4 Key Success Factors every CEO should know about
By James White, Founder, InTouchCRM
‘I don’t get bothered in the detail of our systems, “That’s for our operations Team’ and, “I signed off the investment and so it’s down to the team to implement” are comments I hear regularly, when meeting CEO’s of growing businesses to discuss CRM and marketing systems with them.
For some reason, the key tools which look after the most vital elements of information within a business – namely, existing customer relationships and potential new customer details are ‘detail’ and not worthy of quality CEO time.
It is of little surprise to me therefore, when I check back 6 months later to see how projects are going, that I am met with troubled looks and pained expressions. “It’s not working” and “We have had several challenges” are common phrases used - and these are some of the better ones!
For others, the whole implementation and discussion about CRM and Sales and Marketing Automation has become a nightmare.
Customers complain about incorrect information being held; Salespeople moan that the system takes time to use; Marketing complain that they can’t communicate properly without the right data, whilst the Customer Service team have reverted to using spreadsheets again!
The beautiful vision that was discussed and agreed at the Leadership team meeting only 1 year ago has turned into an ugly picture that no one wants to take responsibility for. Worst of all, the core reasons for needing the systems haven’t changed, yet now the words ‘CRM’ and ‘New System’ send fear and despair into the whole company when someone new is charged with getting the ‘beautiful vision’ back on track.
Does this sound familiar to you?
If not, then get back to the FT, this article is not for you!
If yes, then, as you can tell, you are not the first CEO to find implementing new CRM and Marketing systems a challenge. Many have undertaken this journey and will happily sell you the T-shirt.
Some have given up; it was too big a challenge.
Others have persevered because not having effective systems to manage the lifeblood of your business is simply not an option. They know it’s essential.
They understand that unless they can deploy systems that match the journey their customers and prospects go on with them, then they will fall behind.
They know that in the modern business era, clever systems can propel their company to another level, if implemented well.
How have these CEO’s achieved success with their implementations? What have they done to get results where so many others have failed? In my experience, they understand 4 critical elements which are key to the implementation of ANY successful system.
- They know it won’t work unless they lead from the front
There is a great saying which goes ‘If you think you are too big for the small jobs then maybe you are too small for the big jobs’ and it’s so true when it comes to new CRM systems and their implementation. Most CEO’s pass the job and responsibility for the project onto other leaders in the business; those CEO’s who get the system to work, don’t.
They understand that to really change the behavior of a company, which is what any new system does, they need to lead that change. They are the executive owner for the project and ensure they put the right team and emphasis on the project being implemented within their organisation. They rely on their team to lead the implementation but they constantly challenge delivery timescales and always look to try new changes and systems out to see if what is being delivered is meeting their requirements.
They don’t look to their PA to do the work for them; they challenge themselves to get to know what the system does and how it helps their business. By doing so, they can respond with confidence when someone in sales moans that they don’t want to use the system.
Most importantly, these CEO’s know that having systems in place that manage engagement with prospects and customers is key to their long-term growth prospects. It also allows them to stay grounded and engaged with their customer base, which, in turn, enables them to spot strategic opportunities and trends, which are key for their business.
These CEO’s want the project delivered so that it makes the desired impact on the business. These CEO’s also understand that there is no one better than them to lead the project, so make the implementation important which, in turn, encourages others to follow suit.
2. They know it won’t work unless the company is VERY clear on its requirements
The most successful implementations I have ever seen were laser-like in their requirements and focus. I worked with an organisation whose CEO set out within a project document clearly defined goals of what had to be put in place and by when. He outlined not only what had to be done but, most importantly, why it was key to the businesses. Each phase had a clear set of tasks to be completed and he chaired the Project board meetings to monitor progress against the agreed goals.
All projects have a core business reason as to why they are being implemented but, in many cases, those reasons are flimsy and too generic. We want to ‘improve our customer satisfaction levels’ or we want to ‘increase our conversion rate’ are nice ideas to work towards but without very clear SMART goals they are fanciful dreams.
The best CEO’s know that for any project to be successful, very clear requirements should be defined upfront, which provide the direction for the project to travel towards. They are specific on what they want to see and what success will look like. They know exactly the problem that this project is going to solve. They allow others to contribute at the start but then build collective agreement from everyone on a plan to move forward.
The key to success here is clarity on the vision of where they want to get to and what it will take to achieve this.
3. They know it won’t work unless they take a phased approach to implementation
Those who run marathons will tell you that the keys to running a successful marathon are to be effectively prepared ahead of the race, have a plan for how you will run your race, break the race down into different phases and keep visualizing the finish! These elements, alongside boundless quantities of determination, help get them to the finishing line.
A recent London Marathon competitor that I spoke with said that his knees started to cause him real pain at mile 19 but he knew by that stage he was in the final phase and so he adjusted his pace slightly but kept focusing on the end goal he had in mind!
The best CEO’s know that any new project implementation which involves people from different areas of an organisation needs to be approached in phases. They know that you don’t complete a marathon after mile 9 but at mile 9 you can tell if you’re heading in the right direction and whether you need to up your pace to complete the 26.2 miles in the time you planned to achieve at the start.
By setting clear goals for each phase and working to that phase only, projects get completed. By breaking down the overall project into smaller chunks, which are easier to deliver and visualize, the project accrues success which, in turn, builds momentum. Everyone gets behind the project as they can see the benefits it will offer and this then makes subsequent phases easier.
Those who only focus on the 26.2 miles whilst only at mile 1, rarely succeed. Those who focus on reaching milestone 1 do.
4. They know it won’t work unless they involve different team groups and members in the process
The final, key element to CRM implementation success, is the way in which the project is implemented with the team and not to the team. The best CEO’s know, that whilst they can lead from the front, set out clear requirements and adopt a phased approach, if the system is enforced on staff it will fall at the final hurdle.
Every project has difficulties and challenges to overcome but, if the project has involved each area of the business that will use the system, from the start, then team members themselves are the ones who find the answers. When the project commences, involve team members from different areas of your organisation and bring them together into one overall project team. If the CRM system will be used by Finance, have a Finance person there. If it will be used by field service engineers, then have a field service engineer involved.
Not only do they feel empowered to be brought in to start with but if the project vision and business reasons are explained to them they will also get behind the project and will want to own it for their area of the company. They want to show colleagues in their own area how they will use the system and why they need to use it. They can be the first point of contact for any questions that others in those areas have and they can also respond if any negativity starts.
Engaging ‘functional champions’ into the project works and ensures the company doesn’t feel the project is forced on them. Being told what to do invariably fails. Being asked what should be done and then implementing those ideas invariably works.
Getting any implementation right is important but, in the modern business world, a CRM system that works for the business, rather than against, it is an essential component of success and can transform both the reputation and numbers of companies when implemented correctly.
Become a case study of “How to implement change and experience amazing results”, rather than the example of “How to waste money and time and achieve nothing”. CRM systems can change your business fortunes and lead you onto a bright, new path!
Understand the 4 key elements above, lead with conviction, communicate effectively and you are on track for CRM system success!
James White is the Founder of InTouch CRM
For more information about James you can follow him on Twitter @jijwhite or if you would like to discuss how James and his team can help you and your company with an effective CRM implementation then contact him at james.white@intouchcrm.com or on 0333 200 7273
