Evolve ERP Strategies

Want to implement Evolve WEB ERP NOT to worry any more...!!!

You can put a mail on systech9@gmail.com

Call us up on 919322907681

Evolve ERP

For Better Business Results, Focus on Your Customer, Not Your Competition

In running, as in business, looking behind you to see what your competition is doing only slows you down. Worrying excessively about your competition distracts you from the job at hand—doing your best for your customers. After all, if you are focusing on the customers’ wants and needs, then you don’t need to worry about the competition overtaking you. However, if you stop to look behind you to see what your competition is doing, you risk slowing down and having them overtake you. 

Obsessing about your competition is wasteful. Time, manpower, and money are not infinite. Any effort you expend to focus on the competition means you’re wasting valuable energy by playing the competition’s game. You should only be competing against yourself—playing the best game you can by serving your customers right.

While you will undoubtedly be vaguely aware of what your competition is doing, it shouldn’t be anywhere near to your primary focus. If you’re constantly worried about what your competition is doing to outsmart you, then you are never going to be able to satisfy your customer. You will always be spending your energy and resources worrying about outsmarting your competition instead of trying to satisfy your customers with what they want and need. So ask yourself, “How can I satisfy the customer so my competition isn’t even an issue?” Then, take action.

You need to focus on how you do business, determine if you are the best solution for your customers’ problems, and then go out of your way to meet their needs. When you implement the following tips, you’ll be able to confidently compete only against yourself and stop playing the competition’s game.

1. Focus on your customers’ needs and wants: Your customers should be your top priority. With new customers, you need to work to get them on board; with your existing customers, you need to make sure they stay with you. If your current customers are not happy with you, they’ll leave. Ask them how you’re doing. Listen to their input. They already know you and love you, and they will be glad to tell you what they need from you. Your job is to meet those needs. 

2. Assess your own resources and strengths: Don’t worry about who else is interested in your customers. Just like a horse in a race, put blinders on. Focus only on why you are the best company to solve your customers’ pain. Assess your assets to determine why your customers love you. Keep doing it. If you do what you do best, you will keep your customers happy. 

3. Differentiate with the customers’ best interests at heart: Tell your customers how you are different—how you are quicker, better, easier, or more cost-effective to do business with. This is your opportunity to shine—don’t be modest. Here is a scenario where you do need to know enough about your competition to differentiate yourself. Once you have that information, you have the opportunity to show, demonstrate, or tell your customers all those things that are different about you so your customers remain with you. 

4. Make a wiring diagram of their needs and wants: Make a map. On it, write your customers needs and wants. Also write down your resources. Then record how you provide your customers’ needs better and faster. Make a cross-diagram that shows how their needs and wants map, or relate, to what you can do. Now you know exactly what your role is and who your ideal customers are.  From an analytical standpoint, your cross diagram will show you the solution to what your customers are looking for. You may find one or two things they want or need that you can’t satisfy. Don’t panic: this puts you in the perfect position to provide a needed solution. If you have a customer need you can’t meet, go to your competition and say, “I need you to help me with this customer for this particular item. I need you to develop one small piece of what this customer needs.” And you bring the business to them because they do it best. You are still focusing on your customer, while using your competition to your advantage. 

5. Focus only on that wiring map and you can’t get off-track: You won’t get distracted by what else, or who else you’re going to chase. You are now going after the same kinds of clients and that’s how you become successful. Your success happens because you’re taking this process and repeating it time after time after time. You’re riveting in on how you can focus on this customer and what they want, not on, “Oh my, what is my competition going to come up with next?”  If you worry about your competition, you’ll start second-guessing yourself and changing the way you do business. You won’t be satisfying that customer; instead, you’ll be trying to “one up” your competition and spend money on doing fancy stuff rather than the basic stuff that makes your client happy. You will start to get derailed and off-track. When that happens, you start losing business and you lose a customer. And you lose it to the very competition that you are worried is going to take over. 

Hone Your Customer Focus for Better Results: Worrying about your competition is a natural phenomenon. You need to have some idea of what your competition is doing, but it shouldn’t be anywhere near your top business focus. Don’t let your competition infiltrate your thinking. You are playing your own game, not your competitions’. If you can consistently meet your customers’ needs, you will be able to stop wasting valuable time and money trying to compete with your competition. Remember, you are in business for your customers, not your competition.

Regards

Rajesh 

Cell . 09322907681
http://evolveweberp.com

Evolve Project Finance.

Want to implement Evolve WEB ERP but financing is an issue NOT to worry any more...!!!

You can put a mail on systech9@gmail.com

Call us up on 919322907681

Evolve ERP introduces one of kind project finance for companies who wish to go in for ERP but have budgetary constraints and would like to implement the systems. This is a very positive move from the company who is confident of creating a win win situation for all.

The company understands ERP implementations involves substantial amount of money and efforts which are expensive affair in this tight financial situation. There are following costs involved in ERP implementation.

1. License costs
2. Hardware costs
3. Implementation costs

All these are costs which a company incurs which may not factored or discussed onset, as it would inflate the project costs. Most of Vendors may be just interested in selling licenses and making a quick buck as incentives. Buyers end up abandoning ERP as they are not mentally and financially prepared for all the costs. You would be amazed to find that the cost of license is almost equal to most of other costs associated. If you buy a license at x amount then the project implementation cost is 2.5 x where .5x is cost of hardware and another x is cost of implementation.

Keeping in mind these constraints, Evolve now gives you a complete project finance to implement an ERP solution. It will finance for all, with payment options over a period of 5-10 years.

Why do we do so ?

Normally companies don't get loans on software as it is an intangible asset. When an SME gets a loan on a project the loans have tangible collaterals. At the same time software expenses goes expense gets benefits on income tax. So Evolve creates a win win situation where in you get systems and implementation, while you pay on staggered basis on nominal rates of interest which banks offers on finance and we undertake the complete setup. Evolve on the other hand gets full hands free to implement the systems and does that on a rapid scale, with assured earning visibility. The risk is also limited of both the parties.

Return on Investment.

A successful ERP implementation reduces operation manpower by as high as 60% as it reduces duplication of work and saves on huge costs. The costs saved on manpower alone makes ERP free over a period of 2 years. Other financial advantages like reduction in inventory, faster reporting systems, lower working capital requirements are added advantages.

If you are interested to know more and get advantage on this kindly get back to us.

You can put a mail on systech9@gmail.com
Call us up on 919322907681

Author

Rajesh Patel.

http://www.evolveweberp.com

Want to implement Evolve WEB ERP NOT to worry any more...!!!

You can put a mail on systech9@gmail.com

Call us up on 919322907681

Working with Smaller ERP Vendors: The Pros and the Cons

During briefings with small ERP vendors, I often hear the argument that they are more flexible and can better respond to their customers’ needs than larger vendors. The ultimate example: “You can even talk to the CEO if you need to.”
But would you want to? Bypassing the usual work flows and calling the CEO (this actually really happens) may not be a recipe for the best technical support ever.

Besides, from my experience working with and for small ERP vendors, I know that if you want to talk with the CEO, it’s likely that you’re unhappy about something (customers rarely call to congratulate the CEO for the team’s great work). Or, you’re trying to get something from the vendor without going through the formal process of, say, submitting a developmental request for new features.

I know that small ERP vendors are more willing to make compromises and create special relationships with their customers, but there are also disadvantages that you need to consider. Let’s take a look at the challenges you might encounter during the selection and implementation process, and some of the things that you can do to avoid them.
Working with Smaller ERP Vendors: The Cons

During the selection process, small vendors don’t always have detailed and flexible demos of their product available, and they are not always willing to customize the demo. You should certainly insist on getting as many details as you need about the critical functionality needed by your business. Don’t let the vendor get away with “you get the idea” or “it’s a new module and I don’t have it in my demo database.”

Data migration can be a challenge, as smaller vendors don’t always have highly qualified personnel or on hand, which can slow the process (if their DBA only comes in once a week). And if their tools are not up to date, you may find that the process is altogether inefficient (as in the case where you need to manually change some of the imported data). If your organization does not have IT people who can help you understand how capable the vendor is, try to get a commitment from the vendor that the critical data is being imported properly, and make sure you know what the vendor plans to do if the import is not successful. “Do-overs” should not be an option, but certainly you should insist on penalties (e.g., discounts, or extra services) in the worst-case scenario.

The success of the implementation depends on many factors (e.g., project management, solution complexity, etc.), but providing qualified employees can be a real challenge for small ERP vendors. Like it or not, the vendor will establish a certain priority for your project, and not everyone gets the highest. This will affect how (if) available experienced resources are allocated to your project. You may end up waiting longer (and drawing out your project), or else someone with less experience may be assigned to you (my experience: this person may have the best intentions in the world and still cause you headaches). To avoid this, make sure that a) someone in your organization is responsible for managing this project, b) there is a similar person on the vendor side, and c) they are constantly in touch with one another as well as other key stakeholders.

Something similar can happen during training, either because there are not enough trainers available or because the vendor has not invested in training its trainers, with the result that they are forced to learn “on the job.” This can lead to rather embarrassing situations—I remember once being told by a customer “It seems that we’re discovering the system together, aren’t we?”

This need not be a huge issue if the trainer follows up on outstanding issues and makes sure to get the responses to your questions. It does become a problem, however, when your questions or problems are simply noted, with no follow-through.
When it comes to customer service in a small company, everyone contributes, from the receptionist to the managers and sometimes even the CEO. This is not a problem if the role of the receptionist is to takes a message and forwards it to the right people, or if the CEO knows the product inside and out, but if you let unqualified people try to help customers, chances are that Bad Things Will Happen (I remember witnessing a case where a staff member told a customer that all of their data was lost!). One thing you can do to ensure proper support is to build relationships with one or a few customer service representatives, get to know and trust them, and ask specifically for their help. (Also: be nice!)
Working with Smaller ERP Vendors: The Pros
There are obvious advantages to working with small ERP vendors.
Smaller vendors may have a stronger understanding of particular industries, as they typically focus on a single market or market segment. They can provide customers not only with specialized solutions, but also with best practices and templates for documents and workflows. They can also be adept at filling the holes left uncovered by large vendors, who usually target broader markets.
Small vendors will typically develop the core application in-house and integrate with third-party tools or add-ons for functionality that is not their focus (e.g.: payroll, CRM, project management). This allows customers to deploy packages of compatible solutions.
Lack of bureaucracy is certainly an advantage of smaller vendors, which may allow them to develop new functionality more rapidly—so long as they are well organized and employ qualified people.
Negotiating with smaller vendors is markedly different from negotiating with software behemoths, and bartering is quite frequent (e.g., the vendor may offer to provide free customization to customers who recommend its products).
Pricing and discounting can also be an important advantage, since the competition between smaller vendors can be extremely fierce. They are often willing to offer flexible payments, and licensing models are not always set in stone. This is an advantage for small businesses, because larger vendors typically offer pre-defined packages that are non-negotiable, most of the time.
Are You Getting What You Pay For?
In other words, if you pay less, do you get less? The answer is usually yes. And it’s not realistic to expect things to be otherwise. But as a small company, you may not be able to afford a larger solution, so the key is to find a vendor that is efficient despite its lack of personnel (there are always fewer people than needed in a small company), and to contribute to the process by involving all your key people in all major activities, from selection to installation, and even support.

Author

Rajesh Patel.

http://www.evolveweberp.com