Here are some tips for the adaptation phase:
- Focus on key processes identified during initial analysis
- Prioritize adaptations based on business impact
- Involve client's users to test adaptations
- Provide training on new configurations
- Set clear deadlines for each adaptation
- Regularly review progress and adapt plan if needed
- Highlight that some adaptations may require additional costs
- Emphasize importance of client feedback during this phase
- Use remote sessions for demonstrations and support
- Transition ownership to client's team once stable
The goal is a smooth handover with the client fully empowered
to manage their system independently after assistance ends.
FORMACIÓN GRATUITA CONTINUADA EN EL SECTOR DEL COMERCIO Y HOSTELERÍA, DIRIGIDA TANTO A ASOCIACIONES Y PROFESIONALES DEL SECTOR, COMO A EMPRENDEDORES, DESEMPLEADOS Y A CUALQUIER OTRO INTERESADO.
PIERS Specialty Chemicals 2013 - Insights from Trade DataUBMGT PIERS
PIERS, the Standard in Trade Intelligence, provides a high-level view of top chemical commodities and markets based on aggregate trade data for U.S. chemical imports and exports. Learn what commodities are traded in high volume, what markets are growing for U.S. chemical exports, and identify trends in global chemical sourcing.
This catalogue: (version 6.0, updated January 2016), compiled by the Phantoms Foundation (coordinator of the Spanish Nanotechnology Plan funded by ICEX), provides a general overview of the Nano Companies (106) in Spain and in particular the importance of this market research, etc.
This version includes also tech transfer institutions in Spain from universities, technological institutes, etc.
Exposición de mobiliario del diseñador Juan Zouain Arjona. Proyecto seleccionado por los Fondos Concursables para la Cultura del MEC en el que Sámago colaboró.
Palotai - Maszlik - "Kevesebből többet" - az MTM és a Lean együttműködése a R...mtmhu
"Kevesebből többet" - az MTM és a Lean együttműködése a Robert Bosch Elektronika Kft-nél
Palotai László, ipari mérnök csoportvezető
Maszlik Dávid, munkatervező, ipari mérnök
Robert Bosch Elektronika Kft.
I. Industrial Engineering Szakmai Nap
2010.11.12, Budapest
www.mtm-hungaria.hu
FORMACIÓN GRATUITA CONTINUADA EN EL SECTOR DEL COMERCIO Y HOSTELERÍA, DIRIGIDA TANTO A ASOCIACIONES Y PROFESIONALES DEL SECTOR, COMO A EMPRENDEDORES, DESEMPLEADOS Y A CUALQUIER OTRO INTERESADO.
PIERS Specialty Chemicals 2013 - Insights from Trade DataUBMGT PIERS
PIERS, the Standard in Trade Intelligence, provides a high-level view of top chemical commodities and markets based on aggregate trade data for U.S. chemical imports and exports. Learn what commodities are traded in high volume, what markets are growing for U.S. chemical exports, and identify trends in global chemical sourcing.
This catalogue: (version 6.0, updated January 2016), compiled by the Phantoms Foundation (coordinator of the Spanish Nanotechnology Plan funded by ICEX), provides a general overview of the Nano Companies (106) in Spain and in particular the importance of this market research, etc.
This version includes also tech transfer institutions in Spain from universities, technological institutes, etc.
Exposición de mobiliario del diseñador Juan Zouain Arjona. Proyecto seleccionado por los Fondos Concursables para la Cultura del MEC en el que Sámago colaboró.
Palotai - Maszlik - "Kevesebből többet" - az MTM és a Lean együttműködése a R...mtmhu
"Kevesebből többet" - az MTM és a Lean együttműködése a Robert Bosch Elektronika Kft-nél
Palotai László, ipari mérnök csoportvezető
Maszlik Dávid, munkatervező, ipari mérnök
Robert Bosch Elektronika Kft.
I. Industrial Engineering Szakmai Nap
2010.11.12, Budapest
www.mtm-hungaria.hu
The Strategic Role of the Partner Development ManagerAmazon Consulting
As the solution provider's business model has evolved, it has required the role of the central partner-facing resource, namely the Channel Sales Manager, to change dramatically to accommodate and support the new partner models. But what is the channel manager profile that has the talent and acumen to handle this demand?
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Idea a simple framework for complex alliances -asap 20120306-issue1Subhojit Roye
Tuesday, March 6, 2012 at 6:30PM
In one of the first of several Tuesday afternoon 2012 Global Alliance Summit sessions, Subhojit Roye, head of alliances at Infosys BPO Limited, a wholly owned subsidiary of Infosys Limited, revealed the company’s IDEA (Identify, Define, Establish, Assess) partner development process. The four stages of Infosys’ partner framework can be summarized as follows:
Identify– What to do before meeting with a new partner
Define– What to do when you meet a new partner for the first time
Establish– How do you win the first clients with your new partner?
Assess– How do you improve upon the relationship moving forward after the initial win(s)?
Roye took the attendees through his company’s “2+2+2” engagement process—”my two, your two, plus our two.”
My two– Introduce your new partner to select clients of your organization.
Your two– Have your partner take you into TWO of its clients where your company has no presence, then practice pitching each other and articulating the new partner’s value proposition.
Our two– Choose TWO accounts where neither are present and invest in joint marketing for these prospects.
The results have poured in from our 6th Annual State of Partnering research. This year’s study was the biggest and most comprehensive yet – with 98 global vendors and 250 solution provider participants.
This year’s study focused on several key partnering topics including enablement, cloud engagement models, field sales coverage and channel spending trends.
Black Duck Software and North Bridge Venture Partners announce the results of the sixth annual Future of Open Source Survey. Conducted in partnership with The 451 Group, the 2012 survey reveals that open source software (OSS) is leading innovation in major technology segments including mobile, cloud and big data, as well as creating innovative business models such as Open SaaS. The quality of open source, and the ability to continuously improve, is now one of the top reasons for its adoption.
An independent Marketing Services organisation with proven expertise in delivering end-to-end marketing services.
Our industry know–how and partnership approach helps us in delivering ROI based services.
To top this, our sustainable marketing approach ensures optimum utilization of resource, reduce wastage of marketing collaterals for our client
2012 Future of Open Source - 6th Annual Survey resultsMichael Skok
The annual Future of Open Source Survey provides a report on the state of the open source industry and analysis of future trends. Now in its seventh year, this annual survey was supported by nearly 30 collaborators open source software industry leaders and collaborating organizations, and compiles results from hundreds of respondents from the open source community.
Sustainable Brand Perception vs. Performance: Reducing the GapSustainable Brands
Increasingly, evidence demonstrates that global stakeholders across the board are expecting business to deliver greater value beyond just a slicker product or bigger profits. This panel provides three types of filters for decision-making as to how to prioritize your sustainable innovation initiatives such that you might recognize most uplift in stakeholder support.
Customer Experience Management by MIS AssociatesGerry Brown
This presentation was made in April 2012 at the Text Analytics Summit in London. The presentation outlines Customer Experience Management (CEM) best practices and their value to both the customer and the vendor. In addition we look at the technical, operational and measurement challenges of CEM, and the customer decision journey.
As part of my work as teacher at the school of Design Thinking at the Hasso-Plattner-Institute (HPI) I gave this talk describing how we combine at SAP lean and agile methodologies with design thinking to ensure efficiency and innovation.
doing ther right things. and doing the things right.
A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Affordable Stationery Printing Services in Jaipur | Navpack n Print
OpenERP - Vision & Update on Channel Strategy
1. Building a Global Channel
1
VISION & UPDATE
ON
CHANNEL STRATEGY
X AV I E R PA N S A E R S
OPENERP CHIEF SALES OFFICER
Partners Summit 2012
2. OpenERP is changing trends
that are turning the
traditional partner
model on END
Partners Summit 2012 2
3. In any industry ,
the only reason why two
partners decide to enter into a
relationship is because
both find value added
in it …
Partners Summit 2012 3
5. Partner Management 2009-2010
5
2009 2010
Launch of new partner
90 partners
program
No partner program 150 Partners
Launch of OpenERP
No partner management
Publisher Warranty
Partners Summit 2012
6. Partner Management TODAY
6
2011 2012
330 Partners EMEA/Asia Q1 : 70 new partners
70 Partners Americas Activation Ratio 39%
Light Presence in 70 countries Good partner identification
Activation Ratio 20% Launch of Partner Portal
Many first year partners Reinforce local presence
Reach 600 partners
Major Processes change
Resellers strategy v.s true
OPENERP Enterprise integrators
Partners Summit 2012
7. Partner Management TOMORROW
7
2014
2000 partners worldwide
Strengthen local presence
Activation Ratio 80%
Many Resellers (Out of the
box model) – Get the Mass !
System Integrator model
Partners Summit 2012
11. How to reach 2000 partners ?
How to avoid the churn ?
How to make partners happy?
CREATE PARTNER LOYALTY !
Partners Summit 2012 11
12. “After 4 years working with
Partners we noticed some
performed much better than
others …”
HOW COME ?
Partners Summit 2012 12
13. Define clear ROLES
13
ROLES SERVICES
OPENERP Publisher
Marketing Account Manager
Develop new versions Upgrade to new versions
Maintain Stable versions Unlimited bug fix on stable versions
Sales Assist to OpenERP Enterprise selling
OPENERP Partners
Sales Partner
Customer Implementation Custom Development
After-sale service Custom Support
Strategy Out of the box OR System Integration
Marketing Referrals & Branding
Partners Summit 2012
18. The Right Balance (3)
18
OpenERP Partner
OpenERP
Value creation
Enterprise
Constant
Train
communication
Constant
Sell
training
New versions Share
Partners Summit 2012
20. Go-to-Market Strategies
20
OUT-OF-THE-BOX
V E RS US
PROJECT IMPLEMENTATION
WHICH ONE TO CHOOSE ?
Partners Summit 2012
21. Active channel management
benefits both
the vendor and
the channel partner by helping to
grow revenue and protect margins while
maintaining the
Go-To-Market Strategy
Partners Summit 2012 21
22. Go to Market Strategies – Which one I choose?
22
Choose and stick to a strategy; Do not mix both approaches
Project Implementation Out-of-the-Box
Target Clients > 25 users 1 to 25 users
Partner Profile IT companies / System Resellers / Functional
Integrators Experts
Success factors Project Management Sales & Marketing
Offer Custom Implementation Packaged Offer
Deployment Local Online or Local
Growth Strategy
Custom development YES NO or Very Limited
Annual Growth Get bigger clients Get numerous clients
Partners Summit 2012
23. I just started with OpenERP as Ready Partner
…
We are a team of 3 people
2 functional experts and 1 qualified sales executive
My customer base is mainly small clients with
identical configuration...
How should I market OpenERP ?
Partners Summit 2012 23
24. OpenERP
Implementation Assistance
The OpenERP
out-of-the-box
project approach
MAXIME GLORIEUX, HEAD OF SAAS & IA
25. What is an OpenERP Implementation Assistance
out-of-the-box approach
It is an out-of-the-box/standard OpenERP
system deployment that involves the
customer in the configuration of the
database.
26. OpenERP Implementation Assistance
Out-of-the-box approach - What is in it ?
Project duration ?
3 month objective
Onsite/online ?
Customer’s choice
Maintenance & migration ?
Included in the proposal
27. OpenERP Implementation Assistance
Out-of-the-box : Who is it for ? / When is it recommended ?
Limited budget (less than €15k)
Customer is willing to actively get involved in the deployment
(learning competencies, customer wants to feel more in control of
his system)
Urgent need to deploy a system (less than 3 months)
28. OpenERP Implementation Assistance
Out-of-the-box : Who is it for ? / When is it recommended ?
Customer is not seeking to integrate 100% of his processes.
(Can afford not to have everything automated.)
Any companies that can afford not to have all their (specific) needs
covered from day 1
> companies willing to have a phased implementation
> 1st phase will cover all the standard needs
> 2nd phase later when they will be ready/able to
invest money for specific adaptations/developments
29. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Implementation Assistance sales cycle
Qualif Demo Prop Nego Closing
1) Qualification of the customer situation, problems, expectations
2) Demonstration of the system going through main customer needs
3) Customer tailored implementation proposition with budgetary offer
4) Negotiation
5) Closing
30. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
Company details: activity, contact details, locations, contact person, decision
makers, website, size, turnover, number of employees, number of users…
Current way of working: how do they currently manage their activity?
current system in place
Customer needs: what are they looking /for/to change/improve ?
Onsite/online?
Standard: list of all standard needs
Specific: list of everything more specific that might have
to be done in a second phase
31. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
Data import: data import needs (#partners-customers, suppliers, prospects..-,
#products, structure,…)
Budget: envelop defined? If not, are they aware of the cost of an
implementation, reaction on budget range
Timeframe: decision deadline/operational solution deadline + reasons
32. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
Implementation
DIY Assistance
Traditional Project
√ Get involved and learn √ local presence with your √ ideal for complex needs
- no support from OpenERP certified expert (requiring heavy specific
or its expert consultant consultant network developments)
network √ get involved in your
- time consuming (long implementation (& learn √ partner is taking care of
implementation time) how to deploy and everything
manage your own ERP)
√ low cost √ onsite services
- you need to be available
during the deployment - pay per day of service
- specific needs not covered
33. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
A demonstration should only be done after a full customer qualification and after
the customer has validated his interest for an implementation assistance + is
conscious of the costs.
CHECKLIST (before agreeing to do a presentation):
Do I know what the customer is doing (his industry sector/activity) ?
Do I know what he is looking for (what are the areas of OpenERP he is
interested in in regard to his company management needs) ?
34. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
CHECKLIST (continued):
Can I show him most of his needs without wasting too much time
configuring a database specifically for him ?
and last but not least:
Is it worth spending time with this prospect ? Are they serious about
implementing a new ERP (timeframe, budget,...)? Are they willing to pay
for our services should the demo be successful ?
> If you have a 'no' or do not know the answer to any of the above
questions then you should not agree to make a demo and rather ask the
customer the right questions before committing.
35. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
High level presentation:
You do not need to show every detail of a module or view for this first
presentation
Vison :
Create a vision in the customer mind rather than purely showing
functionalities
Ultimately, you want your customer/prospect to feel like they are missing
something by not using OpenERP for their company management.
36. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
Identify potential issues :
Ask the customer what is refraining him from choosing OpenERP.
-nothing ? Ask the customer whether he wants an offer reminding
him about the budget range
-identify customer processes not covered in OpenERP preventing
him from deploying the software
37. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
A proposition should only be done when :
- customer has arrested his choice on OpenERP,
- validated implementation approach,
- pre-agreed on the project cost,
- decision timing is within next 8 weeks
39. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing
The negotiation and closing are the easiest parts of this sales cycle.
If the customer has indeed understood everything in the previous stages + is
ready to take a decision, it is purely formalizing the agreement and
sorting out logistical details to get the project started.
40. OpenERP Implementation Assistance
Out-of-the-box approach : How can you be part of it ?
We, OpenERP, do the selling and assign the project to you
exemples
If it is your first project, you can decide to use this project as
an opportunity to gain experience in an implementation
assistance by being an intermediary between the customer
and OpenERP.
You have a customer interested, you do the selling, position a
number days of onsite intervention. You come with your
signed contract and we can help you should you need
assistance until you feel completely confident doing it without
us.
41. OpenERP Implementation Assistance
Out-of-the-box approach : Summary of key messages
Huge market potential
Faster, easier sales cycle – average of less than 6 weeks from first
contact to closing
Reduced risk > commitment to deliver support, not to deliver a
project
Customer commitment is critical to the success of this kind of
implementation approach
> If the customer does not get involved, nothing will be done
42. Implementation Assistance
Delivery
42
PRESENTER
GRÉGOIRE KRIEG
F U N C T I O N A L C O N S U LTA N T
47. Intial Analysis - Insights
47
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling
Insist that the offer is limited in time
Highlight client’s responsability of consolidating
information and human resources for the project
Make sure to start on SaaS to avoid server configuration
problems
48. Trainings
48
½ day per
functional domain
PARTNER
CLIENT
in depth Objective:
Skills Transfer
49. Trainings - Insights
49
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling
Attach importance to spacing of trainings
Recommend client watch videos before
Suggest client actively use test database before
Ask of client to go through process of asking questions before
Be able to focus on client’s business issues
Take advantage of the form of the skills transfer:
face to face, no language barrier
51. Configuration and Import
51
CLIENT PROGRESSION
DEADLINES
Create
Users
Define
Sales Team
Import Problem
Products Solved
OpenERP
52. Configuration / Import - Insights
52
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling
Importance of smooth transition :
Be active in set up of deadlines for configuration
Follow up regularly on completion of deadlines
Importance of client’s project management:
Client’s human resources should be active and free
Client should make use of guides and adapt if needed
Client should go through process of structuring needs (use of flowcharts
and Q&A)
Import issues : client should go through process of identifying
relevant data and adapting it
Use of support hours = answer configuration issues
54. Validation - Insights
54
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling
Be active in planning regular checks of client’s configuration to
continue smooth planification
Avoid latter complications by identifying configuration errors
early
Insist client make use of test database phase for trying out
different configurations
Recommend using webex live sessions to make suggestions
and feedback more efficient
56. Adaptation - Insights
56
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling
Do not rush into this step: client needs to have a good
understanding of OpenERP standard features
Make sure client knows what he wants: make him express
clearly his needs and avoid carrying out the modifications
too soon
Form of modifcations: add fields directly in production
database
57. Upselling
57
C CUSTOMER NEEDS
CLIENT
Trainings
S
P
E
OpenERP C PARTNER
STANDARD I
F
I Objective:
C
Discover
opportunities
58. Upselling
58
C CUSTOMER NEEDS
S
P PARTNER
E
OpenERP C
STANDARD I
F
I
Implementation
Assistance C
Objective:
Act on opportunities
59. Summary
59
O P C
• Understand Scope, Explain Roles, Resources & Tools
Initial
Analysis X X
• Transfer skills X X
Trainings
Configuratio
• Practical use by client, assistance by OpenERP X X
n Import
• Control, validation and suggestions X X
Verification
• Apply light variations X X
Adaptation
• Out of Scope X X
Upselling
60. I am a system integrator …
We are a team of 10 people
3 functional experts, 4 developers; 1 project director and
2 experienced sales
I have a large ERP integration experience but not
much OpenERP…
My clients are always different and need deep
customization & running critical applications
How should I market OpenERP ?
Partners Summit 2012 60
61. Partner First Project Support
PRESENTER
S A N D R O B O T TA
ACCOUNT MANAGER
SAMUEL MARTINS
PROJECT AND SERVICES DIRECTOR
64. Tell us about it !
• we integrate your project in our CRM
• we secure the lead
• we make it manageable from your partner portal
65. Your forecast is our forecast !
Partners’ forecast and OpenERP’s forecast should be
aligned
We stay in sync with your forecast through the partner
review meetings
Assess your resources and specify the OpenERP
involvement and revenue split
67. Standard split of revenues
67
Partner OpenERP
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
The revenue and related services are split 85%-15% between Partner and
OpenERP. Traditional ERP publishers take 35% of the project revenue!
69. The partner portal
69
Get samples of brochures, presentation slides, comparison
with competitors, contracts, RFP templates,
implementation methodology,… in your partner portal.
72. Build a long term vision
Avoid the one shot
Trigger a reflection on their 2y-3y business initiatives
Sell a roadmap
73. Next steps
OpenERP suggested approach
• Software Assessment done
1
• Professional Analysis
2 No free pre sales
• Implementation
3
Free Billed Billed but deducted from the
implementation quote
74. Why selling a pre analysis ?
• If you succeed, you exclude competitors
• It limits the risk of irrelevant project cost estimation
• It builds up intimacy and trust with the customer, leading to
higher implementation quotes
• We are cheaper than the competitors as there is no license costs
but we don’t offer free services
75. When to sell the analysis?
Only once the customer is excited and convinced by the
product
Even if he is still assessing competitors solutions
77. Engage us in your sales visits !
• introduce us to your prospect
• Contact builds trust
• We can help selling the pre-analysis and the
Enterprise contract
80. Subcontract to avoid bottlenecks
Don’t be slowed down by a lack of resources. We can help you
deliver successfully.
Problem Solution
No project manager OpenERP consulting
Need a functional expert OpenERP consulting
Not enough developers OpenERP Offshore developers
No time to train employees/customers Official training/webinar
Wasting time on technical issues OpenERP Enterprise
Need to migrate custom instance Custom module migration
82. Supporting partners, but HOW?
GAP-analysis POC GAP-analysis Estimation Planning
Detailed Functional Technical
OpenERP Enterprise
analysis analysis analysis
Developments Integration
Developments & Unit tests tests
User
Client testing User training Acceptance
testing
Live
Data Warranty
Deployment environment
migration
Go live
period support
release
Post
Deployment L1 support L2 support
support
83. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
The purpose of the Gap Analysis is to
Evaluate the project scope
Determine the customization level which will be required
Assess the investments required
Plan the project
Organise the project governance
84. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
HOW?
Step 1: Company Mind Maps – Interviews:
85. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
HOW?
Step 2: Key Users Mind Maps – Interviews:
86. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
HOW?
Step 3: Define the GAPS and Estimates:
List the GAP’s
Weight the GAP’s :
• Complexity
• Analysis
• Development
87. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
HOW?
Step 3: Define the GAPS and Estimates:
Estimation based on:
• Project Management
• Analysis
• Development
• Testing
• Migration
• Deployment
• Support
88. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
HOW?
Step 4: Plan the Project
Plan the project trying to phase development in small sprints:
• short analysis/development time => Quick in customer’s hand
=> Be AGILE
89. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
The deliverables of the Gap Analysis are :
Gap Analysis reporting (Needs, Scope, Risks, GAP’s)
Gap Analysis Matrix
Project Road map
Financial estimate
Agreement on validation process and project
90. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
OpenERP will assist the partner in :
Training the partner on the various tools and methodologies
Mind Maps
Estimation sheet,...
Reviewing the Partner’s Gap Analysis
Performing the work load estimate together with the Partner
Providing a matrix to estimate the overhaul cost
91. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
Partner will be in charge of:
Conducting the customer interviews
Filling the Gap Analysis Matrix
Performing the work load estimate together with OpenERP
Preparing the detailed project planning
Setting up the project organisation (governance, project management
tools, reporting, ...)
Defining with customer the validation process at the various level
92. Project Support – phase by phase
GAP-analysis POC GAP-analysis Estimation Planning
Knowledge to be transferred during that stage:
Tools to conduct end user interviews (Mind Maps)
Tools to report the Gap Analysis (Gap analysis matrix)
Gap analysis documentation : Needs, Scope, Risks (planning,
pending decisions), GAP’s
Functional expertise on OpenERP
Expertise about assessing the development time required
93. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
The Analysis purpose is to
Design the solution
Validate the solution
Finalise the development estimation
from both a functional and technical point of view
The Development purpose is to
Implement the solution,
Test the solution
Validate the solution with Key Users
94. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
BE AGILE
Short Project Cycles:
• Increase Project visibility with client
(demo’s, user tests,...)
• Keep control of requirements (quick
technical and functional validation)
• Increase quality (early testing allows
you to identify issues early and solve
them)
95. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
How to analyse:
Use the Detailed analysis template to define:
Process description and workflows
96. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
Views and wizards using mockups
97. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
Access rights
Objects User type 1 User type 2 User Type 3
Rights Rights Rights
Name CRUD C R
Address,… No D U
“Rights” = access rights.
“C” = create : user can create a new value for the object,
”R” = read : user can read/access the object,
“U” = update : user can modify an existing object,
“D” = delete : user can delete an existing object,
“No”: user has no access to the object.
98. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
Change requests
Change Request Flow
99. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
The deliverables of the Analysis are :
Detailed description of
Processes and Activities
Views, Workflows and Wizards
Access rights
Reports and Data Model
Detailed interface description
Infrastructure setup
High level Test Plan
Review workload estimates and planning
100. Project Support – phase by phase
Detailed Functional Technical Development Integration
analysis analysis
Developments s & Unit tests tests
analysis
The deliverables of the Developments are :
Software configuration
Custom modules
Interfaces
Data Import tools
Test plan
101. Project Support – phase by phase
Detailed Functional Technical Developments Integration
analysis analysis Developments & Unit tests tests
analysis
OpenERP will assist the partner in :
Training the partner on the various tools and methodologies
Analysis templates
Analysis best practice
Validate the analysis :
The feasibility
The functional and technical choices
The final estimates
102. Project Support – phase by phase
Detailed Functional Technical Developments Integration
analysis analysis Developments & Unit tests tests
analysis
OpenERP will assist the partner in :
Setting Runbot Buildbot
Code review for custom modules
Bug correction (reporting, following,...)
Data mapping for data import
103. Project Support – phase by phase
Detailed Functional Technical Developments Integration
analysis analysis Developments & Unit tests tests
analysis
Partner will be in charge of:
Prepare the analysis:
Agree Process definition and workflows
Design the new views and wizards
Define access rights
Define interfaces
Perform developments (process, interfaces, migrations scripts)
Unit test the code
Perform integration testing including interfaces and migration
104. Project Support – phase by phase
Detailed Functional Technical Developments Integration
analysis analysis Developments & Unit tests tests
analysis
Knowledge to be transferred during that stage:
Methodology and templates to perform a detailed analysis
Tools to design screen mock-ups
Functional expertise on OpenERP
Knowledge about how to customize reports, view, access rights
Technical knowledge to interface OpenERP with other software
Expertise about assessing the development time required to meet
customer’s requirements to finalise the cost estimate
105. Project Support – phase by phase
Detailed Functional Technical Developments Integration
analysis analysis Developments & Unit tests tests
analysis
Knowledge to be transferred during that stage:
Development best practices
How to set up a Runbot/ Buildbot
Methodologies for bug reporting in OpenERP
How to import data into OpenERP
How to test OpenERP
106. Project Support – phase by phase
User
Client testing User training Acceptance
testing
The Client Testing purpose is to
Train the client End Users
Handover the application to the client
Allow the client to perform end to end testing including:
Application
Interfaces
Access rights
Outputs
Reports
Put in place the support tools (Bugs shared view,
governance,...)
107. Project Support – phase by phase
User
Client testing User training Acceptance
testing
Bugs shared view
108. Project Support – phase by phase
User
Client testing User training Acceptance
testing
The deliverables of the Client Testing (UAT) are :
Training material
User guides
Full test report
Approval for production deployment
109. Project Support – phase by phase
User
Client testing User training Acceptance
testing
OpenERP will assist the partner in :
Creating the support processes through OpenERP
Training the partner on how to report a bug to OpenERP
110. Project Support – phase by phase
User
Client testing User training Acceptance
testing
Partner will be in charge of :
Write the training material
Prepare the user guides
Support the testing team
Set the support process up through OpenERP
Report the bugs to OpenERP
111. Project Support – phase by phase
User
Client testing User training Acceptance
testing
Knowledge to be transferred during that stage:
How to provide an efficient OpenERP training and building
training materials
How to use OpenERP to deliver high quality support to the
customer
112. Project Support – phase by phase
Live Warranty Post
Data
Deployment environment
migration
Go live period Deployment L1 support L2 support
release support support
The (post) Deployment purpose is
Deliver the solution into the production server
Migrate the data if any
Launch the production activities
Support users (Question / bug fixing,...)
113. Project Support – phase by phase
Live Warranty Post
Data
Deployment environment
migration
Go live period Deployment L1 support L2 support
release support support
OpenERP will assist the partner in:
Solving Core OpenERP bugs covered by OE
Support complex bugs solving
Note that OE is applicable since project day 1 for all
Core OpenERP Bugs
114. Project Support – phase by phase
Live Warranty Post
Data
Deployment environment
migration
Go live period Deployment L1 support L2 support
release support support
Partner will be in charge of:
Deploying the production environment
Smoke test the environment
Migrate the data
Cover the warranty period
Provide L1/L2 support as agreed in SLA
Maintain the OpenERP bug shared view
115. Purpose and Objectives
OpenERP = Software editor
Working with partners = our core Business
Go to Market strength
Scalability
Localization
Partner = OpenERP’s Image at Client side
Partner = Selling OpenERP’s brand
Partner & OpenERP’s responsibility to succeed projects
=> IT IS a SHARED challenge
116. The Challenge
OpenERP = Software editor
Working with partners = our core Business
Go to Market strength
Scalability
Localization
Partner = OpenERP’s Image at Client side
Partner = Selling OpenERP’s brand
Partner & OpenERP’s responsibility to succeed projects
=> IT IS a SHARED challenge
118. What is OpenERP Enterprise?
118
The solution/protection to all unexpected issues.
Bug fixes Unlimited
Upgrades/Migrations Unlimited
Functional & technical support Limited hours
Security alerts & patches Proactive
Private modules Allowed
White labeling Allowed
Partners Summit 2012
119. OpenERP Enterprise – No Pain
119
“Avoid & Get rid of the pain ... Focus on value added
services instead”
The pain starts early in the implementation process
Don’t waste time/money due to unexpected bugs during the
implementation phase.
Selling OpenERP Enterprise @ GO LIVE is old fashioned and useless.
Include OpenERP Enterprise pricing in your original quotation.
Discuss your original quotation with your account manager. He will
check if the pricing is relevant and support you selling it.
Partners Summit 2012
120. OpenERP Enterprise – A Commodity
120
You are not alone
OpenERP Enterprise is an insurance contract for you & your
customer.
OpenERP Enterprise is a way to secure your customers in the long
term.
Benefit from selling new features through upgrades
Don’t let them running old OpenERP versions on which you will not want
to offer services anymore
OpenERP Enterprise guarantees to have the publisher on your side.
Partners Summit 2012
121. Joint Sales Pitch – OpenERP Enterprise
121
Some statistics on OpenERP Enterprise conversion rate
90% success rate when your account manager is selling OpenERP
Enterprise for/with the partner
30% success rate when the partner is selling on his own
Why?
A new partner is not always aware of all contract terms
A partner is more focused selling the entire projects
In some cases, an end-user prefer to get a direct contact with the
publisher in order to understand the value proposition
Partners Summit 2012
122. OpenERP Enterprise – Pricing
122
We have public prices for small projects. You should
contact your Account manager for bigger ones.
We consider 15% of the TCO a minimum amount.
We don’t do less than 10% (not profitable for us)
How to count the number of users:
We take into account the number of users at the term of the
contract (in 1 year), not at the beginning of the contract.
We might adapt pricing to light users.
Don’t forget your partner level discount (10-15-20%).
Higher discounts are available with multi-years contracts
Partners Summit 2012
123. OpenERP Enterprise – Case 1
123
Company ABC selected OpenERP & a partner in order to
replace its existing CRM...
TCO = 60K€
Max 35 users & 15 users after 1 year
No IT expertise
IT staff = 0
OpenERP Enterprise Proposal – standard pricing
1 Year Commitment Year 1 Year 2
OpenERP Enterprise 3,950 € 9,950 €
Partners Summit 2012
124. OpenERP Enterprise – Case 2
124
Company ABC selected OpenERP & a partner in order to
replace its existing home made ERP...
TCO = 500K€
150 full users, 650 light users
Try to manage partner expectation by announcing 25 users during
implementation phase
Need payroll, time management, provisioning, budget, accounting
ERP internal Team = 4 people
OpenERP Enterprise Proposal – less than 15% of TCO
3 Years Commitment Year 1 Year 2 Year 3
OpenERP Enterprise 35,000 € 35,000 € 35,000 €
Partners Summit 2012
125. OpenERP Enterprise – Case 3
125
Company ABC selected OpenERP & a partner in order to
replace its existing proprietary ERP...
TCO = 1M€
550 Full Users & requiring to migrate every year
Massive change processes work
Need MRP, Supply Chain, POS, Accounting, Billing, Inventory, etc…
Internal ERP Team = 7 people
OpenERP Enterprise Proposal – 15% less than TCO
2 Years Commitment Year 1 Year 2 Year 3 (Optional)
OpenERP Enterprise 55,000 € 40,000 € 35,000 €
Selected competitor 125,000 € 125,000 € 125,000 €
Partners Summit 2012
126. Partner KEY actions
126
WHAT A PARTNER DOES
NOT WANT TO MISS
TOGETHER WITH OPENERP !
Partners Summit 2012
127. Top 10 mistakes of partners TODAY
127
1. Selling OpenERP Enterprise separately from the main project quote
2. Selling OpenERP Enterprise after GO LIVE
3. OpenERP ? A nice to have – Should be a MUST have
4. Too much focus acquiring new clients rather than converting customer base
5. Developing FIRST, Selling AFTER
6. Low pricing value: a better product should have a higher price
7. Wasting too much time on non-valuable prospects due to weak
qualification (no budget)
8. Chilly to migrate – keeping client base on old versions
9. No demonstration skills
10. No funnel transparency
Partners Summit 2012
130. PARTNER ACTION #3
Accept & Improve
Funnel Transparency
Partner portal improvement
Partner will be able to update leads & opportunities status
Support Ticket tracking system
Share your leads with OPENERP
Partners Summit 2012 130
131. PARTNER ACTION #5
Share, Publish and Contribute to
Referrals
Partners Summit 2012 131
133. PARTNER ACTION #7
Learn & Practice
Demonstration skills
A good DEMO gets your prospects excited
A good DEMO insures you to be shortlisted
A good DEMO sets the expectation right
A good DEMO is worth a thousand words
Competitors have better presentations, but no DEMO
Partners Summit 2012 133
134. PARTNER ACTION # 8
Design, Structure & Integrate
A good quotation
Integrate OpenERP Enterprise in any quote
Integrate partner managed services
Partners Summit 2012 134
135. PARTNER ACTION # 9
Forecast, Maintain & Grow
OpenERP revenue
To get 40K Revenue Target; forecast 120K in pipeline
Sell multi year services contracts
Ensure OpenERP Contracts renewals
OpenERP Business Plan – A true commitment
OpenERP Services – We are on your side
Consulting
Trainings
Off-Shore
Support
Partners Summit 2012 135
136. Subcontract to avoid bottlenecks
136
Don’t be slowed down by a lack of resources. We can help you
deliver successfully.
Problem Solution
No project manager OpenERP consulting
Need a functional expert OpenERP consulting
Not enough developers OpenERP Offshore developers
No time to train employees/customers Official training/webinar
Wasting time on technical issues OpenERP Enterprise
Need to migrate custom instance Custom module migration
No salesperson We cannot help you ☺
Partners Summit 2012
137. PARTNER ACTION # 10
Do not fail your
First OpenERP Projects
Join your efforts with OpenERP during your first project
Success Rate is over 60%
You will learn from it for the next ones
Ensure a win-win situation between OpenERP & YOU
Partners Summit 2012 137
138. PARTNER ACTION # 11
Promote
OpenERP
Publish success stories
Use social media like twitter, Facebook, LinkedIn
Organize Joint Event with OpenERP
Publish white papers
Partners Summit 2012 138
139. PARTNER ACTION # 12
Choose, Brand & Develop
The Right OpenERP
Strategy
Out-of-the-Box
System integration (project implementation)
Partners Summit 2012 139
140. PARTNER ACTION # 13
Ensure & Maintain
High Quality Standards
Whenever if you are a Certified Training Partner (CTP)
Whenever if you are a New partner
Whenever if you are a Current partner
Whatever grade you have
Partners Summit 2012 140
141. PARTNER ACTION # 14
OpenERP commits on developing a
great product
Partners commit on a
creating Values &
Revenue to ensure a sain
& great future
Partners Summit 2012 141
142. PARTNER ACTION # 15
Focus on Client Base
Rather than wasting to much time on
Getting New clients
Partners Summit 2012 142
143. Sell to your client base (1)
143
It costs 5-7 times more to acquire a new customer than it
does to sell to an existing customer!
Selling to existing customers is less risky than starting
new projects from scratch, for fixed price projects.
You are in strong position to negotiate a good price when
you sell to an existing customer.
It's very difficult to grow by always looking for new
customers. Your install base is an asset.
Partners Summit 2012
144. Sell to your client base (2)
144
A new version should not be a constraint or cost to migrate, it's
an opportunity to propose new services to your customer base.
The more you get revenue from your customer base, the more
you will be able to grow and scale.
Be sure you know how to benefit from a new version and how
to package OpenERP Enterprise in your offers. OpenERP SA
releases new versions every 6 months. This allows partners to
deliver more value to their customer base.
Partners Summit 2012
145. From the early beginning
till today and surely
tomorrow we all enjoyed
working with YOU fellow
partners !
The Channel Team
Partners Summit 2012 145