When you’re a manager buying and deploying the latest and greatest enterprise marketing automation software, you are well aware of why you’re doing it. You are keenly cognizant of the benefits you expect to derive from the new tool. Heck, you had to write a compelling business case, or it wouldn’t be happening at all.
If you want the estimated ROI in that business case to hold true, here’s a tip: make sure everyone else is as aware of why you’re rolling out this great new software as you are.
Think of the old tool you were using as though it were a screwdriver. It did the job of putting campaigns together and getting them done. It wasn’t terribly quick or efficient, but it was effective. Eventually, as a marketing manager, you realized that you needed to do more, faster to remain relevant to your clients. You saw the potential to do more, and you found just tool to do it! Indeed, you found a cordless drill to replace the screwdrivers your team was wielding.
You figured out the potential efficiencies from the new tool and sold your higher-ups on the awesome new capabilities your organization would realize. You socialized the idea, you negotiated the contract, you wrote up the implementation SOW. Congratulations, you got it done!
But did you make sure everyone else in your organization, particularly the hands on users, were aware of why you had gone to all this trouble? Regrettably, it’s a surprisingly easy thing to overlook.
Sure, you can tell people it’s happening and send them off to training so they can use the new tool, but if you don’t pay attention, you may find users are using the new automation tool to do old things in the old way. For example, they might be using this fancy new marketing automation engine just to call the same database stored procedures they had before. And when a new project comes up, they write more stored procedures to be called by the new tool.
This would be akin to twisting around a shiny new DeWalt to drive screws with it, like you would with a screwdriver, as opposed to just pulling the trigger on it and let it do the twisting very, very fast.
But you can’t blame end users for reverting to what they know, if you didn’t explain why the new tool was being implemented. It is absolutely essential to make clear the capabilities and expected benefit of the new software to everyone who is being expected to use it.
So as soon you’ve convinced yourself and your management of the importance of taking the plunge into modern marketing automation, make sure you spend a lot of quality time with your team to get their buy-in into your vision and to get them stoked about all of the new and exciting things they’ll be able to do. This will prove far more beneficial to your organization than if you just hand them the new tool, and just let them figure out how to keep doing the same things they were doing before.