{"id":26229,"date":"2022-02-02T15:14:27","date_gmt":"2022-02-02T20:14:27","guid":{"rendered":"https:\/\/xceedesolutions.com\/?p=26229"},"modified":"2022-09-23T13:47:09","modified_gmt":"2022-09-23T17:47:09","slug":"salesforce-implementation-focus-execution","status":"publish","type":"post","link":"https:\/\/xceedesolutions.com\/salesforce-implementation-focus-execution\/","title":{"rendered":"Salesforce Implementation Series: Why You Should Focus On Growth (Part I)"},"content":{"rendered":"
The only purpose for a company to invest in a CRM is to grow. Period. This instantly solves the issue of what the CRM should be optimized to do and how to focus the Salesforce implementation. Since the core purpose of the CRM is to drive revenue growth, its primary function is to improve salespeople\u2019s performance.<\/p>\n
While many executives perceive a CRM as a source of reports and analytics on the company\u2019s sales, we view the CRM primarily as a tool that salespeople rely on to improve their execution of the company\u2019s sales plan<\/strong>. Management reporting and analytics, while important, should be perceived as secondary benefits the CRM offers.<\/p>\n According to an article published in CIO magazine in 2017<\/a>, one-third of all CRM implementations fail.<\/p>\n Of course, there are all kinds of reasons that can be attributed to the failure rate of CRM implementations, ranging from technology partner selection to poor data integration.<\/p>\n The biggest challenge companies face when they commit to implementing Salesforce is they dilute the primary outcome with a series of ancillary demands.<\/p>\n Remember, a car doesn\u2019t need a speedometer or an odometer to move. Gauges don\u2019t drive a car\u2019s performance. What it needs is an engine, gas and brakes pedals, steering, and wheels. Once these are properly installed and functioning and the car is able to move, a speedometer, a fuel gauge, a tachometer and even tire pressure gauges can be added to be able to better monitor the performance of every part of the vehicle.<\/p>\n These divergent demands distract the company and the implementation team from focusing on what truly matters. At the same time, these needs are important to the business and have to be met. They just can’t be the first order of business on day one.<\/strong><\/p>\n We recommend to carry out a Salesforce implementation in phases determined by a priority sequence driven by business outcomes \u2014 not constituency preferences. Mapping each phase to key capabilities the CRM must deliver ensures that these capabilities lay the foundation for higher order capabilities that the company will later call upon the tool to deliver.<\/p>\n We lay out Salesforce implementations in the following phases:<\/p>\n Free up the sales team to focus on selling more and closing business.<\/p>\n Equip sales managers with the information they need to coach their team to even greater performance.<\/p>\n Provide leadership with the reports they need to get deep pipeline visibility and steer the organization more effectively.<\/p>\n Implement advanced analytics and AI to uncover additional efficiencies in the sales process.<\/p>\n The only way to have useful data emerge from Salesforce is for salespeople to adopt and use it. This will happen to the degree to which it makes it easier and more fun for them to close business and earn commissions. To fulfil this mission, Salesforce has to be implemented bottom-up and designed around the processes salespeople carry out to do their job. The CRM development and implementation program must revolve around understanding these processes and translating them into the platform to enable seamless execution.<\/p>\n What would this look like, concretely? Here are a few examples:<\/p>\n This small sample of capabilities illustrates how a well-designed Salesforce implementation meets the salesperson where (s)he works and eliminates hassles rather than create them. The more the CRM enables the execution of the sales team\u2019s everyday processes, the faster it will be adopted and the more it will motivate the team\u2019s performance.<\/p>\n Likewise, we recommend to minimize CRM activities that would be a burden on the sales team. The more the team is consumed by meeting data demands that are irrelevant to their sales activities \u2014 for the sole purpose of providing business intelligence to other constituencies \u2014 the less likely they will be to adopt the tool.<\/p>\n\n
How to prioritize a Salesforce implementation<\/h2>\n
Phase 1. Drive sales performance<\/strong><\/h3>\n
Phase 2. Enable coaching<\/strong><\/h3>\n
Phase 3. Enhance decision-making<\/strong><\/h3>\n
Phase 4. Optimize processes<\/strong><\/h3>\n
Focus on the Sales team to drive CRM adoption<\/h2>\n
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