How Managers Sabotage CRM
It’s easy to see CRM as the silver-bullet to solve a host of sales and support related problems: organizing and overseeing sales staff, centralizing company information, improving accuracy of forecasting and planning, among others.
Yet successfully deploying a CRM takes much more than just turning on the technology.
Without some foresight, care and planning, business leaders can actually sabotage their own CRM, dooming the project to poor acceptance and eventual failure.
The most common forms of sabotage?
Christopher Bucholtz at The E-Commerce Times lists the five most common forms of sabotage:
- Highlight CRM as a sales manager’s tool and ignore it as a sales representative’s tool.
- Turn CRM into sales’ automated tattletale.
- Feel compelled to use every feature.
- Hang on to pet processes at the expense of CRM.
- Jealously guard CRM turf inside the company.
A good CRM system will benefit to your entire team. A deployment process with early buy in, good training, limited scope, and attention to the needs and desires of your staff will result in a CRM that is full of all the data you need to make management decisions.
Have you encountered other forms of CRM sabotage?
