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There are lots [...]]]> This is a sample article for a blog on CRM (Customer Relations Managment), Sales Force Automation or Knowledge Management. This particular article is not technical, but deals with some of the human aspects of introducing a new CRM system to your sales team.

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Create Buy In for your CRM System

There are lots of reasons why your sales team will resist sales force automation. Mostly, they all boil down to one thing:

Change is hard.

The good people on your sales team have been working hard using their current tool for years. They may kvetch, they may moan, they may carry on about the shortcomings of the system, but in the years that they have been using it, they have figured out how to make it work. They have worn grooves in all the right places, and created calluses where they need them. They may not like the old system, but they have grown comfortable with it.

Now you are asking them to change. Now they need to enter information differently, enter different information and enter it more often.  This change messes with the mojo and gums up the gears of their finely tuned psychological machinery.  They fear productivity dipping and they don’t like it. Frankly, neither do you, but you know that this new system is way better than the old system if they would just give it a chance.

To reduce their resistance you must get out in front of it. At the earliest stages of talking about converting to an enterprise management system, you need to start earning your team’s buy in. Here are a few things to keep in mind.

1. Your salespeople are your clients.
2. Your CRM system is your product
3. You are the salesperson.

The only reason people ever buy anything – ever – is that they see the benefit in it for themselves. To insure that your team buys your new CRM system, you need to build the sale from the ground up, just like you expect them to do with their prospects. Here are a few suggestions that might help you.

• Communicate Aggressively
• Involve Widely
• Train Deeply

Communicate Aggressively

At the very earliest stages of considering changing systems, start communicating what is going on.

• Ask for feedback.
• Hold discussions.
• Explain the reasons.
• Disclose the data driving the decisions.

Communication is a two way street. Tell your team what is going on, but listen to their concerns and their ideas. Don’t fear their reactions. By starting early, you give them time to adjust to the coming new realities. If you give them the data, they will come to the right conclusions (or maybe even better ones).

Use all the available technology to communicate in ways that are subject appropriate, time-efficient, and budget conserving. You don’t need to fly everyone from all over the country when an hour-long conference call can get the job done. Use survey monkey to conduct surveys on key questions. Use email. Even Twitter and Facebook can contribute to the discussion.

Involve Widely

You will reduce resistance to your sales force automation project if you get your people involved in the process across the board and at every level.

Advocate for your team and get them a place at the table for the software selection process. Have other members take part in the process of designing the conversion. Have these team members communicate what they are learning to the rest of the team. Aggressive communication has to keep on through the entire process. Early information reduces the surprise factor, and therefore reduces resistance.

Part of involvement means beta testing. You would not roll out a new product without market testing. Don’t roll out a new CRM without letting real salespeople (the customers of your new system) test it first. The feedback they provide will be invaluable. Take that feedback and use it to tune up your customization and training processes.

Train exhaustively

Reading a manual is not training. Attending a class or webinar is not training. Your people have been trained only when they can actually perform the desired behavior consistently. Training is not about knowing. It is about doing.

Therefore, make sure that you invest in real, sophisticated, hard-edged training design. Create a clear and specific set of learning objectives, and a series of exercises and feedback points that will insure that your people can actually execute the objectives.

All of this is expensive in terms of time and money, but it is an investment in your investment. If you fail to set things up properly on the front end, you will experience all kinds of delays and obstacles on the back end. It’s a “you can pay me now, or you can pay me later” kind of proposition.

Funny how “pay me now” almost always works out cheaper in the long run.

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This article is available for reprint only if the following bio is included intact.

This article is written by David Denis owner of http://www.rocksolidwriting.com
David is a freelance writer for hire offering article writing, sales letters, training manuals, speech writing, seo content, sales writing, blog articles, copywriting service, sales scripts and business name ideas.
To learn more, or request a quote visit http://www.rocksolidwriting.com/freelance-writer-quote/