4
Feb

End users benefit from in-context access to tech training content when new computing platforms are implemented

2-Color-Design-Hi-Res-100px-widthAdoption initiatives accompany almost any type of platform change for enterprise computing consumers. These projects are so common a whole industry developed around them. Back in the 1990s the business was referred to as “business process re-engineering”. Today the same type of work is rolled up and into something called “change management”.

The core objective of almost all of these efforts is to convince a specific group of computing users within an organization — usually “end users” — to adopt the new platform. The strategy powering the project is to provide end users with the technical support and methods they need to successfully transition from one way of doing the computer tasks they face on a daily basis, to another. The tactics include technical support teams, training intensives, and management testimonials on why the platform change was required in the first place.

Readers should not consider cloud systems to be somehow miraculously free of this burden. The adoption challenge big, mature ISVs like IBM, Microsoft, and even Google face when they partner with customers to help end users transition from on-premises computing systems to SaaS and/or PaaS offers in the cloud are the same ones faced just 20 years ago when IBM was seeding enterprise computing markets with Lotus Notes. Adoption is adoption is adoption . . . Or so the saying should go.

One of our clients, Rehmani Consulting, Inc. has brought to market a solution capable of making the whole adoption process easier. VisualSP is a help system built for Microsoft’s SharePoint computing platform. The “one-two punch” of the product amounts to a combination of:

  1. a unique method of exposing, in-context, the kind of technical training content for which enterprise end users have demonstrated an appetite, meaning short, right to the point presentations of computing procedures. The process by which end users absorb the content is referred to as “on-demand training”
  2. and lots and lots of video content

We have marketed the solution since July, 2012. In this space of time we have worked with some very large, prominent, multi-national corporation to help them accelerate their adoption effort with this product. Perhaps as many as 500K SharePoint users are now benefiting from the VisualSP system.

There is no reason why a solution like VisualSP cannot deliver comparable benefits to ISVs in need of a method of stimulating adoption of a computing platform. Our solution is built with modern software tools — HTML 5, JavaScript and CSS. If you would like to learn more about how our solution may help your efforts, please let us know.

Ira Michael Blonder

© IMB Enterprises, Inc. & Ira Michael Blonder, 2015 All Rights Reserved

30
May

The importance of a decision to change to enterprise software purchases

One can argue that enterprise software sales prospects almost always decide to buy a solution as the result of a need to change something. Further, it can be argued that the final selection that this type of prospect will choose will constitute the most likely selection to facilitate the change(s) that must be made. In other words, the prospect will choose the option that inspires the most confidence among the stakeholders in the decision.

We subscribe to this argument. In fact, we think it makes sense to architect entire sales strategies for complex enterprise software solutions around change. As we see it, the best prospects for enterprise software are companies with related publicized problems that, in all likelihood, ought to be changed as quickly as possible. It makes little sense to waste precious sales development time on discovery conversations with companies that fail to display any of the earmarks of probable change, especially when, based upon a very clear picture of one’s prospect profile, many companies can be identified as better opportunities for sales prospecting.

For publicly traded companies, published problems can often be found in quarterly reports (webcasts are an even richer resource for this type of information. Lots of useful sales planning material can be gleaned from specifically noting the business areas chosen for further detail as well as the inflection of a speaker’s voice), or other SEC filings. Trade articles are also a rich resource for this type of information. Finally, public announcements of changes in senior management personnel are quite often a very good indicator of changes in procedures that will likely be forthcoming.

We should note that we do not find sales success stories or case studies to be very helpful as they are often about changes that have already been made by prospects. However, where the subject of a sales success story or case study is a complementary product to one’s own solution, or an indicator that a prospect is considering further changes that likely will produce directly relevant requirements, then, of course it makes sense to pursue contacts mentioned in the sales success story or case study.

Once prospects who are likely to change relevant computer procedures have been identified, it makes further sense to find out who “owns” the problematic procedures. An offer to engage should be extended first to the problem owner who has the most to gain should your solution lead to a remedy. The more confidence, at first pass, that this contact has that your solution might help, the greater the likelihood that he/she will provide the most useful and realistic set of contacts who should be included in your discussions as early into the opportunity as possible.

We deal with opportunities like the above on a daily basis. If you are looking for a method of better addressing market opportunities, please contact us. You may telephone Ira Michael “Mike” Blonder at +1 631-673-2929 to further a discussion. You may also email Mike at imblonder@imbenterprises.com.

© IMB Enterprises, Inc. & Ira Michael Blonder, 2012 All Rights Reserved