CRM Is a Strategy

Not Just a Tool, but a Way to Drive Measurable Behaviors and Results

Few acronyms get thrown around more in business than CRM (Customer Relationship Management), but at BCMC 2025, it took on a new meaning: Capture. Respond. Multiply. A new take on the traditional acronym captured both the spirit and the substance of this fast-moving discussion on how CRM systems can help companies turn data into strategy and relationships into growth.

The session brought together Ryan Hikel and Tony Acampa of Shelter Systems Limited, Adam Finkenhoefer of 84 Lumber, and Craig Mooney of The Sharpen Group to share both technical insight and hard-earned experience from implementing and managing CRM systems across manufacturing, design, and sales teams.

From the onset, the speakers agreed on the core message that CRM is not just software; it’s a strategy. Craig, who specializes in implementation consulting, opened with a reminder that CRM is a tool, and that’s the easy part. The challenge is weaving it into the culture of a company, so it drives measurable behaviors – captures leads effectively, responds consistently, and multiplies results through repeat business and customer loyalty.

The speakers separated CRM into three layers: market development, system management, and data-driven decision-making. The first, market development, is about finding and nurturing customers in a way that builds trust before the sale. The second, system management, involves integrating tools, processes, and data so that every interaction, whether in sales, design, or production, lives in one connected ecosystem. The third layer is what transforms activity into insight, using reports and analytics to identify which customers are most profitable, where follow-ups are slipping, and how to strengthen long-term relationships.

Still, the panel was quick to acknowledge that the promise of CRM rarely comes without growing pains. Reality checks come fast and honest. Implementations fail, not because the technology is flawed, but because teams underestimate what it takes to keep data clean and ensure people actually use the system. Common pitfalls include fragmented data, tool overload, over-customization, under-training, and missing leadership buy-in. CRMs don’t fix broken processes, they just expose them.

Each speaker emphasized the importance of clarity before configuration. Companies should define their goals first, then choose a platform that fits, not the other way around. You don’t buy a system and then decide what you want it to do. It’s critically important to decide what success looks like and then find a tool that supports that.

The panel pushed back on the idea that CRM is only for sales. In reality, it can streamline partner management, project tracking, customer service, and internal workflows. When properly used, CRM becomes a single source of truth for the entire organization, helping teams anticipate needs.

To support this, the session highlighted a before-and-after case study. Before implementing a CRM system, one company was running siloed spreadsheets and missed follow-ups, with no real vision into the sales pipeline. After rolling out an integrated system with automated reminders and shared dashboards, they saw clearer accountability, stronger coordination among departments, and measurable growth.

Throughout the hour, the panel reinforced a theme that resonated with many: technology works only when people and processes align. CRM systems’ success depends as much on training and buy-in as it does on automation. You can’t multiply relationships that are never captured, and you can’t respond consistently if your data isn’t consistent. The panel left attendees with several key takeaways: define goals early, invest in onboarding and training, keep your data clean, and involve end-users from Day One. Above all, remember that the value of a CRM system isn’t in collecting information; it’s in using it to connect with customers in more meaningful, proactive ways.