my name's david beard
I work for Sage in the CRM team are my roles presales manager I look after that
the
evangelizing and and management halcion portfolio through our partner channel
what are the key
key to successful implementation CRM is actually sitting down with customers and
working out well what is it you trying to do
I many times people get wound up in the software and the features it has
although he couldn't that's a great looking dashboard but the reality is all
the bells and whistles that you might get doesn't mean anything
and she set down get well you know we needed to solve this particular issue
and the issues can be as simple as hey let's have a better system for managing
Salesforce number capture through to an end to end system that lets you
acquire a customer sell to them in and managed and post-sales well
I'm if you take your eye off the ball in terms of understanding will
what is that we're trying to do then like the whole project planning at its
you know if you don't plan for this you will fail
so you need to get a real grass but what it is you're trying to do is a business
and that can be you quite a big view as well I can be completely cross the
business
which invariably will probably be a complex you and then
you need to take that and distill it down to maybe 345
ten different faces on the way to start with one particular area
understand what rights do and then move on through the next
areas
businesses tend to fail
when they're really don't plan for what they want to do
that sounds obvious but if you think about it many people will buy something
thinking well
when it's a system to track a sales force okay great well what does that
actually mean how do you measure what that benefit is
I think a lot of companies will just put it in expected to work so well with
problems
and it doesn't happen that doesn't happen because people haven't thought
about well what does that measurement look like
what does managing sales force look like well
let's time try and break it down into things in a measurable cost
time that sort of thing so a good measurement should be in that example
what we need to make sure the guys are out on the road 20 percent more now
because they don't have to keep a lot of information spreadsheets
armpit could be that we need to increase their forecasting capability so it's
within a certain percentage range more than ever used to be
and immeasurable things a key focus people both
on the implementation but also the uses on knowing when they fit that measurable
target
you get something that's more successful
I think summer the biggest
Aires issues you get with CRM implementation a typically cultural
so there around people who don't wanna system
imposed on them now that can be salespeople ago
limine going to be monitored I don't like the idea of at through to
people knowing that they have to record what they doing every day so
diary entries calendar entries interaction with prospects their
cultural challenges
and Jr while they might appear to be a bit superfluous orbits Earth
nothing on the top they are re real challenges are
and if you don't get people pass those challenges you want except
successful implementation how to get people pass the challenges we need to
look
a at the way systems use the benefits they're going to give to people
so to use my example the sales force being tracked well it's been around so I
actually what's good
to is keep that particular sales team salesperson
more time to be away doing other things
the things they like doing and if they could salespeople badly selling
making money because I have a system that makes it easy for them to find
information
upload information generally exist properly instead of spending
every Friday afternoon Kings project which I hate