The mapping decisions that take the longest are never technical. Whether a wholesale buyer is one account with two contacts or two accounts. Which system owns a customer's address after they update it at checkout. How a merged duplicate keeps its order history. The flow audit turns each of these into a written rule with an owner, because the code is easy once the business has decided, and endless when it has not.
Reporting is where CRM integrations prove their worth or expose their gaps. The sync carries order data at the granularity your dashboards actually use, aggregated for executive views and detailed for service context, so nobody exports to a spreadsheet to answer a pipeline question. If a report cannot be built on synced data, that is a scope conversation, not a workaround.
On timelines: three to five weeks assumes sandbox access to a copy of your org schema and a named Salesforce owner on your side for field mapping decisions. The schedule stretches precisely when those two are missing, which is why we ask for both in the kickoff and why engagements with them finish early more often than late.
They fail on identity. Without deliberate de duplication, every guest checkout creates a near duplicate, matches go stale, and within a quarter the customer master is a swamp nobody trusts. We treat identity as the first design decision: matching keys, survivorship rules for conflicts, and a review queue for records the rules cannot resolve automatically. It is unglamorous work that decides whether the integration is an asset or a liability.
They also fail on scope creep disguised as sync: every field someone might someday want, flowing nightly, slow and fragile. We scope to the fields sales and service actually read, sync them in near real time, and add fields by request with a change note. A CRM integration that is fast, partial and trusted beats one that is slow, total and ignored.