Successful vs. Unsuccessful CRM Deployments

After years of implementing CRM software, both successfully and unsuccessfully, we’ve seen a lot.  At FayeBSG, we’re sort of like the Farmers Insurance of CRM Success…we know a thing or two about CRM deployments, because we’ve seen a thing or two.

If you’re ready to find out if your CRM Deployment is trending in the right direction, check out what we’ve found to be the differences between companies who are successful versus companies who achieve less success through this process.

Which one are you?

And don’t forget to grab our info-graphic of this at the bottom of the post!

Companies with Successful CRM Deployments Do This:	Companies with Unsuccessful CRM Deployments Do This:
The CEO sends out a memo letting everyone know how important CRM is to the company.	The CEO doesn’t know about the CRM deployment, or the company doesn’t know how he feels about it.
There is a clear definition of CRM success.There is a list of three to five bullet points of success criteria.	No definition exists. The company is implemented CRM, because “we need CRM software” or because one employee says it’s needed.
An internal project champion is assigned who “owns” the CRM Software Deployment.	No one takes ownership.
A majority of users are asked for input BEFORE the software is selected or installed.	Users are not consulted.
Consideration is given to integrating with other systems. CRM software integrated with other systems typically has a higher rate of user adoption	The CRM Software is implemented in a vacuum. No other software is configured to integrate with or work with the CRM.
There is a strategy for user adoption. Procedures are altered to ensure use of the software. For example, weekly sales meetings are redesigned to include reports generated directly from the CRM Software.	There is no change in procedures. Many times management believes the team will use the software, because “it’s their job”.
The first phase of the deployment is specific and doesn’t include “everything”, only a handful of important features to allow the company to get a “quick win”.	There is an attempt to implement everything all at once.
There is substantial budget for training.	No formal training is scheduled. The team is expected to learn the software on their own.
There is an understanding of the need for and a budget for ongoing support.	There is a belief that once the software is initially implemented, they are “done”.

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