Understanding why a CRM system is needed makes it possible to meet your board’s demands for a high level of user adoption.
Sales, Marketing and IT leaders all want to maximise CRM adoption. But do they share the same reasons? In brief, no. Each of the Big Six job titles has a different reason to drive CRM adoption.
And if you’re involved in the CRM space, it’s useful to define what those reasons are.
So think yourself into the boardroom, and let’s see what CRM adoption means to each C-leveller around the table.
The Chief Executive Officer: make my business a legend
In larger enterprises, CEOs aren’t involved in the minutiae of tech rollouts. That doesn’t mean they’re not interested in the outcomes. Results, results, results… across the whole business, not any one line P&L.
So to the CEO, the reason for CRM adoption is squeezing out inefficiencies along the whole value chain. How better communication shortens the sales cycle; how a single customer database cuts down busywork; how a £50k cost saves £75k a year in existing commitments.
So forget individual departmental worries: show the CEO how CRM brings it all together. He’s all about the bottom line.
The Chief Marketing Officer: let me talk to my customers
CRM adoption fulfills the Marketing Director’s dream: engaging customers in a single managed conversation, from cold suspect to repeat customer, on a one-to-one basis, across all channels, forever.
“70% of those interviewees working in Sales and Marketing said that engaging, qualifying and following up leads is their biggest challenge.”
So to a CMO, CRM’s benefit is in the way it enables institutional memory, continuing the conversation wherever that customer hangs out. Maximising Customer Lifetime Value, and making every customer feel like the only customer.
The Chief Sales Officer: let me prise open their wallets
The Head of Sales’ motivations are like the CMO’s, only more so. The right CRM system enables salespeople to target the most profitable customers, cross-sell and upsell to them to increase customer retention and advocacy across today’s increasingly wide range of customer channels – including online and social media.
“Research done by Frederick Reichheld of Bain & Company (the inventor of the net promoter score) shows that increasing customer retention rates by 5% increases profits by 25% to 95%”, says Amy Gallo in her Harvard Business Review article ‘The Value of Keeping the Right Customers’ – published in October 2014.
That’s the Big Ask from the corner office of Sales: tell them how to make those numbers so they can recognise and reward who’s done it accordingly.
The Chief Operating Officer: tell me how it works
Connecting the parts. Improving the processes. Making things work. That’s the job of the COO. So for that individual, a CRM system’s ideal output is a means to connect and provide feedback about how it’s all functioning.
So show the COO how CRM adoption joins the dots. How a lead from the website becomes a contact for Sales, how that contact connects to order entry and pushes out an invoice later. When your CRM system maps your company processes, you’re in COO heaven.
The Chief Financial Officer: show me the money… and metrics
“I taught you so many things. The value of information. How to get it.”
The world’s come a long way since Gordon Gekko’s greed-is-good attitude. But reports, statistics, metrics and ratios still drive thinking in Finance.
So for the CFO, show off the dashboards and data to which CRM adoption is the key. Show how they connect to accounting systems and support better decision making. Control over costs – that’s how to win the CFO’s heart.
The Chief Technology Officer: save me from pulling all-nighters
The CTO’s last. For a reason. He understands best how much hassle any company-wide IT rollout involves. And while he’s as attuned to sales and profits as any other individual in the C-suite, his hot button is how easy will it be to roll out?
With the implementation of any new technology comes the risk of user resistance to change. Yet user adoption is essential if the firm is to reach its targets… and they’re not solely sales and profits. Without buy-in from end users, any investment in a CRM system will become more problematic and costly than the board expects.
Increasing user adoption
The right CRM system and a well-managed CRM adoption project will address each of these issues. Improving the ability of Sales and Marketing to target the most profitable customers, boosting operational performance and generating a return on investment.
There you have it: from the board’s perspective, CRM adoption is a real opportunity because it offers the potential to improve the business as a whole… as well as its parts. That can only be good news for them, their company and its board. In context, CRM makes complete business sense.
- Increasing customer retention rates by 5% increases profits by 25% to 95%.
- The right CRM system will increase customer retention, reduce customer churn, improve sales performance and increase ROI.
- By creating board advocacy and selecting adopting change agents, staff will more readily adopt the new CRM system.
- Automating and centralising the CRM system will reduce the need for repetitive manual tasks, reduce costs, streamline process, create efficiencies, improve inter-departmental collaboration and staff performance.
- Communicate the benefits of a new CRM system in context with the concerns of the board to demonstrate the contextual value of adoption.