Despite the many positive aspects of utilizing Customer Relationship Management (CRM) tools, many companies are still hesitant to invest in it. Often, they put off adopting CRM solutions due to a variety of reasons. Here are a few of the concerns companies face when trying to implement CRM software for the first time, and some suggestions on how to fix them:
Employees don’t want to learn new software.
Many employees have to keep track of several different kinds of software for various functions. Despite being incredibly useful, even the best technology has learning curves that every user has to go through.
By allotting resources such as time for onboarding workshops and budget for hiring CRM professionals or consultants that can ease the transition, companies can help resolve this concern. There have to be clear objectives with how the CRM system is better and why it’s necessary to learn it as quickly as possible.
Issues with Workflow
Sales teams often have their own culture, ways of working, and systems in place to manage existing relationships. Salespeople often have their styles when building relationships with prospective clients. They have set daily, weekly and monthly tasks that combine manual reporting with their existing sales tracking systems. Additionally, what stage the customers are in the sales funnel isn’t always straightforward.
Combined with tight deadlines and high targets, many teams will not want to put the effort to adapt to new workflows. Changing existing systems can also cause a variety of issues to arise. For example, incorrectly labeling clients, impersonal language, and delays, which in combination may cause unnecessary strains with customers.
To mitigate this issue, companies can empower teams to lead the incorporation of the software with their existing workflow. Giving employees a say on the transition roadmap will enable them to adapt it at a sustainable pace and give fewer excuses.
Not Seeing the Value in Implementing CRM
When the benefits of the CRM technology are not well communicated, many employees will not think it’s that important. With many CRM software selling a host of capabilities, they can appear to be jargon to people who don’t know which ones are relevant for their particular role; and how it can tangibly improve existing processes.
This issue can be resolve when management pushes the adoption process and incentives it at all levels. Motivating employees to transition to a CRM tool requires sharing with them the vision for the software and rewarding them for unlocking each benefit.
Implementing CRM isn’t just a software problem; it is also a human one. Behind every successful CRM tool are people who don’t just know how to use it, but know how to use it well. They can do it well because they had the right kind of support from their leadership and teams. This support comes in a variety of forms that includes working with them throughout the road mapping phase, investing in professional CRM data entry services, and giving the right benefits to early adopters and internal advocates.