Before getting into the challenges of a CRM, let’s ask the question: what do you expect a CRM to help you change in your business?
If you feel your business is fine as it is, great, then you probably would enjoy long holidays in the Caribbean and do not bother to look for a CRM. If you think your business is struggling and bankruptcy is a possible option, then you wouldn’t just rely on a CRM to save it. So probably, your business is going well, but could go better or you are just not satisfied with its growth and you are going to invest to boost it.
Probably you already know that CRM can be a bit more complex than what they sell, so you better be prepared to face the challenge of implementing a sales process management system at its full capacity, but also its complexity. Here’s some help:
First Point: Make Sure You Choose a CRM that Works For You.
Vendors are competing to make you believe that their CRM is simple, the simplest, the most simplest ever… You just subscribe and go. This is only partly true. Let’s say that each solution is different and everything depends on what you plan to achieve.
Small businesses rarely can benefit from systems used by huge banks for instance. To find out the right balance for each business, one way is to start with the business model.
B2B or B2C are two different approaches on markets that require different processes and, definitely, different tools. Budget and timing are also important, you can have limited running cost (subscription) using a platform.
Low Coding DB for instance like Ninox, but you have to consider long and more expensive design and implementation stages. Or you can use a prebuilt framework like Pipedrive, accepting a higher recurring cost, but a much faster implementation stage. The former has more flexibility and the latter has an environment developed for B2B and a certain degree of flexibility.
If you instead have a B2C business model then Hubspot or Getresponse might be the right options for you. It depends how familiar you are with digital tools. But really each business, each company can require a different solution, that’s why we help teams in getting through the complexity of choosing.
To sum it up – How to Choose a CRM:
● Type of business
● Value per transaction
● Frequency of sales
● Complexity of the Sales process
● Dimension of the sales team
● Future developments
Second: plan the adoption as an agile project
Be aware that implementing a software solution is always tricky, if you are familiar with IT logic and tools you already know it. But if you are not so accustomed or you are simply too busy running your business, you are better off outsourcing the core tasks of the project and nominating a Project Manager to run it.
Designing the outcome for your organisation is the very first task: what you want to see when the CRM will be up and running? What impact do you expect from the CRM adoption on team effectiveness? Be sure your Project Manager is capable with Agile, then you can start writing down your requirements.
Agile is important because you will see how many times requirements will change or new features will be added, be able to proceed per sprints, on an incremental basis, check and enhance the outcome several times before the project will end.
Is not so straightforward to recognise implementation problems, especially when they are related to data architecture. How many fields, what data, which tables; you can only answer those questions having in mind the information you want the CRM provides you. It means the perfect match between implementation and design is paramount for the effectiveness of the CRM when in use.
Lack Of Adoption
Avoiding silos but instead connect data on different purposes in order to boost adoption from any company’s stakeholder, create routine and assessment over processes based on the CRM data, check what people do with the CRM and what can be done to make people even more productive by using the CRM instead of something else. The more a solution becomes the standard in use, the more it will be shaped better and get more efficient for the processes management.