1. Poor user adoption.
Users are continuing to rely on their old ways of getting work done and not using Salesforce®. Those who do, use it less than optimally. This is a classic sign that some fundamentals have been overlooked during implementation. Salesforce.com, like any other new enterprise software, needs planning to overcome initial user resistance because it invariably brings in change. Hence, it is very important to have executive sponsorship, a roadmap aligned to the overall organizational strategy, and early involvement of the actual end-users during implementation. Keep in mind that if you are facing low user adoption and are expecting it to get better with time, it never will. You need to identify the root causes and take corrective action.
2. Failure to meet the KPIs for each role.
Not all key user roles are configured in the system. Thus, their KPIs/performance are also not mapped to it. Without this, the system quickly becomes irrelevant to the users and the organization will not be able to improve adoption.
3. Ineffective reports and dashboards.
If the system is not designed well, there are increased chances of inaccuracies. Lack of integration with key applications and/or poor user adoption can also result in the unavailability of key data, which will in turn result in inaccurate reports and analytics. This often forces teams to continue their reliance on spreadsheets and peripheral systems for insights and analysis, perpetuating the vicious cycle. Another issue is that of insufficient customization of reports and dashboards for key roles. This makes them less useful for the key users. Reports and dashboards can be effective tools for making timely decisions that drive growth, and Saleforce® has a rich set of features that provide these functionalities. If your teams are unable to take full advantage of these features, it is time to act.
4. Stagnant or dipping sales.
Not seeing your business metrics moving in the right direction (e.g., higher lead conversions, reduced sales cycle time, etc.) even after the sales processes have been automated is an indication that the system is not built to improve the users’ productivity. A well-thought through system would have process improvements apart from the obvious benefits of sales automation, enabling sales teams to spend more time in identifying and closing deals. Lack of growth in this area could mean that the teams are using the system only for data capture, which eventually makes the system difficult to use and redundant.
5. Decreased customer satisfaction.
Downward trends in customer satisfaction scores after service process automation can be an indicator that the system is not built right. An intelligently built system would have prompts to ensure that users would engage and keep customers updated at all times. When looking at organizations facing problems in this area, it is not uncommon to find service teams using other systems (including pen and paper!) apart from Salesforce.com. In these situations, the teams may be using Salesforce.com more as a database of customer complaints rather than as an integrated customer engagement platform. To derive the best benefits from the platform, your system needs to be built for effective customer engagement and issue resolution.