You probably already know what a CRM is and how its implementation is a structuring element for your business. In this article, we will cover the whole process of setting up a CRM project within your company.
What is a CRM project?
A CRM project defines in a company the process of
setting up the technological solution aimed at centralizing customer knowledge
(CRM) and supporting its use by its users.
Setting up a CRM project is a project open to all
sizes of companies.
The preparation phase of the CRM project
Before starting the CRM project, it is necessary to prepare
it in a few simple steps listed below. There are two major configurations in
companies.
In both of these scenarios, a CRM project must be set up. The steps required to set it up are essentially the same. Whatever your configuration, the process begins with a preparation phase during which you must:
- identify your customers' buying journeys by combining questionnaires, surveys and data analysis;
- identify the needs of your CRM user employees (functional needs, training, etc.);
- prepare CRM specifications;
- Pre-identify the human resources who will be responsible for the project;
- validate the launch of the project with the management of the company (if applicable).
Once this preparation phase is finalized, you are
ready to launch your CRM project.
The structuring of the team in charge of the CRM
project
During the preparation phase of the CRM project, you
have identified the human resources mobilized on the project. Let's go back to
this step to think about the ideal "casting".
The team in charge of the CRM project must be composed of the following members:
- the commercial director(s);
- the marketing director;
- the customer service manager.
Their number is not limited to 3. Indeed if in your organization, the sales manager is headed by a revenue manager or if the marketing department plans to have an operational resource work on the project within his team, they must be integrated into the project team.
In addition, you can add to the team an employee representing each of the departments concerned, an operational employee within a sales team, the directors of related departments (logistics, purchasing, legal, etc.).
Once this cast has been assembled, it is necessary to
organize the operation of this team.
As with any business project, it is essential to define a project manager within the team. This will be the CRM project manager. Depending on the size of the company and the project team, the project manager may be full-time on the mission or assume responsibility among others within his job description.
Internally, this project manager will be accompanied by members of the team in charge of the CRM project. Externally, he will be able to exchange directly with the publisher of the selected CRM solution or in larger projects with the team of a CRM integrator.
Depending on the size of the team thus formed, it is relevant to integrate a model of responsibility in the RACI matrix (English acronym for Responsible, Accountable, Consulted, Informed, which translates as Operational Manager, Managerial Manager or Approver, Consulted , Informed)
The idea of this article is not to detail the operation of a RACI matrix but it is well suited to CRM projects, especially when the teams involved are numerous and the project changes dimension during its life cycle.
Indeed, during the life cycle of the project, the
project manager ensures the follow-up of the actions, validates those
necessary, collects the opinions of the people consulted and informs the people
concerned by the decisions. On a regular basis, he brings together the members
of the project team to review progress and ongoing projects.
The CRM project deployment schedule
Within your company, in its life cycle, your CRM
project will experience two major phases and a minor final phase.
- the implementation phase or deployment phase;
- the execution phase – the duration during which the tool will be productive;
- to a lesser extent, the exit phase.
Let's focus on the first two phases.
Within a schedule, the implementation phase is obviously the most obvious when anticipating the implementation of a CRM project. However, the execution phase, which can start before the end of the implementation phase for certain teams, for example, should not be neglected.
The implementation phase, which begins with the preparation of the specifications and ends at the end of the deployment of the solution, takes various times. The most agile s of you will succeed in their implementation phase in 6 months when others will take more than a year and a half to obtain satisfactory results.
Note that in the scenario where you want to change
CRM, you will have to anticipate a period of overlapping of the two tools (your
old CRM and your new one) which can last several months.
These planning elements are to be anticipated in the
specifications of your project.
Specifications and call for tenders
As part of a CRM project, the specifications must specify:
- your activity and its specificities;
- your challenges and objectives in the short, medium and long term and how the CRM must contribute to the achievement of its objectives;
- the scope of CRM intervention within the company;
- the business use cases that are yours;
- the tools currently making up your “technological stack”:
- the project managers and the resources made available (including budget) or those that will have to be made available (training and change management);
- the time frame in which you are located;
- potential obstacles (internal or external).
The construction of a CRM specification in good and
due form is especially understood if you are with a view to outsourcing the
choice and implementation of your CRM via, for example, a call for tenders. As
part of a simpler choice and implementation, mainly carried out internally, you
can simplify this stage of your project.
The choice of the solution
Finally comes the central moment of your CRM project:
The choice of CRM software.
During this step, you must define which technological solution will be chosen for your CRM. This step can be complex because the offer on the market is important and as for any online solution for your company, the cost of the change is important, it is therefore advisable to select your tool methodically, by consulting our comparative article on the best CRMs.
Before going any further, bad news: The CRM of your dreams does not exist. Indeed, unless you want to develop your own CRM (which we do not recommend), you will have to make some concessions to choose the CRM that ticks the most of your priorities.
To do this, you must base your choice on objective and weighted criteria in order to rank them in order of priority. Examples of criteria:
- ease of use ;
- functionalities offered by the support;
- price model;
- data storage issues;
- etc
It is very important to define precisely what your selection criteria are upstream, for example by carrying out interviews with the employees representing each of the departments concerned by the CRM project. This step will allow you to consolidate your criteria into an impartial evaluation grid capable of attracting the support of the entire company. Conversely, a selection process whose criteria would evolve over time would call into question your objectivity and penalize the adoption of the chosen solution.
The choice of your solution necessarily generates concessions. If, for example, in your company, you name the leads “Deals” (like on Zoho CRM), are you able to choose a CRM that names them “Deals” (Like HubSpot) and does not offer the possibility to rename the element?
This step is obviously crucial, to choose the right CRM tool: some are more oriented for salespeople (like noCRM for example), others intended specifically for SMEs, others adapted to certain industries, and some even dedicated to associations. It's about making no mistake!
To go further, do not hesitate to take a look at our
CRM comparison or browse these CRM examples.
Installation and configuration of the solution
Once you have made your choice, as mentioned above, there are two configurations, the first in which you do not have a CRM and the second in which you change your CRM.
In the second case, on the other hand, the
installation is more complex. There are a multitude of issues related to the
change of CRM. One of the most emblematic is obviously the migration of data
between two CRMs. This is an extremely sensitive task which alone can be enough
to outsource the integration of a new CRM and therefore the recruitment of a
specialist. This operation is all the more complex if the "outgoing"
CRM project has been installed for a long time with a large series of personalized
data. If you still want to perform a migration on your own, CRMs generally
offer data import functions and there are specific tutorials on YouTube.
Setting up data flows
When developing the specifications, you identified the other tools you want to connect to your CRM. Once the CRM is installed, you can connect it to your other tools.
In general, the CRM solution natively embeds data connectors. For example, if you choose Hubspot and you use Google Workspace, a specific connector exists on Hubspot to automatically retrieve customer emails as well as appointments from your calendar. This connection makes it possible to automatically save these elements in the contact files of your CRM. It is extremely practical and there are hundreds of connectors for each of the CRMs.
In the same way, you can easily connect your web analysis tool with your CRM to know when your prospects visit your website.
These native connectors are available from CRM
marketplaces. If you do not find what you are looking for in the connectors
already made and available, you can turn to developers of specific connectors
who will work with the APIs of the different applications.
Team training
The last step of the implementation or deployment phase consists of training users in the use of the CRM. This step is real change management which must be carried out by the CRM project team. There are several levels of support and training for each of the CRMs.
The first level is generally directly in the application within your browser with shortcuts at the top right of the screen – access to the knowledge base – or buttons at the bottom right to chat live with support. Some publishers go further by offering their own “Academy” with online courses and certifications. These options are generally included in all subscriptions and are often good ways to train or get your questions answered.
Personalized training is the second possible level of training. This is a dedicated session with a consultant or customer success from the CRM publishing company. These sessions allow you to ask all your questions.
Finally, it is possible to outsource CRM training to
certified third-party companies (often both integrator and trainer). All
variations and variations of these three options obviously exist.
The project execution phase
Once the implementation phase is over, the CRM project does not stop and the execution phase begins.
The role of the CRM project team during the execution phase changes. It is now to monitor the use of the CRM. the team must within the company a body of control and direction of the CRM once the maximum concentration (phase of implementation) passed.
For example, the CRM project team is responsible for the CRM training course for newcomers to the company.
The CRM project team or the project manager is also called upon when a need for a new integration (tool, type of data) arises in the company.
It is he who will be able to use his RACI matrix and
validate or not the need and the implementation.
The 5 mistakes to avoid when setting up a CRM project
1. Jump in without thinking
As you have seen in this article, a CRM project is
like running an ocean liner. Do not start without thinking about the risk of
wasting a lot of time if you need to backtrack.
2. Do it all yourself
Clearly you can do it all yourself but we don't
recommend it. You are not a CRM expert, you are not destined to become one and
by relying on CRM professionals you relieve yourself of a burden and
contractually ensure that your CRM will work.
3. Not administering your data
This is the main mistake to avoid. 90% of companies
believe that their CRM does not fully produce the expected return on investment
and this is largely due to erroneous data (false, duplicated, obsolete).
4. Not listening to its users
What matters is the use. Make sure your CRM processes
fit the bill first reality on the ground. Having the best CRM but not using it
won't do you any good.
5. Not contacting support
Do not hesitate for a second to contact your support.
The operation that seems complex to you may have already been simplified by
someone. Rely on the common knowledge base represented by the support.