Sellers are allergic to CRM? Here’s how to get them to use it

After many evaluations have decided to adopt a CRM. From today then you begin to track interactions with your prospects and actual customers: eventually you real data to figure out where you need to improve to sell more, better and faster.

It’s already been six months and your sellers do not use CRM, or, if you use it, they do not right and reluctantly. Sound familiar?

How to do so to prevent this great investment proves a flop? According to a survey conducted by Forrester, in fact, 22% of failures in the implementation of a CRM is due to …

  • Failure (or incorrect) use of the tool by users,
  • Lack of proper training
  • Difficulties in adopting the new software.

These data may depend on the choice of the product – maybe, in fact, you have chosen a dated software and difficult to use, your team will not actually manage to take – but part of the responsibility is, unfortunately, your : you have to give your team the information and tools you need if you want to move in the direction hoped for.

The seller often see CRM as an obstacle rather than an asset : yet another gimmick that will steal precious time to its activities. But it must not necessarily so: if you are able to prepare a fertile and favorable terrain, your salespeople will be brought to embrace the new technology in a fast and efficient, not because it is imposed from above, but because they understood how going to help them in their daily activities.

You’ve made a major investment, not let it be put in a drawer and forgotten: teach your team how the CRM going to make their jobs easier.

Here’s 7 tips to help you successfully implement a CRM …

1. It illustrates the value

Any seller knows that the key element of the sale of a product is the value that it has for its potential customer; likewise, you should sell your CRM vendors.

Of course, a CRM will make it easier to analyze performance, identify sales trends and assess your team’s health. But the vendors that do not care, in fact, in many cases it is a deterrent: in fact, for many vendors CRM is seen as a sort of Big Brother, a control tool of their work for their superiors. As with any customer, you must show your vendors what are the benefits for them. Some of the benefits that a CRM vendor has to have:

  • It is a central place where they can trace their interactions with a potential or a customer
  • It is a place to store notes on potential, to sell them more effectively
  • It provides an easy way to see the forecast of sales

Step into their shoes and take the time to identify the practical benefits of the software for your sellers; after which sell them its value.

2) Predict training

Fundamental!

Put in a program of training activities : before giving a tool in the hands of your sellers, explains to them what it is and illustrate the advantages and functionality. And is essential that all portion from the same point. A course on the utility and the proper use of a CRM, perhaps held by an expert or a consultant, will give way to your team from standardized information and to address any questions / concerns of a competent person.

Not only collect feedback from your vendors regularly in order to determine what the mourners keys of the system and the areas where they are having success. If your agents are experiencing similar difficulties or have the same concerns about certain aspects of the product, read more about the problem and explains the solution to the team. If you can solve a problem before it becomes effectively an obstacle, you will avoid delays in the implementation process.

3) Do try several different CRM vendors

One of the major advantages of a CRM is that, for more, exists on Cloud (CRM if you are about to take is not, we are not recommend: means it is a dated system). Many suppliers of CRM software, offer the chance to see a demo and / or have a trial period in which to test the product.

Instead of choosing a CRM and impose it to your vendors, make them part of the selection process. Allow different teams (or several vendors, depending on how your company is organized) to try different types of CRM and collect their feedback. After all, it is they who will have to use it, so they should have a say on the choice, right?

You may also like to read another article on Tradenligne: How to use the “Sympathy” in the Online Marketing

4) Choose a good CRM

Easier said than done, right? Finding the right software, it is useful to the organization and planning for the upper floors, but it is a simple to use for sellers is not a simple thing. Here are some essential features:

  • Integration with other software of your company (sharing systems of documents, marketing software, mailing software etc.)
  • Automatic recording of interactions, without the need for manual input by your sellers
  • Ability to adapt to the sales process of your company
  • High-level statistics; such as calling activity, forecast sales, sales progress for negotiation stage
  • Reporting capabilities that meet your needs
  • Easy to use
  • Mobile support

Do not adopt a CRM whatever : order your options carefully and served the insight of those who actually go to use – in fact the sellers; in this way, when you adopt one, it will be the one that best suits your needs.

We’ll want to decide for a CRM that will enable your salespeople to work from their smartphones: the inclusion of information will definitely be faster and more immediate.

5) Choose carefully the implementation time

Sellers are reluctant to everything that distances them from the sales job, so choose carefully the time you introduce a CRM in the company. Start the test periods at the beginning of the month or quarter, when the voltage is less strong, and test them for the entire period.

Program implementation for the start of the next period and train your employees and new recruits to use the software : because CRM really take root, must become part of the DNA of your sales from day one.

6) Provide to the sellers of the views and dashboards pre-set

Or, maybe, teach them how to create views independently according to specific criteria, so they will be even more involved in the implementation process.

Does not deliver to your team a completely empty CRM. Help them to organize their prospects and actual customers – by area, for under negotiation, or any criterion providing a consistent image for your sellers. Do not make them from scratch, but provide a draft of organization and earnings reports with data already populated.

7) Offer bonuses or incentives for the proper use

Enter the rule “If it is not in the CRM does not exist”. Notify sellers who do not recognize the contracts closed unless they are not recorded on the CRM; think of plans to use encouragement.

But for each stick his carrot, in this case in the form of bonuses and incentives. Keep the competitions on the basis of data collected exclusively from CRM, for example, rewards the sellers who have registered all their contracts on the system. Try to keep these competitions weekly, so the seller will have an immediate gain from CRM.

It may seem a somewhat extreme solution, but it is temporary and certainly effective: competitiveness and gain incentives are definitely powerful.

Your sales leaders are an example for the rest of the vendors, then those responsible are using the CRM for their activities so that even. Your manager will have to collect the information necessary for the review of the pipeline directly from CRM, and sellers should provide the necessary information to make this possible. For sellers become natural supplement this information prior to individual meetings, and with time, it will become part of their daily routine.

Summing

Vendors and CRM: then we see at a glance the main elements:

  • It seems a decision imposed from above: the perception is that the higher use CRM as a Big Brother, to manage all their activities, and not as a tool that helps them truly.
  • Enter data after a busy day takes too long: do not see how it has benefits for their work and their earnings,
  • Sellers want to interact with people, not with software: rather be on the field to sell rather than in the office to update data.
  • Absence or inadequacy of training on the system.
  • Too difficult to use.
  • deficient implementation.

And the response strategies:

  • Involve vendors in the CRM selection process
  • Provide training and support
  • Point clear objectives that a CRM will achieve: communicates exactly how the software will help individual vendors and the company as a whole
  • Involve vendors in the implementation process: collect their input to better adapt the software to your specific needs;
  • Integrate CRM to negotiation stages: we recommend a gradual process, starting from the simple and complete, so users will reach mastering safe.

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