It happens in many organizations. Salespeople, business development professionals, marketers, customer service representatives and people in other corporate roles spend their days in the quiet desperation of being users of an outdated or improperly configured CRM system.
Double data entry, excessive reliance on email, the need to search through multiple silos of information, a lack of customer communication, missed project handoffs and other CRM-related pain points all become an accepted part of day to day corporate life.
While many employees in this position have much they could reveal about the details of their chronically crippled productivity, they instead suffer silently.
CRM Pain Diagnosis
Management may sense the fact that staff is suffering through CRM-related pain and may, in turn, launch initiatives to find the source of the CRM-related problems. However, through no fault of their own, managers are often not equipped to draw out all of the areas of potential improvement from their team members.
Because it’s not a part of their background or training, managers do not always know the full complement of diagnostic questions to ask — questions that would bring the extent of sub-optimal productivity to the surface and spur conversations about possible solutions.
Conversely, many employees may not want to volunteer the entire scope of their CRM-related complaints directly to a superior. So, they naturally withhold important information that could be used to uncover problems and begin the CRM improvement process.
Because of these factors, even a well intended DIY approach to the CRM improvement process can only take an organization so far down the path to CRM success.
Expert CRM Pain Diagnosticians
When there’s a realization that a full diagnosis and plan for improvement cannot be fully managed internally, organizations often turn to a person or a team from the outside.
A qualified person or team has witnessed sales, marketing and customer service department productivity deficiencies many times, in its many forms. They have both seen and have developed a array of solutions to these issues and can therefore facilitate acceleration along the road to CRM success.
With third party involvement, never before heard problems will surface. When job inefficiencies are fully articulated, never before held and highly productive discussions about solutions will result.
While defeating CRM related counter-productivity in its many incarnations may ultimately require a new technology platform, it’s never too early to start the process of identifying employee frustrations and formulating potential solutions.
In fact, it’s worth considering a people-oriented approach as the very first step in a CRM evaluation process. There’s a reason that “people” is first in the “people, process, technology” triad. It’s also worth noting that “technology” is last. Diagnosing CRM pain early can help drive to faster solutions.