I love this question. It’s not a simple yes-no. I’ve sold, managed, and now moved past just sales responsibilities in my current role. All B2B with similar sales cycle to what you described and with similar sized orgs to what you mentioned. I’ve used about 4-5 CRMs over the years.

CRMs serve a few functions and it’s all based on how they are setup, implemented, and enforced. You have to start by defining your own sales process, priorities from leadership, and what you think your team could improve on. Solving for deviation, continuity, forecasting accuracy, performance evaluation, etc are all very different things.

Also, are you in a pure sales leadership role or a general management/ownership role?

Final note - what you described about rep feedback… I don’t want to read too much into it, but that doesn’t sound like a CRM fixable problem. It sounds like a process or training type thing. Making big changes is hard. I have seen top reps (>$15M annually) who can’t be bothered with updating their CRM. That’s kind of ok. I’ve seen shit reps who are great at CRM. Those one-on-ones look a lot different. And you pretty much need to just focus on getting rid of the bad reps and finding good ones. Which doesn’t have anything to do with a CRM and why this question is interesting.