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.

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

4. Partner Network Coverage
4
Partners Summit 2012

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

8. Global Partner Network Growth
8
Partner Network Growth
2000
1600
1200
800
400
0
2009 2010 2011 2012 2014
Partners Summit 2012

9. Global Partner Grade Split
9
Partner Grade Split Chart
21
54
Ready
Silver
Gold
356
Partners Summit 2012

10. Partner Network Split Vision
10
Partner Network Split - Vision
Silver
READY RESELLERS
MASS Approach
GOLD
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

14. Partner Management : 2 Separate Roles
14
Ready Partner Silver/Gold
MGMT Partner MGMT
• Activation – OE Selling • Projects
• Leverage Competence • Presales & Consulting
• 12Many attitude - • Partner review
Webinars methodology*
• 121 Sales Attitude
Partners Summit 2012

15. Strengthen a strong ecosystem
15
OpenERP
Value proposition
Partner – Reseller - Distributor
Propose Managed
Sell OpenERP Enterprise
Services
End-User
Finance the Ecosystem
Partners Summit 2012

16. The Right Balance (1)
16
OpenERP Partner
Partners Summit 2012

17. The Right Balance (2)
17
OpenERP Partner
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

19. Partner Management Tools
19
Partner Portal
Update online leads & opportunities
Track Support tickets
Partner Review Methodology
https://docs.google.com/a/openerp.com/spreadsheet/ccc?key=0A
mNnLfdyDRQfdHl0bEFFSEJTRTc4YzNhM0s4MHpFY1E#gid=0
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

38. OpenERP Implementation Assistance sales cycle
Out-of-the-box project - How to sell it ?
Qualif Demo Prop Nego Closing

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

43. Assisting the client
43

44. 5 steps approach
44
Initial Configuration
Trainings Validation Adaptation
Analysis / Import
Upselling

45. Initial Analysis
45
1.Resources
2. Roles O P C
? ? ?
OpenERP
CLIENT 3. Tools
Q&A

46. Initial Analysis
46
Objectives:
- Understand scope
- Highlight priorities Explain
OpenERP
Understand
Validate
CLIENT

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

50. Configuration and Import
50
My Business’
Processes
Configuration
CLIENT
/ Import
Trainings

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

53. Validation
53
OpenERP CLIENT
Objective: Check & suggest

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

55. Adaptation
55
OpenERP
Objective:
Apply light
variations

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

62. It starts with …
YOU HAVE A PROJECT
Oppty !

63. but huh …
What now ?

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

66. Let’s talk about money

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!

68. Need more info to convince ?
The partner portal

69. The partner portal
69
Get samples of brochures, presentation slides, comparison
with competitors, contracts, RFP templates,
implementation methodology,… in your partner portal.

70. Back to the project …
how much it cost ?

71. Checklist
Do you know what it takes to qualify
and estimate a project completely ?

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

76. Offer structure
Pre analysis 4 - 8 days

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

78. Offer structure

79. A pain ?
Do I have the
ressources ?

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

81. Happy selling !

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

117. OpenERP Enterprise
117
THE ULTIMATE CLIENT
VALUE
Partners Summit 2012

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

128. PARTNER ACTION #1
Understand, Monitor & Manage
Deployment
methodologies
Follow regular webinars www.eventbrite.com
Partners Summit 2012 128

129. PARTNER ACTION #2
Understand, Monitor & Manage
Sales Technics
Follow regular webinars www.eventbrite.com
How to sell OpenERP webinars
Partners Summit 2012 129

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

132. PARTNER ACTION #6
Monitor & Improve
Staff Competences
Follow OpenERP functional trainings
Follow OpenERP technical trainings
Follow OpenERP Sales trainings
Follow regular OpenERP webinars
Become OpenERP certified
Partners Summit 2012 132

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

146. THANK YOU
146
Partners Summit 2012