Systems & Software
Getting a CRM genuinely used, which is a data model and adoption problem rather than a licence selection one. Most failed implementations were configured correctly and abandoned anyway.
Stated as we hear it, before any mention of what we would do about it.
Qualitative, because we do not publish numbers we cannot evidence.
Approach
Eight to sixteen weeks depending on data volume and integration count.
The real sales process, including the steps that happen off-system. Configuring against the documented process is how you get a CRM nobody uses.
Definitions agreed with the people who will type into it. Most CRM data quality problems are definition disagreements that surface a year later.
Deduplicated, with an explicit decision on what is not worth bringing. Importing everything imports the mess and the distrust with it.
Training, then removing the alternative. A CRM competing with a spreadsheet loses, because the spreadsheet is faster for the person filling it in.
Scope
Stated plainly, so there is no ambiguity about what you are buying.
How it works
A process before and after automation
Before: five steps, four of them manual. After: the same outcome with one human decision point and a defined exception path for when the system is unsure.
The boundary
Naming the boundary early removes the most common source of disappointment in an engagement.
Usually whichever your team will use and your systems can integrate with. Platform differences matter far less than fit with your process, and the selection decision is nearly always less important than the implementation decisions that follow it.
Because entry is slower than the workaround. If logging an activity properly takes two minutes and a spreadsheet takes ten seconds, the spreadsheet wins regardless of policy. Adoption is a design problem before it is a management one.
Getting a CRM genuinely used, which is a data model and adoption problem rather than a licence selection one. Most failed implementations were configured correctly and abandoned anyway.
Teams whose CRM is technically live and practically unused; Businesses moving off spreadsheets or a system nobody supports; and Organisations where sales and marketing hold separate versions of the same customer
Process mapping before configuration, so the system reflects how you sell; Data model design: what a lead, contact, account and opportunity mean here; Migration with deduplication and a decision on what not to bring across; Integration with the systems that create and consume customer data; Adoption work: training, entry design, and removing the parallel spreadsheet; and Reporting built on the fields that are reliably populated
A CRM was bought, configured, and the sales team still works from spreadsheets; Customer data is split across systems with no agreed source of truth; and Pipeline reporting is unreliable because entry is inconsistent
A data model that matches how the business actually sells; Entry that is faster than the workaround it replaces; and Reporting people trust because the underlying entry is consistent
Eight to sixteen weeks depending on data volume and integration count.
Connected
Describe where the work currently is and what it has to achieve commercially. We will tell you what we would scope, what we would leave alone, and whether this is the right service to be buying first.
