Implementing a new CRM is a big milestone, but to properly root new processes and technology requires additional planning and execution. Key responsibilities and focus areas for the CEO for CRM in the post-implementation phase include:
Continued Leadership and Process Ownership
The CEO for CRM’s role extends far beyond the initial implementation. They must continue to be the driving force behind the CRM initiative, changing the culture, focusing on sales processes, best practices, and digital transformation within the sales organization. This ongoing commitment is essential for maintaining momentum and realizing the full potential of the CRM.
Measuring Success, Building Collaboration, and Key Stakeholder Buy-In
Working closely with other managers to measure performance is crucial to ensure team cohesion and alignment. The CEO for CRM must collaborate with sales management to establish KPI and enforce role-specific expectations for CRM usage. This ensures that all team members understand their responsibilities and use the system effectively.
Maintaining Data Integrity
One of the primary responsibilities of the CEO for CRM is to ensure data integrity. This involves implementing and enforcing data entry protocols, conducting regular reviews, and ensuring that the data remains accessible, accurate, complete, and reliable.
Forecasting and Opportunity Management
The CEO for CRM plays a vital role in monitoring forecasts and engaging with the internal team to keep opportunities up-to-date and using the format relevant to the business. This ensures that forecasting meetings, both internal and with partners, are transparent, productive and strategy-focused.
Promoting Best Practices and Success Stories
Communicating best practices and success stories is essential for encouraging team members to leverage the CRM system effectively. Initiate a performance incentive. Highlight positive outcomes and efficient usage. The CEO for CRM can inspire and motivate the team to maximize the system’s potential.
Ongoing Training and Education
Conducting user training on both the “how” and the “why” of CRM usage is crucial for new employees and as continued education for existing team members. This ensures that all users understand not only the technical aspects of the system but also its strategic importance to the organization.
Managing Enhancement Requests and Future Phases
The CEO for CRM is responsible for managing enhancement requests and planning additional phases of CRM development. This involves prioritizing improvements, evaluating new features, and ensuring that the CRM system evolves to meet the changing needs of the organization.
Regular Check-ins with Sales Management
Holding weekly or monthly meetings with the sales management team to discuss CRM adoption and areas for improvement is crucial. These check-ins help identify challenges, share successes, and maintain alignment across the sales organization.
Providing Front-line Support
The CEO for CRM should be the go-to resource for “how-to” and “why” questions related to the CRM system. This direct approach ensures that users receive timely support and reinforces the importance of the CRM to the organization.
Pipeline Management
Monitoring the input-to-output ratio in the sales pipeline is a critical responsibility. The CEO for CRM must ensure that there is sufficient pipeline volume to meet targets and identify any potential shortfalls early.
Utilizing the CRM Dashboard
Working daily with the CRM homepage dashboard helps the CEO for CRM stay focused and proactive. This practice enables quick identification of trends, issues, or opportunities that require attention. By fulfilling these responsibilities, the CEO for CRM plays a pivotal role in driving the ongoing success of the CRM initiative. Their leadership ensures that the system remains a valuable tool for decision-making, customer relationship management, and overall business growth.
Manage the Third-Party Vendor Relationship
This is where executive leadership must insert themselves. To establish new goals, requirements, and functionality supporting growth goals of the organization. Having the right vendor relationship will bring forward new technology and best practices to stay on the forefront.
SP360’s CRM Coaching Services can help with the entire project at all phases of the CRM lifecycle. From design, project execution, and onboarding, our services are built on decades of experience to help your team gain confidence for long-term success.
To see what 30 years of experience helping industrial organizations get the most from CRM, reach out today.