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A substantial portion of successful business management is a matter of creating and successfully implementing systems that are devised in such a way to produce a desired set of results. This is especially the case with customer relationship management (CRM) and the systems devised to handle it.

Unfortunately, this area of business is often also the most riddled with common misconceptions and these misconceptions can prevent managers from reaping the benefits of a solid system. So, with that in mind, here are four of the most common misconceptions about CRM which, if avoided, can really facilitate the passage of positive change and a smooth running business.

“One size fits all” systems really work

While there often are sets of similarities among market-space sharing enterprises that can point to similarities in best practices frameworks, it is almost never the case that a solution suiting one business can be transferred directly to another without added customization.

Every business is different, and a system that maximizes the benefits of one will not necessarily do the same for another, however similar the two business’ underlying models of operation are.

More sophisticated systems will always directly translate to better service

In the hands of a highly skilled operator, it may indeed be the case that a more complex, sophisticated software system will facilitate higher quality service across all aspects of CRM.

On the other hand, more sophisticated systems are often harder to operate, and the data they generate may be more difficult to interpret, leading to further imperfections in your enterprises’ management of client interactions.

Go for a software system that can do only what you need it to do, and more importantly, one that you can operate with confidence and efficiency.

Return on investment is not the job of CRM systems

Return on investment and the determining of it is directly related to the success and quality of your business’ CRM.

As a result, CRM systems should always provide you with a number of metrics that allow you to measure your ROI and the success of your practices. Duration of cycles, sales calls: sales ratios, cross-selling success, and client retention are all metrics that should be observable from your CRM system and can indicate the effectiveness of your current CRM system.

CRM systems should immediately integrate with all other aspects of a business

This misconception is closely related to the desire for a “one size fits all” model, and while its intentions are fundamentally grounded in sensible thinking, it also neglects the nuances of individual businesses.

Integration should be a patient process, and when it is, it tends to be considerably more effective.