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  A Prescription for the CRM Syndrome
 
The epidemic strikes fear in the hearts of executives nationwide. Symptoms include sleepless nights, constant anxiety and a general feeling of imminent doom. Strangely enough, this condition doesn't show up in any lab work, EKG tests or a medical textbook. That's because these individuals suffer from The CRM Syndrome - that nagging fear of costly, failed Customer Relationship Management (CRM) implementations.
 
Whether you sell services or products, help is now available. Like any persistent condition, the key is understanding the big picture and roots causes of The CRM Syndrome rather than focusing solely on the symptoms. That kind of knowledge will help immunize your organization from a failed CRM implementation in the future.
 
It is ironic that this highly touted business application can unintentionally be the source of stress. Essential for effective sales, marketing and customer service, CRM solutions are designed to enhance customer service practices, helps sales staff close deals faster and allows companies to target and streamline their marketing and sales efforts. When used correctly, it provides the kind of 360-degree viewpoint of a customer that helps businesses to maximize relationships, identify new prospects and boost revenues. So why do CRM implementations fail?
 
The answer is simple. Although analysts maintain that the problem stems from companies spending money on CRM solutions without thinking about their business strategies and processes, it is only part of the equation. The biggest reason why CRM initiatives fail is a lack of user acceptance. Users have to embrace the system in the first place before it can ever be successfully implemented. While it may be sold at the boardroom level, it succeeds or fails at the end-user level.
 
Here is a preventive physical of sorts for avoiding The CRM Syndrome in your organization. It isn't rocket science. Rather, these tips are based on the principles of collaboration and communication.
 
1. Start from the right strategic place. Consider your business goals and processes in selecting or upgrading CRM solutions. How can CRM help you achieve those objectives? Rather than making assumptions around an executive conference room table, solicit input from the actual users themselves about current sales, marketing and customer service processes. Is your proposal development process inefficient? Are forecasting and reports automated so your representatives can spend more time selling and taking care of customers? Can you monitor the return on investment of your sales process from first conversation to closure?
 
2. Promote a sense of user ownership. People have a vested interest in the success of an initiative if they play a role in its development. Consider forming a task force with users at all levels to help select your CRM partner or new system. Don't just dump it on their doorstep and expect them to embrace CRM accordingly. Create feedback mechanisms that perpetuate a sense of ownership as well as continuous improvement.
 
3. Sell the benefits of CRM internally. Court users in the same way you would promote your products to a client or customer. It is human nature to resist change. That's why tackling potential user objections and concerns is crucial from the start. Partner with your communications team to discuss the advantages of CRM during employee meetings, through your Intranet site and internal publications. Make it as fun as possible by creating contests and friendly competitions to promote your new CRM solution.
 
In conclusion, the prescription for CRM success doesn't involve any aspirin or chicken soup. Smart upfront planning and promoting user acceptance through collaboration and communication should keep you safely inoculated from The CRM Syndrome in the future.
 
Richard Brock is President and CEO, Firstwave Technologies, Inc. Named one of the 10 Most Influential People in Customer Relationship Management by Sales and Marketing Automation Magazine, Brock founded Firstwave Technologies, Inc., formerly Brock Control Systems, in 1984 to answer the call of businesses needing a solution to automate their sales, marketing and customer service processes. Since his return to active management of Firstwave, he has overseen the development of one of the only truly web-based CRM applications in the market today, receiving the Best Internet Based CRM Solution award for two years and recognized as one of the Top 30 CRM Solutions for the last three years. In the last year, Brock's company has seen a significant increase in revenues and earnings, showing a profit in the last three quarters, has delivered positive earnings per share, and has more than doubled the company's cash balance. The company's stock has been the biggest gainer of all Georgia stocks for the six months ending June 30, 2002 - increasing by over 1000%. The founder of Brock Capital Partners, a capital investment firm, and a director of Datastream Systems, Inc., a leading provider of maintenance software, Brock also served as Chairman of the Technology Association of Georgia (TAG) and continues to serve on TAG's Advisory Board. He has also served as Chairman of Georgia Technology Month, President of BETA (the Business and Technology Alliance), and President of the Southeast Software Association. Prior to starting Firstwave, he founded and served as Chief Executive Officer of Management Control Systems, Inc., now a division of the Research Institute of America. A Certified Public Accountant, Richard Brock received an M.B.A. from Louisiana State University and a B.S. from Spring Hill College.