The success of a CRM project depends on the end user’s buy-in. It is vital to demonstrate clear value to all users (direct and indirect) by focusing on ease of use. Otherwise, CRM implementations have a high risk of failure.

1. How to get an Internal Buy-In
for a CRM software
Most CRM implementations fail because users
who should use the system do not do so. In
most organizations, the need for CRM is
driven by the top management to track
marketing, sales and customer service. While
senior management consumes information
created by end users. Often, it is the end
users who are left out of CRM selection and
implementation.
The success of a CRM project depends on the
end user's buy-in. It is vital to demonstrate
clear value to all users (direct and

2. Internal Buy-In is the
key to the success of
any CRM system.

3. Sales reps & customer service executives should be part of the
CRM selection and implementation journey as they face the
customers every day and really know what happens on the ground.
The end user group should be involved in defining business
requirements, and evaluation of CRM products and should be an
integral part of the implementation cycle. It is also important to
know whether some of them have past experience of using a CRM.
If yes, those products can be evaluated. A set of proactive
executives can also dawn the hat of “CRM managers/power users”
who can drive adoption in their respective departments.
Make users an
integral part of
the CRM
selection and
implementation
journey

4. This step is the most time-consuming and also one of the critical to
ensure CRM does what it is supposed to do. Ideally, this step should be
divided into two phases. One, before the CRM evaluation - in which
processes are examined for gaps and modifications and improvements
are incorporated. This can then be converted into a use case that can be
demonstrated by CRM implementation companies.
The second phase is where detailed BRDs and process charts are
defined as part of the implementation and customization cycle. Work
with your CRM consulting firm to debate, streamline and prepare
process workflows clearly defining success and escalation parameters
& get the system configured as per the agreed requirements. Here the
experience of the vendors and your CRM consulting firm (working in
similar industries) will also come in handy.
Don’t cut corners
in implementation.
Clearly define
workflows, and
integration points
and automate
mundane and
repetitive tasks

5. Part of the CRM consulting services & implementation also includes
integration of the CRM software with other systems. E.g. ERPs,
telephony systems/diallers, SMS and email APIs etc. The objective of
integration is the seamless flow of information to get the big picture
which is critical for decision-making, automation of repetitive tasks and
avoiding data duplicity.
Most popular CRMs can be integrated with APIs which are part of the
CRM product stack. Ask your CRM software consultants to identify
integration points and make them part of their CRM consulting services
effort.
Don’t cut corners
in implementation.
Clearly define
workflows, and
integration points
and automate
mundane and
repetitive tasks

6. The ease of use of CRM systems is always at the forefront of our
CRM advisory services. A lot of data input can make the system
complex. Capture only vital customer information needed to track
business processes effectively. Remember end users should focus on
selling or servicing customers. Don't turn them into data entry
operators.
Don’t get swayed by the swanky features, great UI and dashboards.
CRM implementation is a journey. Implement features, modules,
and integrations vital in the first phase. Focus on improving system
usage. As adoption improves the next phase can begin. Ask your
CRM consulting firm to create a CRM project roadmap detailing on
each phase of the implementation.
Make the system
easy to use. Don’t
implement all the
features in one go.
It can make the
system complex

7. Make users see value. Show them how important pieces of customer
information like past interactions, proposal information and support
tickets can support their day-to-day function. Explain how a CRM
can help to cross-sell and upsell.
Automate routine tasks. E.g., proposal or quote generation or finding
solutions through a knowledge base. As users realize that a CRM
makes their life easy and assists in achieving KPIs, the buy-in and
adoption will improve.
Show value: Make
users see the value
of how a CRM
helps them sell
more and serve
customers better.

8. One of the best ways to get the end user's buy-in on CRM software
& make them use the system is to ensure their reporting managers
and senior executives use the system. All reporting, tracking of key
process metrics and reviews should be conducted from the CRM. As
the system settles down – manual mechanisms of reporting
especially excel sheets should be strictly discouraged.
The ‘C level
user’ must use
the system. It has
to be a top-down
approach

10. Conclusion
CRMs if implemented the right way can have a huge impact on making an
organization customer-centric. Organizations should remember- a system can
give the required output only when it gets the right input. This can happen only
when users use the system. CRM vendors and consulting companies should
stress on user buy-in and should build interventions to inculcate the same as part
of their CRM advisory and consulting services.
CRMs if implemented the right way can have a huge impact on making an
organization customer-centric. Organizations should remember- a system can
give the required output only when it gets the right input. This can happen only
when users use the system. CRM vendors and consulting companies should
stress on user buy-in and should build interventions to inculcate the same as part
of their CRM advisory and consulting services.