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Jay your post although very "to the point" is 100% spot on. I am sure there are a few CRM company reps scrolling through here that would love to be able to say what you did to their clients, but are too nice etc. What you are saying is the same thing as the thread Jeff started last week: LinkThat is why for all of you out CRM shopping you must take the good and bad reviews about a product especially one as complicated as a CRM with a serious grain of salt. - 50% of the install is on the dealer - Did you give them a clear expectation of your business model? Did you hold them accountable to each phase of the install? - 90% of the usage is on the dealer - The CRM Co. should not be expected to manage your staff or train each new user that comes on board- 60% of the continual setup/maintenance is on the dealer - new features and enhancements require you to adjust your business processes first before you just roll out and expect them to work perfectly That leaves the rest up to the CRM Co, but their efforts are usually very close across the board. The biggest difference is and always will be the store the system was installed in. That difference can usually boils down to the two groups. One - the person responsible for leading the change in the dealership and his/her ability to manage the install. Two - the rest of the mgmt. to own the daily responsibilities of managing technology.
Jay your post although very "to the point" is 100% spot on. I am sure there are a few CRM company reps scrolling through here that would love to be able to say what you did to their clients, but are too nice etc. What you are saying is the same thing as the thread Jeff started last week: Link
That is why for all of you out CRM shopping you must take the good and bad reviews about a product especially one as complicated as a CRM with a serious grain of salt.
- 50% of the install is on the dealer - Did you give them a clear expectation of your business model? Did you hold them accountable to each phase of the install?
- 90% of the usage is on the dealer - The CRM Co. should not be expected to manage your staff or train each new user that comes on board
- 60% of the continual setup/maintenance is on the dealer - new features and enhancements require you to adjust your business processes first before you just roll out and expect them to work perfectly
That leaves the rest up to the CRM Co, but their efforts are usually very close across the board. The biggest difference is and always will be the store the system was installed in. That difference can usually boils down to the two groups. One - the person responsible for leading the change in the dealership and his/her ability to manage the install. Two - the rest of the mgmt. to own the daily responsibilities of managing technology.
