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We have all been there: The consultant
arrives, works two days (two weeks, two months), and cannot solve the problem.
Then another consultant comes in and solves it in an hour.
Is the first consultant incompetent?
Maybe not. Your CRM (Customer Relationship Management
system) supplier is called a VAR (Value Added Reseller).
The "Value Added" means that he should have some expertise in
the product. In reality, the level
of expertise varies widely. Here is
what you should reasonably expect. Various Levels of Expertise At a minimum the VAR should have a strong
knowledge of the user interface (ie: be equal to a "power user") and
know how to configure and install the system in a standard configuration.
They will be able to provide end-user training. Better VARs will understand the complete
data structure, know several third-party add-on systems, and be able to provide
consulting in designing the system. They
will know the implications and trade-offs of various design decisions.
They will know how to set up data synchronization, data import and
export, and internet access to the system.
They will be able to provide instruction for managers and database
administrators. The top VARs will be able to customize the
system to support your business processes.
This includes reports, security, links to external systems, and
customized processes. They will
understand the full system implementation process and will be able to steer you
past the typical pitfalls in system implementation.
They will have superior skills at handling system bugs, corrupted data,
and other typical system problems. They
will also have the management skills necessary to manage the system
implementation process. This is all that you should reasonably
expect from your VAR. It leaves a
lot uncovered. Here are some areas
that are not included. Your VAR may
have skills in these areas, but they are separate from the skills required to be
a CRM VAR.
If your VAR sells you his expertise in these
areas, then you should expect him to have the appropriate skills. If he does not, then you cannot expect performance in these
areas. As you can easily see by reading the list
above, it is possible (and even likely) that there will be
problems with an installation that fall outside of the
primary skill set of the VAR. This
means that he could easily take longer to diagnose a problem than another person
might. The trouble is, that the computer field is so broad that
nobody can be an expert in every area. The
VAR should solve the problem reasonably efficiently in his primary areas of
expertise, and should do it at least more quickly than you could in the other
areas. Expect Errors
Your VAR will make errors.
It is one of the things you can expect from your CRM VAR.
It is part of the process. In
fact, trying to minimize errors is not always a good idea.
It has been truly said, that "The
perfect is the enemy of the good." Don't
try to make it perfect. Try to make
it work well in this lifetime. To try to get it perfectly right, you would
need to do so much testing and checking that the cost of the implementation
would skyrocket and the system would never be finished. Even so, there would still be errors. It is much better to have your VAR build a draft, or
"straw man" system and then review it together.
This can be done repeatedly so that you are involved every step of the
way. As you jointly find errors,
the team can make the necessary corrections.
By planning for the errors, you end up with a more error-free system at a
much lower cost. The better VARs will avoid the more obvious
errors, but many errors look obvious in hindsight.
The better VARs will also be better equipped to correct the errors.
But this is not the end of the story.
Besides regular errors, there are Big Errors. Prepare for Errors
In the process of implementing the system,
your VAR will make some errors that really appear stupid.
While appearances in this case can be deceiving, there are times when the
VAR simply made errors that he should not have made.
Sometimes this could even warrant a no-charge "make right"
effort on the part of your VAR. Before you ask for free services, be sure that
your own house is in order. Some of
the things you should do: Do not complain about things that you have
already approved in prior reviews. The
VAR expects you to exercise due diligence in reviewing his work. Do
not expect to get it right the first time.
You will probably need to re-install, tweak, and otherwise fine-tune your
system before it is ready for prime time. Make your "must have" list clearly
separated from your "would like" list.
If you tell your VAR that the system must be accessed solely via web
access by remote users, he will not implement a data synchronization option.
This may severely limit the usefulness of the system.
When you later discover what you might have had, you cannot call the VAR
to task. Realize that the VAR did
not write the system (That guy is called the Developer or Vendor of the system).
He has no control over actual software bugs other than to report them to
the developer. In fact, new bugs
come up with each release of the system and no VAR (or even developer) knows all
of the bugs. You may need to
re-design a part of the system to work around a bug. This is not free work.
(On the other hand, if the VAR simply did not understand how the system
was designed to work, you would have a good case for some free "make
right" work). Realize that no
VAR can understand the operating environment in detail.
The links that worked so flawlessly in Windows 98 are now failing in
Windows 2000. The system that ran
perfectly on a SQL platform has bugs running on Oracle.
The new modem you bought makes the system crash when you send a fax.
The VAR is probably seeing this for the first time, just as you are.
He may have to try several things before he can fix the problem.
Another VAR might guess right the first time.
Either way, you should expect to pay for this. Do not ask an on-site engineer to do work
outside the scope of the contract. At
best, this will add to your costs. At
worst, it will damage the system. Remember,
the engineer will probably do what he is asked regardless of whether it fits the
design. You should work with the
consultant/designer/account executive or whomever is responsible for the overall
design and implementation of the system from the VAR's organization. Remember
that a system design change in one area can impact other unexpected areas.
A talented VAR will be able to spot most of these, but even the best ones
will occasionally miss one if he is asked to think on his feet.
If you are making lots of design modifications, you cannot reasonably
hold your VAR responsible for design errors. Avoid unreasonably tight deadlines.
They leave no time for changes or unexpected problems.
It is the VAR's responsibility to propose a reasonable schedule.
If you force a faster schedule, or if you make changes but do not adjust
the schedule, then time pressure itself will cause errors.
Ask the VAR about his expertise in each software application he sells to
you. No VAR can be an expert in all
third-party software. If the
project includes software in addition to the basic CRM tool, ask the VAR about
his level of expertise with that package. You
can then reasonably expect a level of performance appropriate to that level of
expertise. If the VAR says he has
never installed it but that the write-up says that it will do what you need,
then you cannot reasonably hold him accountable if you are disappointed with the
program. If you follow the above steps and you can
reasonably support a request for a no-charge "make right," most VARs
will agree to do the work. Be aware
that the VAR gets unreasonable complaints every day and try to make sure that he
understands why your request is proper and reasonable. Understanding your Business Processes
and Implementation Plans After the initial review, your VAR should be able to clearly and accurately describe your business processes (current or planned) which will be affected by the new system. He should also be able to describe how those processes will be changed by the system. He should be able to provide a set of
functional specifications for the system that will support those processes, and
provide a project plan showing the steps necessary to implement the system (both
his tasks and yours). Some VARs can
even provide a fixed-cost quote based on the plan and specifications. You should expect to pay for this analysis,
in money and also in the form of effort (a surprising amount of data gathering
is required on your part). You should expect the specifications and
plan to make sense to you. They
should be complete (show how the system will be developed, tested, installed,
loaded with data, how the users will be trained and supported, etc.)
You should feel comfortable that steps have not been left out and that
the specifications and plan will result in a successful project. The VAR's experience will allow him to
develop a plan designed to avoid the typical pitfalls that ruin most CRM
projects. However, there is no
substitute for your common sense and business experience to evaluate the plan.
If it does not "feel" right, then reject it. Availability and Response Time You should be able to find your VAR during
normal working hours. This seems
obvious, but it is not often the case. Most
VARs are small organizations, and the staff is often at a client site, on sales
calls, or otherwise unavailable. Many
VARs have cell phones and pagers, but these are not always turned on or in
range. Some VARs are available after hours or
operate 24X7 help desks. Some may
charge extra for work or availability outside of normal working hours. There are no standard rules in this area.
In general, you should expect to be able to reach a human being within 40
minutes during normal working hours. However,
you should reach an agreement with your VAR during the contract regarding
availability and any associated costs. Make sure that you are both clear on this
point: Otherwise it will
unnecessarily stress your relationship. He
will view you as demanding and unreasonable, and you will view him as
unresponsive and uncaring. Performance
You have a right to expect the VAR to perform his assigned tasks in a professional, competent manner. You should hold him to the same standards that you hold your own employees. However, you must remember that this project will be a team effort and neither you nor the VAR can achieve the full set of objectives alone. Remember, too, that successfully
implementing the system with all of the functional specifications met will not
necessarily give you the results that you hoped for.
If you do not support the system internally, the staff may not use it.
You may have designed the system to meet the wrong objectives.
The environment may have changed so that the original objectives are no
longer important. You cannot expect
the VAR to guarantee you success. You
can expect professional, competent system consulting and implementation. In summary, you must expect your VAR to
understand the entire CRM implementation process, and provide you with the
support you need throughout the process. You
must not expect him to do the entire job without the active commitment and
participation of your internal team. I have often been asked to fix a disaster
left by an "incompetent" VAR. In
some cases, the VAR actually lacked technical expertise. However, in at least half the cases the VAR had no chance of
success because the project itself was not properly designed to succeed. A properly implemented CRM system is a serious strategic step for your company. You cannot treat it lightly. There are organizational, management, marketing, sales, technical, staffing, and HR issues involved. Your VAR must be able to understand and work with all of these issues. Select your VAR and work with him as you would with any other major strategic initiative in your organization. Make sure that everyone on the team knows what is expected and has the resources and experience to do the job, and you will have a successful system. And a successful system can have a literally astonishing impact on your bottom line. |
