Utarbeidet med KI.
Choosing a CRM will tie you to it for many years. This guide outlines an evaluation process that can be completed in four weeks and provides a sound basis for a decision you can stand behind.
Be specific and measurable. “We want to know how many quotes are outstanding” works. “Better customer follow-up” does not. This is the list you will use to evaluate the vendors.
Not as it should be. This usually reveals that practices vary from person to person, and that variation must be addressed regardless of which system you choose.
Where is the customer data currently stored, how much of it is there, and what is its quality? This affects both cost and timeline more than the choice of system.
Must have, should have, can wait. Without prioritization, all requirements become equally important, and then the supplier who says yes to the most wins—not the one who is the best fit.
“We need to be able to see all open quotes for a single customer” is a requirement. “We need a quote module with a dashboard” is a proposed solution that rules out good alternatives.
Not a standard demo. Give the vendor three specific scenarios from your day-to-day operations and ask them to demonstrate those exact scenarios. The differences between vendors will become immediately apparent.
Licensing, implementation, integration, and management. The cheapest license is rarely the most cost-effective solution.
Is the necessary expertise available in-house or in your local market? A system that no one knows how to use will be expensive, no matter how good a fit it seemed on paper.
Write down what you chose and why, measured against the list from week 1. In two years, the question will come up, and this document will be the answer.
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