In one of my recent posts I discussed my top three reasons why CRM projects fail. They were:
1. Forgetting what salespeople really need
2. Overengineering
3. Inadequate training.
Looking back on this, I realized these all involved implementation of the software solution rather than the software itself. Which gives rise to an interesting question ―Which is more important, the software or the implementor?
On one end of the spectrum you have consultants that argue “provided you pick product X, Y or Z you need to make sure it gets implemented properly. That is what is most important.” On the other end is the software salesperson who may have little to no interest in the implementation to say it’s all about the quality of the product. So, which is it?
The easy answer is “they are both equally important”. But is that really the case? I think the answer is a little more involved. In defence of the product I will say that it is extremely important the buying organization acquire the right product for them. This is very tricky because we as veteran salespeople know that people buy with emotion and defend their decision with logic. Meaning that as objective as they try to make the buying decision, they invariable pick the one that feels right; shrouded in terms like “cultural fit” and “relationship”. Having said that, I do think you can buy the less optimal solution and make it work if it is implemented properly.
To illustrate the merits of both sides of the argument, let’s consider Formula 1 Racing. One might ask why is Lewis Hamilton the number one driver on circuit? I have heard people say that all those guys in F1 are great drivers, just put them in the best car and they will win consistently. His defenders would argue that he is such a great driver, you could easily put him with any team, and he would come up one top. Clearly, you need to have an amazing car (great software) and team (company) behind you if a driver (software implementor) wants to win in F1. I have always maintained that the role of the implementor is to breath life into the software to make it perform the way it should for the business that acquired it. The crux of the question really comes down to the importance an organization attaches to both sides. I have seen companies pick the wrong product for them yet have made it work because their integrator worked with them to make it happen. I have also seen companies acquire the best solution to meet their needs and fail miserably because they skimped on the implementation. Or even worse, spent too much money with an incompetent implementor (this is the stuff lawsuits are made of).
So, where does this leave us? I am going to give a slight edge to the implementor. The reason for this is not because product is not important (hey I am biased remember; I sell Microsoft Dynamics 365). It is because the message I want to deliver to anyone considering a CRM solutions is; do not overlook the importance of your implementation! Paramount to your project success is picking the right driver (implementor) and dedicating enough resources in time and money needed to make the great software you purchased work for you. More often in not, companies buy into a false economy fuelled by their desire to get a good deal on that big up-front professional services cost. Nobody wants to pay more than they must for their implementation, I get that. I am just saying all the money you spend on software and implementation will simply go down the drain if you don’t have the right implementor. I should add that that the best implementor is not necessarily the most expensive either―a topic for another day.
―Chris Moffett
About the author
Chris Moffett is a veteran technology sales and management professional who has worked with some of the most significant brands in technology. He has helped hundreds of clients over the years select and implement enterprise software. He is passionate about the sales professional and has also worked with Microsoft Dynamics for more than 18 years. Chris currently heads up sales and market development at Purely CRM.
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