In an increasingly connected, global, immediate and social world, companies large and small recognize the need for integrated operations, transparency of their internal processes and a clearer and closer relationship with their customers. Employees and managers understand that the difference between seeing last month’s results or being able to be “online” and “real-time” can become strategic advantages to grow in sales and customer satisfaction while controlling and reducing operational costs. Sometimes its effectiveness reaches through buy software. However, evaluating and purchasing software is one of the most complex activities for any business today. Of Variety of solutions and providers are available on the market, companies have to face a multitude of alternatives and options such as “purchase vs. the lease”, the “perpetual license vs. pay-per-use”, “local installation vs. the remote control”. Also the selection of several options for license models and metrics, the homogenization of technical and legal concepts within the framework of functional requirements, understanding the business practices and licensing policies of different manufacturers, the scope of technical support, software maintenance and updating, etc. etc., which end each process of evaluation, of purchase and rotation software implementation in a Titanic project.
Buy outdated software
Perhaps for this reason and because of the high investment sums when purchasing software, we find a kind of “time pause” in the mass of SMEs in which the software used:
- Developed internally by one or more company engineers.
- Developed many years ago, “patched” and “re-patched” several times to accommodate new features or requirements.
- Built on technological architectures that are already obsolete and disconnected from the current state of the art.
While no one knows more about the benefits of your business than your own employees, when it comes to technology, they want to “invent the wheel” and develop the IT solutions themselves that are used in day-to-day operations is like the desire to design and build their own machines build and build your own vehicles instead of using the tools you already have save time and money. If you buy software like that Cloud POS software, which consists in replacing traditional systems and facilitating decision-making; or the acquisition of a free software that help the management of the company. Everything consists of the purpose in the company, its goals and the profile in which it is implemented.
Here are 7 tips to keep in mind when buying software
a. Have a good understanding of what you need and limit the scope of the project.
Do not fall into the trap of the “Yaques”: “Since we do, why not….” this and why not that. This is the marketers favorite phrase and one of the most dangerous in a software evaluation, purchase and implementation project.
two. Don’t try to do a “big bang” type project.
Look for manageable, digestible, quick, and concise projects that allow you to achieve “quick wins” from which you can capitalize on the benefits gained.
3. Understand the total cost of ownership (TCO) of what you are buying.
Don’t be fooled by the value of the licenses (and the “fabulous” exceptional discount they offer you). understand the value recurring amountssuch as B. Support and maintenance that you will have to pay for in the following years, the hardware and connectivity requirements that are necessary for the software you are evaluating to work, the training costs so that your employees can use and take full advantage of the solutions, the Value of the advice required for the implementation and the associated costs (tickets, accommodation, meals) etc. etc.
Four. When buying software, don’t let the name and fame of some manufacturers fool you.
Remember that the digital revolution has allowed the proliferation of solutions with very high added value at much lower prices than those of the big manufacturers.
5. Understand that the seller, both the manufacturer and the distributor or business partner who accompanies you, are not on your side.
And that their compensation is directly related to the quantity sold and not to their satisfaction as customers or the success of the project. It’s rare to find a vendor where the vendor and implementer are the same or on the same team.
6. If we are not talking about basic technological infrastructure software.
Make sure the project doesn’t have a “system project‘ and that the organization’s functional, financial and technology leaders understand and actively participate in the process.
7. Remember that when we talk about a functional area impact solution, the important thing isn’t that Technology, but the management of change.
And that success in purchasing software is measured not only by the controls it exercises, but by what it can offer to each of the employees involved in its use.