An interesting title, I have taken from an article in the latest edition of CRM Magazine (may). Precisely in these days with some of our leaders of projects analysed the fact of as it has demonstrated success in the implementation of several projects of CRM and SFA we work together with our clients, but at the same time the concern generated by that in some of these projects, the level of adoption by the community of users of some of the system functions has not been as deep as it has been planned and you ever wanted. Therefore, it is interesting to analyse in greater detail the causes as from one project to another, with relatively similar objectives, presented such large differences in the final results of an implementation of CRM and even within the same organization, presented important differences in the achievements of two or three roles within the company that have adopted the use of a CRM system which can be. As leader of a CRM project, we can face the fact of achieving finish and stabilize an implementation of an initiative of CRM (not only of a CRM software, which is only one element of support, a tool to support the strategy of centralization on the client), with which we can consider our mission accomplished. The problem arises when through time begins to demonstrate that the project has not achieved the results and that the functional areas have not adopted components of the CRM initiative in their day to day work.
Don’t sing victory soon. The fact is not implemented in time, cost and budget range (if does it, anyway my very sincere congratulations). It is to achieve that the objectives proposed when is defined CRM initiative are achieved. Now, it is not only the adoption of a technological tool. And here is where much of the problem lies. It is that in the passing of the time, after putting to operate a CRM tool is reached the conclusion that does not serve. .