Доклад: “Secrets of Selling Your Global Software Development Services”
Многие из вас наверняка являются экспертами в области программного обеспечения, может быть даже считают себя гениями. Но технические гении не отличаются хорошими навыками в области продаж.
Этот доклад будет посвящен секретам успешных продаж услуг по разработке программного обеспечения, в частности клиентам из Северной Америки. Важно правильно оценить ваши шансы и перспективы и суметь убедить покупателя в том, что именно вы будете для него лучшим разработчиком. Из доклада вы узнаете, как использовать современные маркетинговые технологии для демонстрации ваших возможностей и убеждения клиентов.
Конечно, хорошо быть гением. Но кроме ваших родных и близких кто нибудь об этом знает?
Setting the Customer's Journey: Walk a Mile In Your Customer's ShoesAggregage
Product professionals use phrases like "voice of the customer," and "user experience" so often that it can be easy to lose sight of their actual meanings. This phrase blur is dangerous, as it can pull our attention from what should be our real focus: our our customers' and users' needs. How can we, as product professionals, learn to keep customers and users at the heart of our work?
Join Steven Haines, globally recognized thought leader and author, as he guides us through a memorable journey demonstrating how you can walk a mile in your customer's shoes. He'll explore how, by developing true empathy for your users, you can ensure you're creating the features and products they actually want.
The incumbent’s playbook for launching a vertical SaaS product (Directions EM...Martin Karlowitsch
Presentation held at Directions EMEA 2017 in Madrid.
Been on the market for decades? Living from upfront license revenues and services that you sell alongside? Think of developing a SaaS product, but not sure where to start? Think of building a vertical Microsoft Dynamics 365 SaaS app/product? Come and join me, and I will share my experiences with you from building www.just-plan-it.com on Azure and integrate it with Dynamics 365. I will provide real life experiences, share tips and tricks, books to read and tools to use on that journey. My purpose is encouraging you to go the SaaS development route as you as an incumbent have a huge advantage over funding series driven start-ups: you know your market and have you a sustained cash flow to finance growth. In essence, I will cover the following questions:
1) How to identify and validate market demand?
2) What the heck is an MVP (minimum viable product) and how can it help?
3) How can I easily start the inbound lead generation journey?
4) How to organize development to stay at the “pulse of the market”?
5) How to measure and manage initial success?
6) Why is user onboarding so crucial and difficult?
7) How to prepare for scale?
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Aggregage
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Hannah Flynn
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
Setting the Customer's Journey: Walk a Mile In Your Customer's ShoesAggregage
Product professionals use phrases like "voice of the customer," and "user experience" so often that it can be easy to lose sight of their actual meanings. This phrase blur is dangerous, as it can pull our attention from what should be our real focus: our our customers' and users' needs. How can we, as product professionals, learn to keep customers and users at the heart of our work?
Join Steven Haines, globally recognized thought leader and author, as he guides us through a memorable journey demonstrating how you can walk a mile in your customer's shoes. He'll explore how, by developing true empathy for your users, you can ensure you're creating the features and products they actually want.
The incumbent’s playbook for launching a vertical SaaS product (Directions EM...Martin Karlowitsch
Presentation held at Directions EMEA 2017 in Madrid.
Been on the market for decades? Living from upfront license revenues and services that you sell alongside? Think of developing a SaaS product, but not sure where to start? Think of building a vertical Microsoft Dynamics 365 SaaS app/product? Come and join me, and I will share my experiences with you from building www.just-plan-it.com on Azure and integrate it with Dynamics 365. I will provide real life experiences, share tips and tricks, books to read and tools to use on that journey. My purpose is encouraging you to go the SaaS development route as you as an incumbent have a huge advantage over funding series driven start-ups: you know your market and have you a sustained cash flow to finance growth. In essence, I will cover the following questions:
1) How to identify and validate market demand?
2) What the heck is an MVP (minimum viable product) and how can it help?
3) How can I easily start the inbound lead generation journey?
4) How to organize development to stay at the “pulse of the market”?
5) How to measure and manage initial success?
6) Why is user onboarding so crucial and difficult?
7) How to prepare for scale?
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Aggregage
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
Create Success With Analytics: Living With Technical Debt - Balancing Quality...Hannah Flynn
As a Product Manager, you probably have to deal with technical debt. Regularly. Whether you like it or not - because it can’t be avoided. Unexpected details pop up, as small as UX that needs clean-up, and as big as a previously unforeseen flaw in the infrastructure of a project. We have to accept that nobody gets away without some technical debt. And of course, the longer you take to deal with your technical debt, the more difficult it becomes to address fully.
Feeling frustrated? Fortunately, we can take a step back, gain clarity, and see how the decisions we make impact our technical debt. Then, we can make decisions about how we want to balance technical debt with other priorities. Are we willing to live with some level of technical debt in order to ship product and meet deadlines? Can we mitigate technical debt to get to an MVP faster?
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
Developing and Delivering Products in an Agile World (.75 PMI PDU)DCsteve
Customers expect delivery of your new products quicker and easier than ever before. Whether your customers are internal or external, they expect you to develop new products with increased frequency and to put those products in their hands seamlessly and automatically.
Learn how you can take advantage of Agile development methods to develop and ship quicker while maintaining the project and financial management your business requires. And, learn ways to automate your product delivery to get these products to your customers immediately upon completion. Bring automation and Agile development together to deliver new products to your customers more often and easier than ever before.
All attendees are eligible for .75 PDU Credit from the Project Management Institute (PMI).
Get the Transformational Story of Going Agile @ http://digitalcelerity.com/Pages.aspx/Agile-PPM
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk has been through a big journey, starting as a college B2C startup idea, turned successful SMB B2B SaaS product, with an eventual large pivot into Enterprise SaaS servicing the Education market. This is a compilation of lessons learned, originally shared at the December @TechPintNews in Cleveland
Technical debt is inevitable in applications development and many organizations and teams struggle to manage it – when to take it on, when to avoid it and when and how to pay it down.
Well Begun Is Half Done: Creating Dynamic and Living Team ChartersTechWell
Aristotle once stated, “Well begun is half done.” However, many agile initiatives suffer from a feeble launch. So how can we increase the likelihood of success for a team or organization? By developing a sound team charter. Beginning with the end in mind, we use retrospective techniques to develop consensus around objectives, vision, and mission. Linda Cook and Chris Espy introduce the components of a good charter and explain how those components help focus the team toward a common goal. In addition, the development of the recommended charter components ensures that key questions are succinctly answered during the kickoff of a team’s efforts. Linda describes when to create or revise a charter and the associated artifacts and process that provide a framework for the team charter. Learn the various types of charters and their recommended content. During the workshop activity, teams will develop a complete charter for a team of their choice or for a provided case study.
Interested in starting your own design business, but don't know how to do the "business" part? This comprehensive presentation covers how design studios make money, the ways design studios organize themselves to support making money, considerations for managing your studio's finances, a method for creating your own studio model, and the story of Design Commission (http://www.designcommission.com), a successful design business in Seattle, Washington. This presentation was delivered by David Sherwin and David Conrad as part of AIGA Seattle's "Design Business for Breakfast" series and is now part of David Sherwin's book "Success by Design: The Essential Business Reference for Designers" (http://www.davidsherwin.com/success).
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Developing and Delivering Products in an Agile World (.75 PMI PDU)DCsteve
Customers expect delivery of your new products quicker and easier than ever before. Whether your customers are internal or external, they expect you to develop new products with increased frequency and to put those products in their hands seamlessly and automatically.
Learn how you can take advantage of Agile development methods to develop and ship quicker while maintaining the project and financial management your business requires. And, learn ways to automate your product delivery to get these products to your customers immediately upon completion. Bring automation and Agile development together to deliver new products to your customers more often and easier than ever before.
All attendees are eligible for .75 PDU Credit from the Project Management Institute (PMI).
Get the Transformational Story of Going Agile @ http://digitalcelerity.com/Pages.aspx/Agile-PPM
Lessons Learned: Creating Software as a Service from ScratchSVPMA
Starting from Scratch? Lessons Learned From Trying to Create Software as a Service at SAP by Mike Tschudy at SVPMA Monthly Event February 2012
Go to link below for notes from this event http://svpma.org/2012/02/february-2012-event/
Becoming an Enterprise SaaS Company | DecisionDesk @ TechPintJohn Knific
DecisionDesk has been through a big journey, starting as a college B2C startup idea, turned successful SMB B2B SaaS product, with an eventual large pivot into Enterprise SaaS servicing the Education market. This is a compilation of lessons learned, originally shared at the December @TechPintNews in Cleveland
Technical debt is inevitable in applications development and many organizations and teams struggle to manage it – when to take it on, when to avoid it and when and how to pay it down.
Well Begun Is Half Done: Creating Dynamic and Living Team ChartersTechWell
Aristotle once stated, “Well begun is half done.” However, many agile initiatives suffer from a feeble launch. So how can we increase the likelihood of success for a team or organization? By developing a sound team charter. Beginning with the end in mind, we use retrospective techniques to develop consensus around objectives, vision, and mission. Linda Cook and Chris Espy introduce the components of a good charter and explain how those components help focus the team toward a common goal. In addition, the development of the recommended charter components ensures that key questions are succinctly answered during the kickoff of a team’s efforts. Linda describes when to create or revise a charter and the associated artifacts and process that provide a framework for the team charter. Learn the various types of charters and their recommended content. During the workshop activity, teams will develop a complete charter for a team of their choice or for a provided case study.
Interested in starting your own design business, but don't know how to do the "business" part? This comprehensive presentation covers how design studios make money, the ways design studios organize themselves to support making money, considerations for managing your studio's finances, a method for creating your own studio model, and the story of Design Commission (http://www.designcommission.com), a successful design business in Seattle, Washington. This presentation was delivered by David Sherwin and David Conrad as part of AIGA Seattle's "Design Business for Breakfast" series and is now part of David Sherwin's book "Success by Design: The Essential Business Reference for Designers" (http://www.davidsherwin.com/success).
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Presentation on using g-cloud for specific projects, the drivers behind it and the process. Presented by Dave Rowson, Head of Programme and Resource Management (ICT) at Leeds City Council, at the Four-in-One Hot Topic Day in Leeds on 28 July 2014.
The internet search/web services giants and cloud computing providers understand how vital the performance and scalability of network infrastructure is to their continuing growth. But how can the network operators re-purpose the network to capitalise on their key role in the value chain?
How to successfully engage enterprise software vendors – software selectionJohn Cachat
It All Starts With The Sales Team
It Doesn’t Do What We Want
Vendors Tiers And Costs
Finding The Right Tier
Contract Language
SaaS Alternative
johncachat@hotmail.com
www.peproso.com
Join two SAP hybris execs who will explore the 10 stages of transforming your B2B organization to a digital business, based on their experiences implementing hybris commerce and other digital systems prior to joining SAP | hybris, when they were execs at Bobcat and Aramark. You will leave with a B2B e-commerce roadmap and best practices that you can apply immediately to your organization. Participants will also receive a complimentary copy of hybris’ 30-page guide “How to Transform Your Business for Omni-Channel Success.”
In this fast-paced session, we cover 20 ways—in 20 minutes—to supercharge your customer acquisition program. Tips will cover how to plan, execute, optimize, and measure your way to lead generation and optimization success.
Why Projects Fail
Recognizing The Challenges
How To Create Success
Keys to Project Recovery
How KeyedIn Consulting Group Can Help You Today
johncachat@hotmail.com
www.peproso.com
Slides from the presentation "A Brave New World of Delivering IT – what Devops and Continuous Delivery really means to the business" by Andrew Phillips at the Unicom DevOps Summit: DevOps for Business Value.
See http://www.devopssummit.com/london-june-2015/
This is a presentation about the transition from print with a website as an afterthought to a modern media company.
WebMedley helped the Lane Report by explaining what readers, advertisers, and publishers expect and then built a system to support it.
Learn about these expectations and how the two companies work together to achieve business goals.
Marty talks about the hard parts of Product Management - People, Process, Product and Culture. For more detail about the talk, see our Meetup page here:
https://www.meetup.com/ProductTank-Auckland/events/248013722/
Want to sharpen your Product Management Skills and network with awesome people from the Auckland Product Management Community? Then join us at ProductTank Auckland:
https://www.meetup.com/ProductTank-Auckland/
Software Developer Career Unplugged - GeeCon 2013Wojciech Seliga
This is my quite subjective take on various less technical aspects of a software developer career. I delivered this presentation and GeeCon 2013 (video hopefully coming soon) and quite compressed/abridged version at InfoSHARE.
Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Technology increasingly permeates every facet of modern business, from communications to CRM systems and customer analytics. IT and Digital have been drawn from a background support function and re-positioned as a core driver of strategy, value creation and competitive edge. This tectonic shift has placed senior technologists at the heart of the organisation, making them integral to decision making and leadership.
The DIGIT Leader Summit will explore this evolution of Information Technology as a discipline, discussing the increasing role of senior technologists in driving innovation and efficiency and shaping business strategy within their organisation. The programme will also consider some of the crucial components of leadership, looking at culture, vision, team building, up-skilling and communication.
The Summit is geared for senior IT and Digital leaders and is designed to promote knowledge exchange, best practice and collaboration in a friendly open forum. The event will be held at Dynamic Earth in Edinburgh on 24th May 2017 and will be free for delegates to attend.
Доклад: “Типичные ошибки внедрения Scrum”
С каждым годом ценности Agile принимаются все большим количеством людей, а Scrum на сегодняшний день является одним из наиболее популярных подходов к реализации многих проектов в сфере разработки программного обеспечения. Но, наряду с растущим количеством успешных внедрений Scrum’а, увеличивается и количество неудачных попыток перейти к этому замечательному фреймворку.
Из доклада Вы узнаете:
Какие ошибки наиболее часто допускают при внедрении Scrum?
Каким аспектам внедрения Scrum необходимо уделить особое внимание?
Как не наступить на чужие “грабли” при переходе на Scrum?
Доклад: “Продукт: Вам нарезать или целым куском?”
Известно, что изначально Agile позиционировали себя не так амбициозно, как сейчас. Все изменяется и, возможно, Вы по-другому посмотрите на свою ситуацию. К тому же у меня для Вас две новости: плохая и хорошая.
«Слона нужно есть по частям» — все так говорят, но мало кто знает — почему?
Конечно можно сказать словами Вольтера, что мол «common sense is not so common». Всегда есть какие-то причины, почему люди не делают очевидные вещи. Я приведу буквально три оправдания, которые мне довелось слышать недавно, и мы вместе посмотрим, как это звучит со стороны.
Как есть «Слона» или пять практических советов. Ну и самое «мясо» — инструменты, которые я считаю жизненно необходимыми. Точнее это даже не совсем «инструменты» («серебряной пули нет», мы же помним, да?) — это области особого внимания при продуктовой разработке. Все проверено на реальных командах — от стартапа до многомиллионного и долгоиграющего проекта. Будет о чем задуматься, обещаю.
Доклад: “Шахматы и Управление проектами”
Что общего между игрой в шахматы и управлением проектами? И где здесь деньги?
Оказывается, поразительно много общего, и денег много тоже!
1. Вы узнаете, в чём разница между «правильным управлением проектами» (Doing projects right) и «правильными проектами» (Doing right projects);
2. Научитесь правилам игры (Project portfolio management);
3. Увидите, как разыгрывать многошаговые комбинации (Programme management);
4. И убедитесь, что в шахматы играть могут все (Agile methods).
Доклад: “Мобильные приложения. В чем бизнес? Как выжить? Как зарабатывать? ”
Выступление будет посвящено реальному 4-летнему опыту в мобильном бизнесе. Основные тезисы
что изменилось в 2012 году
как можно заработать и почему это сложно
бизнес модели – как выбрать свою
что такое LTV и как использовать этим три буквы
много цифр )
Доклад: “PMBok 2012. Все гибче и гибче. Противопоставление PMBok vs Agile не имело смысла никогда”
Многие ошибочно считают PMBok неповоротливым монстром, водопадной методологией, следовать которой очень тяжело. Я покажу вам, что PMI давно повернулся лицом к гибким методологиям и классическое противопоставление PMBok vs Agile потеряло смысл (а может и не имело его никогда).
Тема: “Corporate freelance workflow: how to save money and don’t stuck”?
Как корпорациям/стартапам использовать фриланс на благо и не пролететь
Компании чаще всего нанимают фрилансеров либо для снижения расходов, либо потому, что не могут позволить себе аутсорсинг или собственный штат программистов (как правило — небольшие компании или стартапы). При этом менеджеры этих компаний не всегда имеют опыт работы в распределенных командах независимых разработчиков и пытаются управлять фрилансерами так, как если бы работали с ними в одном помещении. Даже если у вас есть опыт участия в распределенных командах, его может оказаться недостаточно для работы со фрилансерами.
Работая как фрилансер последние пять лет (и впервые столкнувшись с этим явлением еще в 99 году), я был свидетелем многих конфликтов и проблем, многих из которых можно избежать, если правильно построить процесс распределенной фриланс-разработки. В докладе я расскажу о важных аспектах, которые нужно иметь ввиду компаниям, привлекающих фрилансеров к работе над своими проектами. Также будет много примеров из моего опыта.
Доклад: “Полноприводное продвижение в Youtube. Не знаете как? – Научим!”
1. Кратко общий обзор о влиянии соц сигналов на бизнес в целом сейчас и в будущем!
2. Почему ютуб так важен и недооценён бизнесом как канал.
3. Чего можно добиваться при помощи грамотно выстроенной стратегии – примеры.
4. Преимущества видео маркетинга – влияние видео-медиа на вовлеченность и спамонезависимость максимальные возможности для распространения, встраиваемость и др.
5. Все ли понимают важность видео маркетинга и точек контакта (статистика-инфографика).
6. Статистика роста ютуб как канала коммуникации- глобальная и в Байнете.
7. Контент – выбор стратегии и тактика подбора материалов.
8. Инструменты продвижения бизнеса через ютуб. Канал, страницы видео.
9. Вирусность – святой грааль или “ящик Пандоры” видеомаркетинга!
10. Мультиканальность для регионализации – простое масштабирование!
11. Плейлисты как комнаты по интересам.
12. Все известные факторы ранжирования видео и важность комплексного подхода к оптимизации канала и видео.
13. Типичные ошибки, разбор кейсов.
14. Нововведения в youtube – новые (будущие) возможности оформления и брендирования каналов.
Доклад: “Чему я научился работая на себя”
Все хотят заработать денег, хотя многие хотят их просто «внезапно» получить. Если вас все еще одолевают мечты сделать это «не напрягаясь», то доклад можно пропустить. А если хотите понять, как это сделать, даже оставаясь работать на текущей должности, то добро пожаловать.
Небольшая и жизненная история о том, как происходит переключение из наемного работника в предпринимателя и как это полностью меняет подход к работе. Все только о личном опыте.
О чем расскажу:
Как начинал и первые сложности
«Ломка» сознания
Наемный работник и партнер – в чем разница.
Как выбирать тех, с кем работать
Да, теперь мое отношение к работе совсем другое, я делаю то, что мне нравится с теми, кто интересен мне. Не скажу, что это приходит даром, но оно того стоит!
Доклад: “Правила бережливого аутсорсинга или самые распространенные ошибки заказчиков”
В докладе будет рассмотрено, как поведение те или иные действия заказчика влияют на стоимость проекта на опыте 50+ проектов. Взгляд на ситуацию будет с обоих сторон, т.к. есть опыт как заказа услуг, так и их предоставления.
Рассмотрены будут действия на таких этапах:
1. изначальная постановка задачи
2. разработка прототипа
3. разработка спецификации
4. составление контракта
5. контроль разработки
6. тестирование
7. внедрение
Тема: Взгляд с другой стороны контракта
По ту сторону контракта
Начиная свою карьеру в ИТ индустрии в компании, специализирующейся на аутсорсинге разработки и тестирования, я был удивлен тому, на сколько сложными могут быть заказчики, как часто они могут менять свое мнение, и до какой степени не логичными могут быть их правила! Позже пришло понимание, что этому удивлению я был обязан неполноте своей картины мира. Еще позже я перешел из роли исполнителя проектов по заказной разработке в роль заказчика…
В своем докладе я расскажу о своих впечатлениях от этого перехода, о том, чего мне не было видно в роли исполнителя, и о том чего мне так не хватает в роли заказчика. Будут затронуты такие темы как инициация проекта и жизнь после релиза. Но мой взгляд именно здесь творится самое страшное.
Побывав по обе стороны контракта, у меня сложилась картинка о том, как должна быть заказная разработка в идеальном мире. Отдавая себе отчет в полной утопичности этой картины, я так же поделюсь ею с вами и с огромным удовольствием выслушаю комментарии в ответ.
Доклад: “Мобильный двигатель торговли. Или тормоз?”
Краткая аннотация:
“Тенденции последних лет – появление большого количества разнообразных приложений для “умных” устройств. Игры, утилиты, контент-приложения постепенно прочно входят в нашу жизнь. И превращаются в головную боль для бизнеса.
Нужно ли сражаться за мобильную аудиторию компаниям, чей бизнес не связан напрямую с продажей программного обеспечения для смартфонов? Какие проблемы предстоит решить перед созданием своего первого приложения? Какие риски учесть?
Как появление приложения повлияет на бизнес e-commerce компании?
А на отдел разработки? К чему готовиться и как жить дальше?
Смотрим на создание приложений для мобильных устройств глазами руководителя разработки платежных сервисов Mail.Ru Group”.
Основные тезисы доклада:
Миграция аудитории: где ловить новых пользователей, как удерживать старых?
Трудности перевода: другое поведение – другие подходы к продукту
Плюсы и минусы мобильности: что нового принесет создание приложений и какие проблемы предстоит решить?
Место мобильного направления в структуре большой и небольшой компании
Где деньги, Зин? Как изменится бюджет на разработку?
Как пощупать результат, если продукт бесплатен?
Мобильная разработка – это не всегда профильный для компании бизнес.
Стоит ли в таком случае тратить на нее усилия и как сделать, чтобы они не пропали даром?
О чем нужно думать руководителю разработки и менеджеру мобильного направления?
Доклад: $99: Как найти и проверить оптимальную цену софтверного продукта
Краткая аннотация:
Чаще всего дискуссия о том, по какой цене продавать свой софт или какова должна быть стоимость подписки на сервис, сводится к выбору между тремя альтернативами:
Давайте поставим цену пониже, $0.99 – продадим сто тысяч копий, – профит!
А если продадим только тысячу? Давайте лучше сделаем цену $99!
Нет, давайте возьмём цену ближайшего конкурента минус 10%, и все их продажи перетекут к нам!
Можно ли угадать с ценой ещё до старта продаж? Есть ли прямая зависимость между низкой ценой и высокими продажами? Как определить оптимальную цену ещё до того, как компания разорится? Отвечая на эти вопросы, мы в aheadWorks постоянно экспериментируем; некоторыми результатами и выводами я поделюсь с вами на IT Spring 2013.
Доклад: “Продавай мечту: реальный опыт продаж одной мобильной IT-компании”
Летом 2010 года мы открыли компанию и достаточно долгое время оставались компанией одного клиента. Первое время найти новых клиентов было достаточно сложно. Тем не менее, сейчас у нас уже 10 клиентов, и мы даже на Билла Гейтса успели поработать. ИТ-аутсорсинг нынче не так в моде, как продуктовый бизнес, но он тоже может быть интересным, если подойти к нему с огоньком.
В своем докладе я расскажу, какие методы мы пробовали, чтобы заманить в свои сети клиентов, и какие выводы из этого сделали. Речь пойдет о техническом пре-сейле, а не о рассылках, колд коллах и другой магии отдела продаж. Нам очень не хотелось продавать “тела”, нам хотелось предлагать сервис и экспертизу. В рамках доклада вы узнаете, что из этого получилось.
Доклад: “Подготовка компании к привлечению финансирования на международном рынке капитала.”
Международные рынки капитала требуют от компаний, ищущих финансирования, соответствия международным стандартам в управлении, отчётности, ведении бизнеса, организационной структуре, взаимодействии с инвесторами. Размер бизнеса важен, но в определении его стоимости также необходим общий подход, чтобы внутренние оценки собственников не расходились с оценками потенциальных партнёров/инвесторов. Зачастую руководство компаний, начинающих задумываться о привлечении внешних инвестиций, не способно самостоятельно провести все необходимые трансформации бизнеса и вынуждено прибегать к помощи внешних консультантов. Доклад отвечает на вопросы: каких консультантов нужно привлекать для подготовки компании к инвестированию, каких размеров должна быть компания, какая потребность в инвестициях достаточна для начала подготовки выхода на международный рынок капитала, сколько стоит такая подготовка и как снизить расходы на её проведение с помощью грантов ЕБРР.
Доклад: Трансформация разработчик –> руководитель проектов или рассказ о том, что вас ждет после выбора управленческой карьеры.
Аннотация:
Доклад будет интересен людям, выбирающим между технической/управленческой карьерой и начинающим менеджерам проектов.
В докладе будут рассмотрены за и против такого решения и насколько управление проектами интересно с финансовой точки зрения.
Давайте посмотрим, что вас ждет на этом прекрасном пути:
Почему вы можете захотеть стать руководителем проекта?
Что поменяется в вашей работе и какими качествами надо обладать?
Какие трудности вас ждут и чему нужно будет научиться?
Какие преимущества вы получаете?
Где предел карьеры руководителя проектов и что получается по зарплате?
Как управление проектами отразиться на вашей жизни?
Основные за и против. Выбор за вами!
Доклад: “Привлечем инвестиции, оценим и продадим…”
До «беты» ещё полгода, а денег осталось на месяц? Удачный продукт готов, но нет денег на маркетинг? Пришло время задуматься о привлечении в проект внешнего финансирования.
Может ли ваш проект рассчитывать на внешнее финансирование?
Какой объём финансирования удастся привлечь?
Может ли проект рассчитывать на внимание со стороны крупных игроков ИТ рынка?
Какую долю в компании придётся отдать?
Как повысить привлекательность проекта в глазах инвестора?
Как инвестор будет оценивать проект и как поднять оценку стоимости?
Алексей поделится своим опытом привлечения инвестиций и продажи ИТ компаний, а также расскажет об образе мышления инвесторов и их ожиданиях от вашего проекта. В докладе будут раскрыты методика оценки стоимости проекта и факторы её повышения.
A. Orlov & V. Pankratov (IT Spring 2013)Sergey Gruzer
Доклад: “Стратоплан – прибыльный стартап: как получать деньги с первого дня работы компании?” совместно с Вячеславом Панкратовым
Нужна ли технологическая зрелость для запуска? Люди и люди, как их увязать? Поищем схему, в которой есть деньги. Как построить сеть партнеров?
Как и когда “дотачивали” свою бизнес-модель?
Доклад: “Building a Deck and Pitching Your Startup to Growth Investors”
В течение доклада будут затронуты такие вопросы, как:
Что в первую очередь важно для инвестора;
С какими проблемами могут столкнуться стартапы;
Как заранее предотвратить эти проблемы:
Какие возможности предлагает рынок;
Как успешно конкурировать на рынке;
Как научиться принимать эффективные решения.
В ходе презентации докладчик поделится своим многолетним опытом, даст много полезных практических советов и предложит успешные стратегии ведения бизнеса.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
1. Secrets of Selling
Your Global Software Development Services
www.Accelerance.com * 1-877-992-2235 * info@Accelerance.com
+1-650-472-3785 global + fax
Accelerance, Inc.
Redwood City, California & Charlotte, North Carolina USA
2. Audience Survey
• Individual programmers – freelancers?
• Programmer at a company?
• Programmer at a software outsourcing
company?
• Marketing for a software outsourcing
company?
Copyright, 2013 2
8. Agenda
• The problem • The Window of
• What doesn’t work Dissatisfaction
• Buyer Personas • Sales 4, 5, 6, 7
• Info Clients Want • Content
• Buy Stages • Accelerance
• Marketing 1, 2, 3 • Book raffle!
Copyright, 2012 8
9. Did You Build a Better Mousetrap?
“Build a better mousetrap and…
…the world will beat a path to your door!”
Maybe.
Copyright, 2012 9
12. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
12
13. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
• The Expensive Salesperson Merry-Go-Round
– Limited Rolodex & many don’t perform
13
14. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
• The Expensive Salesperson Merry-Go-Round
– Limited Rolodex & many don’t perform
• Lead Gen companies
– Cannot predict results or close deals
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15. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
• The Expensive Salesperson Merry-Go-Round
– Limited Rolodex & many don’t perform
• Lead Gen companies
– Cannot predict results or close deals
• Website Leads
– You still have to close ‘em
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16. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
• The Expensive Salesperson Merry-Go-Round
– Limited Rolodex & many don’t perform
• Lead Gen companies
– Cannot predict results or close deals
• Website Leads
– You still have to close ‘em
• Technical Excellence
– But no one knows or cares
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17. How to Stand Out in a Crowded Market
Difficult to generate sales
in a reliable, predictable, cost effective way
• The Expensive Salesperson Merry-Go-Round
– Limited Rolodex & many don’t perform
• Lead Gen companies
– Cannot predict results or close deals
• Website Leads
– You still have to close ‘em
• Technical Excellence
– But no one knows or cares
• Poor Marketing Materials
– That talk about you and not the
Copyright, 2012 problems of the customer 17
18. Cold Calling Doesn’t Work
• Will they answer?
• Leave a message?
• Gatekeeper?
• Time of need?
• Bad VOIP line?
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19. Cold Calling Doesn’t Work
• I’m busy!
• Don’t need it!
• Send me an email!
• Will they answer? • (That means NO!)
• Leave a message?
• Gatekeeper?
• Time of need?
• Bad VOIP line?
Copyright, 2012 19
20. Email Doesn’t Work
• Show up & Throw Up
• I visited your website and…
• Let’s schedule a meeting!
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26. Buyer Personas
VP of Engineering
• Products
• Quality
• Time to Market
• Very Technical
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27. Buyer Personas
VP of Engineering CIO
• Products
• Quality
• Time to Market
• Very Technical
Copyright, 2012 27
28. Buyer Personas
VP of Engineering CIO
• Products • Applications
• Quality • Quality
• Time to Market • Business Value
• Very Technical • Less Technical
Copyright, 2012 28
29. The VP of Engineering’s Story
Position Head of development at an ISV
Critical Issue “We’ve got a new development project starting up and I’m responsible for
bringing it in on time. If past experiences are anything to go by – I’m in for a rough
ride!
“We need to outsource, there’s no question about that. But last time we did this was
Cause not a good experience. We had immense difficulties explaining to the outsourced
partner what we needed. And shortly after the project started, we discovered that
they were pretty poor at creatively looking for solutions and finding answers to
problems.
“We selected the off shore company based on internet research and
recommendations of others. We really under estimated the cultural and language
problems involved – this was exacerbated by multiple time zones and geographic
Impact
separation.
“If this project comes it late, it will impact not just me and my team of developers
– but the customer too. We have a contractual obligation to complete this by a
certain date. If we miss the deadline then the whole company will be on the hook.”
30. The CIO’s Story
Position CIO or IT Director
“For our company to stay competitive, we need to ensure that information systems
Critical Issue provide all the capabilities needed by the rest of the enterprise. To succeed in the current
environment, we need to develop new (or enhance existing) systems in order to give
our employees the best possible tools.
“Currently, we’re tied up supporting end-users and maintaining existing systems – we
Cause don’t have a lot of spare capacity. Moving team members from their current tasks to
development work will lower the support we provide – and that’s just not acceptable.
We’re in a difficult situation, even when new demands are placed on the IT group our
head count is fixed. It’s not possible to simply hire new people when new projects are
scheduled. And even if it were possible – how can you ensure the quality of the people
that you bring into the organization? We’re stuck!
“The situation impacts the whole company. Our users have been asking for these new
Impact
features for a while. They tell us that without the capabilities needed they are forced into
work-around solutions – which are time consuming and error prone. Senior management
is also on my case questioning the value that IT brings to the organization. And I
understand that customers are getting pretty irate since, with the current system,
orders are often shipped late or contain incorrect items. It’s now a company-wide
problem!”
31. The Customer’s Problems
• Critical software needs
• Cannot hire enough great good programmers
• Bad development process & quality
• Budgets are cut
• Tried global outsourcing & failed
32. The Customer’s Problems
• Critical software needs
• Cannot hire enough great good programmers
• Bad development process & quality
• Budgets are cut
• Tried global outsourcing & failed
33. The Customer’s Problems
• Critical software needs
• Cannot hire enough great good programmers
• Bad development process & quality
• Budgets are cut
• Tried global outsourcing & failed
34. The Customer’s Problems
• Critical software needs
• Cannot hire enough great good programmers
• Bad development process & quality
• Budgets are cut
• Tried global outsourcing & failed
35. 7 Buyer Stages
Sales
1 Status Quo Stages
2 Priority Shift
4 Identify Options
3 Research
5 Step Backs
Marketing
6 Validation
Stages
7 Choice
36. Buyer Stage #1
Experiencing a limitation or problem with his current situation
1 Status Quo but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift 1. Status Quo
are possible.
3 Research Experiencingcase, limitation experts on the subject a
Committed to resolving the problem, focused on building
business
a looking for leading or problem
with hisHas a business case, feels confidentbut has NOT
current situation narrowing focus to
possible options for a short list. The transition point to a sales
4 Identify Options chosen to buy a solution.
yet opportunity.
Identified your company as a viable option, but new
5 Step Backs information or concerns cause hesitation and reevaluation
your company on the short list and needs to make sure that
6 Validation of Beliefs his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice & Commitment Use a great customer-focused proposal template.
37. Buyer Stage #2
Experiencing a limitation or problem with his current situation
1 Status Quo but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift are possible.
Committed to resolving the problem, focused on building a
3 Research business case, looking for leading experts on the subject
2. Priority Shift
Has a business case, feels confident narrowing focus to
4 Actively interested in educating him-
Identify Options
possible options for a short list. The transition point to a sales
opportunity.
self about what solutions are possible.
Identified your company as a viable option, but new
5 Step Backs information or concerns cause hesitation and reevaluation
your company on the short list and needs to make sure that
6 Validation of Beliefs his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice & Commitment Use a great customer-focused proposal template.
38. Buyer Stage #3
Experiencing a limitation, problem, or obstacle with his current
1 Status Quo situation but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift are possible.
Committed to resolving the problem, focused on building a
3 Research business case & looking for leading experts.
Has a business case, feels confident narrowing focus to
4 Identify Options 3. Research
possible options for a short list. The transition point to a sales
opportunity.
Committed to resolving the problem,
Identified your company as a viable option, but new
5 Step Backs focused on building cause hesitation and reevaluation
information or concerns a business case &
lookingyour company is on theexperts. to make sure that
for leading short list and needs
6 Validation his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice Use a great customer-focused proposal template.
39. Buyer Stage #4
Experiencing a limitation, problem, or obstacle with his current
1 Status Quo situation but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift are possible.
Committed to resolving the problem, focused on building a
3 Research business case & looking for leading experts.
Has a business case, feels confident narrowing focus to
possible options for a short list. The transition point to a sales
4 Identify Options opportunity.
4. Identify Options
Identified your company as a viable option, but new
5 Step Backs information or concerns cause hesitation and reevaluation
Has a business case, feels confident
6 Validation
narrowing focusonto possible the final decision.that
your company is options
the short list and needs to make sure
his assumptions are true before making
for a shortislist.to make atransition point to
Buyer ready
The purchase decision. final negotiations,
7 Choice a sales Use a great customer-focused proposal template.
opportunity.
40. Buyer Stage #5
Experiencing a limitation, problem, or obstacle with his current
1 Status Quo situation but has NOT yet chosen to buy a solution.
5. Step Backs
Actively interested in educating himself about what solutions
2 Priority Shift Identified your company as a viable
are possible.
option, but new information or building a
Committed to resolving the problem, focused on
3 Research business case, looking for leading experts on the subject
concerns business case, feels confident narrowing focus to
Has a cause hesitation and
4 Identify Options reevaluation. for a short list. The transition point to a sales
possible options
opportunity.
Identified your company as a viable option, but new
5 Step Backs information or concerns cause hesitation and reevaluation
your company is on the short list and needs to make sure that
6 Validation of Beliefs his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice & Commitment Use a great customer-focused proposal template.
41. Buyer Stage #6
Experiencing a limitation, problem, or obstacle with his current
1 Status Quo situation but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift are possible.
6. Validation of Beliefs
Committed to resolving the problem, focused on building a
3 Research Your company is on the short list and
business case, looking for leading experts on the subject
Has a business case, feels confident narrowing focus to
the buyer needs to make sure that his
possible options for a short list. The transition point to a sales
4 Identify Options opportunity.
assumptions are true before making
Identified your company as a viable option, but new
5 Step Backs the final decision. cause hesitation and reevaluation
information or concerns
your company is on the short list and needs to make sure that
6 Validation his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice Use a great customer-focused proposal template.
42. Buyer Stage #7
Experiencing a limitation, problem, or obstacle with his current
1 Status Quo situation but has NOT yet chosen to buy a solution.
Actively interested in educating himself about what solutions
2 Priority Shift are possible.
Committed to resolving the problem, focused on building a
3 Research business case, looking for leading experts on the subject
Has a business case, feels confident narrowing focus to
7. Choice & Commitment
possible options for a short list. The transition point to a sales
4 Identify OptionsBuyer is ready to make a purchase
opportunity.
decision! Finalcompany as a viable option, but new
Identified your negotiations.
5 Step Backs information or concerns cause hesitation and reevaluation
your company is on the short list and needs to make sure that
6 Validation his assumptions are true before making the final decision.
Buyer is ready to make a purchase decision. final negotiations,
7 Choice Use a great customer-focused proposal template.
43. 7 Buyer Stages
Sales
1 Status Quo Stages
2 Priority Shift
4 Identify Options
3 Research
5 Step Backs
Marketing
6 Validation
Stages
7 Choice
44. Marketing 1, 2, 3
• The buyer is not ready to
be sold!
• But you still want to gain
attention
45. Attracting Buyers in Stage 1, 2, 3
• Build Credibility & Trust with prospects
– Understand their wants & needs
– Speak their language
– Create magnetic client content
– Share content on respected channels
Copyright, 2012 45
46. Create & Publish Content…
…to help the right customers find you
Content Web Searches
Your Areas
Opportunity & Discussion
of Expertise
Zone Topics
47. What Do Stage 1 Buyers Want to Know?
1. Status Quo
Experiencing a limitation or problem
with his current situation but has NOT
yet chosen to buy a solution.
Articles & Webinars about…
• Industry trends
• Problems and pain points (& how they can stop suffering)
• What are companies like theirs doing?
48. Stage 1 - Why bother?
1. Status Quo
Experiencing a limitation or problem
with his current situation but has NOT
yet chosen to buy a solution.
He’s NOT ready
to buy!
49. Stage 1 - Why bother?
What happens to move the buyer to Stage 2?
1. Status Quo
Experiencing a limitation or problem
with his current situation but has NOT
yet chosen to buy a solution.
2. Priority Shift
Actively interested in educating him-
self about what solutions are possible.
50. The Window of Dissatisfaction
It’s when the buyer moves to Stage 2
51. The Window of Dissatisfaction
It’s when the buyer moves to Stage 2
52. The Window of Dissatisfaction
It’s when the buyer moves to Stage 2
Will you
be ready?
53. What Do Stage 1 Buyers Want to Know?
1. Status Quo
Experiencing a limitation or problem
with his current situation but has NOT
yet chosen to buy a solution.
Articles & Webinars about…
• Industry trends
• Problems and pain points (& how they can stop suffering)
• What are companies like theirs doing?
54. What Do Stage 2 Buyers Want to Know?
2. Priority Shift
Actively interested in educating him-
self about what solutions are possible.
• Educational content
• Status quo pain-to-solution scenarios
• Expand on industry trends
• Hard facts & statistics, but in a story format
• Business value of solving problems
55. What Do Stage 3 Buyers Want to Know?
3. Research
Committed to resolving the problem,
focused on building a business case &
looking for leading experts.
• Discuss risks
• How does your expertise mitigate the risks?
• Enlarge their thinking in strategic ways
• Consider needs of influencers, stakeholders,
and colleagues
57. What Do Stage 4 Buyers Want to Know?
4. Identify Options
Has a business case, feels confident
narrowing focus to possible options for
a short list. The transition point to a
sales opportunity. Yay!
• Customer success stories
• Industry developments that confirm buyer’s resolve
• Added value & expertise from your company
58. What Do Stage 5 Buyers Want to Know?
5. Step Backs
Identified your company as a viable
option, but new information or
concerns cause hesitation and
reevaluation.
• Turn the buyer around
• What are the common objections?
• Transparent & up front about the buyer’s concerns
59. What Do Stage 6 Buyers Want to Know?
6. Validation of Beliefs
Your company is on the short list and
the buyer needs to make sure that his
assumptions are true before making
the final decision.
• The “About Us” company web page
• Testimonials from customers
• Third-party endorsements
60. What Do Stage 7 Buyers Want to Know?
7. Choice & Commitment
Buyer is ready to make a purchase
decision! Final negotiations.
• A great buyer-focused proposal template
• Third-party assessment or certifications
• Buyer-focused contract elements
61. Partner Marketing Content
• Webinars
• White Papers
• Blog Posts
• Video Blogs
• Social Media
Promotion using Email, LinkedIn,
Facebook, YouTube & Twitter
Copyright, 2012 61
62. On-Site Evaluation
(Gold only)
Improves your credibility
with clients
Enables us to sell your
services assertively
100-point comprehensive assessment
suitable for prospect review
Business Marketing
Technical Infrastructure
Security Location Based on industry standards & guidelines
Recruiting Training with a goal of improving your sales
Copyright, 2012 62
63. Why Clients Love Accelerance!
• Free objective advice Rapid ReferralSM
• Free partner referrals The free software outsourcing
vendor referral service
• Choice of technologies &
global locations
• We speak American
– and English too!
– y un poco de español también
• We wrote the book (literally)
Copyright, 2012 63
64. Next Steps
• Download the Secrets to Selling eBook
• Apply to join the network on the Accelerance website
• Raffle for free copy of
Software without Borders
Steve@Accelerance.com
www.Accelerance.com
+1-650-472-3785 x101
Copyright, 2012 64
Editor's Notes
Ask audience for specific trends – mostly tech, pain points
Ask audience for specific trends – mostly tech, pain points
Ask audience for specific trends, pain points
Ask audience for specific trends, pain points
Ask audience for specific trends, pain points
Ask audience for specific trends, pain points
Ask audience for specific trends, pain points
Ask audience for specific trends, pain points
Should add some testimonials to this slide if room