The degree of resistance of both can be reduced by active negotiation, as well as statement of current issues and discuss ways to solve them. The optimum situation is one in which the CRM-system allows employees to share valuable information, not limiting their decisions, and is tool to facilitate the work. Risks arising from the implementation of the CRM-system Implementation CRM-system is always associated with certain risks. The competent manager should be able to identify these risks, assess them and address the best way. In respect of risks with low probability of occurrence of a sufficient measure is to monitor, but the risks to the project results should be possible to reduce or eliminate.
Risks usually classified according to their effect on the outcome of the project, as well as the degree of probability of occurrence of the high and low. One of the main problems CRM-projects is that, despite the successful launch, CRM-system in the degree or another is not taken by employees who are beginning to sabotage its use. Even in a situation where the company already has undertaken certain measures to restructure the management system for strengthening the role of the embedded CRM-system, the results of CRM-project may be irrelevant and not up to expectations. And the obvious reasons for this circumstance can not be determined, but staff will constantly talk about CRM-system deficiencies that impede the work with her. The company's management, however, must be able to cope with this most complex task and do everything to restore CRM-system, its original role.