6 mistakes that can doom your crm project

Is your CRM, SFA or Contact Management Project Doomed?

Not if you apply these lessons learned: 6 Mistakes to Avoid

On the verge, incorporated 25 Braintree Hill Park, Suite 200 Braintree, MA 02184 800-963-1030 www.yourcrmteam.com 2 of 13

Is your CRM project doomed?

“The best plan is to profit by the folly of others ”… Pliny the Elder

1. The Cart Before the Horse ………… Page 3

2. DYI - We’ll build our own …………… Page 4

3. Unidentified Budget …………………. Page 5

4. No Plan, All Pain …………………. Page7

5. Training (“I See Smart People”) …. Page 9

6. User Adoption (Use It, or Else!) …. Page 11

Depending on the source, the reported failure rate of CRM implementations ranges from

a “modest” 28% to a mind-blowing 80%. In almost every case the outcome was both

predictable and preventable – and very expensive. In reading the literature and in our

own experience in meeting with companies that had implemented failed systems we’ve

uncovered several consistent causes. In this report we’ll outline common reasons CRM

projects fail and suggest alternative approaches to insure success. Avoid these 6

mistakes and change your CRM expenditure from “complete waste of time and money”

to “solid return on investment”.

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Technology Errors in Two Parts:

1. The cart before the horse

Technology is just one spoke in a wheel. When it comes to

implementing CRM , selected software shouldn’t be the

starting point of the journey. CRM (and even Sales Force

Automation [SFA] and contact management) solutions are

first and foremost about people and process.

IT-driven projects often fall prey to this inversion. We sometimes see projects so

technology-focused that the software is selected because it’s easiest to implement not

because it’s the best solution for the business. The software matters, of course, but it’s not

the place to begin the project.

Selecting the software comes after stakeholders have been engaged in defining the

objectives, evaluating and refining processes, selecting a project team, and determining

what success will look like. Once those factors are in hand, then the process of evaluating

on-premises or SaaS options should be based on that groundwork. When the “perfect”

software isn’t identified, the other big technology error is the DIY approach.

Solution development: people, then process, then software


2. DIY - We’ll just build our own solution

Your company fabricates machine tools and your IT department is staffed with MCSEs

who are networking and security experts. In fact, your staff is replete with smart people

and experts of all kinds. And not a single one - nor a team of them - is remotely qualified

for the task of building your CRM system from scratch.

During the due diligence process stakeholders often develop preferences for a variety of

the features from among all of the solutions reviewed. So, the “write our own” is born of:

� The effort it takes to find best solution for your business requirements.

� The belief that there is one absolutely perfect solution that works for all.

� The realization that perfection isn’t going to happen.

� The discovery that someone in IT knows how to program.

� The belief that the only way to get that perfect fit is to build it from scratch.

Here is the reality: There are dozens of excellent solutions available in the marketplace.

Find the one that does the best job of supporting your business processes, usability and

reporting requirements, and fits your budget.

Find the best CRM software for your needs. Don’t reinvent the wheel!


3. We Don’t Have a Budget

If you were leasing a car or buying a house, you’d

make your decision, in part, based on the expected

benefits and the payments you can afford. In other

words, you’d start with a budget. If you don’t, then

you run the risk of spending too much (or, possibly

not enough, to get the features you want). Of

course, developing a budget for your project can’t

happen in a vacuum.

A way to think about how much to invest in a system is to calculate the financial impact of

expected results. Whether it’s accelerating sales, reducing expenses, or improving

customer retention – whatever the goal - quantify the anticipated savings or increased

revenue to help determine if the investment required to make it happen is sufficient. You

may also discover that the expected return is so small, or the problem you’re solving so

minor, that your project is a cost rather than investment, and simply not worth it.

As long as we’re on the uncomfortable topic of money: It’s human nature, even if we’re in

the business of selling our own products or services (and who isn’t?) to worry that the


vendor is “in it for the money.” Well, of course they are! We all work for a living and a

major point of being in business is to make money.

The real issue is that the engagement must provide value and results. If you’re getting a

used-car salesman vibe from a consultant, by all means, just move on. But, it’s not in your

best interest to be coy with the advisor who will be instrumental in your business meeting

its objectives. When you select an expert who is truly on your side, they will help you align

project goals with available funds so that you’ll get the best possible solution.

So, if you want a relationship with a trusted advisor who will support your success for the

long term, then be candid about your budget and expectations. There are myriad ways to

design and deploy a CRM solution and a number of them are driven by budget and

anticipated ROI. In fact, if the ROI appears insufficient for the investment (we use a

minimum of 3 X the price as a benchmark) the ethical consultant will suggest modifying

the approach or even advise against pursuing the project.

The right CRM system is an investment: plan to make a profit.


4. We don’t have time to plan (so let’s get started)

If you don’t have the time now, then don’t do the project until you do. Or make the time

to plan for your project now if the pain or impact is sufficient. If the expected impact isn’t

sufficient to take this first step, why consider a CRM project in the first place?

Sometimes lack of planning comes from “analysis paralysis” – the inability to get buy-in, to

agree on common objectives, or because nobody owns the project. These are

understandable reasons, but they don’t change the outcome. Planning the project later

isn’t planning, - its damage control, resulting in one of several bad outcomes:

• Incurring higher overall cost for the project.

• Defeating the effectiveness of the solution.

• Complaining about its lack of success.

• Achieving low user adoption.

• Contributing to poor morale.

• Abandoning the project.

• Criticizing the vendor.

• Insufficient R.O.I.

• All of the above


If you don’t have time to plan every facet of your CRM project now, then implement an

initial phase within the long term objectives. This is often the better option even when the

entire project is carefully planned.

We compare the “No Planning” trap to building a house without blueprints. A builder can’t

order materials or begin construction based on the directive: “we want four bedrooms and

two baths.” The fact that they’ve built 100 other homes isn’t relevant to building yours,

because each home was designed for the customer’s specific needs and preferences.

Just like the customer builder, a CRM consultant needs a blueprint to create each

company’s unique CRM solution.

CRM Starts With Planning. Then Plan to Plan Some More.


5. We won’t need any training

It doesn’t matter how smart, capable, or technically savvy your users are: your team can’t

possibly use their CRM effectively without proper training. If you think system, process,

and procedure training is optional and can be eliminated to save money, then don’t do the

project. The ultimate results will be the same, with a lot less heartache and cost.

So, what constitutes training?

• Telling isn’t training.

• A PowerPoint presentation isn’t

training.

• Jim from marketing telling a

user, “It’s easy, just click here”

isn’t training.

• Your power-user providing a

feature demonstration on email

marketing isn’t training.


Effective training is delivered in a half-day, hands-on session to a small group. It is based

on your customized solution and supports your business processes in a setting free of

distractions - preferably with smart phones left at the door. Effective training is not based

on software features alone, it’s delivered in context of the business goals and processes on

which the CRM solution is based.

When there is a geographically diverse force, if possible plan the roll-out to coincide with

a regional meeting and build the training into the agenda. When that’s not possible,

be sure to select a webinar approach that is interactive to keep attendees engaged and

keep sessions short (a hour or so).

End-user training is central to a successful change management plan. Users need to know

what is expected and they need to have the understanding to meet those expectations.

They can’t make it up as they go along. If teams are to be held accountable for results, they

must develop the necessary skills to achieve them.

End-User Training is Essential to CRM Success.


6. User Adoption and CRM Success

Unless users experience substantial benefits from using the system - other than job

security - the CRM solution is dead on arrival. This is such a fundamental concept that any

manager whose philosophy is, “They’ll use it if they want to keep their jobs” is so evil he

deserves whatever he gets.

Each of the points we’ve covered thus far are central to user adoption, but it’s not the

whole story. What else comes into play? Other points to ponder:

Intent: Is this just big brother watching, or will

this be tool to support the success of the sales

reps, marketing team, and customer service reps.

If not, why not? The company obviously needs

metrics, just but counting the number of sales

calls or conversion rates can’t be all it’s about.

Communication: Does everyone understand the

reason for the CRM? If its about improving

customer retention, becoming more productive,


reducing costs, and providing better customer service, then tell them. If users don’t know

what’s going on or how they’ll contribute to the initiative’s success how can they have a

vested interest in the outcome?

Management bandwidth: Is anyone there? We’ve seen countless projects based on a

“Field of Dreams” approach: “If we build the CRM solution, they will come”. Management

must be involved in planning, implementation, and then lead by example.

Parity: Along with management bandwidth is fairness. Prima donnas, whiners, and top

performers shouldn’t get special dispensation when implementing SFA and contact

management components. Aside from being unfair, the project will be doomed by

inconsistent and incomplete data

A CRM, SFA and contact management systems have been successfully deployed by many

companies and there’s no reason yours can’t be among them. Clearly define objectives,

care about the people using the solution and get them involved in its design, decide what

defines success, then select the technology framework that supports the objectives.

Users Need to Experience Direct Benefits from the System


About On the verge incorporated

On the verge, incorporated has been providing process-focused CRM and contact

management solutions to a broad range of business types and sizes since 1997. We

provide consulting and training services for ACT! by Sage, Sage CRM, LeadMaster,

SwiftPage Email and QuoteWerks. We also offer consulting and training for SalesLogix ,

Goldmine, and MS CRM through our partnerships with outstanding specialists.

On the verge works with workgroups of 5 to 500 users to identify the processes, data

management, reporting requirements, software, training and best practices that fit each

organization’s unique requirements.

On the verge is one of the few consulting organizations nationwide that offers a service

satisfaction guarantee and fixed-fee pricing for services.

About the author: Lindsay Garrison is president

and CPS (Chief Problem Solver) of On the verge,

incorporated. She is founder and past president of

Complete CRM Solution, a professional organization

dedicated to the ongoing education and skill

development of certified CRM professionals.

Lindsay is an ACT! Certified Consultant and Premier

Trainer, Inbound Marketing Certified Professional,

LeadMaster Partner, SageCRM Certified, Wired

Contact Certified, HandHeld Contact Certified,

SwiftPage DMCC and has a certificate in business

process management.

Corporate offices:

On the verge incorporated

25 Braintree Hill Park

Suite 200

Braintree, MA 02184

(ph) 800-963-1030

(fx) 781-963-0433

www.yourcrmteam.com

6 mistakes that can doom your crm project

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