We all know the biggest reason for CRM failure is adoption. People at the top want reports, mid-level managers are busy in sales meetings, and executives don’t enter data because their seniors themselves don’t use the system.
The best CRM implementation partners across products do their best in implementing the system. Companies also put their best foot forward by creating a committee that has representatives from all levels to ensure requirements are captured and the best system is implemented, but on go-live the story is different. So where does the answer lie? Is it in the designation above?
What all a CRM Manager can do
- Works on developing important CRM metrics, dashboards, and reports for the top management
- Helps teams adopt the system, keeps an eye on laggards, and rolls out training and incentive programs to improve the usage
- Work with the department heads closely to keep track of the sales pipeline or customer service KPIs. Alerts them on deviations & important milestones. Most importantly nudges them to push their respective teams to use the system
- Works with the implementation partner to define and implement new processes, customizations, and integrations, as processes and strategies evolve
So, who in the team can take up this mantle? Whoever he is. He has to be part of the core strategy think tank or should be made a part of it. Only then his importance will be appreciated, and he will be able to implement processes & improvements to support the overall strategy.
Can the marketing head/manager double up as the CRM head or the customer service manager or hire a specialist externally? Can the CRM implementation company place one of its resources? After all, they do place their technical and functional resources for go-live support and continuous product configuration needs.