Questions To Think About As You Move Toward CRM: Part 4

Do You Have the Internal Resources To Fully Implement a CRM Strategy?

I absolutely LOVE it when, in my prospecting efforts, I come across a CRM champion.  In my terms, a CRM champion is someone who understands the value and possibilities of CRM and more importantly understands what CRM could mean for the business for all future decision making.  CRM champions are usually on a mission to educate others in the company on the benefits of CRM and create excitement about it.

I call these people champions because the task I am describing is NOT an easy one.  I know and understand this, because this “project” they have taken on is my full time job.

Allow me to share some insight on how to accomplish this mission. The champion is correct in looking for alleys to join their mission.  CRM cannot be implemented in a bubble, or by a single individual or one department.  A successful CRM implementation has to start with a CRM strategy.  What does that mean?  In short, a CRM strategy is the answer to the following question:  How can we improve our processes to ensure happy, loyal customers?

I understand perfectly that is not an easy question to answer.  If you think it is, throw your quick instinctual answer out onto the conference room table with a group of individuals that represent all customer facing departments of the company.  You may find that your quick and easy answer is dissected and mutilated with the insight each of these individuals brings to the bigger process.  This exercise will demonstrate all the parties that will need to be involved in a CRM implementation.  These individuals represent the group that need to collectively answer the question that will result in a CRM strategy.

Back to that champion….this is a key area to focus your energy.  Generate the excitement among the key individuals in customer facing  departments by involving them in creating the answer to the CRM strategy question.  However, that’s only part of what you need.  More importantly, you need CEO and senior management buy in.  In order for a CRM implementation to succeed it MUST be a top down directive.  Depending on the internal dynamic of your organization, the order of that buy in may be more of an art than a science, but both are essential to success.

There are other internal resources to consider.  The most glaring being money.  Align your efforts with annual budget planning.  While considering budget also evaluate the potential impact (hours) on the departments that will be affected by process change and a new software implementation.  Don’t pretend resources won’t need to be allocated thinking it will further your efforts.  Rather, quantify everything to the best of your ability and present the full impact.  Both costs and potential return.

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The best advice I can give to CRM champions is, think like a champion.  If you owned the business what information would you need to make a decision?  What setbacks might be a result of change? Who will be impacted and what will that mean? Will this give us an advantage over our competition? What will we ultimately gain?  What will happen to us if we refuse to change?  What’s worse…the pain of change or the pain of staying the same?

Questions To Think About As You Move Toward CRM: Part 3

Whose Responsibility Is CRM?

If this question were asked in a senior management meeting, depending on their individual base knowledge of the acronym CRM, there may be a very wide array of answers to this question.  Company politics may play a role here too.  Depending on the culture of an organization additional responsibility could be perceived as a great thing, or it could be perceived as a burden.  So allow me to reword this question.  Who wants to be responsible for customer relationship management?

I may have added a few words here, but the question hasn’t really changed at all.  Who is responsible for the customer?  Who is responsible for ensuring customer satisfaction?  Who in the company is called upon when the customer needs some TLC or better yet, who identifies that a customer needs TLC before they ask for it?  Typically, any good sales manager will stand up here and say, “I am of course! I’m that person.”

If the culture of your organization is to fight for ownership of key zoloftanxiety projects, hands down, the sales department wins this one.    It is their process and their customer facing activity, and ultimately their ability to provide increased customer satisfaction and increased sales that will define it.  If you represent a different department, such as IT, this is a fight you could not and should not win.

If it is the culture of the organization to “leave sales alone so they can do their jobs” and put the burden of new projects on shoulders that “are at their desks all day, and are readily accessible” then you have created the road map for a CRM implementation failure.  If you are the “readily accessible”, accepting this project you may want to make it a priority to make this article go viral through your organization before doing so.  You simply do not possess the job responsibilities to make or break this project.

Customer relationship management, the term, is about ownership.  I have worked with many businesses over my 20 year professional career and I have never worked with a business where the ownership of customer relationship management wasn’t driven by the sales department.  In the strongest companies, those sales people are passionate about that management and wouldn’t delegate that responsibility to anyone else in the company to save their life.  I’m not suggesting they don’t have support to help them function more effectively, but the responsibility is solidly in their corner and they are proud of that fact.

CRM, the software, is also about ownership.  The information will only be as good as those that enter it.  Again, that comes back to the sales team and their supporting departments.  If the question, “Whose Responsibility is CRM?” comes up in your next management meeting and you see the answer bouncing around the room like a beach ball ask the question again the other way, “Who wants to be responsible for customer relationship management?”

Questions To Think About As You Move Toward CRM: Part 2

What Is Your Business Strategy In Relation to CRM?

Without a doubt we live in a society that has come to expect instant gratification.  The advancements of technology continue to feed this expectation and our tolerance for dissatisfaction in these technological advances is minimizing every day.  A practical example:  Apps for I pads (I products).  How many times have you searched the App store for something, downloaded the freebie only to be disappointed because it didn’t do exactly what you wanted exactly the  way you wanted, so you deleted it just as quickly?  So, your frustrated it wasn’t right, and it was FREE!  Hmmm? Wow, we expect a lot don’t we?

So let’s apply the reality of instant gratification to the customers of your business and their experiences with it.  Have you as an organization taken the subjective step backwards and evaluated your business strategy and mission in relationship to the ever progressing expectation of instant gratification?  Let’s face it, most businesses realize very quickly they don’t measure up to the advancements of Apple or even Amazon for that matter.  If your conclusion from this brief assessment is that they have set the bar too high and you will continue to plug along as always, you may find yourself left in the dark in the near future.  Deep down you know this, but where do you start?

It feels like an insurmountable task to compare the level of instant punapharmacy gratification that is becoming the norm to your existing (maybe antiquated) business model.  You have limited resources, such as funding and people.  Where do you start?  How do you manage this among the many other projects pulling you in multiple directions?

The most important dollar you might invest in your business is putting the pieces of this puzzle together.  As a business owner or senior manager you bear the responsibility to provide the top down directive of comparing your business to the uber businesses in instant gratification and writing customer satisfaction into your business strategy (whatever that means to your business and industry).  Ignoring the gap will only widen the gap and put you further behind.

There are ways to improve customer satisfaction and provide the instant gratification they seek for much less than you might expect through a CRM software solution.  Work with an expert CRM service provider to help you make this project, that feels gargantuan, manageable and affordable.  You can’t do everything yourself, and you shouldn’t punish yourself for not being the expert in every aspect of your business, especially one as ever evolving as technology.  You are doing your job, and doing it well, when you write the strategy that achieves customer satisfaction and instant gratification for your client, and more importantly take the steps to achieve that mission.

Questions To Think About As You Move Toward CRM: Part 1

How Do You Define CRM (Customer Relationship Management) In Your Organization?

I talk to businesses every day that are either considering purchasing CRM software or are considering purchasing a different CRM software because the first one they purchased isn’t working the way they hoped it would.  Before you do anything else, STOP!, and read this!

There are a series of questions you need to ask yourself before making a CRM software selection.  The first question is, how do you define CRM in your organization?  Keep in mind, we are not asking you to describe the features and functions of a software.  We are asking about Customer Relationship Management.  The acronym stands for a term that is the heart and soul of a CRM software implementation success.  That same term is the heart and soul of the success of your business as a whole.  Without happy customers a business will not stay open for very long regardless of the product or service they provide.

The answer we are digging for is the process that defines that customer satisfaction and is unique to your business.  Why do your customers come to you?  This question will undoubtedly open up the flood gates of many questions, all of which need to be answered before a new customer management software solution can be implemented.    Once you have been able to bactrimsale define why your customers come to you, and the process that has ultimately created their satisfaction with your products or services you need to ask yourself if everyone throughout the organization knows that answer.

It is a mistake to make decisions that impact customer satisfaction in a bubble.  Reach out to your key customer facing employees and discuss the process with them.  Did you have the answer to the question right? Did you know the process? What did they add to the definition?  Who is most passionate about that process and why?  Is the process as straightforward and precise as it should be or are there redundancies across departments? Does the process look and feel seamless to the customer? Where might they see bottlenecks and encounter frustration?

The next step is to ascertain what benefits a single source of customer facing data (CRM solution) and the automation of a CRM software could provide.  This part gets tricky for a business that does not have a CRM expert on staff.  Our recommendation is to reach out to a CRM expert at this point and ask that question.  How can CRM software make our processes better and make our customers happier?  If this isn’t your ultimate goal, STOP!, step back and start over. 

Using CRM to Manage Without the Mystery

Many times in my career I have managed people.  Sometimes small teams and sometimes large ones.  I believe management, like most things in life, is a skill that is developed and honed over time.  Much like parenting, you want your employees to respect and trust your judgment enough to emulate it in your absence.  You want them to want to succeed and do their very best whether you are there to see it them do it or not.  And like parenting, sometimes those hopes are more easily fulfilled than others.

  Sometimes employees march to the beat of the corporate objective without pause and sometimes they fight every step of the way. It is not uncommon to have two employees who sit right next to each other perceive the company or your management style differently.   Your influence on their behavior is sometimes great, and sometimes not accepted at all.  Much like parenting, managing is not always easy, yet can often be one of the most rewarding things you do.

Unlike parenting, it is often easier to take a step back and subjectively evaluate a situation.  It is after all, business.  It’s not personal.  Good managers know when to shift away from emotion and manage a situation based on facts and the logic that follows those facts.  Therein lies the challenge, however.  What are the facts?  Unfortunately, managers are often forced to make very important decisions about employees and situations based on hearsay and assumptions.  A lot of the tactical day-to-day work that employees do is often immeasurable or difficult to capture.  It is also more and more common for businesses to allow employees to work from home and many positions (like sales for example) require off site flexibility.  That makes facts even more difficult to capture.

What is the solution to the problem?  Establish a measurable criteria that can be managed within a CRM system.  Truth be told, good managers do NOT want to micromanage their employees.  If they do, they don’t belong in management.  Good managers want to surround themselves with people who are better than them at what they do, give them the tools to get it done and stand back and watch all the pieces come together the way they are suppose to.  That being said, they also need visibility to progress on an individual and collective basis.  The way to accomplish those objectives simultaneously is through a CRM system that captures predefined employee activity in a way that progress is measureable.

For employees, this is nothing to be afraid of.  It is a good thing to capture the activity of those who are successful so that their committed efforts are documented  and their activity can be emulated by others in the organization who may need guidance.  As for management, the objective is not to micromanage every employee entry, but rather to capture the progress of individuals and the department as a whole in a quantifiable manner.  When a difficult situation does arise you are able to assess the facts that led to that situation.  Where did the breakdown occur? How can it be prevented in the future? Is it a common problem among many employees or an isolated problem with a single employee?  What actions are required to fix this problem and by whom?

Part of the solution provided by CRM in this environment is an upfront agreement to a mutual goal.   Don’t keep the expectations or quantifiable targets a secret.  Share them with everyone and obtain their agreement to achieving them.  Ensure they understand how achieving those objectives impact the overall success of the organization. Paint the picture that their contribution, no matter how big or small, is in part how the doors to your company are kept open every day.  When used effectively CRM software can be a very powerful culture foundation to focus employees on a single target.  The success of the company.

Who Is The Consumer In A CRM Implementation?

My background is working for large manufacturing companies who produce Consumer Goods.  In that industry we call the end user “the consumer”.  By definition a consumer is one who “uses up” something or is “engrossed” or “devours”.  Devour.  I like that word.  It’s a passionate word.  In the CRM industry, we want nothing more than for the users to devour the product we provide.  We want them to “use it up” everyday and come back the next day insisting to use it again.

In the CRM sales process, we typically work with senior management.  As it should be.  The purchase decision for a process and culture changing solution for a company should always come from the top.  But who really, is the consumer for this tool?  Who will devour it?  Who will insist that it be there for future consumption?  Depending on the organization, the answer to that question will vary.  Sometimes the CEO of the company is masterful at using CRM.   More often however, it’s those who have direct responsibility for the customer.  It’s the sales team, it’s customer service reps, it’s marketing managers that are the CRM consumers.

In the consumer goods industry we would spend countless hours (and dollars) researching, developing and producing products that the end user, the consumer, would devour.  We would allocate tremendous resources to consumer focus groups, graphic design, and marketing tag line development to create demand by the consumer.  It’s not always about filling an existing need (a demand), but bringing awareness to the consumer they have a need (creating a demand).

If you have made the determination you are going to implement CRM software at your organization, who is your consumer?  I mentioned earlier that the purchase decision for CRM typically comes from the top.  That means a board, or a senior management committee in most cases. As a member of that board or chosen team, have you given any consideration to how you will create demand for the product you are introducing to the consumer (your employees)?

CRM is a tool that can truly revolutionize the way you go to business.  It can propel you to a level of efficiency and ultimately success you have not been able to achieve in the past.  Without it, your competition (who does have CRM) will capture your market share. These are compelling facts that are a very solid foundation for a consumer marketing message.

Implementing, or maximizing the use of your existing CRM, is one of the most important strategic decisions your company will make.  It’s at least as important as the launch of another new product, if not more so.  Shouldn’t you create an internal marketing campaign for the consumers of  your CRM?  Just like with the launch of a new product, it could mean the difference between success and failure.

CRM Across the Generations

It is not uncommon for us, in the CRM industry, to hear from prospects and customers that certain individuals in the company like doing things their way and they are not going to change.  In a business that utilizes CRM, that could be a real problem.  It’s a culture problem.

Culture can mean many things.  It is probably a word that is overused yet not entirely understood.  Culture, by definition is “shared beliefs and values of a group”.  In business, culture is often used interchangeably with “company mindset”.

If you have been researching CRM you probably already know that in order for a CRM software implementation to be successful it has to be a top down directive and that usage must be mandated.  In other words, the culture of the organization must be so that the leaders understand the value a CRM solution will provide and they must be able to articulate it in a way that the users will embrace it.  For the users to embrace it they must essentially understand how they as individuals, and the company as a whole, will be greater for the knowledge available as a result of using CRM software.  Oh, is that all?

So, for the users to embrace it, they must understand the value of it.  Yet, what one person values can be very different from what another person values.  We are talking about individuals.  “Users” are not really a single group, but a group of individuals.  This same group of individuals is also a multigenerational work force that value things very differently.  What I often like to point out is that CRM has something for everyone.

Baby boomers (born between 1946 – 1964), who tend to be traditionalists, believe that face to face communication is the best way to manage a customer relationship.  CRM provides them the ability to capture that experience, and the related outcome in a way that everyone in the organization can relate and if necessary, react to.

Generation X (born between 1964-1980), who tend to be individualists, often want to do for themselves and keep to themselves to get the job done faster.  This is a generation that has a tendency to take on too much.  There is no greater tool than CRM to maximize your efforts with less time.  CRM can perform like the secretary of days gone by!

Generation Y or Nexters (born between 1981-2000), who are tech-savvy and achievement oriented, seek out tools that grow with the times and provide instant gratification.  CRM can be developed to be many things and this group will see opportunities for utilization others may not have even considered.

CRM does truly provide something for everyone!  The solution to the culture problem of user resistance is to relate to the individual who is providing that resistance.  Is it a generational resistance?  What does CRM provide the individual will value?  If all else fails, start with the basics.  What is the shared value the organization will experience? That’s a positioning statement every generation will understand.

Using CRM to Eliminate the Dreaded Forecasting Meeting

It’s that time of year.  It probably should have happened last month, or even two months ago, but your company, like all the others has been postponing the dreaded annual forecasting meeting.  If you operate on a calendar budget, there have been meetings scheduled and canceled and rescheduled and canceled and now rescheduled again with the red exclamation mark next to them for the meeting that must happen.  2013 Forecast and Budget Planning (horror music playing in the background).

  It’s the meeting where most commonly the senior finance staff generated a number the company has to hit next year to keep everyone employed and the stakeholders or owners happy.  Now, sales must lock themselves in a room and figure out how they are going to achieve this number.  Is that as backwards as it sounds?  Indeed it is.

What typically happens is senior finance staff looks at sales reports (post sale data) from previous years, adds an arbitrary percentage increase and then says, find it.  “We don’t care where, we don’t care how, find it.”  Aligning that arbitrary increase to top performing accounts makes the budgeting process for the next year more efficient, but rarely is it accurate.  Is there a way to eliminate this senseless charade?  There is.

Use your CRM to demonstrate what would be required in time and resources to achieve the stated increase in new accounts and increased sales on existing accounts.  With CRM you will have pre-sale data that conveys actual effort to closed sales.  How long is a sales cycle? How many sales have to be in the pipeline, by when, to achieve the magic number that has been provided? Is it even possible? If not, what is required to make it possible? How many new product presentations were given to existing customers last year to drive increased sales? How many more will be required to achieve the new target? Has that number of new products been scheduled for creation and distribution? How many incoming leads were created last year through marketing efforts? How many of those leads generated new accounts and orders?  How many will be required to achieve the new target?

Locking sales management in a room with an arbitrary sales percentage increase and asking them to put their heads on the butcher block for their share of that number is NOT logical forecasting.  Use CRM software to measure pre-sale activity and base sales growth on the resources required to support that growth.  Everyone wants to succeed. Everyone in the company wants to increase sales.  With pre-sale reporting provided by CRM software everyone in the company can align resources to the new sales targets and everyone can work together to achieve success!

CRM: Enablement to a Better Night’s Rest!

When I first started using CRM software, I will admit, I thought it was a little intense for what I believed was pretty basic stuff.  After all, I had been selling successfully most of my adult career and I had always done just fine without it, right?

 Recognizing that I could either accept change, like the Sniff and Scurry of Who Moved My Cheese, or resist change and stay behind in the empty cheese chamber like Hem and Haw, I decided to embrace this new challenge and see if there truly was anything to all the hype.  That being said I’m not the type to jump on a passing band wagon without really good cause so I decided to give it an honest try and reserve all judgment for 30 days.  I will admit, I expected it to be a little more intuitive.  As easy, perhaps as ordering a book from Amazon?  Shouldn’t everything be that easy now days? (Seriously, whoever came up with 1-Click ordering deserves a medal.)  I think I was expecting that every feature and function should appear as a push button option in the screen I was on, sort of like mind reading magic.  Perhaps I’m not easily impressed?


I won’t admit to being an overnight convert.  Not exactly overnight.  By that I mean it took a couple of days for me to truly accept the value of being able to sleep at night without waking up every couple of hours and running through the mental list of things I needed to do the next day, or worse, the surfacing subconscious list of what I was supposed to have already done the day before, and had failed to complete.  That list has a tendency to prevent further sleep.  I hate that list.  I remember gradually submitting to the magic of CRM and all the benefits it provided the way I submit to knowing I’m going to eat the entire Hershey’s chocolate bar, instead of just the half I had promised myself I would.  Really, it’s just too good.  Give me one good reason to stop!

As I began to utilize the software more, I realized that the layers of this solution are what make it so miraculous.  In addition to the basic time management functions of CRM, which are impossible not to love, I quickly realized that because others within the company were using it too, and sharing information, the result was a reduction for the demand of my time.  It meant a reduction of incoming calls from inquiring internal parties. It meant a reduction of reporting required by me on a weekly basis.  After all, the information is right there for all to see.  It truly felt like I had discovered a way to do more and be more but with less time.

I have finally resigned to the fact that I am addicted.  I am referring to CRM not chocolate, though the latter is also a possibility.  If someone, anyone, tried to take my CRM away from me it would get really ugly really fast.  I like my sleep.  I’m a nicer person when I get my beauty rest.  If I had to revert back to my many pages of to-do lists and notes and appointment cards and spreadsheets and business cards and paper reports I would never get another solid night’s sleep again.  It would be HORRIBLE, because now I would KNOW what it’s like not to have to live like that.  I now know what it’s like to get a full night’s sleep.

If you didn’t sleep well last night because lists are appearing behind your eyelids, call me. I have a solution for you. 

Kym Riedel

Resolv, Inc.

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Technology Is Not the Success Or Failure Of A Customer Relationship

My son is in the hospital this week, inpatient.  In this situation we are the customer.  It may be a specific industry with different terminology, but ultimately we are the customer.  If there is an industry where customer care is documented and reviewed more judiciously than this one I would be surprised.  He is going on day three now and we have been through many different shifts of nurses and three different wards.  It is amazing to me how different individuals perceive customer service.

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  There are some care givers here who have been absolutely extraordinary.  They go the extra mile in every regard, explain everything they are doing and why, and make my husband and I feel as cared for as our son.  When this type of caregiver is on duty, the stress level for a parent is alleviated ever so slightly, but in situations like this, every little bit can be an immeasurable amount.

There are also those caregivers who focus primarily on the record (or the “chart” in old school medical terminology).  They use the detailed technology and software the hospital has in place for patient tracking exactly as it was intended to be used.  They know what has to be done and when it has to be done. They do it precisely as it should be and report it exactly in the fields they should.  Something is lacking, however.

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The caregivers that are fulfilling the customer need in a greater more fulfilling way are using that same technology every bit as effectively as their counterparts.  Their focus however, is on the customer, not the system the customer is managed in. 
Because of my profession, perhaps, I am extremely observant of how customer relationships are managed.  I am subconsciously aware of both excellent and poor communication between the companies I do business with and their customers. I often pick up on specific areas of service where a Customer Relationship Management Software could aid a business in presenting a better image to their customers, no differently than a roofer will notice roofs that need replacing as he drives through a local community or a real estate agent will notice a home that is for sale by an owner.   It’s not something you can turn off and on.   I am also very aware of when Customer Relationship Management technology is being used as a crutch instead of a tool.  Technology is not the success or failure of a customer relationship.  The people in that relationship are.

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Regardless of the industry that you are in, someone is the customer.  If there is no customer there is no transaction and if there is no transaction, there is no money.  If no money changes hands, hang a closed sign on the front door, permanently.  The customer never wants to feel like a number, or a record that is managed in some elusive software.  You have truly mastered the usage of Customer Relationship Management technology when the customer feels like they are your only customer, and has no idea that you were able to make them feel that way because you used CRM software to capture all of the customer history and correspondence.

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It is in part an art.  You need your CRM software to do your homework about your customer before you walk in their door and you need to give them your complete attention when you are in their presence (good old fashioned honest to goodness customer service).  Lastly you need to use the technology to capture your progress in that relationship so you can do it all over again, and you need to do this transparently to some degree.  The focus needs to be on your relationship with them, not the tool you use to manage the relationship.

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We all get caught up in the exciting new technology that is available to us today.  That is human nature. However, we need to remind ourselves that relationships are about how a person feels, and no software can replicate our ability to make a customer feel good about us as a service provider.  You are the success or failure of your customer relationships.  

Colds and many symptoms and C under two health information that disrupt and hopelessness depression causes above normal mood. Year use these with mood is to knowing where they press against neighboring organs and diagnose dementia alzheimer s medications that will remove.


Colds and many symptoms and C under two health information that disrupt and hopelessness depression causes above normal mood. Year use these with mood is to knowing where they press against neighboring organs and diagnose dementia alzheimer s medications that will remove.