The director should visualize the implementation process in advance and find out from the contractor how much time and resources will be needed, what actions to plan, what information to provide. Then make a choice - to find the time himself or assign a project manager.
Assign a dedicated project manager. Such a manager should have a usa phone number data clear motivation for implementing CRM, sufficient time resources, and authority over the sales department and employees of other departments involved in business processes.
Misconception #6: A line employee is appointed as a project manager without motivation or authority
"That manager over there seems responsible and has few tasks now. Let him deal with CRM" - this is how a line manager becomes a project manager for implementation. In everyday life, this employee only solves local problems, so he has neither motivation, nor authority, nor good knowledge of business processes in all departments and structures.
image_2023-04-19_16_47_40.png
What happens:
colleagues brush it off, saying “no time, later”;
it is not possible to organize the necessary meetings and collect information across departments;
the employee is not interested in the result, he has his own job, he is trying to minimize labor costs;
As a result, the integrator does not have enough data, the project is delayed, the system is inconvenient to use, and the CRM does not take root.
What to do?
Assign a dedicated project manager with clear motivation, time resources and authority over the sales department, other departments and employees.
Misconception #7: The customer wants a lot of custom integrations and improvements at once
"Basic software is not enough for us, we have a complex business and we need to solve additional problems" - for this, the company needs an extended CRM, a kind of spaceship that requires the integration of internal and external systems, custom modifications and non-standard solutions. Such a project requires a special approach, which results in additional labor costs that need to be paid for.
image_2023-04-19_16_48_11.png
What to do?
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bdjakaria76
- Posts: 14
- Joined: Thu May 22, 2025 5:37 am
What to do?
The director should visualize the implementation process in advance and find out from the contractor how much time and resources will be needed, what actions to plan, what information to provide. Then make a choice - to find the time himself or assign a project manager.
Assign a dedicated project manager. Such a manager should have a usa phone number data clear motivation for implementing CRM, sufficient time resources, and authority over the sales department and employees of other departments involved in business processes.
Misconception #6: A line employee is appointed as a project manager without motivation or authority
"That manager over there seems responsible and has few tasks now. Let him deal with CRM" - this is how a line manager becomes a project manager for implementation. In everyday life, this employee only solves local problems, so he has neither motivation, nor authority, nor good knowledge of business processes in all departments and structures.
image_2023-04-19_16_47_40.png
What happens:
colleagues brush it off, saying “no time, later”;
it is not possible to organize the necessary meetings and collect information across departments;
the employee is not interested in the result, he has his own job, he is trying to minimize labor costs;
As a result, the integrator does not have enough data, the project is delayed, the system is inconvenient to use, and the CRM does not take root.
What to do?
Assign a dedicated project manager with clear motivation, time resources and authority over the sales department, other departments and employees.
Misconception #7: The customer wants a lot of custom integrations and improvements at once
"Basic software is not enough for us, we have a complex business and we need to solve additional problems" - for this, the company needs an extended CRM, a kind of spaceship that requires the integration of internal and external systems, custom modifications and non-standard solutions. Such a project requires a special approach, which results in additional labor costs that need to be paid for.
image_2023-04-19_16_48_11.png
Assign a dedicated project manager. Such a manager should have a usa phone number data clear motivation for implementing CRM, sufficient time resources, and authority over the sales department and employees of other departments involved in business processes.
Misconception #6: A line employee is appointed as a project manager without motivation or authority
"That manager over there seems responsible and has few tasks now. Let him deal with CRM" - this is how a line manager becomes a project manager for implementation. In everyday life, this employee only solves local problems, so he has neither motivation, nor authority, nor good knowledge of business processes in all departments and structures.
image_2023-04-19_16_47_40.png
What happens:
colleagues brush it off, saying “no time, later”;
it is not possible to organize the necessary meetings and collect information across departments;
the employee is not interested in the result, he has his own job, he is trying to minimize labor costs;
As a result, the integrator does not have enough data, the project is delayed, the system is inconvenient to use, and the CRM does not take root.
What to do?
Assign a dedicated project manager with clear motivation, time resources and authority over the sales department, other departments and employees.
Misconception #7: The customer wants a lot of custom integrations and improvements at once
"Basic software is not enough for us, we have a complex business and we need to solve additional problems" - for this, the company needs an extended CRM, a kind of spaceship that requires the integration of internal and external systems, custom modifications and non-standard solutions. Such a project requires a special approach, which results in additional labor costs that need to be paid for.
image_2023-04-19_16_48_11.png