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Software Demos – Doing it Right

August 1st, 2011 by Charles Chewning

Reseller/Vendor: Let me show you what we have. No. That’s not the way to do it right.

User: Show me what you have. No. That’s not the way to do it either.

Software demos are an integral step in the process of selecting a new accounting or ERP system. The question isn’t whether you do it, but how you do it right to maximize the effectiveness of this critical task and maximize the likelihood that the best suited system will be selected.

Let’s start with when a demo should be scheduled. Resellers and vendors want to conduct a demo as soon as possible to lock a prospect into their product and overwhelm them with advanced feature and functions. This wow factor seems to be the underlying factor, but is this really what a prospect needs? The answer to this question is a strongly worded NO!!

A demo should be scheduled only after the user has had an opportunity to examine their firm (not just functional requirements but also business process improvements) and create a detailed picture of what they really require.

Demos should be utilized to confirm the fact that a product can deliver specific features and functions that will assist a firm move from where they are today to where they need to be tomorrow. The critical notion here is this whole concept of a more effective and efficient tomorrow that will help the firm achieve greater business success. They cannot just duplicate what they are doing today, for that implies that there is no basis for improvement.

If tomorrow is what’s important, then the first step a firm needs to take is crafting a picture of their future. What do we need to do well in order to achieve excellence? A well conceived and detailed needs definition creates this structure for success. I’m not necessarily advocating a requirements document that contains 5,000 line items (although this might be the detailed blueprint that allows a company to identify all of the elements that need to be in place), but I certainly think a firm needs to create a comprehensive description of the software elements that will help people do their jobs more efficiently and effectively.

What do I mean by efficiency and effectiveness as that’s going to drive what’s on the demo list? Efficiency implies completing a task as quickly as practical. Effectiveness means being able to do a job/task well. The user needs to look at key software processes supported by an accounting or ERP system and determine if tasks such as taking an order can be accomplished within an acceptable length of time. That’s an efficiency analysis. If employees can get bogged down trying to take an order simply because the software process itself is convoluted or there are so many fields in the system being evaluated, then that could be an issue.

Effectiveness measures whether certain critical tasks are present. Of course that will depend on the individual needs of the firm, but applications such as credit and collections, exception management, demand planning, inventory replenishment, and other functions need to be evaluated. These are the higher level requirements that need to be in place and that need to be done well.

There is one other element that should be present in an effective demo. It’s unlikely that a firm selecting a new accounting or ERP system has had any recent experience with what we might call a “modern” system. After all, they may have been using their present system for five or more years. As such, they may not even be aware of what’s possible. This is where the reseller or vendor can play the role of trusted business consultant.

Resellers and vendors operate much more in the here-and-now. They know what’s possible, at least in terms of the products they sell. If they are in fact going to assume the role of trusted business partner, they will need to understand where a prospect is today and where they would like to be tomorrow. While the demo will confirm that they can meet a prospect’s needs in terms of functionality, they can also suggest new functionality that will help the prospect achieve excellence. I’m not talking about everything cool their product can do, but just those functions that they believe can assist the prospect compete more effectively.

OK. What are the critical elements in an effective demo?

The user needs to have done their homework and created a list of their most important requirements that will drive their success in the future.
The vendor or reseller needs to show the prospect that they can meet these critical requirements.
The user needs to evaluate the system to determine if it can be their friend or foe in terms of getting tasks done efficiently.
Finally, the vendor or reseller needs to help the prospect understand what’s possible in terms of functionality with which the user may have had no prior knowledge.

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Posted in Accounting Software Demos, Accounting Software Selection, Accounting Software Selection Process, ERP Software Demos, ERP Software Information, ERP Software Selection Process, Evaluating Software Demos, Learning How to Select Software, Mid-Market Accounting Systems, Middle Market Accounting Systems, Selecting Accounting / ERP Spftware, Selling Accounting Software, Selling ERP Software

Meeting Client Expectations

May 6th, 2011 by Charles Chewning

Given a highly competitive market for the sale and installation of accounting and ERP software, how can you become more successful as a reseller or software selection consultant? While the virtues of most accounting and ERP products are self evident (at least to its resellers), the most critical success factor may have nothing to do with these physical attributes.

If you are going to be successful, your client has got to want to work with you, not necessarily because you represent a particular product, but because you can give them something no other competitor can.

There is one methodology whereby you can increase the success of your marketing efforts by offering to your clients a seemingly unique approach to the selection and installation of accounting and ERP software. The concept itself is not that complicated. Each of your clients expects something from you, and you are going to provide it for them. The trick is figuring out what this “something” really is. If you can provide the physical product (the accounting system) as well as fulfill these other needs, it’s very likely you will close more deals. If you cannot, it’s likely you will never be given the opportunity to tell your story and make the sale. While the concept sounds simple, it’s not in real practice. Maybe that’s why so few companies practice this form of psychological marketing, but your mastery of the techniques will separate yourself from your competitors, and that’s the name of the game.

I do want to make one point before we move forward. Although this article is aimed at accounting and ERP software resellers and software selection consultants, it can be applied to any business. Why? Every business has clients.

What are the Objectives of all Business Enterprises?

The successful selection, installation and implementation of an accounting and management information system must be based upon one critical element: a complete understanding of the role that system will play in support of specific corporate objectives and strategies. If this role is not clearly defined, it’s unlikely the accounting or ERP system will achieve its objectives. The following represent my building blocks for a successful business.

The most important objective of any business is to stay in business.
The second most important objective is the maximization of profitability.
All other objectives are pure fabrications of someone trying to sell a publication or a training seminar.

How Do Clients Fit Into This Equation?

Without clients there would be no business. They have the power to give you business and they have the power to give that same business to your competition. Your task as a reseller or consultant is to determine just what each potential client’s hot buttons are. While the power and reputation of many software products might make the sales cycle somewhat more productive, you have to sell yourself before you can sell the software. Clients must want to work with you personally.

Client Expectations: Why Are They So Important?

Most resellers of accounting software believe their product is one of the most powerful and user friendly on the market. As far as they are concerned, that’s a statement of fact, not marketing hype. Why is it then that potential clients do not rush to their checkbooks?

Why is it that we lose contracts to products which we know to be less than appropriate? Why do some contracts prove to be so difficult? Why are some of our clients less than completely satisfied? Why are some contracts complete disasters?

Although we might have a tendency to place the “blame” on our clients in many instances, the “responsibility” must reside with us. The problem is that our potential and actual clients are unique. Each comes to the table with different expectations and needs, most having nothing to do with the software itself. If we cannot, or do not, take the time to identify these unique needs, the likelihood of a successful sale will be reduced dramatically.

We must give them something more than this physical product, and it is our responsibility to determine precisely what the client really wants. Clients expect a great deal. The purchase and installation of a software system is but one small portion of the total package you are expected to supply. Every other service they expect may not be verbalized, but assumed. Your task is the discovery of these other needs. Your performance will be based upon these assumed services, and your failure to discover them will surely lead to an unsatisfactory rating in the eyes of the client.

Establishing Reasonable Expectations

If your clients do not understand what they need to do well to succeed in business, the most powerful accounting or ERP system will accomplish little, if anything. Somewhere along the way they must understand that the purchase of a new business management system must include a return to the basics. You must be the one who has to tell them this, and show them how to do it.

Although some clients have a fairly clear idea as to what they require, most do not. They might assume that you will guide them through this process, but may never give voice to this requirement. Some clients may not even know enough to realize that they don’t know enough. They might expect that the purchase and installation of this system will be no more complicated than the purchase of a new copy machine. Who is going to tell them? You are.

Some clients expect that you are going to do everything for them while they go on about their business. Who is going to tell them that this must not happen? You are.

The decision to install a new accounting or ERP system is the means to some end, and it is that end which must be defined in detail before any discussions are undertaken concerning features and functions. In many instances clients may not realize exactly why they require a new accounting system, and the reasons they give may just be general symptom of a far more significant problem.

One of the most significant problems facing any consultant or reseller is not doing something which the client expected, but did not request, or finding out later on that the client needed something, but could not define that need at the appropriate time. Clients will expect certain things from you, and you must discover each of these responsibilities, as well as telling them what you cannot or will not do.

In most instances, clients will not tell you what they really need, because they don’t know themselves. You must determine what they require and convince them that they should discuss their problems and opportunities with you in more detail. You want them to want you. If you can determine what your clients expect you to provide, and you can provide those services economically, then the engagement will proceed as expected.

Managing the Client

Although there are as many different situations as there are clients, you should have one basic method by which each situation is managed. The key term here is “manage”, for that is precisely what you must do; manage the situation and manage the client. This is not the same as manipulation, but the results might seem to be the same. Manipulation coerces a client or customer to make a purchase decision when that decision might not be in their best interests. Management implies that the client is taken by the hand and guided through each step in the process to the desired end. The difference is that the end here is one which is in the client’s best interests. You must select the proper path, for you are the expert. Clients must see that it is in their best interest to follow this path for the end results are what they and you want.

Your clients will ask a great deal of you. Provide them those services which will assist them achieve their goals. Guide them through this difficult process, but never make decisions for them. That is their sole responsibility. Your task is to bring to bear the tools which are appropriate for a knowledgeable reseller or consultant, and help your client recognize what they must provide. It’s not an easy task, but the ends do justify the means. Your client will be rewarded with an effective and efficient accounting and business management system. Your reward will be present profitability and future referrals.

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Posted in Accounting Software Resellers, Accounting Software Selection, Accounting Software Selection Process, ERP Software Resellers, ERP Software Selection, ERP Software Selection Process, Learning How to Select Software, Reseller Sales and Marketing, Selecting Accounting / ERP Spftware, Selling Accounting Software, Selling ERP Software, Uncategorized