

Each of the activities within each business process is usually executed by people and these people make use of technological tools to develop their work at that point of interaction. Therefore it is necessary to do detailed work with people. This involves analysis of attitudes and skills in each of the points of customer interaction in business processes. Does the person with the right attitude to develop their role and fulfill its objectives? Is the person trained to perform their duties properly in this business process? Most failures in a CRM initiative reflect the human factor, not the technology factor.