Today's blog post was written by Scott Zelinski, Senior Director at Sonoma Partners.
The pressure on Sales, Marketing, and IT leadership to deploy CRM quicker and cheaper is higher than ever. In addition, senior management expects CRM solutions to be deployed for their organizations with minimal disruption and immediate business benefit.
Cloud-based CRM platforms like Salesforce release new features and functionality three times a year and bombard their clients and prospects with stories of quick deployments and ROI success in an incredibly short amount of time. Mobility, predictive analytics, linkages, or acquisitions of related applications are announced constantly. On the other hand, research groups like Forrester and Gartner claim nearly half of CRM deployments fail due to lack of adoption and proper planning.
So where is the middle ground? The days of detailed and drawn out strategic CRM planning are over. Current solutions can be stood up in a matter of days and cloud-based licensing begins almost immediately upon signature; the meter is running. Yet standing up a solution quickly and expecting adoption and business return to follow with no plan simply won’t work.
Step 1: Define Scope of CRM
When we begin discussions with our clients and ask them to define what CRM means to them, they often talk only about sales force automation functions – turning leads into opportunities and orders. As depicted in the figure below. CRM encompasses every way you touch your prospects and clients/customers. The customer life cycle stages depicted may not be exactly yours but they’re close, and each is an important piece of your CRM plan.
Step 2: Identify CRM Business Capabilities
The number of solutions, modules, apps in the market today is endless, but the business capabilities that your firm is trying to achieve do not change. Organize your thoughts by identifying the business capabilities that are most critical to your firm. See examples in the figure below.
Step 3: Self-Assess
Rate each business capability on two axes: (1) criticality to your business and (2) how well you currently achieve it. The results will create the starting point where planning and research need to occur. Identify the senior leaders in the business and in IT that will likely need to address improvements and increased business value.
Step 4: Create Your Plan
Make it simple, start with quick wins, especially those that drive the behavior and adoption from the field (not senior management). With the appropriate business capabilities identified, strategic research can be done that focuses appropriately on a smaller number of initiatives without being overwhelmed.
Step 5: Begin to Execute Your Plan
Realize that CRM is a program, not a project. Think in terms of evolution of maturity, the desired future state won’t happen overnight, but each project advances your organization in the capabilities you desire the most. Continue to track and score your organization as priorities will change.
If you need assistance with these types of challenges in your firm, we welcome the discussion: contact us.