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When <\/span>Broadshire Risk Partners<\/span> began its digital transformation journey, Salesforce seemed like the obvious answer. It had the name recognition, a reputation for flexibility, and widespread adoption in other industries. The promise? A powerful, all-in-one CRM that could scale.<\/span><\/p>\n But six months in, that promise started to unravel.<\/span><\/p>\n Salesforce is a general-purpose CRM, and in our experience with insurance agencies, it often requires significant customization to support policy-driven workflows. And as <\/span>Broadshire<\/span> tried to map renewal cycles, policy types, and producer activity onto a CRM designed for tech or retail, they found themselves running up costs, delays, and mismatched workflows:<\/span><\/p>\n Multiple analyst studies estimate that <\/span>CRM implementation failure rates range from 50% to as high as 70%<\/b>\u2014including industry summaries suggesting <\/span>Gartner observed a 50% failure rate<\/b>\u2014while some reports indicate figures up to <\/span>55\u201375%<\/b>.\u201d\u2014especially when deep customization is required.<\/span><\/p>\n Broadshire<\/span> also learned that aligning Salesforce with the nuanced roles of producers, CSRs, and account managers required much more than field mapping. It required a rethinking of the CRM\u2019s core objects\u2014accounts, contacts, opportunities\u2014which pushed the team into a cycle of meetings, rewrites, and workarounds.<\/span><\/p>\n<\/p><\/div>\n\n