Get the Right People Behind You in Your CRM Assessment

The sad fact of CRM failureGet the Right People Behind You in Your CRM AssessmentBy getting the right people on board from the start, you can make sure your CRM implementation isn't one of the 70% that fail.

The sad fact of CRM failure

Depending on the research

you read, you’ll come up with different

statistics as to how often CRM implementation

failure happens.


Depending on the research

you read, you’ll come up with different

statistics as to how often CRM implementation

failure happens.

But all the studies

show that an alarming

number of CRM projects fail:


A Butler Group report found that 70% of CRM implementations fail.

70%


A Butler Group report found that 70% of CRM implementations fail.

70% 55%

A Gartner study found that approximately

55% of all CRM projects failed to meet software customers’

expectations.

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In a Bain & Company survey of 451 senior executives,

CRM ranked in the bottom three categories of 25

popular tools evaluated for customer satisfaction.

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While there are a multitude of reasons

cited for failure of these projects, user acceptance is one

of the most critical factors.


Why CRM projects don‘t work

Lack of training and support before and after implementation. Sometimes this is not because users don’t receive training, but because it is not given in a way that resonates with them.

The reasons for project failure are often the same across different organisations:




Incorrect, incomplete or bogus data. Marketing cannot run successful campaigns if customer and prospect information is inaccurate.




Incorrect, incomplete or bogus data. Marketing cannot run successful campaigns if customer and prospect information is inaccurate.

You chose the wrong system for your company, as you didn’t get the right people involved at the right stage of the assessment.

Making CRM a success, or not

Too often, CRM projects fail as the solution isn’t the right one for the people who

use it most often.


Got it right - had a CRM project manager in place from the start who created a team from the people who would benefit the most from the new solution.

This article from CRM Magazine tells of two companies which got it right and got it wrong:

http://www.destinationcrm.com/Articles/Columns-Departments/Customer-Experience/A-Tale-of-Two-Companies-79224.aspx



Got it right - had a CRM project manager in place from the start who created a team from the people who would benefit the most from the new solution.

Got it wrong - had the CIO solely in charge of assessment and purchase decision then rolled it out to the people who would use it.

This article from CRM Magazine tells of two companies which got it right and got it wrong:



Who should be in your team? Typically, a CRM

project team should include:

Getting the right team in place


Project sponsor


Project sponsorSenior stakeholders



Supplier sponsor



Supplier sponsorProject manager



Supplier sponsorProject managerBusiness analyst


Technical team leaders and members




Technical team leaders and membersCommunications manager




Technical team leaders and membersCommunications managerTraining manager




Technical team leaders and membersCommunications managerTraining manager User champions




How often should they meet? Well, there’s no hard and fast rule, but the project manager should have a defined timetable with milestones and goals in place that will influence this decision. At a minimum, though, the team should probably meet a couple of times a month.


How often should they meet? Well, there’s no hard and fast rule, but the project manager should have a defined timetable with milestones and goals in place that will influence this decision. At a minimum, though, the team should probably meet a couple of times a month.

What should be on the agenda? Progress, timescales, goals, objectives, issues, resolutions and communications.

How should the team share this information with others in the business to increase adoption at

launch?



launch?


Your project plan should include a

communications element that covers pre-, at- and

post-launch communications to share information and get

company-wide buy-in.


launch?






These communications

can include e-shots, posters, newsletters and information days.


launch?






These communications

can include e-shots, posters, newsletters and information days.

User champions are also key in evangelising the

solution within their teams in the run-up

to launch.

By ensuring you have an assessment team in place at the start, you maximise the chances of your CRM project’s

success. Follow these 15 actions as well to achieve

better CRM adoption and engagement, which

include:

Ensuring ongoing CRM success

http://www.customerthink.com/blog/15_actions_to_achieve_better_crm_user_engagement_and_adoption





Building a case for change.



Communicating progress.




Supporting managers who are leading the change.





Providing educational resources.





Providing educational resources.

Rewarding adopters.

For more tips on getting CRM projects right, read our free eGuide:

IT Director’s guide: using technology to unite the business.

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Get the Right People Behind You in Your CRM Assessment

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