- Because it would cost too much time and money to completely replace the legacy CRM at the moment, you can help the client develop a plan to gradually transfer to a new CRM system. In the meantime, if key stakeholders are eager to benefit from certain features in the new CRM, they could try running a small test pilot with just a few users to see if the new tool could have a positive impact. Provide data to help the client make a more educated and measured decision.
- The client’s wishes matter more than any analysis you’ve performed. Regardless of whether or not it’s too expensive to transition to a new CRM, your role is to help make it possible for the client. Rather than trying to challenge the client’s wishes, help them design a plan that would enable them to transition away from the legacy CRM as quickly as possible, even if all stakeholders don’t understand the full downstream impact of this change yet.
- Pivot to discussing another platform technology, given that the CRM issue is obviously generating some tension. The best strategy is to divert the client’s attention to a more easily resolvable problem, and hopefully they’ll forget about the CRM issue and shift their focus entirely.
- Resign from the project, and recommend that the client hire another firm to meet their requirements, because any and all conflict is potentially damaging to your firm’s recommendation.
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