| It is widely accepted among businesses that for a | | | | demonstrating that management is walking the talk |
| CRM initiative to be a success, it must have the right | | | | and opening the way for CRM participation |
| mix of people, process and technology. Yet, many | | | | throughout the organization. |
| organizations are unknowingly setting themselves up | | | | There also needs to be a governance structure in |
| for failure by not committing sufficient time and | | | | place which is overseen by the executive sponsor, |
| resources towards the people-side of the CRM | | | | the CRM project team leader and the various |
| equation, compared with investments in process and | | | | department representatives and subject-matter |
| technology. | | | | experts which make up the project team. Meetings |
| It has been suggested that people can account for | | | | should take place regularly (at least every quarter) |
| up to half of what is takes for a particular CRM | | | | and cover all parts of the CRM equation (people, |
| initiative to succeed. Overlooking the importance of | | | | process and technology). CRM initiatives need to be |
| people can result in problematic (and sometimes | | | | reviewed and evaluated on a regular basis, and |
| traumatic) implementation, performance which | | | | necessary changes made to whatever is not working. |
| severely falls short of expectations and eventually, | | | | End-users including customers and sales |
| systemic failure. | | | | representatives should also be properly trained on |
| For example, the failure to adequately train staff and | | | | how to fully utilise CRM tools and processes. In fact, |
| customers/client on how to use CRM software can | | | | this should be a top priority and should be an |
| result in poor user-adoption rates, severely | | | | on-going procedure and part of the organization's |
| handicapping any positive returns. Likewise, failing to | | | | spectrum of training. Successful training also depends |
| secure support from the top of the corporate chain | | | | on informal learning opportunities such as one-on-one |
| of command and feedback from the sales | | | | coaching situations between managers or more |
| representatives charged with using the system can | | | | experienced employees and less experienced |
| also spell disaster for CRM in organizations. | | | | employees However, it should also be remembered |
| Organizations wanting to implement CRM must not | | | | that not all CRM tools and processes are |
| just say the right things, but must also be seen to be | | | | user-friendly. It is important that tools and processes |
| doing the right things. Employees take their lead from | | | | should be designed and redesigned to be as easy and |
| their supervisors and managers. If management is not | | | | convenient to use as possible. |
| utilizing CRM fully nor putting processes and reward | | | | It is crucial that CRM should be seen as a permanent |
| systems in place which take advantage of CRM, | | | | part of the organization's systems and processes. |
| chances are user-adoption will never reach desired | | | | Thus, incentives which reward users for taking |
| levels. | | | | advantage of it should also be implemented as it will |
| By not addressing the issues on the people-side of | | | | help to secure long-term adoption. |
| the CRM equation, organizations may be | | | | Finally but not least, communicate, communicate and |
| unintentionally sabotaging their potential for CRM | | | | communicate. Make full use of information channels in |
| success. However, the good news is that there are | | | | the organization such as announcements or internal |
| ways to identify and take action on these issues | | | | newsletters to relay important information about |
| before they develop into the straw which breaks the | | | | CRM activities, recognise successful CRM efforts and |
| camel's back. | | | | to celebrate CRM successes. It will help to keep |
| First and foremost is to make sure that management | | | | people in the loop about CRM initiatives as well as to |
| will support and sponsor the intended CRM initiative. | | | | help them to feel part of the process and to take |
| The higher up the chain command the executive | | | | ownership in the overall success of the |
| sponsor is, the better. The individual or individuals | | | | implementation. |
| concerned have the important task of openly | | | | |