MAKING IT HAPPEN: SIX KEYS TO SUCCESSFUL CRM IMPLEMENTATION
By Sam Biardo, founder and CEO, Technology Advisors
The number one myth among business leaders new to CRM is that once the software has been installed on their machines, their company will be magically transformed into a blue chip powerhouse. In reality, a significant amount of CRM programs fail – not because of the software, but because leaders fail to effectively implement CRM into the business.
Software is only one aspect of a successful CRM program. To be effective, knowledgeable users must operate it in an environment that has made CRM an integral part of its culture. The odds of CRM success increase dramatically when there is a comprehensive implementation strategy addressing six key areas – embracing change, planning for implementation, resolving current problems, gaining user support, phasing implementation and training end-users.
Embracing Change
Many people loathe change, but CRM inevitably requires change to achieve maximum results. The challenge for management is helping the system's users understand the scope of the changes and embrace them as a means to advance the company's goals.
The change process must begin well in advance of system implementation. Leaders should start by considering how to remold the business itself to leverage the benefits of CRM. Keeping in mind that the first word in CRM is "customer," the most obvious change is the transition toward a more customer-focused approach. This change alone may require a complete overhaul of the company's culture, but it's worth the effort if it helps management and end-users perceive the benefit of CRM before it appears on their computer screens.
Some businesses find it helpful to enlist the services of an outside professional to jumpstart the change process. Outsiders bring the advantage of a fresh perspective, and are often taken more seriously because they speak with an objective voice.
Planning for Implementation
If it's worth doing, it's worth planning. Managers begin an efficient implementation plan by deciding what they hope to accomplish through CRM, including critical program objectives. From there, managers should communicate objectives to others in the business, particularly end-users. If they understand where the implementation process is going, end-users will be more willing to stay onboard throughout the process.
Once leaders have communicated the plan throughout the business, it could be helpful to establish a steering committee to track the implementation process. Comprised of representatives from every department, this team is responsible for solidifying the plan, keeping the process in line with new corporate culture and ensuring CRM's proper implementation. The broad representation of the team creates a convenient avenue for feedback and reinforces the idea that CRM implementation will have a comprehensive impact throughout the business.
Resolving Current Problems
CRM does not provide a solution for current processes that don’t function properly. The implementation process will only highlight dysfunctional areas and make problems worse. If customers currently experience long wait times to speak with a customer service representative, the problem will continue after CRM has been implemented.
Before implementing CRM, it is critical to examine the company's current practices and processes to root out dysfunctional areas that the new technology can't – and won't – fix. This includes purging the company's database of bad data that will only bog down the new system and frustrate end-users.
A company-wide departmental canvas should reveal problem areas that need to be remedied prior to automation. Leaders should advise stakeholders to emphasize flawed practices that could potentially derail the process.
Gaining User Support
You can’t force-feed CRM to end-users. If the people who will use the system on a daily basis don’t see its advantages, no amount of pressure from above will be effective in making the system a success.
The key to gaining user support is to invest end-users in the process. Executive leadership needs to consistently convey excitement and vision, but leaders must generate the same level of enthusiasm in users.
Managers should look for cheerleaders, or project champions who will take the CRM gospel and communicate it throughout the business. Once champions have been identified, they should become involved in every step of the process. They should understand how CRM can benefit the company and feel free to offer feedback about how the system can be improved to fit specific needs of the business.
Phasing Implementation
Support for CRM will wane if the implementation process drags on without noticeable results. An incremental rollout solves this problem by delivering a tangible solution sooner rather than later. A phased implementation also gives users time to adapt to the system's basic functions before they have to deal with more advanced features, which is a big plus if users have trouble seeing the benefits early in the implementation process.
As the phases progress, the system begins to take on greater complexity, including the ability for users to customize features for their specific tasks and functions. However, leaders must carefully plan and execute the rollout process. If later phases require users to redo work they have already done, their commitment to the system will waver.
Training End-Users
The effectiveness of CRM depends on the ability of the people who use it. Unfortunately, many business leaders slash training budgets when project resources are in short supply. A successful launch requires unshakable commitment to training users to adequately navigate the system and integrate it into everyday business practices.
Handing a user a training manual is not enough. Scheduling training days and workshops will yield much better results and create a smoother transition for those who will use CRM on the front lines.
About the Author
Sam Biardo is the founder and CEO of Technology Advisors, Inc. (www.techadv.com), a business solutions consulting company based in Des Plaines, Ill. Biardo helps businesses improve sales, marketing, and customer service performance. Technology Advisors has provided CRM solutions since 1991 through business advisory, implementation, customization, training and support services for the top CRM technology.