OK, so if I were to claim credit for inventing that expression, I guess I could share the mantle with Al Gore, creator of the Internet. But here's the point: How many of us acquire CRM systems without specifically benchmarking several key performance indicators across sales, marketing and service BEFORE and AFTER deployment of said system? Yes, this may sound obvious and it might provoke the, "Well of course, Diamond!" response, but is YOUR company doing this? Can you define in quantitative terms the delta across multiple parameters?
I just trolled the Web site of one of my favorite sales consultancy firms, The Alexander Group. Right on their home page is a brief appeal citing the importance of benchmarking. The corresponding landing page states, "The fact that hundreds of sales executives now track how their sales forces spend time means they attach great value to understanding how much time sellers actually devote to selling."
The opportunity is to extend this conversation to benchmarking the success that companies derive from the investment they make in CRM systems, i.e., to the automation side of the equation. To a certain extent, the 'game' is analogous to achieving optimal physical fitness. One may never quite get there, but beyond the 95% threshold of "excellence," she/he may be entering the realm of splitting infinitives. But at the very start, and to quote verbiage from the aforementioned Alexander Group Web page, what gets measured gets managed. And getting to that 95% level along several key indicators would be a high quality problem indeed, don't you think? Yes, this could be a "That's so 90's" conversation, but is it really?
