session 3 - pain chain analysis
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How to Sell Microsoft Dynamics ERP. Pain Chain®
Microsoft Dynamics Partner Academy
1
Microsoft Dynamics Partner Academy
Trademark Notice
The following trademarks and service marks are owned by Sales Performance Holding
Company (DBA: Solution Selling® Inc.) and licensed by Sales Performance International,
LLC. Any questions concerning the use of these trademarks or whether a name that does
not appear on this list is in fact a trademark of Solution Selling® Inc. should be referred to
Sales Performance International, LLC in the United States at the following address:
Sales Performance International, Inc.
4720 Piedmont Row Drive, Suite 400
Charlotte, North Carolina 28210 USA
Phone: 704.277.6500 FAX 704.364.8114
Info@spisales.com
www.spisales.com
Solution Selling® and Situational Fluency Prompter®, Pain Sheets®, 9 Block Vision
Processing Model® and Pain Chains® are registered trademarks and service marks of
Solution Selling® Inc. All other referenced marks are those of their respective owners.
2
1. Why growth is not linear
1. Main Pain Chains® for ERP
2. Pain Chains® by Industry
3. Knowledge Check
4. Summary
Pain Chain®
Microsoft Dynamics Partner Academy
3
Formula for a Successful Sale
KEY FACTORS
PAIN X POWER X VISION X VALUE X CONTROL
4
Basic Principle of Sales
NO PAIN NO CHANGE
5
Microsoft Dynamics Partner Academy
Critical Business Issue: PAIN
ERODING: Profit, Market Share, Service, Quality, Growth
INCREASING: Costs, Competition, Errors, Return, Employee Turnover
COMPLIANCE: Government regulations, Industry standards
6
Microsoft Dynamics Partner Academy
Basic Principle
PAIN FLOWS
THROUGH
AN ENTIRE ORGANIZATION
7
The Pain Chain®
Job Title: CEO
Pain: Earnings per share decreasing
Reason A Eroding profits
Job Title: VP Finance
Pain: Eroding profits
Reason A Missing new account revenue targets
Reason B Increased operational costs
Reason C Increasing credit write-offs
Job Title: VP Sales
Pain: Missing new account revenue targets
Reason A Sellers spend too much time with existing customers
Reason B Increased operational costs
Reason C Increasing credit write-offs
Reason D Not enough referral business
Job Title: CIO
Pain: Current system does not meet the needs of sales departments
Reason A Legacy systems don´t allow for growth
Reason B Disparate databases limit information flow
Reason C Manual processes
The New Solution Selling: The Revolutionary Sales Process That is Changing
the Way People Sell by Keith M. Eades. McGraw-Hill © 2004
1. Main Pain Chain® for ERP
B
8
Three levels of Buyer Needs
1. Main Pain Chain® for ERP
The New Solution Selling: The Revolutionary Sales Process That is Changing
the Way People Sell by Keith M. Eades. McGraw-Hill © 2004
A
Vision of a Solution
Latent Pain
Admitted Pain
9
Microsoft Dynamics Partner Academy
Three levels of Need: Definition
10
Meet the Pain Chain®
Establish a Pain Chain®. "Pain" is the Solution Selling® (SS) term for things that are going awry. Sales are down - that's a pain.
Expenses are up - ditto. SS is very specific about one thing: there is no technical pain. Your PDA cannot
synchronize with your calendar tool - that's not a pain. That's a cause of pain, or maybe a symptom of
pain. The pain in this case might be: “Your employees are missing too many meetings" or “You couldn't
get the PDA synchronization feature into the last release."
A Pain Chain® is a set of pain descriptions, along with the reasons for them. In each case, a link in the chain has as one of its reasons a pain from a lower level. Thus, the VP of
Software Development may have "We miss too many ship dates" as a pain entry, while the SQA director
has "Our QA cycle is too long". The SQA pain is a contributor to the VP's pain.
The objective of the Pain Chain® is simple. To get commitment from the upper echelons of the organization. If the sales team can show a simple
visual aid that ties the VP of Software Development down to the Integration Test manager, then the VP
will be committed to helping the manager.
This commitment means that there is an increased likelihood of the organization successfully
implementing the solution that they buy. It's hard for a test manager to impose restrictions on a
development lead, especially one who claims they’re running late.
1. Main Pain Chain® for ERP
A
11
Pain Sheets®
The Pain Sheet®, or the Situational Fluency Prompter®, documents specific
control questions for salespeople to use when diagnosing buyer pains and
creating buying visions.
You can find this document and more information in the following book.
The New Solution Selling: The Revolutionary Sales Process That is Changing
the Way People Sell by Keith M. Eades. McGraw-Hill © 2004.
1. Main Pain Chain® for ERP
A
12
Main Pain Chain® for ERP
1. Main Pain Chain® for ERP
Unable to respond to changing business conditions
Difficulty in Connecting Customers, Partners and Employees
Difficulty in Managing Organizational Growth
Low Productivity of People and Processes
A
13
CEO Pain: Low company
productivity prevents taking
advantage of growth potential
CFO VP Sales
VP Marketing
Reason 1 : High costs of
operations
Reason 2: Can´t compete
successfully
Reason 3: Technology is a
cost center, not a productivity
factor
Reason 4: Marketing is
costly and not producing
results
Reason 5:Unproductive
business practices
Reason 6: Inefficient
manufacturing processes
Reason 1: Lack of real-time
insight into key financial
metrics
Reason 2: Difficulty managing
financial accountability and
compliance.
Reason 3: Expensive,
ineffective business
processes.
Reason 4: Unfavorable
margins
Reason 5: Admin. staff need
to create and maintain the
books
Reason 6: Overwhelming
need for repeated data entry
Reason 1: Lack of real-time
insight into key sales
metrics
Reason 2: Difficult for sales
people to access customer
information
Reason 3: Sales cycles too
long
Reason 4: Inability to
respond quickly to new
customer needs
Reason 5: High cost of
operations is preventing
effective price competition
Main Reasons
Pain: High cost of
operations Pain: Can’t compete
successfully Pain: Marketing is costly
but not producing results
Reason 1: Lack of real-
time insight into key
marketing metrics
Reason 2: Hard to
measure performance of
marketing campaigns
Reason 3: Difficult to
identify opportunities and
emerging needs
1. Main Pain Chain® for ERP
Low Productivity of People and Processes (I)
A
14
CTO VP Operations
VP Manufacturing
Reason 1: Redundant data
entry still necessary
Reason 2: No
personalization features for
users
Reason 3: No integration
between business
management system and
other applications
Reason 4: IT burdened with
inefficient tasks, such as
producing simple reports
Reason 1: Duplication of
efforts and data entry
Reason 2: : Difficult to do
business within the company
efficiently
Reason 3: Service delivery
not responsive enough to
customers
Reason 4: Employee
frustration with company’s
inability to change course
Reason 5: Lack of
automation and efficiency
tools
Main Reasons
Pain: Technology is a cost
center, not a productivity
factor
Pain: Unproductive
business practices Pain: Inefficient
manufacturing processes
Reason 1: Supply chain
management not flexible
to accommodate growth
and increased demand
Reason 2: Difficult and
costly to make changes to
BOMs and customer
orders
Reason 3: Business
technology not supporting
efficiencies
1. Main Pain Chain® for ERP
Low Productivity of People and Processes (II)
A
15
Low Productivity of People and Processes (III)
Role Tailored
User Experience
Alerts Integration
Between Finance, SCM and CRM
Analysis Tools
1. Main Pain Chain® for ERP
Capabilities of Microsoft Dynamics ERP
A
16
Pain: Company not an
industry or market leader
CFO VP Sales
VP Marketing
Reason 1 : Sales lag behind
competitors,(with Marketing
not filling the sales pipeline)
Reason 2: Technology not
helping gain on competitors
Reason 3: Not financially
performing any better than
the competition
Reason 4: Difficulty in
maintaining productive
customer and partner
relationships
Reason 5: Manufacturing
unable to adjust to changing
business conditions
Reason 1: Not enough sales at
reasonable cost and margin
Reason 2: High cost of
acquiring customers
Reason 3: Business and
manufacturing processes not
economical
Reason 4: Not all management
decisions financially sound
Reason 5: Competitors
successfully diminishing
revenue stream
Reason 1: Ineffective
marketing support
Reason 2: Poor
understanding of business
trends
Reason 3: Difficult for sales
staff to access customer and
transaction information
Reason 4: Remote sales
offices not tied into business
processes
Reason 5: No self-service
capabilities for customers
Main Reasons
Pain: Not financially
performing any better than
the competition
Pain: Sales lag behind
competitors Pain: Not filling sales
pipeline successfully
Reason 1: Difficulties in
assessing opportunities
and planning activities
Reason 2: Unable to
respond early to new
market trends
Reason 3: Brand
presence and equity not
strong enough
Reason 4: Partner
marketing not efficient
Reason 5: Company lacks
clear direction
1. Main Pain Chain® for ERP
Unable to Respond to Changing Business Conditions (I)
CEO
A
17
CTO VP Operations
VP Manufacturing
Reason 1: Business data too
hard to get to and work with
Reason 2: No easy way to
share information with
partners, customers, and
vendors
Reason 3: No system-wide
updates when inventory,
shipping, and order data
changes
Reason 4: Business
management system too
difficult to use
Reason 5: IT too absorbed
with support and maintenance
Reason 1: Service delivery
not responsive enough
Reason 2: Poor customer
communications
Reason 3: Not open for
business at all times
Reason 4: Partners having
difficulty doing business with
the company
Reason 5: Unable to
support customers in foreign
languages
Main Reasons
Pain: Technology not
helping gain on competitors
Pain: Difficulty maintaining
productive customer and
partner relationships
Pain: Manufacturing unable
to adjust to changing
business conditions
Reason 1: No
understanding of
changing customer needs
Reason 2: Too difficult to
plan supply and demand
Reason 3: Manufacturing
processes inefficient and
expensive
Reason 4: Lack of
automation
Reason 5: Hard to adjust
changing workloads
1. Main Pain Chain® for ERP
Unable to Respond to Changing Business Conditions (II)
A
18
Capabilities of Microsoft Dynamics ERP
Unable to Respond to Changing Business Conditions (III)
Exception and Changes
Graphical
Production
Schedule
Order Processing
and Fulfillment
Multi-language, Multi-currency, Multi-location
Data Analysis and Reporting
1. Main Pain Chain® for ERP
A
19
Role Play: Case 1
1. Main Pain Chain® for ERP
• Create groups of 3 people: customer, salesperson, and
observer.
• Take a couple of minutes to prepare.
• Practice, remember this is not an acting test.
• Be realistic, not too nice, not too hard.
• Ask if the person wants to receive feedback.
Receiving feedback
• Don’t be defensive…..reflect & look
for themes.
• Accept this as a legitimate view of
the person offering it.
• Be open to doing something
different, ask for suggestions.
Giving feedback
• Ask the person how he thought he did.
• Start with what went well.
• Describe the behavior.
• Be honest and balanced.
• Check that the other person
understands your feedback.
A
20
1. Why growth is not linear
1. Main Pain Chains® for ERP
2. Pain Chains® by Industries
3. Knowledge Check
4. Summary
Pain Chain®
Microsoft Dynamics Partner Academy
21
Introduction
2. Pain Chain® by industries
• During the sales cycle, you need to know a priori the specific pains of the sector or
industry of the company in order to be able to define and establish the Pain Chains®
and identify which capacities of Microsoft Dynamics you need to show them.
• Knowing these critical business issues by industry shows sales excellence and
leadership and it is key to achieving success.
• Specific information for the ERP key industries (Manufacturing, Distribution,
Professional Services, and Specialty Retail) can be found on:
https://mbs.microsoft.com/partnersource/marketing/campaigns/vertical/MSDindustryvert
ical02.htm
A
22
Chemicals Manufacturing
2. Pain Chain® by industries
Industry Value Chain
Produce (Demand to Availability)
Manage (Manage the Business)
Staff (Manage Human Capital)
Su
pp
lie
rs/C
on
tra
cto
rs
Service (Consumption to
Replenishment)
Cu
sto
me
rs
Formulate (Concept to Opportunity)
Sell (Order to Cash)
Buy (Produce to Pay)
Prospects
C-Level CEO, CFO, CIO, COO, CTO
VP Level Finance, Operations,
Manufacturing, Supply Chain,
Engineering
Upper
Management
GM, Plant, Materials, Quality,
Compliance, Supply Chain,
Engineering
SIC Coverage 2812-13, 2816, 2819, 2821-24,
2833-36, 2841-44, 2851, 2861,
2865, 2869, 2873-75, 2879,
2891-93, 2895, 2899
Gross
Revenue per
Annum
$50M-$2B USD
Number of
Users
50-2000 Stratascope Inc.
A
23
Key Pain
Chemicals Manufacturing
Operating Costs Out of Control
Varying Product Quality, Traceability
Poor On-Time Delivery and Throughput
Failure to Meet Compliance Standards
2. Pain Chain® by industries
A
24
Capabilities of Microsoft Dynamics ERP
Profound Experience
in Process
Manufacturing
Industry-specific Features
Flexibility in the
Implementation
2. Pain Chain® by industries
A
25
Industrial Equipment Manufacturing
2. Pain Chain® by industries
Industrial Equipment Manufacturing Value Chain
Produce (Demand to Availability)
Manage (Manage the Business)
Staff (Manage Human Capital)
Su
pp
lie
rs/C
on
tra
cto
rs
Service (Consumption to
Replenishment)
Cu
sto
me
rs
Design (Concept to Opportunity)
Sell (Order to Cash)
Buy (Produce to Pay)
Prospects
C-Level CEO, CFO, CIO, COO, CTO
VP Level Finance, Operations, Manufacturing,
Supply Chain, Engineering
Upper
Management
Plant Manager, Materials Manager,
Engineering Manager, Supply Chain
Manager
SIC
Coverage
3433, 3511, 3519, 3523-24, 3531-37,
3541, 3542, 3544, 3545, 3547, 3549,
3552-56, 3559, 3561, 3563-69, 3581-82,
3585-86, 3589, 3593-94, 3596, 3599,
3699, 3743,3799
Gross
Revenue per
Annum
$50M-$2B USD
Number of
Users
50-2000
Stratascope Inc.
B
26
Key Pain
Improving cost management
Industrial Equipment Manufacturing
Meeting customer demand for products, pricing, and services
Enhancing operational efficiency
Improving
financial control
Making data
accessible/visible
2. Pain Chain® by industries
B
27
Capabilities of Microsoft Dynamics ERP
Meet Demanding
Customer Needs
Improve Operational Efficiency
Reduce Costs
Improve Financial Control
Provide Access to Centralized, Current Data
2. Pain Chain® by industries
B
28
Automotive Supplier Manufacturing
2. Pain Chain® by industries
Industry Value Chain
Produce (Demand to Availability)
Manage (Manage the Business)
Staff (Manage Human Capital)
Su
pp
lie
rs/C
on
tra
cto
rs
Service (Consumption to
Replenishment)
Cu
sto
me
rs
Design (Innovation Management)
Sell (Order to Cash)
Buy (Produce to Pay)
Prospects (Automotive Suppliers)
C-Level CEO, CFO, CIO, COO, CTO
VP Level Finance, Operations,
Manufacturing, Supply Chain,
Engineering
Upper
Management
Plant, Materials, Engineering,
Supply Chain
SIC Coverage 3465, 3519, 3592, 3647, 3694,
37xx
Gross Revenue
per Annum
$50M-$2B USD
Number of
Users
50-2000
Stratascope Inc.
B
29
Key Pain
Automotive Supplier Manufacturing
Improving Operational Control
Improving Customer Service
Managing a Complex Supply Chain
Leaner Manufacturing
Production of Unauthorized Parts
Increasing Time-to-market Demands
2. Pain Chain® by industries
B
30
Capabilities of Microsoft Dynamics ERP
Industry-specific
KPIs
Lean Manufacturing Capabilities
Build Connections to
Suppliers and
Vendors
Develop Profitable Customer Relationships
2. Pain Chain® by industries
B
31
Professional Services
2. Pain Chain® by industries
Deliver (Engagement Management)
Manage (Manage the Business)
Su
pp
lie
rs/C
on
tra
cto
rs
Maintain (Non-project Revenue)
Cu
sto
me
rs
Develop (Relationship Management)
Sell (Account and Opportunity
Management)
Resource (Talent Management)
Industry Value Chain
Prospects (most Professional Services organization
prospects are mid-size firms)
Top Level
Executive
CEO, Partner, Owner
Other Executive
Level (Title may
be Principal, VP,
or C-level)
Operations, Global Services or
Service Delivery, Sales or Market
Development, Finance and
Administration
Upper
Management
Marketing, Information
Technology, Human Resources,
Training and Development,
Customer Service
Stratascope Inc.
B
32
Key Pain
Professional Services
Managing and Reducing Costs
Managing Dispersed or Virtual Engagement Teams
Gaining Deep, Real-time Insight
Meeting Stringent Customer Reporting Needs
Ensuring Compliance Aligning Skills
and People with Customer Engagement
2. Pain Chain® by industries
B
33
Capabilities of Microsoft Dynamics ERP
Project
Management
Financial Reporting
Financial Management
2. Pain Chain® by industries
B
34
Specialty Retail
2. Pain Chain® by industries
Plan (Demand to Availability)
Manage (Manage the Business)
Staff (Manage Human Capital)
Su
pp
lie
rs/C
on
tra
cto
rs
Service (Consumption to
Replenishment)
Cu
sto
me
rs
Collaborate (Concept to Opportunity)
Sell (Order to Cash)
Buy (Produce to Pay)
Industry Value Chain Prospects (Automotive Suppliers)
C-Level CEO, CFO, CIO, COO, CTO
VP Level Sales, Marketing, Merchandising,
Operations, IT
Upper
Management
GM, Operations, Sales, Marketing
SIC Coverage 5211, 5231, 5251, 5261, 5271,
5611, 5621, 5632, 5641, 5651,
5661, 5699, 5712-14, 5719, 5722,
5731-32, 5734, 5943-48, 5961-63,
5983-84, 5992-93, 5999, 7699
Gross
Revenue per
Annum
$50M-$2B USD
Number of
Users
50-2000 Stratascope Inc.
B
35
Key Pain
Specialty Retail
Merchandising Requirements
Competition from Other Types of Retail Stores
Outdated IT Resources
High Levels of
Staff Turnover
and Need to
Minimize Staff
Training
Increasingly Demanding Customers
2. Pain Chain® by industries
B
36
Capabilities of Microsoft Dynamics ERP
Delivering forecasts
and purchase orders directly
to the retailers’ supplier
Connecting
retailers’ demand requirements
to manufacturing, wholesale,
and distribution operations
Starting up new stores quickly,
with fast implementations of POS
Shortening re-order cycles by integrating
replenishment requirements with suppliers’ systems
2. Pain Chain® by industries
B
37
Use of Sales Guides
A
• Read the hand out https://mbs.microsoft.com/downloads/partner/campaigns/Chemical_Manu/Chemicals
Mfging_SalesGuide_partner.pdf
• Would you use these guides?
• What makes this useful?
2. Pain Chain® by industries
38
4. Summary
1. Main Pain Chain® for ERP
2. Pain Chain® by Industries
3. Knowledge Check
4. Summary
Pain Chain®
Microsoft Dynamics Partner Academy
39
Knowledge Check
Which of the following are PAINS for ERP?
Difficulties connecting customers, partners and employees.
In 2009, the company grew 5%.
Low productivity of people and processes.
Support 50% more employees without increasing servers.
3. Knowledge Check
B
40
Knowledge Check - Answer
Which of the following are PAINS for ERP?
Difficulties connecting customers, partners and employees.
In 2009, the company grew 5%.
Low productivity of people and processes.
Support 50% more employees without increasing servers.
3. Knowledge Check
B
41
Knowledge Check
In a distribution company, which of the following could be a key pain?
Merchandising requirements.
Lack of visibility to control inventory and costs.
Competition from other types of retail stores.
Chemical manufacturing industry-specific features.
3. Knowledge Check
B
42
Knowledge Check - Answer
In a distribution company, which of the following could be a key pain?
Merchandising requirements.
Lack of visibility to control inventory and costs.
Competition from other types of retail stores.
Chemical manufacturing industry-specific features.
3. Knowledge Check
B
43
Knowledge Check
In a professional services company, which of the following could be a key
pain?
Lack of aligning skills and people with customer engagement.
Starting up new stores quickly, with fast implementations of POS.
Difficulty managing and reducing costs.
Delivering forecasts and purchase orders directly to the retailers’ supplier.
3. Knowledge Check
B
44
Knowledge Check - Answer
In a professional services company, which of the following could be a key
pain?
Lack of aligning skills and people with customer engagement.
Starting up new stores quickly, with fast implementations of POS.
Difficulty managing and reducing costs.
Delivering forecasts and purchase orders directly to the retailers’ supplier.
3. Knowledge Check
B
45
The group should put themselves in the CEO’s shoes in the scenario described
in each exercise.
For each exercise, explain the reasons behind the problem for each department
affected and how it would be resolved.
Group activity 3. Knowledge Check
B
46
Exercise 1
Suppose you want to make your business grow but the implicated costs and
complexity would make it practically impossible to access new markets and
sources of income. Your company’s technology doesn’t follow the rhythm of your
business plan and as a consequence you are faced with the problem of your
business growing, with the potential risk of operating inefficiently, or maintaining
your current level of activity and running the risk of loosing opportunities, or
even an eventual decline in activity. Your wholesale customers and strategic
partners would like to see you grow, for their own interests, but this doesn’t
happen. You simply don’t know how to make your business grow.
How does this affect your business and you personally? How would you
resolve this?
Group activity 3. Knowledge Check
B
47
Exercise 2
Suppose your customers and partners have difficulties in contacting your
organization, although they are one of your wholesale suppliers or preferred
commercial partners. You would like to give them more information and access
to company activities, but it will be difficult to achieve this without putting the
integrity of confidential company information at risk. As a consequence,
business data is protected but also limited in terms of its business value as it is
only available in a limited way. Customers don’t generate as much business as
you would like and it is possible that partners will start to think about revaluating
their business relationship with you.
How does this affect your organization and you personally? How would
you resolve this?
Group activity 3. Knowledge Check
B
48
4. Summary
1. Main Pain Chain® for ERP
2. Pain Chain® by industries
3. Knowledge Check
4. Summary
Pain Chain®
Microsoft Dynamics Partner Academy
49
Role tailored
user experience
Order processing
and fulfillment Scalability Web portals
Alerts
Multi-language,
Multi-currency,
Multi-location
Flexibility to
change Web services
Integration
between finance,
SCM and CRM
Exception and
changes
Cost-effective
implementation
Intercompany
functionality
Main
Capabilities
of
Microsoft
Dynamics
ERPs
Pains
1 2 3 4
Summary
Low Productivity
People and
Processes
Unable to respond to
changing business
conditions
Difficulty in Managing
Organizational Growth
Difficulty in Connecting
Customers, Partners
and Employees
Analysis tools Data analysis
and reporting
Technology
roadmap
Drill-down
capabilities
4. Summary
Pain Chain®
A
50
Difficulty gaining
a clear picture of
demand
Meeting customer
demand for
products, pricing,
and services
Operating costs
out of control
Increasing
time-to-markets
demands
Lack of visibility to
control inventory
and costs
Enhancing
operational
efficiency
Poor on-time
Delivery and
Throughput
Managing a
complex
supply chain
Improve execution
with suppliers and
customers
Improving cost
management
Varying product,
quality, traceability
Leaner
manufacturing
Key Pain
By
Industry
Industry
1 2 3 4
Summary
Distribution Industrial Equipment
Manufacturing
Chemicals
Manufacturing
Automotive Supplier
Manufacturing
Upgrade growth
with improved
customer service
Improving
financial control
Failure to meet
compliance
standards
Production of
unauthorized parts
4. Summary
Pain Chain®
Managing and
reducing costs
Merchandising
requirements
Managing
dispersed or virtual
engagement teams
Competition from
other types
of retail stores
Aligning skills and
people with client
engagement
Increasingly
demanding
customers
5 6 Professional
Services
Specialty Retail
Gaining deep,
real-time insight
High levels of
staff turnover and
need to minimize
staff training
A
4. Summary
Recap: Keys of ERP Pain Chain®
1. Several Pain Chains® could seriously impact the customer, such as:
a.) Low productivity of people and processes.
b.) Unable to respond to changing business conditions.
c.) Difficulty in managing organizational growth.
d.) Difficulty in connecting customers, partners and employees.
2. In addition, each customer is different depending on the industry it’s in. Their key
pain are also different.
3. Microsoft can help customers realize the capabilities of their ERPs.
52
Microsoft Dynamics Partner Academy
Review Learning Objectives
• Understand the main Pain Chains® when selling an ERP solution, the impact
of each pain on decision-makers and the capabilities Microsoft Dynamics ERP
solutions bring to customers.
• Understand the main Pain Chains® (needs) for specific industries and how
Microsoft Dynamics ERP solutions help address them.
© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other
countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentations. Because Microsoft must respond
to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of
this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
53
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