Getting boardroom buy-in is much like enterprise selling: you must understand what they care about and what motivates them to invest.
“I think one of the biggest drivers of organizational buy-in in regards to investing in new elements of your tech stack is peer referrals and information sharing. I’m seeing more and more that buyers are talking to their tribes, communities, peer networks, or mentors for advice on why, what, and when to buy.
“Forums like LinkedIn Groups, job card software portfolio communities, review sites, and more. If you’re a champion or end user looking to drive buy-in upwards or across your org, looking externally for peers at the stakeholder’s same seniority level or job title to provide their two cents on the issue might be a good way to make it seem like more of a no-brainer.”
“So if your VP of Sales Operations is holding up your team from buying new tech that will improve your sales org, try pointing them to other VPs of Sales Ops that could provide their feedback on the situation. Even better if they already bought the product you’re looking to add.”
With this in mind, let’s look at the core process to follow when getting buy-in from the boardroom.
Prepare boardroom communications
Depending on the size of your organization, you may already have a good understanding of the goals and responsibilities of each member of the leadership maintenance work order app.
But it’s unlikely you speak with each of them on a day-to-day basis. Which means you may not understand their true motivations.
Outline the upside and risks
Senior decision makers want to hear about the solutions to problems, as well as any implications. Focus on communicating the following:
- Benefits: What value will the technology bring to the business?
- Risk: What are the potential downsides, and what contingency plans will be put in place?
- Strategy: How does the technology and processes around it contribute to the business strategy?
When communicating risk, you should also address what’s at stake if the business doesn’t take action. Risk goes both ways, and the material loss from apps for repair and maintenance systems is something the c-suite is all too aware of.
Use simple language
It’s easy to get bogged down by technical language. While you’re familiar with certain terms, phrases and abbreviations, the boardroom may not be as clued up.
This means focusing on the cost, upside and risks of ngo accounting software. It helps to do your due diligence ahead of time. Show them that you know why you’re there and why it’s important for them to be aware of your plans.
You should also be prepared to take the lead. If you’ve outlined the benefits, risk and strategy effectively, you should get the all-clear. They want to know their business is in good hands, not give orders on the minutiae.
Building a CRM-driven sales process
You now have a roadmap for identifying, evaluating and implementing the right field service management software platform for your organization.
Now it’s time to use it to empower your sales teams and create a more delightful customer experience.
Without the right processes in place, having a powerful CRM is meaningless. Here, we’ll break down how your chosen CRM platform should help you reach your business goals faster and more efficiently.
Sales training and enablement
With your new sales ERP Software implemented, you’ll need to get your existing sales teams (and future reps) up to speed.
In order to do this, you’ll need to create a sales training program that gives them everything they need to know about using the CRM. You’ll also need to create sales enablement materials to empower them to do their job effectively.
“Like with training anyone on any new software or process, it’s important to have clear documentation and examples that they can look to.
“But before doing that you should also ask yourself what the objective or ideal outcome for that CRM software/process change, and make sure it really does fit in with your organization’s overall goals. You must also make sure that objective is clearly communicated with your team.”
“Ultimately, there must be an incentive or compelling reason to make them want to adopt this new process or software, or else adoption will fail.”
Start with a group of adopters
Rolling out new technologies to the entire sales organization is too mammoth a task to begin with. Especially when you’re not familiar with the ins and outs of the technology yourself.
Therefore, start the training process with a small number of people. If you’re in a smaller organization, then this may not apply to you. Either way, be prepared to roll out your manufacturing software in phases.
Depending on how complex your chosen CRM is, you may need several rounds of training with the company’s account managers.
Creating an internal training program
All organizations are different. The way you use your CRM technology will vary. Create a training program that empowers your sales reps to use your cold storage software solution according to your sales processes.
For example, you might be an inside sales organization with a focus on post-trial retention. It’s likely that the majority of your sales activity will revolve around warm email (and perhaps in-app communications).
Therefore, your training will want to cover a sales cycle from awareness to post-trial signups. You’ll be relying heavily on email capabilities, as well as integration with other systems.
Again, each organization will be different. Start with your processes and find a CRM platform that works for you. Build your training and around the features that enables your reps to follow those processes.
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