The Evolution of the Eight Misfit Types

The researcher will now make the distinction between the sales representatives and the CRM coordinator as they show different usage behaviours.

Sales representatives quickly realized that the newly introduced CRM tool was not adapted to their business (IT/business alignment) because of a lack of functionalities and a poor prospect database which was considered as useless by all sales reps. Faced with an inadequate tool, working in an organisation characterized by a strong silo and secrecy culture, and lacking overall direction and support from their direct supervisor, sales reps rapidly (round 2) stopped considering the new CRM system as a helpful tool and kept its use at a minimum. Most relevant prospect and customer data were stored on their personal laptops. The researcher could not see any significant evolution in usage pattern after round 2 (table 54) and usage progressively declined in rounds three and four.

Misfit type R1 R2 R3 R4 Trend Comments 1 IT/business

alignment

S M L L After an initial trial, sales reps quickly realized that the new CRM tool did not fit their business needs (no customization done for real estate activities). Gradual discovery that it is “a useless tool”.

2 Supervision S S S S The manager’s lack of involvement and supervision was compensated by the maturity and experience of sales reps. No significant impact on usage.

3 Commitment N S M L Faced with an inadequate tool and a “laissez-faire” type of organisation, sales reps gradually lost faith in the CRM initiative. Great impact on usage

4 Functionality S M L L Missing functionalities were spotted right at the beginning. Same trend as for the IT/business alignment misfit.

5 Data M M M M The loss of data during the migration (old – new CRM system) and the poor quality of the prospect database were significant inhibitors to CRM system use. No corrective action plan and proposal.

6 Strategy S S S S The lack of CRM strategy and objectives had no real impact on usage.

7 Organisation N S M M Organisation silos were reflected in the CRM system, and prevented the sharing of customer and deal information. Partly compensated by oral communication among sales reps.

8 Communication S S S S Same remark as for the supervision misfit: sales reps knew what a CRM tool could do for them, and did not need an elaborate communication of CRM objectives and benefits. They just felt some slight frustration about their manager’s overall lack of involvement.

Table 54. Misfit Evolution: Sales Representatives (Case 3)

The usage behaviour of the CRM coordinator was drastically different (table 55). His tasks were mainly administrative (e.g. prospect data entry, and data quality improvement) and technical (e.g. user support, system administrator, and management of emailing campaigns). His usage was not impacted by the lack of system customization (missing functionalities). The poor quality of the prospect database required him to extensively use the CRM system to correct mistakes and update customer profiles, as he was tasked by his manager to design and manage data quality improvement initiatives (e.g. verification of prospect and customer addresses, job functions). He quickly realized that he could sell his newly acquired skills on the market and was fully committed, for personal reasons, to the success of the CRM system.

Misfit type R1 R2 R3 R4 Trend Comments 1 IT/business

alignment

S S S S Very low impact on the CRM coordinator’s CRM system use as his tasks are only administrative and technical.

2 Supervision M S N N Tasks not clearly assigned at the

beginning by the manager. No supervisory need; daily contacts with sales reps to compensate for a lack of direction. 3 Commitment S S S N CRM considered as a new skill: personal

interest for future career opportunities. No misfit in R4. Some initial but small

confusion due to a lack of management direction.

4 Functionality S S S S Some minor issues mostly due to a lack of CRM system knowledge. Always in a catch-up mode.

5 Data S S S S Slightly impacted by the poor quality of data: launch of data quality improvement projects.

6 Strategy S S S S Same remark as for the IT/business alignment misfit.

7 Organisation S S S S With system administrator rights, not really affected by the silo organisation as he has an overview on all users and data.

8 Communication S S S S Same remark as for the IT/business alignment misfit.

Table 55. Misfit Evolution: CRM Coordinator (Case 3)

When the researcher looks at the evolution of the eight misfits and compares the two user types (sales reps versus CRM coordinator), it clearly appears that the situation is worsening for the sales reps (increasing misfit gap in half of the categories), while it seems to improve for the CRM coordinator as he becomes more independent and realizes that his new skill set (CRM system administrator) might be valuable on the job market (table 56). Table 57 shows that the number of misfit types with a medium and high gap (therefore negatively impacting usage) decreases over time for the CRM coordinator while they increase for the sales reps.

Misfit type Sales Representatives (gap after six months)

CRM coordinator (gap after six months) 1 IT/business alignment Increased (high) Stable (low) 2 Supervision Stable (low) Decreased (none) 3 Commitment Increased (high) Decreased (none) 4 Functionality Increased (high) Stable (low) 5 Data Stable (medium) Stable (low) 6 Strategy Stable (low) Stable (low) 7 Organisation Increased (medium) Stable (low) 8 Communication Stable (low) Stable (low) Table 56. Misfit Evolution: User Comparison (Case 3)

User Usage phase at round 1 Misfit types at round 1 (Medium & Large only) Usage phase at round 4 Misfit types at round 4 (Medium & Large only) Sales Rep Adaptation Data Adaptation IT/business

alignment & commitment & functionality & data & organisation CRM coordinator Adaptation Supervision & commitment & data Benefits realization None

Table 57. Misfit Types and Usage Phases (Case 3)