| any, the CRM task is considered a daunting chore | | | | overwhelming the sales force. Begin by entering sales |
| and an unconvincing method for preserving a | | | | contacts. Once they are familiar with this part of the |
| functional system. However, persuaded or not, it is a | | | | software, start tracking sales with the new system. |
| proven fact that if assimilated to your daily routine, | | | | Continue the process by having them use the |
| both of these will enhance system productivity. | | | | software to generating reports. Do this until they |
| Businesses are constantly facing the challenge of | | | | have gradually begun using every function of the |
| convincing sales teams to adopt CRM as the daily | | | | new solution in their daily routine |
| vitamin in their sales routine. The sales force needs to | | | | 4. Work the way they work: Most sales people use |
| realize that CRM is a valuable and effective tool that | | | | Outlook throughout the day. Discover what sales |
| can optimize the sales process and help strengthen | | | | processes they are already doing within Outlook and |
| customer relationships. However, the challenge is | | | | then see what can be leveraged into the CRM |
| getting employees to accept new applications and | | | | package. If the product doesn’t work within |
| processes in spite of feeling uncomfortable with the | | | | Outlook, make sure it at least syncs seamlessly with |
| prospect of having to change their habits and | | | | that program. |
| conform to an unfamiliar system. | | | | 5. Make part of their pay dependent on activities |
| Here are five proven tips to overcome the user | | | | within the CRM solution: Once the CRM application is |
| adoption conundrum: | | | | implemented and the sales force is trained, issue a |
| 1. Show them WIIFM (What’s in it for me): | | | | simple declaration that they will only be paid |
| Demonstrate clearly that the new system you are | | | | commission for sales if the contact is in the CRM |
| proposing will benefit them. The main resistance to | | | | program. Be sure that the declaration is simple and |
| adoption is that end users (i.e. sales people) see CRM | | | | clear to understand. |
| as a tool for management to “spy” | | | | Once the sales team is executing effectively within |
| on them versus a tool to actually help them sell more. | | | | the CRM software, it is important to consistently |
| Spend some time explaining how CRM will benefit | | | | review and analyze their results weighed against |
| them directly and not just the company as a whole. | | | | current expectations. Invite the sales team to review |
| 2. Make it easy: If a CRM product takes too much | | | | weekly or monthly reports and share feedback. |
| effort to learn and use, sales people will resist | | | | Doing so will not only build a healthy relationship |
| incorporating the extra work into their already busy | | | | between the product and the employees, but also |
| lives. A CRM solution that easily integrates into their | | | | between the manager and the employees. CRM user |
| existing daily routines is key. | | | | adoption rates will rapidly improve as the sales team |
| 3. Start off with bite size chunks: Rollout the | | | | begins seeing and reaping the benefits of this |
| software implementation gradually to avoid | | | | innovative technology. |