| Who should own a CRM project, if not IT? |
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| There is a strong argument from numerous CRM implementers that the end users of a CRM should own the project. Why? Because a CRM is a user based application and deals with improving the way end users understand and interact with their customers. They really understand the key problems with the current methods/business process as they are the ones who perform the roles/processes, day in day out. IT, do not. |
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| The best CRM implementations I have done have been when the users are firmly buckled in the driving seat, with IT present in a support capacity. |
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| Should I use a CRM consultant? |
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| Many companies implement a CRM entirely by themselves or allocate someone within the company to take on the role. One thing is sure though, a CRM Consultant can help you speed up your implementation and avoid common pit falls. A few qualities should be considered as desirable though, if not required, in whoever you choose to implement your CRM: |
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| Your CRM implementer needs to be a good communicator and be good with people, able to listen and record user needs, pain points and areas for improvement. With this in mind, experience with structured requirements gathering techniques and Process/Systems Analysis and Design would also be beneficial. |
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| A CRM Implementation Project should be treated like any other project. The key person in charge should be able to demonstrate basic Project Management skills such as creating project plans and status reports, risk management etc. in order to structure the project effectively and keep it on track. |
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| Obviously training is a key part of a CRM implementation project so your CRM Consultant or CRM implementer should be charismatic and able to conduct training sessions as well as prepare training materials as/if needed. Remember, it may be possible that some of your end users are not even that confident with computers, so they need to be educated in this area as well as CRM concepts and usage. |
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| There will always be a period of resistance or drops in enthusiasm, which is when its up to the CRM implementer and, importantly, team managers (who need to lead by example) to encourage practice and participation by team members. |
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| What about barriers in a cross cultural / multi language environment? |
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| Most of us work in a multi cultural environment. Some of us even work in a multi language working environment overseas, as expatriate employees or foreign business owners. The chances are high that you have customers who are from multiple different countries. With this in mind, sensitivity to this fact and forethought and planning on how best to implement a CRM, to people who may not even be native speakers of your language, is especially important. |
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| The key person in charge of the project should ideally be experienced in this sort of situation and sensitive to cross cultural/cross language communication and cultural differences. For example, direct/indirect approach, tone, body language, business culture, meetings, negotiations or conflict resolution. |
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| Summary: Key areas to successful CRM implementation |
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| Develop a corporate CRM culture, involve key stakeholders |
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| Define your CRM objectives and prioritize CRM requirements |
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| Develop a CRM roadmap and break the project into manageable pieces |
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| Integrate your current systems |
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| Research CRM vendors and focus on your needs |
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| Communicate with all people involved |
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| Learn, be flexible, use the tool and evolve your business |
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| Good luck! |
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