To fully understand the importance of creating and deploying real-world CRM technology that drives business processes, look no further than “E Day.” This was the fateful day in 1957 that Ford Motor Company introduced its legendary failure, the Edsel. According to Wikipedia, “Marketing experts hold the Edsel up as a supreme example of corporate America’s failure to understand the nature of the American consumer. Business analysts cite the weak internal support for the product inside Ford’s executive offices.”
The analogy between the Edsel’s failure and today’s shortsighted CRM technology development environment is striking. First, many CRM software firms promote technology with lots of bells and whistles, without addressing how well it will drive key business processes dictating ultimate success or failure. “The nature of the American consumer”—the customers it is designed to serve—too often gets ignored in all the preoccupation with technology.

Moral of this story: CRM software must support business processes that promote healthy customer relationships, or it will drive right off a cliff—just like the Edsel.

Second is the issue of internal support. Too often, CRM vendors promote technology without considering those who will have to learn it, implement it, and make it improve customer relationships. If there’s “weak internal support” among executives for CRM, chances are employees won’t support it either.

Despite this fact, software sellers continue merrily promoting products in a vacuum, unfazed by lack of employee adoption responsible for much CRM implementation failure.

Moral of this story: Build in a comprehensive management support and employee education program around deployment of any CRM application, or it will drive right off a cliff—just like the Edsel.

Here are some tips to help drive CRM that aligns with business processes, leading to acceptance by employees and appreciation by customers:

Company size doesn’t matter—neither does industry

Whether a company has two employees or two thousand, a hundred customers or a hundred thousand, the same principles apply. Make the software support business processes that support stronger customer relationships, and nurture it with a strong management commitment.
Ask yourself: Is the linkage between CRM technology and business processes as complete and resilient as it could be?

One size doesn’t fit all—“Commoditized” CRM applications are a place to start, not to finish

Until your CRM supports business processes consistently and completely, it’s only a work in progress. Too many CRM sales are product, not solution, focused. The best product in the world is only the best if it provides the right solution. Fortunately, you can now customize your CRM application to ensure that it appropriately serves your business model, your employees and your customers—adding substantial value rapidly and affordably.

To do this, however, requires asking in-depth (and sometimes hard) questions. Product sales teams typically want a transaction—present it, sell it, and move on, much like an assembly line. Finding ways to heighten value (and save money) on the application, conduct the right kind and amount of employee training, and other value-adding tasks is where real CRM success resides.
Ask yourself: Are we trying to fit a square peg into a round hole, or have we achieved a truly customized fit—in all areas related to CRM?

CRM is more than a pretty face

Some companies point proudly to their CRM systems as though they were presenting a showhorse. What really drives real-world CRM, however, is the workhorse. Having a CRM does little for your organization if it’s there primarily for show. Spending big bucks for a glorified address book CRM doesn’t cut it—and this happens all too frequently.
Ask yourself: Do we have the right team to ensure a “purposefull” CRM work week?

Make your CRM a workhorse that can provide such functionality as providing useful and timely sales information, inventory and supply chain status, and channel partner-oriented reports that keep everyone up to speed and on the same page.