How to Get Salespeople Aboard the CRM train

Despite whether management loves it and the funding is available, a CRM system can only be as effective as the people who are using it. Though after purchasing a CRM solution it is crucial for there to be management buy-in and support, it is even more important for the sales team to use it and like it. After all, a CRM system comes with the promise of becoming a company’s best sales productivity tool, so if the salespeople are reluctant to use it, the system will lead that company down the road to failure.

In order to overcome this tremendous obstacle, it is crucial to know the reasons why sales people are hesitant to adopt a new CRM, before your research begins. This blog will address some of those reasons and as well provide some advice on how to get your sales people aboard the CRM train.

Whose tool is it anyway?

As a CRM vendor ourselves, we can attest to the fact that vendors alike strive to target the top decision makers of their potential client, aka the Management. With that being said, the tactics of selling are based upon stressing the benefits that the unique CRM system will provide for the management team. With control over the company and their budget, the management plays the key role in the deciding which system to go with. However, if the sales people are the ones who will be using and optimizing on the CRM system’s features and functionalities, than why is it that it’s pitched as a management tool?Though the CRM solution will provide countless benefits for the company as a whole, in order for those benefits to come to pass, the CRM vendors need to emphasize the value that their solution will offer the sales department.

Without knowing what’s in it for them, the sales team will not feel encouraged to adopt the foreign system and will therefore neglect its value. Not only should the sales people be informed about how the CRM solution will enhance their methods, some members of the team should be actively involved in the purchasing process. By doing this, the sales team is given some representation in the process and their needs and wants can be considered, allowing them to feel more at ease and confident with the purchased system.

Creatures of Habit

A new CRM system is introduced to the sales team as an integrated business tool, which poses a threat of being a new way of doing business. This fact alone is the precise reason why salespeople can be reluctant to adopting a CRM system. With enough changes taking place in the organization on a regular basis, the last thing they need is to be told to change up their routine. Though they are not technophobic, their interest in approaching a new piece of software is lacking. Simply put, they’d rather spend their time doing what they know best, instead of learning a new system that might not work.In order to tackle this obstacle, the deployment and training process should be broken down into incremental steps. The personnel conducting the training should do so in such a way that they demonstrate how the salespeople can continue with their usual methods, while gradually implementing the CRM’s useful functionalities into their day-to-day routine. Apart from training, the CRM system should be easy to use. The easier it is, the more inclined the sales team will be to update and maintain the system.

Increased sales productivity or time wasted?

The implementation of a new CRM system requires a significant amount of time spent on training and set up. However, a majority of sales teams heavily base their performance on short-term goals, so they see the adoption process as greatly impacting their ability to achieve those goals. Instead of viewing the CRM software as a tool for facilitating selling, they see it as a time-waster and major distraction.In order for the sales people to see the value behind spending time learning a new system, they need to be convinced that the short-term pain will be worth it the long-term gain. They need to understand how the system is stepping in as a time-saver in the long run, even though the initial adoption will consume some of their time. Management also needs to recognize that the CRM adoption process will result in lower rates of productivity for a period of time, without placing the blame on the sales team. But once the system is up and running, they will be able to gauge how beneficial it truly is and will be for the long-term.  

Big Brother in the office

No one likes being watched, especially salespeople. Once they develop their flow, the last thing they want is to have someone breathing down their neck, pushing targets and scrutinizing their methods. Unfortunately, some salespeople perceive a CRM system to do exactly that. They conceive it as the Big Brother in the office and for that reason they are reluctant to bring the new software aboard.The managerial tools that CRM systems provide, such as increased visibility of the sales pipeline, target goals and productivity, cause salespeople to interpret the system as a tracking mechanism instead of a sales tool.

They fail to recognize the system as providing visibility into their own progress and efforts, and solely see it as providing new functionalities for management. The sales team needs to take the time to assess how the CRM software can become their personalized tool for improving sales methodologies and enhancing their overall performance. Once they recognize this tremendous value, they can begin embracing the system as a motivator to continually report and engage in their own development and growth.If a company is able to overcome theses hurdles with their salespeople, they will be one step closer to feeling confident that the new CRM system will be one of the most advantageous investments. From there, the rest of the purchasing process should be smooth sailing.