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BAS 123: Getting Everyone on Board with Your Laserfiche Initiative Melissa Henley Director of Marketing Communications, Laserfiche
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Audience: You!
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Agenda
‣ Assessing and addressing the needs of internal and external stakeholders
‣ Building a value proposition for your project
‣ Creating and delivering a successful presentation
‣ Q&A
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Addressing Stakeholder Needs
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What’s the Problem?
‣ You can’t build your team, brainstorm solutions or crunch numbers unless your business need is crystal clear
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Who are the Key Players?
‣ Beneficiaries ‣ Subject-matter
experts ‣ Stakeholders
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Who’s Calling the Shots? ‣ Champion: Invested in
your initiative; will help you get to “yes”
‣ Decision-Maker: Risk-averse, accountable for results
‣ Influencers: Departments that have sway in the final decision
‣ Blocker: “No”
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What Do They Care About?
‣ Gather intelligence from above
‣ Consider your stakeholders’ track record
‣ Understand your organization’s priorities
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Building Your Case
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Clarify the Need
‣ Talk to beneficiaries ‣ Analyze processes ‣ Agree on what the
solution should accomplish
‣ Document!
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Build Your Team
‣ Finance ‣ Beneficiaries ‣ Someone who talks
with customers ‣ External experts
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Consider the Alternatives ‣ What would another
department do? ‣ What have other
customers done? ‣ What would Laserfiche
do? ‣ What happens if we do
nothing?
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Think Through the “How” ‣ What has to be done
first? ‣ Who will do it? ‣ Where will major costs
be incurred? ‣ How will roll out take
place? ‣ What training will be
required?
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Crunch the Numbers
‣ Start with the option you consider most viable
‣ Explore alternatives by adjusting the numbers
‣ Stick to two or three alternatives
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Costs ‣ Project Costs
• Project expenditures: Occur at the beginning - development, testing, training and deployment (incurred by department doing the work)
• Capital expenditures: check with Finance ‣ Operating Costs
• Personnel, office space, licensing fees, ongoing expenses (can be incurred by any department)
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Benefits
‣ Revenue • Money you generate through sales
‣ Productivity Savings • Can be related to product or overhead costs • Overtime, error reduction • Not usually personnel-related
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Calculate ROI Method Answers the
question … Expressed in …
Typically used for …
Breakeven Analysis
How many sales do we need to recoup the investment?
Units sold Market-focused projects, such as product development; entrepreneurial endeavors
Payback Period How long will it take to recoup the investment?
Months or years
Projects with a heavy upfront investment, such as facilities projects; productivity projects that accumulate benefits over time
Net Present Value (NPV)
How much is this project worth to the business?
Dollars Projects with large expenditures
Internal Rate of Return (IRR)
What rate of return will this project deliver over its lifecycle?
Percentage Projects that the company reports on externally, especially those that require you to borrow money
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Avoid Common Mistakes ‣ Failing to address the
company’s goals ‣ Ignoring other
perspectives ‣ Neglecting transition
costs and timing ‣ Glossing over risks ‣ Using too much jargon
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And Don’t Forget …
‣ Don’t be intimidated
‣ Take the time up front
‣ Make use of your resources
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Delivering a Successful Presentation
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Prepare Your Story
‣ Your document should stand on its own
‣ Slides should be clear and to the point
‣ Follow a standard format if there is one
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Structure Your Argument ‣ Opening slide ‣ Business need ‣ Project overview ‣ Schedule and team ‣ Impact ‣ Risk ‣ Financials ‣ Closing slide
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Know Your Audience
‣ Stakeholders are very busy
‣ Speak to what they care about
‣ Display ROI prominently
‣ Use bullet points!
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Business Need ‣ Problem
• Manual AP process has 15 steps • Loss of prepayment discounts costs $1.5 million/year
‣ Solution • Upgrade Laserfiche system
‣ Benefits • Invoice payment times drop from 41 days to 48 hours • Recoup investment in six months
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Test Your Pitch
‣ Getting buy-in from two people are critical: • Head of the department
that will lead the work • Head of the department
that will benefit the most ‣ Meet with other
stakeholders in advance
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Make Your Presentation
‣ Start with the need ‣ Be brief ‣ Be personal ‣ Highlight your experts ‣ End on a positive note
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Address Objections Calmly
‣ “This is too good to be true.”
‣ “But you haven’t thought of …”
‣ “We’ll never get that done!”
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Get a Decision
‣ “Yes, let’s move ahead.” ‣ “We can’t make a decision
yet.” ‣ “No, the project isn’t a
priority.” ‣ Give them help: put a time
frame on your project
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And Remember …
“Good luck is a residue of preparation.”
Jack Youngblood
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Resources: This Month in the HBR
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Resources: Laserfiche ECM Blog
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Resources: ECM Buyer’s Kit
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Thank you!