Salesforce vs. Dynamics 365: Do you still compare?

In relevant CRM evaluations, this question often comes up: Salesforce vs. Dynamics 365. Companies or organisations want to understand which is the best solution and the functional requirements that these systems can fulfil. Both solutions are rated as "leaders" by renowned analysts and are the leading CRM systems globally.

But this question is redundant. This comparison does not help the respective organisation at all. I will gladly explain why:

Technology is only ever a kind of means to an aim. Functionally, both platforms can do more than most organisations can adapt. These cloud solutions are comprehensive and evolving so rapidly that even implementation partners are challenged to digest this innovative power. Moreover, the choice of the appropriate cloud platform can be derived based on a thoroughly elaborated IT and cloud strategy. Because, CRM is not a tool. 

The much more relevant point for a successful CRM project is the choice of the respective consulting and implementation partner. The evaluating companies are well advised to focus on this. The following criteria help:

Experience

How long has the partner been in business? What projects has been implemented? How many cloud projects have been realised and what competences does the partner have for which parts of the platform? What is their relationship with the manufacturer of the respective platform? With the answers to these questions, you can better assess the experience of a partner. Assume that you will be working intensively with this company for the next 5-10 years on various CRM sub-areas. This requires solid experience in the respective areas!

Consultancy competence

CRM projects are change projects! You need consultants who can accompany your demanding transformation projects and advise on their content. Your future partner must be able to advise on all aspects of CRM such as marketing, sales, customer service and field service as well as analytical CRM, technical integrations and migrations and also implement it. The advice must be comprehensible and useful for the C-level up to the specialists in the departments.

Project organization

The project organization is an important success factor. Make sure that the different project roles of consultants, solution architects and software engineers are available throughout all phases of the project and thus become part of your organization. Only in this way you can ensure a sustainable transfer of knowledge and carry out an efficient project.

Project methodology

The project methodology, whether agile or waterfall-oriented, is another guarantee for success. Your partner must be proficient in the chosen methodology and have the necessary tools. The project team must be trained and appropriately qualified. Your partner should also be able to communicate the approach to your organisation and thus take your employees along on the project journey.

Support organization

Service providers and their project organizations are rarely designed to accompany and support companies during operation. Your partner should therefore offer a dedicated support organization that can accept incidents (problems) or change requests at any time. Here, too, you need qualified experts with a close connection to the software manufacturer.

Ownership / Management

In the last 5 years there has been an enormous consolidation in the partner market. Clear partner ownership and active partner management are therefore enormously important. The partner should also have a dedicated focus on business processes and have a solid eco-system for complementary topics. Some companies had to learn painfully and with enormous additional costs that an unstable situation on the partner side represents a considerable investment risk. Therefore, there should always be a mutual meeting at management level as part of the evaluation. Visit the future partner: get an idea of their strategy, culture and the working atmosphere on site.

Technical dependencies

Sustainable operation in the cloud works best if the technical dependencies on the partner with "self-developed / programmed" solutions and templates are kept to a minimum: It is essential to demand a clear commitment from the partner to use the standard framework. For modern implementation partners this is not a problem, but also their policy.

Values - Corporate culture

Ask your future partner questions about its values and its investment in a good corporate culture. Do they offer their professionals a good working environment, opportunities for development and active participation? You will benefit from low staff turnover and highly motivated, ambitious professionals who are available for your project.