Issue link: https://www.e-digitaleditions.com/i/571132
September/October 2015 33 (866) 327-4159 www.micromatic.com (866) 327-4159 www.micromatic.com Simplifying Draft Beer Dispensing NORTHEAST PENNSYLVANIA SOUTHEAST FLORIDA WEST CALIFORNIA CENTRAL ILLINOIS with the old files, the new CRM system isn't updated, the data inadequacy continues and the vicious cycle is prolonged. The Tragedy Assuming you manage to overcome these obstacles, another trap awaits to disrupt the flow of data between different sys- tems. In purely technical terms, it is now relatively easy for top-tier CRM packages to interface with the more common ERP, email and contact-management systems. However, the business processes for managing these data flows are very thorny and rarely well thought out by either the CRM vendor or the implementing company. For example, what happens when a new lead is closed and the contact becomes an actual customer, and orders are pro- cessed? If the lead is downloaded from the CRM system into the ERP system, you will end up replicating the order-entry function on the CRM system, which lacks product, price, credit and inventory information. Keying it directly into the ERP means double entry and no easy way to ensure that the CRM is updated to reflect the lead "win." There is generally no way to tie the lead reference number on the CRM with the order number on the ERP. It is critical that implementers ask the CRM vendor how their software addresses this issue. "Don't worry about it, we know it's in there" is not an acceptable answer. Get assurances that data flows seamlessly. These kinds of data landmines litter the CRM landscape. For every data element that flows between systems, there must be clear rules as to the steps to enter and update it, how to validate it, how it propagates to different systems and what happens when there is a version conflict. Failure to pay close attention to these issues can be worse than an ineffective implementation. It can jeopardize the integrity of the data needed to run the business. The Hope So, how do you ensure that your CRM implementation is one of the 30 percent that actually succeeds? For a start, recognize that sales performance improvement is not about technology. Most companies make the fundamental mistake of starting with a software selection decision (aka a vendor bake-off) and treating sales processes as a mere "configuration" issue. This is precisely backwards. It is important to understand your sales process first, and then find a software solution that will improve the process, thus making it easier for your salespeople to identify needs and close sales. Modern CRM packages have more functionality than most companies will ever be able to discover, much less use on a daily basis. There may be functional differentiators that are relevant to a specific company, but identification of these dif- ferentiators happens after sales processes have been clearly defined. The challenge is developing effective sales practices, not selecting software based on fancy features. The following guidelines will greatly improve your chances of success: continued on page 34