CRM Solution Software

CRM Software Solutions

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CRM software blueprint
An Executive's Guide to CRM Software

Customer Support Systems Post Implementation Pitfalls

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The most basic pitfall in the post implementation period is not reviewing the project from the beginning to a defined period after the go-live date. This can be particularly harmful in call center CRM software environments which are very fluid. If escalating client discontent spurs a company to install service software in an effort to resolve complaints, it seems obvious that the new system should be quantitatively compared to the pre-conditions that demanded the change. Such comparison is most meaningful if broken down by prioritized business processes and reviewed over multiple periods so that trend analysis can be performed.

Each phase of a CRM software implementation project should have an associated Post Implementation Review (PIR) as part of the project plan with corresponding objectives and objectively measured sign-off criteria. The phase after the go-live is the time when a large percentage of projects begin to collapse. This critical stage may require micro-management with allocated resources and defined processes for responding to errors and managing the evolution of system changes.

Many projects do plan a PIR phase, actually conduct it, or fail to implement the recommendations that arise. Each PIR recommendation should have a corresponding champion and reasonable deployment period to which the champion is held accountable.

CRM project teams have a tendency for self-congratulation and, if there are sufficient resources, an independent audit can validate the project teams success, bring credibility to the results, document the lessons learned and prepare the project for a journey of continuous advancement. In large corporations with complex politics, having two independent reviews is not unusual and can be valuable for project momentum and continued CRM system success.

As an antonym to the above, many implementations fail to inform the company and/or division that each planned objective is complete and has been achieved. Part of the PIR plan should be a continual broadcasting of success complimented with employee experiences by referencing both users and executives.

Failure to provide for measuring the level of use of the software both in terms of number of users and features deployed on an ongoing basis through the PIR can result in a continual drop-off in both areas. Recognize a support division is dynamic and that continual tweaking of business processes and the corresponding system features are an indispensable factor during the life of the software.

Lack of training during following the go-live period is oftentimes a reason customer support representatives stop using the CRM software or do not enter the dataset accurately or completely. Human beings often have low retention rates and until processes are ingrained, they need assistance and repeated training. Provision for turn-over is many times not incorporated during the budget of training after the go-live date, another common pitfall of this period. Training and support must be budgeted not only in terms of resources, but also for availability and duration.

 

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CRM Introduction Real World CRM Executives Guide to SFA Marketing Automation Customer Support
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