OSF Global Services

Convincing Users to Actually Use Your CRM

Posted on April 15, 2011 by Chris Hooven, Vice President, Business Development, OSF Global Services 

Before purchasing your CRM application, did you solicit users’ buy-in? Were they involved in the CRM planning and implementation? Do you have a change management plan in place?

User acceptance is your biggest hurdle to a successful CRM implementation. In a 2009 survey that examined the pitfalls to successful CRM implementations, Forrester Research discovered that 22% of all problems reported were people-related – more so than defining strategy, setting objectives or defining new processes.

Source: Forrester Research and CRM magazine

Delving further into this category of people-related issues, Forrester found the most significant threats are slow user adoption (49%), inadequate attention paid to change management and training (36%), and difficulties in aligning the organizational culture with new ways of working (15%).

Opting out is not an option

User adoption challenges persist because humans resist change. We are comfortable with predictable routines and familiar tools. However growing a business in today’s challenging economy mandates a customer-centric strategy. Your company must provide a compelling experience across every customer interaction, thoroughly document their needs and buying behaviors, and do so as cost-effectively as possible. That requires every customer-facing employee to be fully engaged in your CRM solution – the hub of all customer data. In other words, opting out is not an option.

Not invented here vs. strong user constituency

Institutionalizing CRM requires a cultural change. Therefore early adopters are vital to its success. Select a team of cross-functional employees who are firmly entrenched in their ways of doing business – you know who they are; the ones who are most likely to resist change. Solicit their input for system requirements, and then have them test various CRM solutions. In doing so, they are more likely to be invested in the CRM early on.

Once you’ve selected the CRM system most appropriate to your business, implement pilot projects using this same cross-functional team to test the application. Then listen closely to their feedback; after all they are advising you of the changes required in order to make the CRM more productive and more likely to influence user adoption.

Yes, some of their suggestions may appear self-serving, but isn’t that the point? The CRM solution must fit your information workflow; it must be customized to meet the needs of your users. So implement their suggested changes when possible and provide explanations when it is not. Follow up and close the communication loop; this is essential in your efforts to turn these skeptics into CRM champions. And be sure to make this communication process visible across the company.

Continuously solicit user feedback. If necessary, implement an anonymous feedback program through which users can input their concerns and recommendations. And be sure to walk the talk because your employees pay very close attention to executive behavior. They will know if you are an active participant in the CRM initiative or a passive bystander.

Training should be mandatory

If usage is not intuitive, the system will not be used. CRM vendors typically provide a basic level of instruction, such as “enter data here” or “click here to go to this screen”. However CRM training is an ongoing process, not a one-time event nor a one-size-fits-all. It requires a change in thinking, a change in behavior – both of which we humans loathe.

So make the training hands on. Show users real world scenarios in which their work can be done more efficiently – from generating a lead to updating a forecast, submitting an order, handling a service request, etc. Show them how to take advantage of time saving features, such as hotkeys and online help. And, because people learn differently, a balance of tools and approaches will be required to meet the training needs of all who will be using your CRM solution – from self-paced instruction to classroom training.

Consider creating a cross-functional team of users that meets monthly to identify gaps in the CRM system or barriers to improving user adoption. This builds upon existing users’ knowledge, empowers them to have a role in product enhancements, and encourages them to become CRM advocates to their colleagues.

The carrot or the stick

No customer-facing employee should be exempt from learning and using your CRM system. Anything less than universal adoption limits its value. 

Some companies tie a percentage of a sales rep’s commission to their timely and accurate input of CRM data. Some conduct weekly opportunity review conference calls, forcing sales to regularly update their status in the CRM. Others reward users that have better adopted the CRM, offering incentives such as cash bonuses or gift cards.

I’ve spoken with firms that have closely integrated their CRM with the order process, which means an order cannot be filled unless all data is entered into the CRM. An interesting approach; but what if those who refuse to use the CRM are your top performers, those who are generating the most revenue?

Rather than taking this incentive vs. disincentive approach, I advise clients to look at CRM from a user’s WIFM (what’s in it for me) point of view. Demonstrate the issues caused by inconsistent customer data; then demonstrate the value of all customer-facing staff having visibility into all customer intelligence. Show how this holistic view will improve their individual work efforts.

For example, when one click on a customer profile provides a full history of that account:

• The sales rep becomes aware of any outstanding issues and can better prepare for a meeting, or s/he can automate much of a new proposal based on the customer’s interests.
• Service reps are better equipped to address a customer issue because they do not have to access multiple systems, which saves time and helps improve customer retention.
• Marketing is better able to nurture customers based on buying behavior and targeted messages, thereby accelerating upsell and cross-sell opportunities.

Next I recommend promoting the CRM as an integral part of the company culture – an ongoing, value-driven process that is continually fine-tuned to benefit the entire organization. Keeping customer information up-to-date in your CRM will save a significant amount of effort, which in turn increases efficiency, promotes customer satisfaction and helps increase revenue.

While it is unlikely you will ever quell all CRM user-complaints, your goal is to motivate staff into wanting to use the CRM. Notice I did not say a grudging acceptance of the CRM – which is a recipe for eventual failure – but rather a motivated team of users who embrace the CRM because they recognize its benefits to their daily work life.

Bottom line:  the global recession mandates performance improvements. You invested in the CRM in order to improve your firm’s ability to acquire new customers, retain current customers, and increase their spending with your company. This requires all of its users to grab a seat on the CRM bus and adapt this customer-centric business strategy.