Organizations know that if CRM is used, it creates value, so THRIVE is currently working with clients to understand the barriers to adoption needed to maximize this return on investment.
McKinsey produced the following equation to describe how customer value is formed through communications with the customer throughout the Customer Journey:
THRIVE helps organizations manage the two important factors of Relevance and Timeliness while giving the customer the required anonymity to maintain Trust.
The self-reported reasons for not using or trusting the CRM that we have received through feedback collected by THRIVE Experiences has been varied, ranging from lack of training to a shortage of time. Some other factors that came from these interactions indicate that some people didn’t trust the company with their contacts, while others felt that the information would work against them during performance reviews.
In other words, they were worried that CRM would show the truth about the problems they may be having and didn’t have the trust in the company to ask for help.
THRIVE’s view is that there isn’t a single factor that slows adoption as much as the lack of an enabling environment combined with low trust levels.
An individual choosing to use CRM is similar to any journey from “Intention to Action” and is usually enabled by two common factors.
The first factor is the confidence that the individual has in their ability to perform the requested action. In the case of CRM, the person knows that what they put into the system is going to be a reflection of their work that can be easily compared to their peers.
Being compared directly to one’s peers is an intimidating prospect that feels similar to taking a test and can lead to very sparse inputs, which reveal little, or to more verbose entries that make it harder to find the “signal in the noise.” In both cases, the participation is meant to obfuscate more than illuminate the performance data that the company is seeking.
To overcome these natural tendencies THRIVE makes use of the same considerations that our retail clients think about when selling their products to customers and uses those to “sell” the benefits to employees and partners so that they begin to see the personal and collective benefits.
To overcome the first obstacle CRM should follow Einstein’s rule of being “as simple as possible but no simpler.”
For example, the terminology on the screen should be within the common vocabulary of the workplace. Even something as simple as calling a customer interaction a “touchpoint” instead of a “contact” can increase the cognitive load as the brain switches between these two terms that describe one thing. Ambiguities are time and brain drains – if your CRM introduces a lot of them into the workplace it will lower the value of the entries and discourage it’s use.
The second barrier is the need for the user of CRM to feel that their life will get better in some way as a result of using it. If there is no “WIFM”, or what’s in it for me, then it will be increasingly difficult for a person to make the use of CRM a habit for them, which it needs to become to provide the high-level results promised by CRM vendors.
THRIVE works with companies to build competency and trust simultaneously, accelerating the learning and trust curves so that your company and your employees can provide the full benefits of CRM information back to your customers. This allows CRM to move beyond just filling a need to delightfully improving, or even changing, customer’s lives with your company’s products and services.
If you would like to learn more about how THRIVE can help your employees feel better about helping to gain the full ROI you hoped for when a CRM system was purchased, reach out directly to email@example.com, contact us here, or enroll in a THRIVE Demo to learn more.
(1)Baseline CRM blog, January 24, 2014. Lauren Licatta, “18 Surprising CRM Statistics”
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