Has this happened to you?
Your boss calls you into her office at 7:30 on a Monday morning. Your Grande-Extra-Shot-Skinny-Caramel-Macchiato-in-a-Venti-Sized-Cup has not yet kicked in as you sink into the chair at the front of her desk.
The conversation goes something like this:
"Morning Albert! I just wanted to let you know, we’re starting a new project later today. It’s something called “Salesforce-dot-com”…(I think)…I don’t really know what it is about – but Bill just sent in the request to me so I am assigning you as the project lead for a possible Salesforce.com implementation. I know you’ve been working on the new ERP release, but this should only take about an hour of your time each week. There’s a meeting at 2:00 in the Endor Conference Room – I’ll send you an invite. Good luck..."
When corporate executives toned to increase growth and efficiency within their sales and marketing community, Customer Relationship Management (CRM) technologies often become a target for improvement or replacement. In the haste of meeting revenue forecasts and managing a slue if other large scale projects congruently, sales management executives will often overlook the most important and often most neglected part making CRM a raving success: creating a clearly defined CRM strategy and roadmap!
CIO’s often face feelings of trepidation over large IT undertakings, especially CRM deployments. Worrying often occurs just before or after vendor selection as a result of questioning or second-guessing whether or not the implementation partner is well suited for the task at hand. CIOs and management are not only concerned about prospective implementation partners, there is also contemplation over their own internal team’s ability to work alongside them and ultimately drive home a successful deployment.
Topics: CRM system