I found that sales managers can’t coach about a CRM system’s use that they themselves don’t use. Too often they wink at salespeople when marketers plead for them to close out the leads so Marketing can put an ROI figure on campaigns.
Hundreds of thousands, and sometimes millions, of dollars, are spent on a CRM program with high hopes but no support from the most important sponsor and user - - the sales manager. Without buy-in from sales management, CRM programs fail miserably, and coincidentally so do the salespeople and sales managers.
Of course, sales managers hum the corporate tune and say they want a CRM that works if someone could just find the right system. The larger the company, the more likely it is that the sales manager will rely on the sales operation manager because the sales manager is too important to bother to learn about his or her most important tool.
Why it Matters:
The best, most productive CRM system is the one salespeople use; and they won’t use it if sales management won’t use it.
Almost as bad, sales management may only use the CRM system for sales forecasting. They don't review the prospect record, contacts, notes, frequency of contact or additional vital prospect information. In most cases, know-it-all sales managers are the reason why CRM systems fail to live up to potential.