When my organization first rolled out the CRM strategy in 2001, several myths followed. The first was that the CRM philosophy and the software were synonymous with each other. This contributed to the belief that capturing data was an administrative burden and that there was no benefit to the end user.
The second one was that the software frequently froze, timed out, or hour glassed.
We’ve spent several years overcoming those myths. We fine tuned our marketing so that our staff understands the benefits to themselves, the organization, and our constituents (customers). We hadn’t done a very good job of emphasizing benefits to staff in the beginning and we paid the price for that.
We also ran tests that showed that, while the software occasionally slowed down resulting in hour glassing or time outs, the more common cause was incorrect browser settings, machines that weren’t defragged on a regular basis, and network settings that needed to be changed. We also had to teach staff that wi-fi was way too slow to run queries.
Recently, I’ve heard of similar complaints cropping up that blamed the software. An analysis of help tickets again showed that it was due to incorrect browser settings, passwords containing incompatible characters, and other similar non-software reasons.
As a result we are launching a communications campaign to encourage staff to turn in help tickets when they encounter difficulties rather than just shutting down the system and blaming the software. This is especially important since we have yet to run into a problem that couldn’t be solved by our IT department. We will also be educating staff about how to ensure they have the right browser settings and the right password character combinations.
I’ll be receiving a twice-monthly report showing me help ticket resolutions where the software was involved. Additionally, I’ll be circulating an executive summary of this report to key managers and data analysts who can help us nip these myths in the bud.
The lesson I’ve learned here is that I must continually stay in touch with the staff’s perception of how the software performs. To do that, I need to establish better communication with power users and front line staff and I need to continually monitor the help tickets.
In short, by improving the customer experience, I expect to drive user adoption and user satisfaction rates upward.
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