When I work on a customer project implementing SalesForce.com CRM we use the following stages to prioritize our project plan:
- Stage 1 – Implement “as is” processes into the CRM (transition).
- Stage 2 – Pick critical areas or processes affecting strategy and operations, automate, integrate and transform into CRM.
- Stage 3 – Introduce different channels, different ways of service delivery, and build an integrated service delivery approach (Customer Transformation).
Stage 1 – with the implementation of the “as is” process it is key that you not only understand the customers sales processes, but you also understand the customers vocabulary and the different roles of employees within the process.
The oil & gas industry is a great example of the importance of adopting industry vocabulary into the new CRM instance.
- SalesForce labels its opportunity-tracking object as “Opportunities” – in the oil & gas industry they might refer to this as a “quote log.” If you change the name of the tab to “quote log” it drives adoption of this important object.
- Within the Opportunities object you are able to relate “Partners” to an opportunity using the “Partners” object. The Oil & Gas industry would call these “Consultants” or “EPC Companies.” If you change the name from “Partners” to “Consultants” you promote the adoption of relating these companies to an opportunity.
- Within Opportunities, SalesForce uses the field called “Close Date” to track the date an Opportunity closes. In the Oil & Gas industry naming the field “estimated project award date” make the reps feel more comfortable about entering a date within the field.
These are 3 examples of how to use existing objects and fields within a CRM and make a name change that aligns with the customers terminology to drive adoption of a CRM.