But the bridge may collapse long before it reaches the midpoint if management does not begin by tuning into the salesperson’s perspective. “You might consider asking salespeople why they don't embrace it. Otherwise you get answers from sales managers and VPs who probably don't have a clue why sales folks resist using it,” advised Jerry Edwards, who works in business development at Dick Hannah Auto Group's Portland, Ore. offices. “Well, they probably know but live in denial."

Edwards expanded, “It boils down to the sales force not liking accountability to a process usually focused on activity regardless of results or quality of information in the system. For example, it never ceases to amaze me how the top salesperson gets constant coaching because they don't make enough outbound calls. That is because the automated system requires the activity whether it is needed or not.”

Sales Staffers Are Your Customers

Involving sales staff in the SFA-buying process is another important step in resolving SFA-implementation issues. “In reality, having managed two implementations as the internal sponsor, the way to convince [salespeople] to use the system is by having them involved in the design and implementation every step of the way,” said Steve Willson, partner at Panoptika Inc., a Toronto-based boutique consultancy that helps clients understand their customers' perspectives. “Look at them as the ‘customers’ for your product. Then it becomes a case of them buying, not you selling."

Wilson continued, “In the long run this approach is much less costly than having a system that no one wants and no one uses."

In the end, these types of revelations from the sales perspective will lead to the best solution for your SFA-adoption problem.