It’s clear to me that there is an ever increasing disconnect between what the acronym CRM has come to mean and the very thing it is trying to address. I think we have to get back to basics, Customer Relationship Management is about what we do as salespeople every day – we see clients, we sell products, we write monthly reports and we convert prospects. These are our daily activities, they define our job.
CRM is supposed to help us to do these things more efficiently. In fact there are a whole host of other things which it can help all of us to do.
Let’s have a quick look at some history. Software systems or personal organisers as they were known then were introduced in the early 90’s. I was delighted because, let’s face it, we needed as much help as we could possibly get – and still do!
So such names as ACT, Maximiser and Psion came into our horizon, the first two still being heavily used today. In the mid to late 90’s, the term CRM came into being when systems such as Siebel, Peoplesoft and Vantive became more enterprise wide, linking sales teams together and expanding to marketing, customer support, help desks and other important customer facing departments. The concept being to bring all client information, contacts and activity together into one single place for everyone to view, report on and action. This has continued into the 20s with Salesforce and Microsoft and myriads of other smaller companies providing ever increasing functionality and technology changes such as Cloud and Mobile working.
As things become more complex, and technological, inevitably CRM seems to have become more system oriented, with less emphasis on the customer relationship management piece. This is where the disconnect has occurred. While CRM needs (lots of) technology and by inference, technologists, we must not lose sight of the project objectives, so system design, roll out, training and allocation of responsibilities are just a few of the important items which must remain with the remit of the business.
Let’s consider the following three points which can bring your CRM programme back on track
Keep it Simple Stupid
As said above, while CRM projects are technical and are complicated this doesn’t mean that the end result can’t be simple. The challenge for the project team is to provide the diversity and range of functionality needed to satisfy all the different interests while making it easy to use.
The 3 click rule is a good one. In design and process development, think about how to do any task in a maximum of three clicks. For example, creating a contact or adding an opportunity. Clearly this is not always possible but by having this rule of thumb in mind it enables the team to view the operation from a business not technical viewpoint.
The average salesman thinks of CRM as a tool to help them. They are not interested in the detail, they are busy with many other things and when they come to use it, it has to be intuitive and simple.
Gather detailed user Requirements
I have heard lots of reasons why software systems get chosen – for example, the boss has used it before, a subsidiary company has some spare licences, it’s cheap.
The correct way to select is to carry out a thorough review. To agree the programme objectives, to determine the complete range of activites which will be included in scope and then to drill down into the data and process details.
Speak to representatives from different functions to ensure that all current and future needs are catered for. Ensure that the technical team are involved with everything along the way as their input throughout is essential. In addition it is important to define all reporting as well as administrative requirements.
Use the business objectives to set project success goals upfront. For example, if reducing the average sales cycle, from 6 to 5½ months, is a goal, agree this at the start and put in simple ways of ensuring that this can measured as the project is rolled out.
Find a solution that is fit for purpose
Getting the right system is important, but CRM is about people and process not just about software.
The most efficient and simplest system will fail without clarity and a real understanding by the users of their data and process responsibilities. Also they need to know the benefits which they will get from using it.
Getting agreement on the data nuggets is key, i.e. those essential bits of information which must be entered. For example, to reduce the sales cycle requires clarity around the sales cycle stages, the definition for when opportunities can be moved from stage to stage. In some cases just percentages are used and sales are given the freedom to add the value that they deem fit. This is ludicrous and adds no value to the process.
Get end users from all levels in the company to test the complete ‘soup to nuts’ solution thoroughly, kick the software and process tyres and make sure that it meets the business needs and is signed off by them.
Let’s bring the Customer back into CRM and make it the driving force of business operations, instead of sitting in a corner gathering dust!
Article kindly provided by guest author Mike Driver for our December 2012 newsletter.