IT consultants Gartner confirm what we always knew in terms of implementing sales force automation (SFA) and customer relationship management (CRM) solutions – keep it simple if you are actually expecting the team to use the system.

Limit data input required

The recently released report Magic Quadrant for Sales Force Automation 2007 says: ‘We see a focus on simplicity as a theme to improve adoption among salespeople. Specifically, limiting required input data fields and user interface screens enables salespeople to navigate using the SFA application.’

Pragmatic people

Salespeople on the whole are a pragmatic – occasionally cynical – bunch (Surely not – Ed!) and there is a widespread view that sales systems are largely implemented for what they can do for management, not because they might be a useful selling tool. If systems are too complex they won’t be used or the data input will be worthless: remember the old IT maxim ‘garbage in, garbage out’. And without accurate data, all those fancy forecasts, statistics and metrics are meaningless.

Where is the system available?

Given that we sell SFA and CRM to our teams as a way of making their jobs easier, improving efficiency and productivity, it is only commonsense to view any system from a salesperson’s perspective, taking into account needs and requirements on the ground. If we don’t, adoption will be low and the project will not be a success.

Business needs are the priority

The needs of the business should always shape the path for the implementation of any business-critical IT solution.

Ask yourself how the proposed solution fits into day-to-day life of a salesperson. Will it be a useful tool or simply viewed as a disruption? How much time does it take to navigate the system? Will team members spend an inordinate amount of time entering data? Is the system available where and when they need it?

Top ten checklist

There’s no doubt that sales managers have to do a selling job, explaining the benefits of any new CRM or SFA system to their team. Here is ModernSelling.com’s checklist to help improve adoption of a new solution.

1. Balance the needs of the team with those of management. Give more weight to business issues – the IT department is there to facilitate the business, after all.
2. Ensuring any proposed system maps onto the processes currently used by the team. Take a long, hard look at what you are currently doing. If you find that the individual salespeople are all using different processes, take a step back and introduce a suitable methodology immediately. Otherwise, you will simply amplify the chaos when you cut over to the new system!
3. Make sure the sales department (at all levels) is involved in the implementation/design of the system to maximise buy-in.
4. Make the system as easy to use as possible.
5. Once your custom system is set up, train your reps in that specific system, rather than relying on generic training. Taking a short cut on training is guaranteed to be an expensive mistake.
6. Lead by example – and this includes the head honcho; senior management must use and be seen to be using the system effectively.
7. Use a bit of carrot and stick – adjust compensation plans so that they reflect usage of the system.
8. As with any change management exercise, sell the benefits of the new system to the members of your team. Highlight good news, including examples where team members have boosted results by using the system.
9. Be realistic about your expectations. Your salespeople will only gather so much data on behalf of management – their needs are different and so are their priorities.
10. And a final word from Gartner: ‘No matter what vendor you consider, always come back to the question: “Will this vendor help my sales organization sell more effectively?”’

For Gartner’s review of ‘20 products that target sales organisations of different sizes and scope’ see Magic Quadrant for Sales Force Automation 2007. Published 29 June 2007.

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