My family and I have spent the last year renovating our house. Along the way, I’ve been struck by the similarities between our undertaking, and that of many of our clients in CRM implementations. During our renovation, I've gathered a few key takeaways that applicable to the process of building a CRM systerm. Below, I’ve condensed my learns from our renovation to help inform your next CRM project:

1. Finding the right partner is the key to a successful project.
   
   We started the renovation process by meeting with a variety of architects and building companies — much as our clients will meet with a variety of professional service companies — that each advocated different solutions. Our selection process was relatively simple: did we like their previous work; did they understand our vision; and did we think we could work well together.
   
   
   
   For our clients, the questions are often the same, but the process is perhaps a bit more rigorous. Some choose to the formal tender path, while others opt for meetings and presentations from a variety of partners. Either way, setting a clear decision criteria and method of assessment is crucial to finding the ideal team to work with.
2. Plan ahead and communicate each step of the way.
   
   Whether you’re the architect, or the sparky fitting a light: if you don’t understand what the client wants, or can’t communicate the problem you’re trying to resolve, you’ll get nowhere.
   
   
   
   Proactively communicate that you've encountered a problem, and thus, you’re running over budget and time. Plan in contingency, so you won’t be caught out when you discover dry rot or subsiding foundations.
   
   
   
   Most of our clients are sensible and do the same. However, it can be more difficult to identify “surprises” that lead to higher costs when implementing a CRM. Unlike a builder, we can’t point to a floor that’s caving in, or a piece of wood so riddled with woodworm that can be snapped with your little finger. As we work with an organisation, we might discover hidden complexities in their business processes, awkward external systems, or simply, something we thought would take three days to build, will actually take four. Make sure that you always leave room for surprises.
   
   
   
   The sign of a good partnership is how those surprises are communicated and addressed. When our builder discovered that the tiles we’d bought had a few flaws, he didn’t just go ahead and lay them anyway. He called us immediately, explained the situation, and we worked through options. Therefore, we were understanding when the option we chose resulted in an additional cost to us.
   
   
   
   Of course, not all surprises result in increased costs, and it is our role to ensure we’re delivering a cost-effective solution that meets our clients’ needs. We can probably build whatever they want, but it is our responsibility to challenge our clients in order to ensure they’re getting value. That necessitates communication, and a certain level of trust between both parties: “You want gold-plated taps? Are you sure? Is the return worth the investment?”
3. You can’t compromise quality.
   
   Quality comes in many forms: materials, build, and experience in problem solving. It may be tempting to take shortcuts in attempts to save time or money, but chances are, you’ll regret it. With each decision during the renovation, we asked ourselves, “Is saving a few hundred dollars now, worth it in the long-run?” For the most part, the answer was no, but we made one decision we regretted: we opted to remove the skylight from the upstairs bathroom. But once the build neared completion, we realised that this mistake we couldn’t live with — and one that cost us more to fix than we saved in the first place.
   
   Of course, that’s where planning comes in. We take clients through a detailed planning and design process to ensure that those difficult decisions are made with a full understanding of impact on timelines, budget, and functionality. We help them understand where it makes sense to compromise on desired functionality in order to meet a delivery deadline or a specific budget, and, perhaps more importantly, where it doesn’t.
4. Sharing a vision to deliver a better experience should be at the heart of all projects.
   
   A good architect builds up a reputation for a certain style of work: some are known for their modern, clean lines; others for their ability to deliver a build sympathetic with a more traditional style. And there’s room in the marketplace for both. If you want modern, don’t choose an architect who’s good at traditional!
   
   
   
   The same is true for salesforce.com partners. There are thousands of partners out there of all shapes and sizes.One of them is bound to share your vision and understand your business. That synergy in approach is perhaps the most critical. We pride ourselves on our “whole of business” approach with thought-leaders across many industries who can bring not just Salesforce experience, but also years of industry experience. But that’s not what every client wants; some just want a body to deliver. We know that’s not us, and won’t pursue that relationship.

Let’s face it, no one wants to invest a large chunk of money if the outcome won’t provide a better experience. We had a house with no storage space and not enough bedrooms. We now have a space that functions for us as a family. It works just for us and gives us a better experience. Do I sometimes wonder why we bothered adding another bedroom when we all end up sharing the same bed in the middle of the night, sure, but I’m looking forward to the years when the kids are older and happy to sleep in their own beds! That happens, right?

So what is it that you’re trying to achieve to give your customers a better experience? And where do you need help to optimize that experience? To learn more about our methodology and practice, contact us to connect with one of our CRM implementation experts. If you're interested to see how other organisations are acheiving customer success with Salesforce, check out our annual State of Salesforce report.