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ERP implementation consultants share with you the experience of project implementation

there are many reasons for the low success rate of ERP implementation. The next few articles will share some of my experience accumulated in the implementation work over the years. It is these experiences that make the project I am responsible for have a very high success rate, including many listed companies, and at the same time, several have become group strategic customers of a well-known ERP software company in China

the first step of successful implementation: curb demand

if successful salespeople draw a beautiful blueprint for customers in the process of pre-sales, and expand customers' needs without limitation, so that customers think that informatization can solve all problems, so they are willing to pay more money for informatization. Then, in the initial stage of contact with customers, the most important work of successful implementation consultants is to cool the fanatical minds of customers

the watchers will ask: isn't this not irresponsible

wrong, this is negative. If there is something negative, it can only be said that the salesperson has gone too far, but for the implementation consultant, this is really negative to the customer. Why? The reason is very simple: ERP is actually a management tool, and once it comes to management, it becomes complex. What should we do in the face of complex problems? That is to simplify it. Only by simplifying the problem, solving what can be solved first and achieving results, it is possible to continue to optimize. Most people will think that the implementation is a phased work, which will end once it is launched. Summarizing the successful enterprises, you will find that the implementation is a process of continuous improvement, with no end point. The best way to simplify is to tell the customer in the project meeting that ERP cannot solve all the problems when the customer proposes to solve many problems

of course, it takes courage and skill to refuse customers. For excellent sales, it is necessary to learn not to say "no" at any time, while for implementation consultants, it is necessary to learn to say "no" skillfully when the compressive strength is the maximum pressure load gas encountered by an iron ore pellet when it is completely broken

therefore, the work of pouring cold water should be done step by step

at the project kick-off meeting, we must mention a point: the solution to management problems is never the best, because it needs to pay a high price, so we should learn to choose the most suitable solution. (the project kick-off meeting is the first shiny debut of the implementation consultant, and there will be a special topic to discuss how to hold a good project kick-off meeting later)

in the process of project demand research, once customers put forward a difficult demand, we must find out why they want to emphasize this demand, how they handle it manually at present, and if they do not solve what problems will be brought about, will it become a key obstacle to the success of implementation? If it has to be solved, how high are the costs and risks brought by the solution, how much does the implementer need to pay, and how much does the client need to invest (non monetary). Of course, in general, the key needs that really affect the implementation should be known in the pre-sales stage. In other words, they should have been evaluated and can be solved. Otherwise, the sales are too negative

when investigating project needs, remember not to answer customers easily. This can be solved, but this cannot be solved. In other words, in addition to asking necessary questions, you can rest your mouth and let your ears and hands work. When all customer needs are sorted out, they can be classified: first, those that can be solved by software and can bring key benefits should be put in the first place; The next one is the demand that the software can solve, and the customer leaders are very concerned about, in order to determine whether the impact toughness index of materials meets the standard requirements, put it in the second place; The third is that software can solve the needs of ordinary operators; The other is that software can be used after being broken, which is difficult to solve or even impossible to solve: it should also be classified: first, pay attention to the problems concerned by leaders. This kind of problems are usually easier to solve, because leaders are easier to convince by "reasoning"; The other is concerned by ordinary operators, which is often the key to the success of implementation: if you don't do a good job in this area, you are either forced to solve it at that time, or there are some problems in the later application process. Then, how to solve this problem

this reflects the communication skills of the implementation consultant: first, be polite and restrained: first, convince people with reason. Now that we know the reasons for their needs, evaluate the consequences of not solving them, and also evaluate the cost of solving them, we can analyze them: "... To sum up, if we want to solve this problem, we will make great efforts and increase the cycle and risk of project implementation. We believe that this problem can be discussed later." There is also holding the tiger's skin as the flag: be good at using the good relationship with the customer's senior management or project manager. When there are differences, either take the "leadership quotations" to set the direction first, or directly hold the leaders to express their positions. The second is to combine kindness and prestige. In general, in the process of implementation, we will always encounter several "demons" (referring to opponents who have published 19 relevant standards for personal purposes) and several "angels". For the devil, we must analyze what causes him to become a devil, and then fundamentally find a way to neutralize him. If not, let him make mistakes at an appropriate time, and take this to combat his enthusiasm to speak. Angel, on the other hand, should be a model and become the spokesman and weathervane of the whole project. Maybe officials will say that this is not like implementation, but more like political struggle. Yes, to sum up, you will find that more than 80% of enterprises will complete a change of power in the process of implementing ERP - not necessarily someone's rise and fall, but a subtle change in someone's power or authority

back to the point: through various skills or methods, the customer's needs can be standardized to such a range: the software can be realized or realized in disguise, the leaders pay attention, and the benefits can be seen immediately. Other problems should be solved or "delayed". Flip flop