Sorry about this – my computer’s “sis lock” key was stuck for a minute. What I was about to say before Dogrell got in the way was this: For all the breakthroughs in technology and process, and to build more productive and better alliances to put more money into both sales and marketing, we Still a stagger. Adoption problem.
Who is using your technology
A survey conducted by CallidusCloud published in January answered many questions by sales and marketing professionals. One of them was this simple question: How much has your sales team used and regularly uses your current solution?
A large proportion of respondents – 37.98 percent, to be precise – said that everyone was on board. However, a quarter (25.48 percent) of the respondents said that less than half used the technology, and 5.77 percent of this group said that no one used the technology.
If you are a CIO, or VP of sales, or CMO, or even a CFO, you had better hope that your company is not a part of that 5.77 percent, as it means that you have essentially entered the shelfware Invested, and your sales and marketing team is completely ignoring the tools you paid for dear.
If you’re part of the rest of that 25.38 percent, then you’ve also had trouble – sales and marketing are half-incomplete in their use of technology, and that means they’re probably missing deals and failing to maximize. The value of the deals they manage to close.
So how do you avoid selling and marketing your technology investment?
There are a few steps to this – and many of them start even before you choose the technique.
People and processes
Once you have determined those things, you can start mapping requirements from them. Doing otherwise takes the technology selection process out of context and replaces selection as a feature that results in the possibility of ignoring the investment.
Another good way to set the stage for adoption is to involve real users in the selection process, which helps in many ways. First, it confirms the need for context in the selection process. If a technology, or a technology that a salesperson occupies, will not meet sales and marketing needs, sales professionals and marketers are going to be the first to solve this problem.
Later, it offers new technology with some internal champions – people who had a stake in its selection and who can act as champions for change among their peers. The concept is incredibly important and tremendously useful, noted the head of a very large CRM consultancy – but he said that in his tenure at the company, only one customer bothered to do it.
Capture the failure of others and make users part of the selection and evaluation process.
Training is not optional
Another area where companies implementing sales and marketing technology are training it. You can understand how this can happen. Being “intuitive” about all applications has translated into many people’s minds “You can just start clicking and figure it out.”
For an application as versatile as CRM or marketing automation, this is true at one point. However, beyond that point, you really need to know what you are doing to maximize your investment.
However, many CRM deployments involve training as an expense, which is seen as truncation from a citation to save money. Just think what would have happened was the attitude of Wright Brothers customers and the training was pondered.
There would be a plethora of airplane debris and some were very pathetic end users, not many airplanes. Do not set yourself up for failure.
Tear down those silos!
If you have systems that depend on both sales and marketing, they become mutually dependent. Then the technology they use cannot be ignored – the use of sales depends on marketing, and marketing is dependent on sales.
Finally, realize that adoption requires you to sell your sales and marketing team how new technology will benefit them. If marketers don’t understand how this will help them reach their lead goals, and if sales don’t see how it will help them make more in commissions, neither can they change the way they work. Will be motivated – especially if they are already meeting their goals.
The benefits of technology in their context, not from the company. Increasing visibility for management is not an advantage for sales and marketing professionals who are real users of the technology. Instead, time savings, commissions, key goals that can be achieved, and other metrics are relevant to users.
Applying sales and marketing technology with consideration only for technology is a step that ends in disaster.