As Director of Sales here at Scribe, throughout the course of any one year I probably do 5 to 7 presentations at partner or end user events promoting Scribe products for data migration and data integration. I do try to make these presentations less of an advertisement for Scribe and more of an informative session. I generally start these sessions with a few questions to get to know my audience – it goes something like this –
(The following are actual numbers from a recent end-user presentation with approximately 50 audience members – most of whom are currently using Dynamics CRM, or planning to soon implement Dynamics CRM)
Question 1: How many in the audience today are using an ERP system? A CRM system?
All raise their hand for ERP, about 35 people raise their hand for CRM.
Question 2: OK – since we have seen through numerous studies in the past that 60% of all CRM implementations eventually fail – primarily due to lack of user adoption – how many would say that they have experienced some 'push back' issues when trying to implement their CRM system?
About 35 people raise their hand. No, I didn't accidentally repeat Answer 1, the same 35 people responded.
Question 3: How many companies in the audience today have some sort of 'web presence' – say a web site where you gather leads or an ecommerce site where you take orders for your product or service?
50% of the audience - about 25 people - raise their hands.
Question 4: How many of you then actually capture and use data from your site – either manually, or in some automated fashion?
Surprisingly, only 20 of those 25 members of the audience raise their hand.
Question 5: OK – how many of you actually capture this data, either leads or orders, and feed that information automatically into your CRM or ERP system?
One.
Yes One!
One out of twenty-five!
It's at this point in the presentation that I ask myself if what I am about to say is going to go right over their heads! I am now left with 50 minutes in my hour timeslot and since I can't dance, I decide to move forward with my presentation. You see, what I am about to tell this audience will save them time and a whole bunch of money in the future – and it will put them on the path to accelerated user adoption of their CRM system. And folks, it's not rocket science either. It's data integration. So I continue my presentation…
Webster's dictionary defines 'integration' as 'blending into a functional or unified whole' – and isn't that what all companies would like to do with their important data? In my presentations, I like to break down the act of integrating data into 3 subcategories – Data Replication, Data Synchronization, and Process Integration.
Let's take Data Replication – nothing more than moving data from one place to another. This is the simplest and least interdependent type of integration – sometimes it's even 'view only' – but the value can be huge when 'automated'. Take questions 3, 4, and 5 above for example. Based on the answers given in this session, the results are that 1 company out of 25 has made the effort to get the 'value' of prospect or customer information directly to their knowledge workers with no manual intervention. What about the other 24 companies? Example A - Company A says they have a sales admin that receives email messages which include lead data for each prospect that hits their website. That admin then types the lead data into their CRM system, looks up who might be the appropriate sales rep, and then assigns that lead to that person in the system. Three manual processes – all fertile ground for data entry errors…… to say nothing of the possible sales opportunities lost if the sales admin is out on vacation for two weeks and these leads don't get addressed until they return! Example B - Company B states that they get their customer orders right off of their website. When I ask how they do this – they say an XML order message is emailed to their accounting clerk, that person then manually inputs the order data into Dynamics GP, and then calls the sales rep to let them know the order has been placed by their customer. The sales rep then updates his account and opportunity in his CRM system. Uggggh! The truth is, 9 out of 10 small to midsize companies operate this way – and they all spend way too much time and effort on manual data replication!
Moving up the evolutionary chain of data integration we come to Data Synchronization – maintaining the same set of customer information in multiple systems. This really strikes at the core of companies wanting to 'blend their data into a functional or unified whole'. Most small to mid-size companies cannot afford to embark on a high level strategy of 'master data management' across departments or functional groups – but can certainly afford to ensure that Customer A in their ERP system is the same Customer A that appears in their CRM system. Will that happen with the scenario painted in Example B above? Two different people in two different functional groups inputting the same order data into two disparate systems – now I can't speak for accountants, but I know first-hand that sales reps are typically 'one finger' (albeit fast one finger) typists – so again we find ourselves at that 'fertile ground for data entry errors'…. Account names, bill to and ship to addresses, and contacts are just a few of the many, many pieces of customer data that can and should be automatically kept in sync across various groups and systems within a company, providing great value and a very efficient consistency of data.
If you really want your company's functional groups 'blending into a unified whole' and operating as a well-oiled machine, move on up to Process Integration – where data is shared from one system to the next based on each systems role. Probably the easiest way to demonstrate this category of data integration is with the following chart, which outlines one of the most common processes in most companies – Quote to Order. Having data that is both 'replicated' and 'synchronized' where appropriate can then allow companies to manage that data to a specific workflow. As one progresses through Step 1 to Step 6 of the process, you can see that the 'data' may be owned by or moved to or from systems as needed to allow users on either side of the aisle (ERP system or CRM system) to work seamlessly within their own system, not having to jump from one application to another – or jump from their seat to run down the hall to accounting to confirm an order or shipment. (Our accounting folks never seem to run down the hall to me – unless of course, one of my customers is at day 31 past due!)
As you can gather from the chart, a company's Product Catalogue would be 'owned' by the ERP system, but can be viewed at any time by a sales rep for product availability and pricing. A sales rep can then generate a quote and submit it to the ERP system right from his CRM system for demand planning, and so on. By moving to Process Integration, that is, a combination of replicating and synchronizing 'interdependent' data not only across disparate systems and functional groups, but throughout a defined company process, a true 'blending into a unified whole' can be realized.
I mentioned at the beginning of this article that historically 60% of all CRM implementations fail with the number one reason being lack of adoption – the second most reason is 'biting off more than one can chew' – trying to implement too much too soon. Most successful CRM implementations are the result of a 'phased' approach during implementation. This 'success' rule applies as well to data integration deployments. Trying to go from a scenario of having no data integration directly to implementing full Process Integration could be quite onerous. As a partner or end user it is best to:
1. Understand the company needs in terms of data replication, data synchronization, and process integration
2. Weigh the risks (from an implementation, support, and especially, an organizational perspective)
3. Start with a simple data replication project, move then to a data synchronization project, building momentum and support with each success along the way, then move to process integration.
So what does all of this have to do with promoting CRM user adoption? Look at it this way:
1. Would your sales reps be more inclined to want to use a CRM system if each morning when they logged in they had 5-10 'fresh' leads waiting for them because they were automatically routed to them directly from the company website?
2. Would the sales team be able to close more deals faster if they are able to monitor the credit history of each customer and their ability to pay – from the comfort of their CRM seat?
3. The ability to see product availability real time and provide their customer immediate order delivery dates can provide for a more robust personalization of the customer experience for the sales rep – building customer loyalty.
These are just a few examples, but when a sales team can realize this type of real 'added value' in their CRM system – so much more than just accounts, opportunities, contacts, and the sales process workflow designed to prod them along in their sales process – the barrier to user adoption drops like a lead balloon!
I hope that you have found this article to be helpful in some way. One of our company founders here at Scribe – Peter Chase – has written a white paper on this subject entitled Success Model for CRM Implementation. It's got a few more fancy charts and graphs and provides additional insight on this subject for our partners or end users.