Operations
Company resources execute processes via documented operational procedures
Training
New users are trained to use deployed systems and applications
Data
Processes pull and push data as systems underpin their execution
1.Competitive pressures from other vendors limit interest in promoting your solution
2.Management priorities change reducing availability of resources
3.Insufficient industry skill set to adopt certain solutions
1.Existing processes may not work well with your product capabilities
2.Modifying processes may be a time consuming and expensive undertaking
1.Product interface is difficult to use
2.Product provides questionable value or simply nice to have
3.Benefit to effort ratio is unfavorable
1.Stay on top of your game, don’t rest on your laurels (remember Andy Grove’s message “only the paranoid survive”)
2.Engage all new management team members
3.Always go beyond talk, to show value in every interaction
4.For implementations and deployments, plan to do more on your own with minimal help from customer
5.Plan to adequately train your end users, even on your own dime
1.Don’t attempt to change existing processes to fit your product capabilities. Software vendors should avoid fighting this battle since it is always a loosing one.
2.Choose the least resistance approach: tailor your product to fit existing customer environment as much as possible
1.Invest in streamlining the user interface such that is super easy to use
2.If the product has questionable value, it is better to exist the space and reorient your investments to other worthwhile areas
Company resources execute processes via documented operational procedures
New users are trained to use deployed systems and applications
Processes pull and push data as systems underpin their execution