Hello, this is Matsubara, CRM Evangelist.

"We previously implemented a different CRM system, but nobody used it. I'm afraid the same thing will happen again, so I can't bring myself to do it again."

When I receive inquiries about implementing CRM, I often hear this phrase.

In reality, what separates a CRM implementation from a success isn't the tool's features, price, or the IT literacy of the person in charge. It boils down to two things: "differences in design philosophy" and "differences in the initial steps taken."

This article contrasts the "voices from the field" of companies that failed and those that succeeded in CRM implementation, explaining the crucial differences between them. It then shows how EMOROCO CRM Lite can bridge that gap.

Failed Companies vs. Successful Companies: Six Contrasts

Contrast ① "Whose CRM is it for?" — Is it for managers, or for the frontline staff?

[Stories from companies that failed]

"Our company decided to implement a CRM system. There are so many fields to input, and I don't really understand why I'm entering all of this information. In the end, I'm managing it separately in Excel for weekly reports." (Sales representative, manufacturing industry)

"I felt like it was a system designed for executives and managers to view the dashboard. There's no benefit for me if I input data myself." (Sales representative, IT company)

[Voices from successful companies]

"When I open the CRM before my next visit, I can pick up where we left off in our previous conversation. It feels like I'm using it as my own personal notepad." (Sales representative, construction company)

"When you input your emotional temperature, follow-up tasks automatically appear. It's a system that helps you by inputting your temperature." (Sales representative/insurance agent)

[The decisive difference]

The CRM systems of companies that have failed are designed as "systems for administrators to view." For frontline staff, data entry becomes both an "obligation" and a "burden."

Successful companies' CRM systems are designed as "systems that help field staff." Entering data provides personal benefits such as "making the next visit easier" and "preventing missed follow-ups." Therefore, users continue to enter data.

Contrast ② "Where did you start?" — Did you aim for a perfect design, or did you start small?

[Stories from companies that failed]

"We spent six months defining the requirements before implementation. We tried to incorporate all business processes into the CRM, resulting in over 100 fields. We received complaints from the field that there was too much data entry, and eventually, no one used it." (IT manager, manufacturing industry)

"We hired a consultant to create our ideal CRM system. But by the time it was completed, the workflow on the ground had changed, and the design no longer fit." (Management Planning, Mid-sized Trading Company)

[Voices from successful companies]

"We started by only having users input five items: company name, contact person's name, emotional intensity, last contact date, and next action—that's it. Three months later, we received requests from the field saying, 'We want this information too,' so we added more fields." (Sales Manager, Tax Accountant Office)

"We first had one person try it out and create a sense of 'how helpful this is.' That person then recommended it to other members. It spread naturally, without being forced." (Business owner/insurance agent)

[The decisive difference]

Companies that fail often try to create a "perfect CRM" from the start. The more perfect they aim for, the more input fields there are, increasing the burden on the staff, and ultimately leading to the system being unused.

Successful companies take a "start small and grow" approach. There's no need to complete everything from the beginning. Only when the field staff starts saying, "We need more information like this," do they add more fields.

EMOROCO CRM Lite's no-code design makes this "growing CRM" a reality. You can add, delete, and modify fields today without needing to contact the IT department or vendors.

Comparison ③ "Are there rules for input?" — "Please input if possible" or "30-second rule"?

[Stories from companies that failed]

"Data entry was left to each individual's discretion. When we were busy, we'd put it off and then forget about it. After three months, more than half of the customer information was outdated." (Sales representative, real estate)

"The deadline for data entry was the end of the month. Since data for the entire month was entered all at once at the end of the month, subtle nuances and emotional changes were not recorded." (Sales Manager, Manufacturing)

[Voices from successful companies]

"Immediately after a visit or phone call, I spend just 30 seconds in the car entering data. Just the emotional intensity and the deadline for the next action. Since making this 30-second habit a habit, I've had zero missed follow-ups." (Sales representative, construction company)

"We made it a habit to ask, 'Have you entered yesterday's contact information into the CRM?' within the first five minutes of each meeting. It was met with resistance at first, but it became commonplace within three weeks." (Sales Manager, Tax Accountant's Office)

[The decisive difference]

A vague rule like "Please enter the information if possible" won't help your CRM system thrive. Successful companies have specific rules, such as "Enter the information within 30 minutes of contact."

For this rule to work, it's assumed that the input process is designed to be completed in 30 seconds. If the input takes 5 minutes, the 30-second rule cannot be followed. Therefore, it is linked to the design in contrast to ②, which is to "start with the minimum number of fields."

Contrast ④ "Who looks at the dashboard?" — "Sometimes" or "A daily morning habit"?

[Stories from companies that failed]

"We only open the dashboard during our monthly meetings. Nobody looks at it otherwise. The data is there, but it's not used for business decisions." (Executive/IT vendor)

"I don't know how to use the dashboard. It's still the same as when I set it up, and it's filled with information that's irrelevant to my work." (Sales representative, manufacturing industry)

[Voices from successful companies]

"Every morning at 7am, I spend five minutes looking at my dashboard on my smartphone before starting the day. It lists the 'customers I need to follow up with today,' so that helps me decide what to do that day." (Business owner/insurance agent)

"We eliminated Excel spreadsheets from our weekly meetings and simply shared dashboards on the screen. The meetings went from 30 minutes to 15 minutes. Those 15 minutes became time for everyone to make decisions." (Sales Director, Trading Company)

[The decisive difference]

The dashboards of companies that have failed are designed in a way that makes them "not worth looking at." Even if you look at them, you won't know "what you should do today." So you don't look at them.

Successful companies design their dashboards to be "a guide for the day." When "a list of customers to follow up with this week," "alerts for customers whose emotional temperature has dropped," and "monthly closing forecasts" are displayed automatically, the dashboard becomes "a screen worth opening every morning."

Contrast 5: "When the person in charge changes" — "Reset" or "Continue"?

[Stories from companies that failed]

"Every time the person in charge changes, the new person has to rebuild the relationship with the customer from scratch. The information is in the CRM, but all we have is 'mysterious notes written by the previous person in charge,' so it's useless." (Sales Manager, Manufacturing)

"We asked the person in charge who was leaving to prepare handover documents, but they only contained superficial information. As a result, our business with three companies was reduced." (Business owner/consultant)

[Voices from successful companies]

"When the person in charge changes, the successor reads the CRM for 30 minutes before the first visit. It starts with the words, 'I've taken over from Mr. Tanaka. I understand he was talking about the company's 30th anniversary.' Customers have told us, 'You know our company very well.'" (Sales representative, construction company)

"The previous person in charge had written in the narrative memo, 'This CEO values ​​relationships more than price.' That one line changed the first visit." (Sales representative, insurance agent)

[The decisive difference]

The CRM systems of failed companies only contain "factual records": when, what, and for how much was sold. However, they do not record the context of "why the relationship with that customer was good" or "what to be careful about."

Successful companies' CRM systems have a "record of stories." Even if the person in charge changes, they can start "from where the story left off." This is the design philosophy of "Narrative" in CRM 4.0.

Comparison ⑥ "Do you have a CRM doctor?" — "Neglect" or "Regular check-ups"?

[Stories from companies that failed]

"We used it for six months after implementing it, but nobody did any maintenance. After a year, the workflow had changed, but the CRM hadn't kept up, and we started getting more and more complaints from the field that it was 'difficult to use.' Eventually, nobody used it anymore." (IT manager, retail)

[Voices from successful companies]

"Once a month, we conduct a 'CRM check-up' for just 30 minutes. We check who hasn't entered data, whether there are any unused fields, and whether there are any omissions in the workflow. Since we started doing this, the quality of our CRM has been steadily improving." (Sales Manager, Tax Accountant Firm)

"We assigned one member to handle CRM. That person checks the dashboard weekly and speaks to employees with low input rates. It's not mandatory; it's more like, 'If this data is entered, we can use it in next week's meeting.' The input rate naturally increased." (Business owner/Construction company)

[The decisive difference]

CRM isn't a "set it and forget it" system. A living system will deteriorate without regular maintenance (periodic checkups).

Successful companies always have at least one person who plays a role similar to a "CRM doctor" or "CRM consultant." They don't need to be a full-time employee. Having someone who conducts a 15-minute weekly/45-minute monthly "CRM check-up" can drastically change the quality of your CRM a year from now.

The turning point from failure to success: "The moment that changed the philosophy of design"

Companies that have successfully recovered from failure share a common "moment of transformation."

Why EMOROCO CRM Lite enables "designing a successful company"

When we summarize the six common characteristics of successful companies, we find that EMOROCO CRM Lite aligns with their design philosophy.

Those who say, "My previous CRM was a failure," can find their "second success" with EMOROCO CRM Lite. This is because the cause of the failure was not a "problem with the tool" but a "problem with the design philosophy," and EMOROCO CRM Lite is designed to structurally solve that philosophical problem.

Summary – Six Differences Between Failed and Successful Companies

The success of a CRM depends more on "designing and operating it with the right philosophy" than on "choosing the right tools."

First, today, ask yourself which of these six contrasts your company is closer to. The answer to that question will be your blueprint for success with EMOROCO CRM Lite.
EMOROCO CRM Lite Product Page

Related article: [EMOROCO CRM Lite Implementation: A Complete 30-Day Roadmap—Week-by-Week Design, Implementation, and SoI-PDCA Launch Procedures]

Related article: [What is a CRM Doctor (CRM Consultant)? – The role of a specialist in establishing CRM in the CRM 4.0 era]

Related article: [The formula for calculating the "true ROI" of CRM implementation - how many times will a monthly investment of 1,500 yen be returned?]