Problems That Come With Ineffective Implementation Of A CRM System: Part One Of Two

Problems with Ineffective CRMThe use of sales technology has helped many representatives save time and effort through inputting data and organizing leads. However, this could also present a problem for these sales people.

A sales management team needs to ensure that CRM Systems are used in an effective manner and by the right people.

According to Heather Kivett, president of Resolution Systems, Inc., a sales training and consulting firm, though the technology was designed to help representatives, it is often integrated into the company in a way that hurts output.

“The ineffective implementation of a CRM System is a waste of company time and resources,” said Kivett. “You waste so much sales time having non data entry people doing data entry.”

Salespeople need to spend a majority of their time making outbound call and tracking down leads, not inputting data. Managers sometimes forget how making representatives perform other tasks can hurt the company as a whole.

“The reason that America accelerated so quickly when we went from a predominately agrarian society into the industrial age was the division of labor,” said the executive. “People didn’t have to farm and do everything just to sustain their lives. They could go and buy food from the farmer, and use their free time to accomplish other tasks, work at other jobs.”

People could do one job, become highly skilled and proficient at it and then become a true professional through years of perfecting their craft and fine-tuning operations. This type of specialization was what drove this country, according to Kivett.

“When everyone was able to do this in America, the country took off,” said the executive. “Now what you will find is the idea of division of labor has been shunned by some companies. They want to hire people that can do a variety of tasks, and this may take away from what they can actually do in a specific role.”

These businesses may want people to do a lot of multitasking and operations outside of their core competency. This type of allocation can prevent individuals from becoming a specialist and from establishing their own role within a sector.

Managers need to prevent this by allowing individuals to focus on a specific role and to excel in this discipline.