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Columnists
Prospecting:
For Environmental Business

Joe
C. Holmes Regional
Manager of Business Development ATC
Associates
Joe
C. Holmes is the Regional Manager of Business Development at ATC
Associates. He can be reached at 480-355-4668 or by email at joe.holmes@atcassociates.com.
Client
Relation Management Systems
Dec/Jan
2009/10
When
I made the painful leap from Daytimer to Palm Pilot about 8 years ago I
quickly discovered the power of electronic tracking of sales, marketing
and client maintenance. Since then, the number of tools for sales people
has grown significantly. The days of "ACT!" dominating the
market are over. Hundreds of remarkably affordable, feature-rich software
solutions are flooding the market, and we’re officially out of excuses
for sticking to the old three-ring binder.
So, now that you’re shopping for
sales and marketing software, how do you weed through all of the choices?
Picking a package for yourself is relatively easy: just look around for a
tool that does what you want within your price range and go for it.
Establishing a tool to be deployed across your whole company is different
matter, entirely – one that can quickly turn into a corporate-wide
initiative. Over the last 10 months, I’ve worked on a pilot team to
deploy a company-wide CRM to a 1,600 person company with sales and
marketing personnel across the country. In this issue of Prospecting, I
share some lessons learned.
Deciding on a company-wide CRM is
far more complex than choosing a personal one. You can configure personal
software any way you like and tailor it to fit all the idiosyncrasies of
even the most unusual daily work life. As the number of people using a
common system grows, so do the challenges. The processes must then be more
generic, flexibility diminishes and your ability to make the software fit
the specific needs of each individual deteriorates. If you establish a
system that is simple, very easy to learn, and low in price, chances are
you will sacrifice functionality. If the system is very complicated and
full of features, you might sacrifice ease of use. The key is determine
what you do (and do not) need from your system.
What are your organization’s
objectives for the new system? Will it be used only by sales and
marketing, or will it be linked to the company’s enterprise system? This
is important because complications can arise due to differing needs of
departments outside of sales and marketing. Is the intent to provide
information about key activities and opportunities, or to track detailed
day-to-day sales activities and replace each person’s individual system?
This can get tricky, depending on the management philosophy of the company
and how closely management wants to monitor activities. How will we
implement training? Resistance to change makes any company-wide initiative
a challenge, and the manner in which it is announced and rolled out to
front line users is critical in making sure it gets used.
The products are many and there’s
something to fit any organization at any budget. As long as you identify
what you want from the system, first – who will be using it, what types
of information you want to distribute and gather, and how it will be
presented to the users – you can more easily pick one that will enhance
productivity.
2008/1234
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