Enterprise Technology Blog

Following up on a previous post: Why do people buy?.

I asked the question because the similarities between various enterprise systems have created a perception that the market has become commoditized.  Perhaps it has, but that doesn’t mean there is no differentiation. In their search for the right system to automate their businesses, too many evaluation teams overlook one variable that can’t be found in the software code…people. 

From sales, to demos, to implementation and support, people are the most important variable you will encounter. This may seem obvious, but you’d be amazed at how myopic management teams can get when they are considering spending hundreds of thousands of dollars on software. The people you encounter during your evaluation will play a variety of roles.  I’ve listed a few of the most important roles below along with some things to consider about each.

Sales  Sales is a like a coin, on one side is listening and the other is talking. A good sales rep will ask questions and really listen to the answers. Styles will vary, but the good ones will ask very technical, very specific questions about your processes. If you come across someone who begins by asking questions that apply to any environment and never moves off that line, it’s probably time for you to move on to the next vendor.

The flip side of the coin is the rep’s ability and willingness to answer your questions. Your company has specific needs and if you’re looking at vendor who won’t speak directly to those needs there’s no reason for you to speak to the vendor. There will always be a question or two that may not be immediately answered, but as the list grows so should your concern.

Every coin has an edge and in this case the edge is industry knowledge. What a sales rep knows about your industry will become obvious from the questions they ask you, as well as how they answer your questions.  While it is unrealistic to expect the same level of expertise you and the evaluation team have, it is reasonable to expect them to be able to carry on a credible conversation about your industry.

Presales Engineer  A good demo can make or break a sales cycle, but what constitutes a good demo depends on what side of the table you are sitting on.  As a member of the evaluation team, you need to focus on the presales engineer and how well they manage the demo. 

Does he/she show how their system will meet your requirements?  Do they acknowledge where out of the box won’t suffice - where customized code or work-arounds are needed? 

When it comes to the demo portion of the evaluation, you want to see the software function as it will in your environment.  Make it as true to your daily operation as possible.  Anything less may leave you with a false impression about what the system is capable of. 

This is your chance to ask very technical, very specific questions about how the software will work in your enterprise.  Make the most of it. Ask the hard questions and watch and listen to the presales engineer and judge their credibility. Ask yourself how well they understand your industry. Do they get it, or are they faking? Do they give you answers or do their responses remind you of a tap dance?

If they don’t instill confidence, move on.

Project Manager  Several variables can impact the success of your software implementation and a good project manager can make sure those variables impact your’s positively.  When appropriate, usually later in the evaluation process, ask to meet the PM that will be assigned to your implementation. Treat this part of the process as a job interview.

Ask to see the Project Manager’s resume - not the one in their personnel file. Conduct an interview with the individual and ask all the necessary questions about experience - general and industry - management style, strategies for dealing with problems.

Remember, the implementation project is a cooperative effort of the internal team you deploy and the team the vendor brings in.  We’re not talking best friends, but you have to be confident the two teams can work together. After all, they will be spending a lot of time together and the opportunities for frayed nerves and conflicts will be many. When the pressure is on, you want to know that professionalism will carry the day.

Support  Customer support is an area few evaluation teams consider before making a software decision, but once their new system goes live the relationship is just beginning. If possible, visit the support center an meet with the customer service representatives (CSRs). Interview the customer support manager(s). 

The system users will contact the CSRs when they have problems and you want to know that they will be taken care of quickly and efficiently.  But human support is only part of the picture.

Find out what level of self-support they offer.  Do they have a knowledge base that will answers questions without having to engage with a CSR?

There’s a thread of consistency here: comfort.  You and your team need to be comfortable with the people you’re dealing with.  From sales to support, you must have confidence in their knowledge, integrity and ability to deliver what they promise. 

Your level of comfort will vary - that’s human - but if you feel uncomfortable with any one of the role players, think hard before saying “yes”. In some cases you may want to request a different player be assigned to your project.

As I stated early in this post, much of this may seem obvious, but under the pressure of an evaluation one can become so focused on functionality that the people factor is pushed off the radar.  Don’t let it be, because if it is you may wake up during the implementation to find you picked a system that’s right for you, but the people are all wrong.