February 20, 2019 at 12:14How to sell corporate software and survive?
Technological companies have one problem - they are chasing technologies, putting process, code, mechanics at the forefront, but they often forget about customers. And this bias is often noticeable, especially in the field of software development. But this is not evil, of course. Sometimes software development is pure inspiration, a fuse and a minimum of ideas on how and to whom to sell all this. And you need to earn. And here come the customers, good and different. It's time to look these fantastic people in the eye and find out what they are.
“You have to start with customer experience and get back to technology from that,” said Steve Jobs. “You cannot start with a specific technology and only then try to find out where you are going to sell it.” (“You've got to start with the customer experience and work backwards to the technology. You cannot start with the technology and try to figure out where you are going to sell it.”)
Alas, most IT companies do exactly the opposite. way: they come up with an idea, realize it, in the process they learn about the presence of competitors, are surprised, nervous, rebuilt, and then try to squeeze into a busy market. And you know what is most striking? It turns out that it succeeds! For example, we derived RegionSoft CRMto the corporate software market 11 years ago and knew all their competitors, their weaknesses and strengths, features, etc. Now, having heard about the next CRM-system on the market, we lazily open its website, sigh, close and saw our own further. But whatever the quality of the new products, each of them finds its client. As well as how they find online offices, media programs, ITSM utilities, project management systems, etc.
The market is big, there are a lot of customers - why not? The main thing is to find an approach. Share your findings.
One of the main stages of the relationship between the client and the company is the product selection process. And this is a very complex process, which you and I can influence with the wrong force and the wrong vector, as we would like. There are a number of reasons for this.
So, in the selection process, the client should have access to a lot of information at all stages: from the first interest to the purchase. Moreover, the information should be accessible and complete throughout your relationship, including technical support. This does not mean that you need to clog mail with newsletters (especially purely advertising), but you need to invest in educational programs for customers, especially since, if you attach brains, the costs will not be large.
Making a decision to purchase corporate software is usuallyhell, suffering, torture and pain is a group process in which, in addition to decision makers (DM), there are several influence actors whose opinion should not be ignored. Let's take a closer look at them - yet you need to know the client by sight.
Scouts - those who research the market, the product, collects requirements and conducts all primary intelligence information. As a rule, these are internal experts who do not make a purchasing decision and do not have a budget, but have a significant influence due to their experience and expertise. This can be ordinary employees with good professional competencies, experience and the ability to compare business requirements and vendor promises.
It will be the most difficult for you to impress them, because they are not affected by the arguments of economy (like tops), they are absolutely not important for simplicity and design, as for end users (they know that this is not the main thing in software), and to them It’s difficult to get close to the principle (if only because the top can be somehow identified, but it’s not so easy to reach a simple employee, oddly enough). These are fighters of the invisible front. But it is precisely for them that the information on the website or the company's blog, for example, works. They will be happy to study the information, pay attention to the correlation of advertising and expertise, enjoy the open information about the demo version and prices, which means they will form a certain positive impression about you and the product.
If we are talking about corporate software for commercial and operational activities (and not about an IDE or an IT infrastructure management system), then end users participate in the choice indirectly, but:
It is extremely difficult, almost impossible to influence them, so shift this function onto the shoulders of their colleagues. The only thing you can do is conduct quality training and provide cool documentation and materials. Well, another point: if a group online or offline presentation suddenly took place with the participation of representatives of end users and you are asked simple, strange, or even provocative questions (“And how will I feel better with you than without you?”), Answer correctly, in the case and without arrogance, attract those for whom you ultimately wrote the program.
These are specialists associated with the purchase and operation of software - those who pay for it, whom to configure, maintain and maintain.
In the case of software sales, IT specialists play a significant role: network engineers, system administrators, power engineers and even outsourcers, if provided by the company. They care about ease of maintenance and implementation, administration, ease of integration and security - this is ideal, but in reality the list of these requirements sounds more like sarcasm. They may turn out to be your most terrible opponents and even enemies: after all, it is precisely they who will increase the number of worries for the same salary, the need to somehow integrate new software into the existing infrastructure, and become the backbone of internal expertise. There are clinical cases: an absolutely lazy sysadmin will do everything so that the boss does not buy any new systems - "Yes, we have enough Excel and Outlook, what else is there to spend money on some kind of software!"
It is difficult to cope with their sabotage: they will find arguments even against the examination. We will not talk about illegal methods - these are your personal moral principles, we do not practice and do not advise you. But everything that makes life easier for internal IT professionals will play into your hands: simple and quick installation, a transparent backup system, applications that will help you cope with configuration and operation. For example, we created a very comfortable environment around RegionSoft CRM: we use a fast and trouble-free Firebird DBMS, developed a RegionSoft Application Server (a script server for monitoring key events, creating scheduled backups, creating automated program scripts for integration projects, as well as for almost any task ), RegionSoft VoIP Connector(smart telephony router for RegionSoft CRM), we provide an easy system update. This helps to work effectively with the CRM-system and successfully integrate it into the company's processes.
Financiers do not really delve into the essence of the issue, but they will certainly compare prices with competitors, and it would be nice to have arguments why you are more expensive than competitors or even ... cheaper (this is also suspicious). No need to talk about your processes, optimization and noble merging of souls in the name of developing useful programs. Just provide information about what formally your decision can be and that the price is determined by the licensing features, delivery model, and functional content. In fact, financiers work closely with top management, so it is better to direct all efforts in this area to work with the latter.
If you work with small and medium-sized businesses, a manager decides a lot in the purchase, who, due to the size of the company, is involved in most processes. For executives, it is especially important that your software meets their business goals, can solve existing problems, or at least simplify them, and ultimately play a positive role in profit growth. But this does not mean that you have to come, open the door with your feet and declare: "With our CRM, your income will grow by 43%." And there, as the card lies. Of course not, it's a lie. You must provide all the necessary information: demo version, documentation, tell about the installation and approximate prices, provide official reviews (if necessary).
And then - work, just work - ask about requirements, problems, diagnose, specify, from which sides you can help resolve issues. Move the focus of your conversations with potential customers from discussing prices. Instead, take advantage of the benefits they will receive from your product or service. How much time and resources will it take? Will the implementation of your software save their processes? Reassure executives that they cannot live without your software, and price will not be a problem. This is one of the most effective B2B sales strategies that you can use with respect to top managers.
But here you will find another unpleasant surprise - managers may ask about ROI, return on investment. Prepare an answer that is relevant to your company and be prepared to quickly and elegantly answer the question. There is no universal scheme for how to do this: it all depends on the area of software development, cost, delivery model, etc.
In general, here, as in a computer game - you need to go through all the monsters and reach the boss, then you can count on success.
The client as a whole (as a loner or as a group of persons) can also be classified, and each type has a completely different attitude to the purchase of software. In order to work with him correctly, you need to listen, recognize and almost become his lawyer, and not close the deal with all your strength (this is fraught with negative reviews after the start of operation of your software).
The client analyst goes to you for a ready-made solution and at the same time keeps in touch with your competitors. He studies the information environment, asks questions and is well prepared - he read the entire Internet on the topic. Its weakness is its superficial approach, because theoretical training in company automation is incomparable even with a little practice. His strong point- the ability to ask questions and find connections between answers. Communicate with him on an equal footing, then you will get a fruitful dialogue, and rational motivation may very well help sell software.
The dissatisfied client of another business is a client who has once been burned in milk and now blows into the water. He already has negative experience, worked with some kind of similar software, and now spreads all the negative aspects to every new company. He will ask you the most difficult questions and initially perceive everything through the prism of past experience. His weakness is anger and suspicion. His strong point- knowledge of the subject of conversation and all the pitfalls that he managed to run into. Your task is to demonstrate exceptional service and expertise. In no case should you slip into the arguments "we are not like that" and pouring mud on a competitor, this will cause even more suspicion. Ask what did not suit him, what were the most acute problems and tell us how you are ready to solve them.
Client-to-talk (in fact, NOT a client)- will pull out all the information, but will not buy it. Just because he was not going to buy: either this is a competitor, or someone who really needs your arguments and arguments in his work, or an analyst, or someone else. He has no strengths and weaknesses for you - the truth is that you will not recognize him, and it will take away a lot of your time and a little expertise. In principle, in large companies there is a remedy against such figures - to ask for the name of the company at the first conversation with the motivation for entering the CRM and transferring it to the profile manager. But, firstly, it is fraught and you can lose a good client who wants to remain anonymous at the stage of choice, and secondly, good "special agents" are ready for this scenario and have a fake name and legend, and some are even a good corporate site .
Dunno client- This is a lottery: on the one hand you can get a loyal and interested buyer, on the other hand, immerse yourself in a viscous series of phone calls and presentations with endless questions. In any case, your task is to form it and keep it, because there is nothing more offensive than to form and release to competitors (everyone goes through it). Its weakness is complete ignorance of the subject and a lot of simple questions. Its strong point is, again, complete ignorance of the subject, you can easily bring it to a conversation about problems and requirements.
Regular customer- at first glance, a friend forever. This client has already bought you, came for improvements and other projects, fully trusts your experience and expertise, recommends you. In an ideal world, your task is to make him a brand advocate, a real fan, ready to talk about your advantages and developments. And such clients are not only mega-corporations, but also any company. Their weakness is that in the event of a conflict or severance of business, this client will know too much about you, and can easily use this knowledge. Their strength is that such clients can be used as attracted experts to test developments, focus groups, etc.
Unicorn customer.This is a flexible, understanding, ready for active cooperation and positive feedback client who knows how to overcome differences and not break off relations in case of problems. He is punctual, professional, capable of adequate contact even in stressful situations, understands the importance of training and technical support, is always actively involved in the implementation and ... does not exist. Okay, we’re joking, joking (with a fraction of a joke in the truth) - there are collaboration clients who really turn the implementation into the most fruitful and enjoyable process.
Portrait of an ideal software buyer
Of course, this is all a distillation, and customers usually have a mixed type or even change it depending on the stage of the relationship. Yes, it's true - a good software sales manager needs to have a lot of information in his head.
Understand the customer and correctly identify his needs. Need is the motive to buy a product or service. As a rule, it is she who moves a person when he decides to acquire something. Of course, you can argue, recently the influence of other factors has also grown, but again this is an indirect need (the need to look cooler, the need to demonstrate wealth, lifestyle, etc.). If you do not recognize the needs of the company that has contacted you, you will not be able to sell anything. The task seems complicated, but in the age of the Internet it is not so difficult: gather information, interview a customer, put yourself in the place of his employees - and you will quickly understand what can be at the forefront when deciding on a purchase.
Do not push product or show off functionality, and help the client solve his problems using the capabilities of your software or service.
Do not manipulate the price. You can hide the price and name any price based on customer data, but remember that your brain has a maze budget for your brain, that is, exactly the amount that the customer is willing to spend on your product or service. In the field of B2B, the issue of budget compliance is always especially acute. Well, is it worth saying that prices must be fair.
An example from life. Once we conducted an experiment - we called one well-known system integrator with a closed price list and first asked for a product calculation for one company, then for another, while all the input parameters were the same. The differences were that the “assistant manager” called from company A and the “general director” from company B (the same girl). Company A was offered to buy for 2.7 million rubles, Company B - for 4 million. And here we are about factors, behavior, analysis. Close the price and set the price to your taste :-)
Use of the product should be clear: Mandatory documentation and adequate technical support. Negative user experience is the story you should have at a minimum. Access to the demo version should be implemented with a minimal registration form, and not by sending a file with 56 questions in it.
Software is a product that must guarantee security within the main tasks. Make sure that it is not only in pre-sale promises.
Service and maintenance should be open, transparent, honest - do not merge with the first breakdowns, bugs and problems. Do not play silence, make the client a participant in the dialogue. From technical support should come professionalism and participation, rather than unsubscribing and throwing a ticket from employee to employee.
Well, in the end, a small cheat sheet: this is the information you should collect about a client who wants to buy your software, first of all:
The sales profile is highly dependent on the company profile, so you should not blindly follow any typology or classification. But we want to focus on another aspect. Our managers worked in other IT companies, and in all cases observed the same story: developers do not like salespeople, blame them for all the troubles and failures of software on the market, it happened that they even brought down major bugs. This is absolutely unfair, because no, even the most ingenious product, will not sell itself. In the life of every successful company, not only talented developers, but also talented commercial services played a huge role. Do not believe me - google the story. Therefore, guys, let's live together.
The price list for RegionSoft CRM and a convenient calculator for calculating the cost of licenses are available without registration.
Description of the new RegionSoft CRM 7.0 release
Our unhurried Telegram - subscribe
“You have to start with customer experience and get back to technology from that,” said Steve Jobs. “You cannot start with a specific technology and only then try to find out where you are going to sell it.” (“You've got to start with the customer experience and work backwards to the technology. You cannot start with the technology and try to figure out where you are going to sell it.”)
Alas, most IT companies do exactly the opposite. way: they come up with an idea, realize it, in the process they learn about the presence of competitors, are surprised, nervous, rebuilt, and then try to squeeze into a busy market. And you know what is most striking? It turns out that it succeeds! For example, we derived RegionSoft CRMto the corporate software market 11 years ago and knew all their competitors, their weaknesses and strengths, features, etc. Now, having heard about the next CRM-system on the market, we lazily open its website, sigh, close and saw our own further. But whatever the quality of the new products, each of them finds its client. As well as how they find online offices, media programs, ITSM utilities, project management systems, etc.
The market is big, there are a lot of customers - why not? The main thing is to find an approach. Share your findings.
They choose us
One of the main stages of the relationship between the client and the company is the product selection process. And this is a very complex process, which you and I can influence with the wrong force and the wrong vector, as we would like. There are a number of reasons for this.
- Let's honestly admit - there are few among the companies that produce a unique product. More precisely, not even that. All our products are unique and have certain advantages, but from the point of view of the buyer, at the stage of selection, they are all the same: that is, for example, choosing CRM, the client does not know before the first contact with the options whether RegionSoft CRM is different from other CRMs, or Alpha hosting from hosting Beta. Accordingly, he is looking for a means to close his needs, knows that he knows how to do something with the letters “CRM” in the name, but does not know how he will choose.
- The choice itself is a delicate psychological story within which sudden factors can play: not the price, but the show-off, not the reliability, but the opinion of a friend, not the functionality, but the beauty and smoothness of the interface. Accordingly, even if you are a mega-brain and lazy marketers have collected all the information about the client, you will never fully know what drives a particular buyer. This is why artificial intelligence and scoring inside the same CRM is limping on both legs - one transaction can be formally similar to the other in formal terms, but fundamentally differ in motives (Conventionally, someone buys a Land Cruiser for himself because “manage your dream”, someone because “yes they are not killed”, someone “yes, she will go to the most remote places while fishing and hunting.” Moreover, all three, for example, Nizhny Novgorod 45 years with an income of over 200 thousand rubles. per month. And to tell someone who is chasing a dream that he will feel good in the swamp in Sokolsky, it’s similar to breaking a deal ). Yes, gentlemen IT specialists, our products are also often chosen for some incredible emotional reasons.
- Finally, the client himself does not want anyone to know about him and push through his decision. He prefers to contact himself and seek clarification. But this, of course, does not mean at all that one must lag behind him. But you need to act with respect and attention to the requirements, and not booster as in the market.
So, in the selection process, the client should have access to a lot of information at all stages: from the first interest to the purchase. Moreover, the information should be accessible and complete throughout your relationship, including technical support. This does not mean that you need to clog mail with newsletters (especially purely advertising), but you need to invest in educational programs for customers, especially since, if you attach brains, the costs will not be large.
Making a decision to purchase corporate software is usually
Scouts
Scouts - those who research the market, the product, collects requirements and conducts all primary intelligence information. As a rule, these are internal experts who do not make a purchasing decision and do not have a budget, but have a significant influence due to their experience and expertise. This can be ordinary employees with good professional competencies, experience and the ability to compare business requirements and vendor promises.
It will be the most difficult for you to impress them, because they are not affected by the arguments of economy (like tops), they are absolutely not important for simplicity and design, as for end users (they know that this is not the main thing in software), and to them It’s difficult to get close to the principle (if only because the top can be somehow identified, but it’s not so easy to reach a simple employee, oddly enough). These are fighters of the invisible front. But it is precisely for them that the information on the website or the company's blog, for example, works. They will be happy to study the information, pay attention to the correlation of advertising and expertise, enjoy the open information about the demo version and prices, which means they will form a certain positive impression about you and the product.
End users
If we are talking about corporate software for commercial and operational activities (and not about an IDE or an IT infrastructure management system), then end users participate in the choice indirectly, but:
- they can resist and look for arguments against - because the new software is a relief of work in the long run, but the fear of the new and the fear for their qualifications are there right now;
- training materials are important to them (video, documentation, the ability to ask questions).
It is extremely difficult, almost impossible to influence them, so shift this function onto the shoulders of their colleagues. The only thing you can do is conduct quality training and provide cool documentation and materials. Well, another point: if a group online or offline presentation suddenly took place with the participation of representatives of end users and you are asked simple, strange, or even provocative questions (“And how will I feel better with you than without you?”), Answer correctly, in the case and without arrogance, attract those for whom you ultimately wrote the program.
Profiled staff
These are specialists associated with the purchase and operation of software - those who pay for it, whom to configure, maintain and maintain.
Severe IT people
In the case of software sales, IT specialists play a significant role: network engineers, system administrators, power engineers and even outsourcers, if provided by the company. They care about ease of maintenance and implementation, administration, ease of integration and security - this is ideal, but in reality the list of these requirements sounds more like sarcasm. They may turn out to be your most terrible opponents and even enemies: after all, it is precisely they who will increase the number of worries for the same salary, the need to somehow integrate new software into the existing infrastructure, and become the backbone of internal expertise. There are clinical cases: an absolutely lazy sysadmin will do everything so that the boss does not buy any new systems - "Yes, we have enough Excel and Outlook, what else is there to spend money on some kind of software!"
It is difficult to cope with their sabotage: they will find arguments even against the examination. We will not talk about illegal methods - these are your personal moral principles, we do not practice and do not advise you. But everything that makes life easier for internal IT professionals will play into your hands: simple and quick installation, a transparent backup system, applications that will help you cope with configuration and operation. For example, we created a very comfortable environment around RegionSoft CRM: we use a fast and trouble-free Firebird DBMS, developed a RegionSoft Application Server (a script server for monitoring key events, creating scheduled backups, creating automated program scripts for integration projects, as well as for almost any task ), RegionSoft VoIP Connector(smart telephony router for RegionSoft CRM), we provide an easy system update. This helps to work effectively with the CRM-system and successfully integrate it into the company's processes.
Greedy financiers
Financiers do not really delve into the essence of the issue, but they will certainly compare prices with competitors, and it would be nice to have arguments why you are more expensive than competitors or even ... cheaper (this is also suspicious). No need to talk about your processes, optimization and noble merging of souls in the name of developing useful programs. Just provide information about what formally your decision can be and that the price is determined by the licensing features, delivery model, and functional content. In fact, financiers work closely with top management, so it is better to direct all efforts in this area to work with the latter.
Company executives
If you work with small and medium-sized businesses, a manager decides a lot in the purchase, who, due to the size of the company, is involved in most processes. For executives, it is especially important that your software meets their business goals, can solve existing problems, or at least simplify them, and ultimately play a positive role in profit growth. But this does not mean that you have to come, open the door with your feet and declare: "With our CRM, your income will grow by 43%." And there, as the card lies. Of course not, it's a lie. You must provide all the necessary information: demo version, documentation, tell about the installation and approximate prices, provide official reviews (if necessary).
And then - work, just work - ask about requirements, problems, diagnose, specify, from which sides you can help resolve issues. Move the focus of your conversations with potential customers from discussing prices. Instead, take advantage of the benefits they will receive from your product or service. How much time and resources will it take? Will the implementation of your software save their processes? Reassure executives that they cannot live without your software, and price will not be a problem. This is one of the most effective B2B sales strategies that you can use with respect to top managers.
But here you will find another unpleasant surprise - managers may ask about ROI, return on investment. Prepare an answer that is relevant to your company and be prepared to quickly and elegantly answer the question. There is no universal scheme for how to do this: it all depends on the area of software development, cost, delivery model, etc.
In general, here, as in a computer game - you need to go through all the monsters and reach the boss, then you can count on success.
Client: practical typology
The client as a whole (as a loner or as a group of persons) can also be classified, and each type has a completely different attitude to the purchase of software. In order to work with him correctly, you need to listen, recognize and almost become his lawyer, and not close the deal with all your strength (this is fraught with negative reviews after the start of operation of your software).
The client analyst goes to you for a ready-made solution and at the same time keeps in touch with your competitors. He studies the information environment, asks questions and is well prepared - he read the entire Internet on the topic. Its weakness is its superficial approach, because theoretical training in company automation is incomparable even with a little practice. His strong point- the ability to ask questions and find connections between answers. Communicate with him on an equal footing, then you will get a fruitful dialogue, and rational motivation may very well help sell software.
The dissatisfied client of another business is a client who has once been burned in milk and now blows into the water. He already has negative experience, worked with some kind of similar software, and now spreads all the negative aspects to every new company. He will ask you the most difficult questions and initially perceive everything through the prism of past experience. His weakness is anger and suspicion. His strong point- knowledge of the subject of conversation and all the pitfalls that he managed to run into. Your task is to demonstrate exceptional service and expertise. In no case should you slip into the arguments "we are not like that" and pouring mud on a competitor, this will cause even more suspicion. Ask what did not suit him, what were the most acute problems and tell us how you are ready to solve them.
Client-to-talk (in fact, NOT a client)- will pull out all the information, but will not buy it. Just because he was not going to buy: either this is a competitor, or someone who really needs your arguments and arguments in his work, or an analyst, or someone else. He has no strengths and weaknesses for you - the truth is that you will not recognize him, and it will take away a lot of your time and a little expertise. In principle, in large companies there is a remedy against such figures - to ask for the name of the company at the first conversation with the motivation for entering the CRM and transferring it to the profile manager. But, firstly, it is fraught and you can lose a good client who wants to remain anonymous at the stage of choice, and secondly, good "special agents" are ready for this scenario and have a fake name and legend, and some are even a good corporate site .
Dunno client- This is a lottery: on the one hand you can get a loyal and interested buyer, on the other hand, immerse yourself in a viscous series of phone calls and presentations with endless questions. In any case, your task is to form it and keep it, because there is nothing more offensive than to form and release to competitors (everyone goes through it). Its weakness is complete ignorance of the subject and a lot of simple questions. Its strong point is, again, complete ignorance of the subject, you can easily bring it to a conversation about problems and requirements.
Regular customer- at first glance, a friend forever. This client has already bought you, came for improvements and other projects, fully trusts your experience and expertise, recommends you. In an ideal world, your task is to make him a brand advocate, a real fan, ready to talk about your advantages and developments. And such clients are not only mega-corporations, but also any company. Their weakness is that in the event of a conflict or severance of business, this client will know too much about you, and can easily use this knowledge. Their strength is that such clients can be used as attracted experts to test developments, focus groups, etc.
Unicorn customer.This is a flexible, understanding, ready for active cooperation and positive feedback client who knows how to overcome differences and not break off relations in case of problems. He is punctual, professional, capable of adequate contact even in stressful situations, understands the importance of training and technical support, is always actively involved in the implementation and ... does not exist. Okay, we’re joking, joking (with a fraction of a joke in the truth) - there are collaboration clients who really turn the implementation into the most fruitful and enjoyable process.
Portrait of an ideal software buyer
Of course, this is all a distillation, and customers usually have a mixed type or even change it depending on the stage of the relationship. Yes, it's true - a good software sales manager needs to have a lot of information in his head.
What is especially important for any type of customer?
Understand the customer and correctly identify his needs. Need is the motive to buy a product or service. As a rule, it is she who moves a person when he decides to acquire something. Of course, you can argue, recently the influence of other factors has also grown, but again this is an indirect need (the need to look cooler, the need to demonstrate wealth, lifestyle, etc.). If you do not recognize the needs of the company that has contacted you, you will not be able to sell anything. The task seems complicated, but in the age of the Internet it is not so difficult: gather information, interview a customer, put yourself in the place of his employees - and you will quickly understand what can be at the forefront when deciding on a purchase.
Do not push product or show off functionality, and help the client solve his problems using the capabilities of your software or service.
Do not manipulate the price. You can hide the price and name any price based on customer data, but remember that your brain has a maze budget for your brain, that is, exactly the amount that the customer is willing to spend on your product or service. In the field of B2B, the issue of budget compliance is always especially acute. Well, is it worth saying that prices must be fair.
An example from life. Once we conducted an experiment - we called one well-known system integrator with a closed price list and first asked for a product calculation for one company, then for another, while all the input parameters were the same. The differences were that the “assistant manager” called from company A and the “general director” from company B (the same girl). Company A was offered to buy for 2.7 million rubles, Company B - for 4 million. And here we are about factors, behavior, analysis. Close the price and set the price to your taste :-)
Use of the product should be clear: Mandatory documentation and adequate technical support. Negative user experience is the story you should have at a minimum. Access to the demo version should be implemented with a minimal registration form, and not by sending a file with 56 questions in it.
Software is a product that must guarantee security within the main tasks. Make sure that it is not only in pre-sale promises.
Service and maintenance should be open, transparent, honest - do not merge with the first breakdowns, bugs and problems. Do not play silence, make the client a participant in the dialogue. From technical support should come professionalism and participation, rather than unsubscribing and throwing a ticket from employee to employee.
Well, in the end, a small cheat sheet: this is the information you should collect about a client who wants to buy your software, first of all:
- Does the company have a budget ready to “pull” your decision
- who are you in contact with at the moment (decision maker, intelligence officer, analyst, etc.)
- what are the main pains and requirements are not closed for this client (diagnosis)
- Does he know something about you and your program
- was he a competitor customer
- Does he see a solution to his problems in implementing your software
- are there any objections to the acquisition of this type of software
- company parameters: how many people, who are the main users, what area
- how the client reacted to your prices and whether he understands that implementation can cost more than the cost of licenses
- how soon the client is ready to close the deal.
The sales profile is highly dependent on the company profile, so you should not blindly follow any typology or classification. But we want to focus on another aspect. Our managers worked in other IT companies, and in all cases observed the same story: developers do not like salespeople, blame them for all the troubles and failures of software on the market, it happened that they even brought down major bugs. This is absolutely unfair, because no, even the most ingenious product, will not sell itself. In the life of every successful company, not only talented developers, but also talented commercial services played a huge role. Do not believe me - google the story. Therefore, guys, let's live together.
The price list for RegionSoft CRM and a convenient calculator for calculating the cost of licenses are available without registration.
Description of the new RegionSoft CRM 7.0 release
Our unhurried Telegram - subscribe