So then we sat down and asked each other, "How do we address this business problem — overcome buy-in issues and user adoption?" That may be a question that you've asked yourself before or you're starting to think about just now. That's when we started to focus more on offering CRM implementation services.
We found that many organizations reaped benefits from utilizing an external implementation team because we brought an objective, third party viewpoint to the table. In contrast with an internal team who may be managing multiple initiatives, we were able to give full focus and energy to the implementation. We could also lend our experience and expertise having performed many implementations previously — this usually resulted in a shorter implementation time.
So how can you be successful in implementing vtiger for the organization that you're working with? Will you have to have big meetings/lunches doing training and orientation and bang on management's door (with your head) to get help with sponsorship and enforcement of "the new system"? You may have a lot on your IT plate, so to speak.
Here are some principles that can help you to get your organization to adopt vtiger CRM as a tool to improve customer relationships.
If you are in a position to influence others by your example, do it. This cannot be overstated. I'll never forget this skit that Ben Stiller did with Casey Kasem. This annoying guy with big sunglasses and a comb-over sees Casey Kasem in a restaurant on a date with his wife. He goes over to the table and insists that he do the voice from his radio show American Top 40. Casey tries to decline, but the Ben Stiller character just cuts him off and says, N, n, na, na — do it, in this low, Bronx-type lunk voice. Casey tries to decline again — N, n, na, na — do it. Over and over again, until Casey gives in. He even makes him do the voice of Shaggy from Scooby Doo.
This is what I'm saying to you: Do it. You will have an extremely difficult time getting other people in your organization (especially those that work under you) to adopt vtiger if you yourself don't use it. It doesn't mean that you have to set up your PC in plain sight of everyone in the office. Every email notification that they receive from vtiger for a new task or new lead assignment, and so on, will remind them that you're taking the lead in using the "new system".
"Give a man a fish and he'll eat for a day. Teach a man to fish and he'll eat for the rest of his life." A familiar adage for many of us. If we were to use this as an analogy for training and mentoring on vtiger CRM, it wouldn't mean that the training would be the 'teaching a man to fish' part. Rather, it would be giving the man the fish. More than training is required.
We can't expect to run through an hour, or even three hours of training, and then send the users off to happy vtiger land. We'll need to keep a connection with them throughout the course of the adoption phase and be available to answer questions and "show how".
If you're a team leader, make sure to do this with your team. N, n, na, na — do it. If you're not, encourage those who are team leaders to "'do it".
If you are not the management and not influential, then you'll need to ally yourself with others to facilitate the adoption. If users get the feeling that using the new system is just a suggestion, then you know what that means — continued use of Post-It notes.
Do your best to encourage team leaders to:
1. Use vtiger CRM themselves and set the example.
2. Train and mentor their teams to use vtiger CRM.
3. Make their teams accountable.
It would be wise to set a specific length on the vtiger implementation project and set a cut-over date at which all users will start using vtiger CRM and stop using the old system (or Post-It notes).