Client: Electrical engineering company
A new CRM system alone does not transform day-to-day sales operations. What matters most is that managers recognize its benefits, actively guide the change process, and support their teams in using the system. We supported an electrical engineering company in the implementation of a new, future-proof CRM system. The goal was to improve the previously limited use of the system, create a unified view of customer information, and establish cross-departmental sales processes. In particular, the aim was to engage sales managers as active drivers of change.
The process began with an analysis of current CRM usage, data quality, processes, and collaboration. Building on this, the project included a CRM maturity assessment, workshops, and practical conversation simulations using MTI Conversa. Managers learned how to openly address concerns, constructively overcome resistance, and gain their teams’ buy-in for the mandatory use of the new system.
The result: greater acceptance and use of the CRM system, more standardized sales processes, improved data and forecast quality, and greater transparency for leadership and management. As a result, the CRM evolved from a mere software system into an active leadership and management tool for sales.