| As with any other business software application, not | | | | which will increase their resistance to using it. |
| all CRM implementations are successful. And when | | | | Given these causes of project failure, there are six |
| CRM projects fail, the primary reason is often a lack | | | | steps that can be taken from the start of any CRM |
| of user acceptance. A 2007 ISM survey ranked the | | | | project to minimise user reluctance and ensure that |
| key factors in successful CRM projects as follows: | | | | staff approach CRM with the right attitude: |
| People: 60% | | | | 1. Consult |
| Processes: 30% | | | | Look at the needs of each area of your business, |
| Technology: 10% | | | | consult key people in each department, set up a fully |
| I.e., you can have the best CRM system in the world, | | | | representative steering committee, and ensure that |
| but if the end users don't buy in, the project will fail. | | | | every area has some input in the selection process. |
| But why do some CRM projects fail to engage the | | | | 2. Communicate |
| very people who are supposed to benefit? There are | | | | Make sure everyone knows the end goal of the CRM |
| five key reasons: | | | | project right from the start and develop a consistent |
| 1. Lack of Leadership | | | | and positive message. Regular updates will reduce the |
| When implementing CRM, management need to have | | | | element of surprise. Sell the benefits of CRM to your |
| a clear vision of why CRM is needed and how it will | | | | staff, and use case studies from similar companies. |
| be used; they need to communicate this vision clearly | | | | 3. Listen |
| to the end users; they need to show that they | | | | Communication is a two-way process so elicit |
| believe in the project; and they need to appoint an | | | | feedback throughout the process, make people feel |
| effective and inclusive project management team. If | | | | involved, and publicly act on feedback received. |
| management don't show faith in the project, this | | | | 4. Prove |
| negativity will filter down to everyone else. | | | | Talk is cheap - you need to physically demonstrate |
| 2. Poor Communication | | | | the benefits of CRM to end users. Start by simply |
| If the goals of a CRM (or any other) project are not | | | | integrating it with existing applications such as |
| clearly explained, users will be less likely to get | | | | Outlook, and users will soon start to see the benefits |
| involved. Management may believe in the solution | | | | of using it. |
| themselves but unless they can "sell" it internally, it | | | | 5. Train |
| will not succeed. | | | | Training is the best way to build user confidence in |
| 3. Poor Change Management | | | | the system and goes hand-in-hand with Proving. |
| People are naturally resistant to change and unless | | | | Conduct company-wide TNA, start with the basics, |
| the transition to using CRM is handled effectively, | | | | measure results, and remember that training is a |
| they will quickly revert to "the old ways". CRM | | | | journey, an ongoing process, so schedule regular |
| should, and will, change some of your company's | | | | refresher courses. |
| business processes, and people need to be aware of | | | | 6. Reward |
| this from the outset. | | | | The benefits to users of using CRM are not |
| 4. Poor Training | | | | necessarily a reward in themselves! You should |
| Insufficient TNA (Training Needs Assessment), | | | | publicly reward successful trainees and early or |
| insufficient training, or not identifying the right people | | | | enthusiastic adopters, and motivate others to use |
| to be trained can all cause a failure of the training | | | | the system and extol its virtues. |
| process, which in turn can lead to low adoption rates | | | | So with people being the key to CRM success/failure, |
| and inconsistent product usage. It often only takes | | | | it is vital that you focus on your staff when |
| one user to break the chain for the entire project to | | | | considering a CRM implementation. Poor |
| collapse. | | | | communication, consultation and training can doom a |
| 5. Lack of Consultation | | | | project before it even begins, so define and |
| CRM affects all areas of the business, and unless | | | | communicate your goals, get everyone involved, and |
| representatives from all areas are involved right from | | | | motivate your staff, and you will have a team of |
| the start (i.e. the selection process), many | | | | enthusiastic CRM users, a successful project, and a |
| departments will feel as if they haven't been | | | | successful business! |
| consulted and that CRM is being forced on them, | | | | |