the project budget is increasing significantly;
the customer may refuse the project at the cost estimate stage - implementing everything at once is too expensive for the company;
the project becomes a long-term project - difficulties arise in venezuela phone number data implementation, it is not immediately possible to connect the systems together;
the customer's team gets tired of the project implementation process because they don't see the results for a long time.
What to do?
Launch MVP to cover the basic needs of the business. This does not mean that you need to give up all wishes and ideas, but you need to implement them gradually.
Divide the project into stages. The duration of one stage is no more than a month.
Custom modifications and integrations should only be launched when the basic system is working stably and you understand that it suits you.
Misconception #8. The manager himself does not use CRM, he thinks that it is for employees
“We implemented it, did a lot of work, now the CRM will bring conversions and profits on its own” - some managers think that now the system will work automatically and are not involved in the CRM, believing that it is only needed by employees.
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What happens:
employees do not want to change their habits, they understand that management does not use CRM, so they continue to manage clients in a notebook, Excel, keep information in their heads and use the system “half-heartedly”;
CRM will be of no use, everything will remain the same.
What to do?
The manager must actively use the analytical capabilities of the CRM, monitor indicators in real time, communicate with employees in internal chats. In the process of use, it is important to promptly point out discrepancies that employees allow in maintaining the CRM.
Misconception #9: The manager incorrectly sets motivation
"A fine for everyone who doesn't use CRM!" is one extreme. The other extreme is a complete lack of motivation.