Tips on Introducing Computer Aided Sales Information

Many sales managers really want to try out the idea of CAS (computer aided selling), but only 40% of companies actually use computer assisted sales systems. The planning costs and investment required for the introduction of the associated equipment can be huge. As a hint of the initial investment specialists estimate an amount of between £5,000 and £10,000 per work place (hardware, software, sales training).

Anyone planning on using a computer aided sales information system should bear in mind a few ground rules. CAS experts strongly warn against ignoring these rules.

KIS (Keep It Simple)

This motto emphasises the user friendly nature of the system. CAS is not a development "from the world of information technology for the world of information technology", but for the field sales department. In concrete terms, this means that at the end of the day, it is the field sales team which decides whether the system is accepted or not.

Do not be blinded by the technical possibilities. Avoid the temptation of cramming the programme with too many specific criteria and "paraphernalia". If one of your sales people want to change a date in their appointment diary, for example, and to do this have to work their way through 4 stages of questions, they will soon become disenchanted with the system.

It is better to achieve an 80% solution today, than never achieve a 100% solution. 100% solutions are usually very costly and have many disadvantages. These include long development periods, low conversion speed and high maintenance costs. It is better to opt for a system that is not too perfect, but which is efficient!

Think big but start small.

The introduction of computer aided selling leads to a change in many work processes and at the end of the day it brings about a completely new coordination, organisation, information and communications system in your company. Therefore you will not only be met by enthusiasm from your sales people but also by a certain amount of resistance and fear. The fear can be minimized by positive sales training from the software manufacturer (see below).

You can only use a computer aided selling system if a basis is created for the office and field sales departments which can be used to build up the CAS system step by step.

Do not try and revolutionise your workplace overnight - even though the overall principle has to be in existence at the very beginning.

The advantages of a CAS system for the field sales department has to be the main priority. A CAS system can only be successful if the system's advantages are greater than the fears of your salespeople.

Therefore, get your salespeople on board from the very beginning and make them a part of the implementation of the CAS system. Make it clear to them that the introduction of a CAS system will give them a great deal of freedom and manoeuvreability.

The advantages offered by CAS systems are dependant in particular on inter-departmental co-operation in the areas of conception, realisation and implementation. This places a great demand on the linking-up of isolated and in many areas redundant data stocks.

Examples of such interlinking between CAS systems and IT systems include invoicing, marketing and market research, costing and controlling.

Ensure that the software company you choose to collaborate with can prove to you that it is in a position to guarantee the integration of existing insular solutions.

Choosing the right software manufacturer does not only depend on how successfully they can install the CAS system, but also on the extent to which it can ensure the future performance of the system.

Therefore, when selecting a company it needs to:

1.Be financially secure so that the company can guarantee the future performance of the system.

2. Have a good staff. The company must be in a position to meet excessive demands made of it by its customers and show what is sensible and achievable.

3. Have experience in both the advisory and sales training areas with large-scale clients if possible, which in turn force the company to develop the system further.


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Richard Stone is a Director for Spearhead Training Limited that specialises in running management and sales training courses to improve business performance. Richard provides consultancy advice for numerous world leading companies.