selling windchill to small manufacturers channel sales
TRANSCRIPT
Selling Windchill to Small Manufacturers
Channel Sales
2
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Course Instructions
How to successfully complete this course
3
Course Objectives
Selling Windchill to Small Manufacturers Understand Product Development Challenges for Small
Manufacturers
Effectively apply the sales process and tools in the sales campaign
– 7 Step Channel Sales Process – PTCs Product Development System– PDS Adoption Roadmap
Identify opportunities, plan and execute a PLM sales campaign for small manufacturers
4
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges for Small Manufacturers
Sales Process & Tools for a Small Manufacturer Campaign
Executing a PLM Sales Campaign for Small Manufacturers
5
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges for Small Manufacturers
Sales Process & Tools for a Small Manufacturer Campaign
Executing a PLM Sales Campaign for Small Manufacturers
6
Product complexity is increasing in terms of variety, technology and functionality– Requires more innovation
Markets are more dynamic– Must expand the number of products while still maintaining high-quality
Relentless cost and competitive pressures
Extended supply chain involves more companies and numerous time zones– Need to coordinate global, cross-functional teams – Must comply with corporate standards and multiple regulatory bodies
Resulting in collection of point solutions and fragmented IT architecture
Growing Customer Challenges Lead to Growing Investment and Priority for PLM
Today
Distributed
100s of products
1000s of parts
Dynamic technology
Time to market = Months
Time within market = Months
Heavy cost pressures
Many government regulations
Before
Local
1 product
50 parts
Stable technology
Time to market = Years
Time within market = Years
Moderate cost pressures
7
SMB Customer Segmentation
Smaller Manufacturers face many of the same challenges that larger companies face, difference is in nature and scope of problem
Medium
Small
• CAD Data Management• Release Management• Simplified Change
Management
• All relevant Product Development Processes
• Global Product Development• Integrations• Industry Vertical Focus
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Small Manufacturers– 5 – 10 core Engineering users, 5 – 10
extended Product Development team members
– 1 to many products of average design complexity
– Average yearly transaction size is 25 – 50K net to PTC
– Includes install base and new name customers
Mid-Market Manufacturers– Minimum 10+ core Engineering users, 15
–25+ extended Product Development team members
– 1 to many products with complex design, involving more changes and distributed team
– Average yearly transaction size of 100K+ net to PTC
– Includes install base and new name customers
SMB Customer Segmentation Profiles
Profile Comparison
9
Today’s Reality Prevents Process Improvement
© 2010 PTC
LocalCAD Vault
OtherEngineers
CAD Vault
MarketingMarketing
OvernightDelivery
ERP
DesignPartnerDesignPartner
CustomersCustomers
CAD
CAD
Engineer
Fly to remotelocation
Convert data for non-technical audience
Courier
Create new Inventory Item
Manage Change
reuse designs
Locate Existing Designs
Share and Review Design
Iterations
Manage Manufacturing
Feedback
Constantly Assess Change impact
Deal with Sourcing Requirements
Access Field for Input
Meet Market Requirements
SuppliersSuppliers
DistributedManufacturing
DistributedManufacturing
CAD
ProcurementProcurement
ServiceService
SalesSales
Prototypes
OvernightDelivery
ManufacturingManufacturing
10© 2010 PTC
Addressing Today’s Product Development Challenges
How things work together is becoming more important thanhow they work independently!
Products+
Capabilities
System+
Process
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1. Where is your product data stored?
2. How do you share data with groups outside your company (suppliers, customers, partners)?
3. How do you coordinate Change activities for your extended product team?
4. How do you manage your New Product Introduction and Release process?
Engage the Small Customers in a PLM Discussion
If You Could Ask Only 4 Questions To Any Prospect….
© 2010 PTC
And How Well Is It Working?
LAN Network Drive
FTP Server
Paper
Semi-electronic
Paper-Based Change Processes
12
3 Evils – The Big Culprits Preventing Efficiency Gains
© 2010 PTC
LAN Network Drive
FTP Server
Paper
Semi-electronic
Paper-Based Change Processes
13
Network Drive for Data Management - Limitations
Limited to local team– No access for teams at other sites (or partners, customers)– No role-based access control to prevent unauthorized modification /
deletion– No concurrent activities (check-in/ out) support
Lack of consistent data control– No revision / lifecycle control– Limited search, duplication– Compliance documentation
No understanding of complex data– No CAD integration / data structures / BOM transfer / configuration /
visualization – No relating multiple data types (requirements, marketing, images,
procurement, CAD)
No workflow based upon revision / lifecycle changes– Subscription / notification
© 2010 PTC
LAN Network Drive
Detail
14
FTP Server for Communication / Collaboration - Limitations
Unsecure and disconnected from master record– No selective project and/or role-based access – No project / item history or lifecycle management– Not linked to teams or activities– Communication back is not supported (notification)
Not user friendly– UNIX/MS-DOS line commands or poor graphical interface– Downloading correct document and version– Doesn’t understand complex information relationships or CAD
integrations
Requires IT skills to setup / maintain correctly– Difficult to setup encryption / proxy servers to cross firewall
boundaries– Less efficient than HTTP for exchanging files– No 24 x 7 x 365 uptime support and/or backup– Vulnerable to hacking / denial of service attacks
© 2010 PTC
FTP Server
Detail
15
Adhoc Paper-based Processes for Change Management - Limitations
Not linked to master data location(s)– Understanding impact (where used)– In-process change notification– Prior change history– Rolling up multiple problem reports
Difficult to coordinate activities– Assigning to-dos and tracking delivery dates– Signoff visibility on proposed changes– Change notification– Tracking current status
Inconsistent process support– Bypassing processes completely (lack compliance)– Different steps based upon impact size (simple or high)– Automating handoffs between teams / roles and notification to
impacted parties
No visibility into macro-process health
© 2010 PTC
Paper
Semi-electronic
Adhoc Processes
Detail
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Lots Of Pain = Opportunities To Improve The Process
– Not enough time– Wasted time finding information for yourself
and others– Responding to changing customer
requirements (ECO, ECN)– Managing changing data– Coordinating work and data with internal and
external partners
– Customer/competitive pressure for lower prices and faster delivery
– Responding to BOM changes– Expediting production to meet deadlines– Communicating information with suppliers and
outsourced manufacturing– Hand off from design to production– Meeting quality and compliance goals
© 2010 PTC
Engineering Operations & Manufacturing
70% of product cost defined here
Greatest opportunity for innovation
Largest amount of complex data generated and shared
Off shore manufacturing is an opportunity and a competitive threat
Cost impact: scrap, rework, expedited shipping, overtime, allocated overhead, delaying other project schedules
17
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges for Small Manufacturers
Sales Process & Tools for a Small Manufacturer Campaign
Executing a PLM Sales Campaign for Small Manufacturers
18
1. No master Bill of Materials.
2. Incomplete Product Information
3. Quotation Process Time Consuming
Multiple Databases
Search and Reuse of existing Engineering Assets
No Engineering Change Process
No Visibility of Engineering Change
Engineering Value locked into Engineering Department
No method for checking Project Status / Cost
No way of identifying Project Priorities
Identify, Plan & Initiate a Campaign
Selling Windchill Requires More Discipline In the Sales Process
Identify, Plan, Initiate a Campaign:1. Identify a Prospect
1. Research
2. Why would prospect Invest in PLM?
3. Executive Level Prospecting
2. Plan your Meeting
1. Lead an Effective Meeting: Objective and Agenda
2. Deliver VAR Corporate Overview (Value)
3. Identify Pain and Opportunities
3. Initiate a Campaign
1. Lead an Effective Meeting
2. Define Next Steps
“MAP” Recommended Activities:1. Executive Presentation
2. Define Decision Criteria / Requirements
3. PDP Assessment
4. Product Demonstration/ Technology Validation
5. Reference Call
6. Create / Present ROI
7. Corporate Visit / Virtual Corporate Visit
8. Present Proposal
9. Paperwork Submission & Review
10. Implementation Plan
11. Procurement
12. Adoption Management
Step 2
Step 3
Step 4
Step 5
Step 6
Step 7
Gain commitment to a Mutually Agreed Upon Plan (MAP) & a PDP Assessment (PDPA)
Execute a PDP Assessment
Establish a competitive strategy
Deliver PDP Assessment results
Negotiate terms and close
Implement
M.
E.
D.
D.
I.
C.
Step 1
19
Step 7Implement
Step 6Negotiate & Close
Step 5Gain Customer Commitment
Step 4Establish a competitive
Strategy
Step 3Drive a Compelling
Event
Step 2Create a Value
Proposition
Step 1Identify Initiatives
People Small Manufacturers
Sales Rep
Application Engineer
Services Business Development Manager
SME
Step 1Identify, Plan &
Initiate a Campaign
Step 2Gain
commitment to a MAP and
a PDPA
Step 3Execute a PDP Assessment
(PDPA)
Step 4Establish a Competitive
Strategy
Step 5Deliver PDPA
Results
Step 6Negotiate Terms and
Close
Step 7Implement
Sales Rep (Quarterback / Captain)
Application Engineer
Services Business Development Manager
Project Mgr
Consultant
CBDM
20
Step 7Implement
Step 6Negotiate & Close
Step 5Gain Customer Commitment
Step 4Establish a competitive
Strategy
Step 3Drive a Compelling
Event
Step 2Create a Value
Proposition
Step 1Identify Initiatives
Process and ToolsSmall Manufacturers
PDP Assessment (PDPA)
Virtual Corporate Visit
Requirements (Lockout) Document
Services Proposal
Front End Demo
Customer Reference
Basho Prosp’
SOW Deploy
Software Proposal
3 – 6 months to complete
PDPA Results
Step 1Identify, Plan &
Initiate a Campaign
Step 2Gain
commitment to a MAP and
a PDPA
Step 3Execute a PDP Assessment
(PDPA)
Step 4Establish a Competitive
Strategy
Step 5Deliver PDPA
Results
Step 6Negotiate Terms and
Close
Step 7Implement
Sales Rep
Application Engineer
Services Business Development Manager
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Assessing Product Development EnvironmentPTC Product Development Process Assessment (PDPA)
1-2 day effort for assessment and results delivery
© 2010 PTC
Discuss “AsIs” Process and Challenges
Interviews
PDPA Questionnaire
Product DevelopmentChallenges
Benefits
SolutionPDPA
PTC Process Landscape
Process Maturity
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Aligning Corporate Goals and Product Development
PTC Value Roadmap: Typical value opportunities and business initiatives for Small Manufacturers
© 2010 PTC
Value Opportunities Grow Market Share with Customer
Focused Products Improve Ability to Fulfill Demand Lower Product Cost Lower Lifecycle Cost
Business Initiatives o Standardize product development processeso Improve product and lifecycle cost managemento Improve internal engineering collaboration/concurrent
engineeringo Improve cross-discipline collaboration (ECAD, MCAD, and
software design)o Improve collaboration with distributed design partners (global
product development)o Increase design reuseo Reduce physical prototype expense and timeo Design for manufacturabilityo Reduce number of late engineering changeso Reduce production scrap and re-worko Optimize multi-CAD environment
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Product Development Processes
© 2010 PTC
DesignPlan Concept Support ProductionOrganization Validate
Requirements Capture and Management
Proposal Response
Manufacturing Outsourcing
Tooling Design and Manufacture
Manufacturing Process Management
Regulatory Compliance
Portfolio Management
Quality & Reliability Management
Change and Configuration Management
Program Management
Project Management
Concept Development
System Design
Detailed Design
Verification and Validation
Design Outsourcing
Variant Design & Generation
Component and Supplier Management
Early Sourcing
Product Support Analysis & Planning
Technical Information Creation & Delivery
Performance Analysis & Feedback
Environmental Performance Management
PRODUCT DEVELOPMENT LIFECYCLE
Engineering
Management
Sales & Marketing
Sourcing
Manufacturing
Service
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Product Development Processes – Prioritized
© 2010 PTC
DesignConcept Support ProductionOrganization
Requirements Capture and Management
Proposal Response
Manufacturing Outsourcing
Tooling Design and Manufacture
Regulatory Compliance
Portfolio Management
Quality & Reliability Management
Program Management
Project Management
System Design
Variant Design & Generation
Component and Supplier Management
Product Support Analysis & Planning
Technical Information Creation & Delivery
Performance Analysis & Feedback
Environmental Performance Management
PRODUCT DEVELOPMENT LIFECYCLE
Sales & Marketing
Sourcing
Service
Plan
Concept Development
Engineering
Management
Validate
Manufacturing
Best PracticesBest Practices
Standardized, Automated Change Process
Integrated, Cross-Discipline Change Management
Partner Change Integration
ECAD-MCAD Collaboration
Work Practice Standardization
Large MCAD Assembly Management
Efficient Design Review
Standardized Engineering Calculations
Best PracticesBest Practices
Distributed Collaboration
Top Down Design
Associative 3D Part Modeling
Associative Drawings
MCAD Data Management
Integrated Cross-Discipline BOMBest PracticesBest Practices
IP Protection Support
Work Practice Standardization
Partner Change Integration
Best PracticesBest Practices
Associative EBOM/MBOM
Automated Release-to-Production
Integral Engineering to Manufacturing Change Management
Design Outsourcing
Change and Configuration Management
Detailed Design
Manufacturing Process Management
25
SolidWorks – Enterprise PDM, PDMWorks
Siemens – Teamcenter, Teamcenter Express
Oracle – Agile PLM
Competition
Leverage the PTC Competitive Wiki
26
Small Manufacturers– ‘Sell through’ sales model supported by
Primary CBDM– Follows Channel 7 Step sales process– Focus is on Detailed Design, Design
Collaboration and Simple Change Management processes and capabilities
– Prefers configurable solution with predefined process templates they can adopt quickly
– Lacks IT support structure and prefers OOTB stable solution
– Adhoc to semi automated Product Development process maturity
Mid-Market Manufacturers– ‘Sell with’ sales model supported by Inner
Circle / Mid-Market Enterprise CBDM– Follows Enterprise Sales approach based
on Channel 7 Step or ChESS sales process
– Complete PDS foot print is of interest to these customers, PD processes vary based on the industry vertical
– Prefers configurable solution that can be personalized to meet their business practices
– Might have IT staff on board to support PLM deployment
– Semi automated to integrated in PD process maturity
SMB Sales Process & Tools Summary
PLM Solution Preference Comparison
27
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges for Small Manufacturers
Sales Process & Tools for a Small Manufacturer Campaign
Executing a PLM Sales Campaign for Small Manufacturers
28
Windchill Sales Campaigns – 2 Types
Focus on the customer
- No DM Solution - With Pro/INTRALINK- With ProductPoint- With PDMLink- 3rd Party DM
- Green Field
- Competitive CAD- Competitive PDM- ERP extending to PLM
- No DM Solution - With Pro/INTRALINK- With PDMLink- 3rd Party PLM
- Green Field- Competitive CAD- Competitive PLM- ERP extending to PLM
Sm
all
Med
ium
Install Base New Name Competition
VRM- Business Initiatives- Business Process
Tools to Use (PDPA,…)Vertical messagingCapabilities to highlight
Sales process to followResources required Typical proposal, products sold
29
Prospecting– Simplified – Quick, Easy, Affordable– Scalable solution, designed for SMB– Basic terminology – Focus on solving key pain points, not pushing
product– Not over leading with PLM
Solution Selling / Differentiating– Product Development System (PDS)– End to end Process centric approach– Capability footprint– Clean architecture (Integral, Internet ,
Interoperable)– Easy to get started
Messaging For Different Portions Of The Sales Process
© 2010 PTC
Target Audience• Engineering VP• Engineering Director / Manager• Manufacturing VP
30
Common High Level Capability Requirements
Small Manufacturers
© 2010 PTC
1. Product Data Vault Revision / Lifecycle Control xCAD (parts, assys, etc) Document Management Application Independent Access
3. Collaborative Product Development Virtual Design Teams External Partners (Design & Mfg) Engineering Project Teams Quality Compliance
4. Integration with MRP / ERP Simple product release process Change Activity Common BOM Driving Operations
Company-wide
2. Change Management Change Visibility / Notification Documents, Drawings, BOM Problem Reports, ECRs, ECNs Metrics and Audit Trail
31
ONE SOLUTION: PTC’s Product Development System
© 2010 PTC
CreoMathcad
Windchill
Best Products+
Best Integration
Only No Compromise
System
Creo View
Report
32
OOTB capability footprint for workgroup, enterprise, and extended enterprise
Integral architecture
ONE SOLUTION: PTC’s Product Development System
One underlying architecture
High / distributed performance
Secure & open Interoperable
VisualizationDistributedCollaboration
Heterogeneous CAD Data Mgmt
Change & Config. Mgmt
Complete BOM Management
Document Mgmt
Workflow
© 2011 PTC
EnterpriseInteroperability
33Forward looking information is subject to change.
Scalable Solution: PTC’s Product Development System
DistributedCollaboration
VisualizationChange & Config. Mgmt
Workflow
Social Product Development
MCAD Data Mgmt
Complete BOM Management
Windchill
Product Lifecycle
Management
Document Management
ECAD DataManagement
EnterpriseInteroperability
Business Reporting
ProductAnalytics
Quality, Risk & Reliability Mgt.
Component Management
DigitalMockup
Supplier Management
Manufacturing Process Mgt.
FinancialsSCMMRP
Engineering Calculations
Program Portfolio Mgt.
EmbeddedSoftware Mgt.
Requirements Management
ECAD
ServiceInformation
SystemModeling
Test Management
ERP
Basic ConfigurationCreo
34
Secure product information control– Vaulting / revision control
• Requirements, CAD models, marketing plans, process plans, PDF etc.
– Web-based – secure access from anywhere– Document Management and powerful search– Basic change management– Product structure management– Visually-driven configuration management
Enterprise-wide access to product information– Embedded visualization– Direct integrations to all major CAD systems– Direct integration with Microsoft Office applications
Optional Change Management Template – Change management - optional industry best practice
workflow-driven closed-loop change process
Windchill PDMLinkControl product information across the enterprise value chain
© 2010 PTC
GETCONTROL
35
Secure online project collaboration spaces – design reviews, cross-enterprise, suppliers, customers, etc.
– Create projects, manage users and invite with standard emails
– Global projects with role-specific access through a standard Web browser
Access to product information– Embedded visualization– Direct integrations to all major CAD systems– Direct integration with Microsoft Office applications
Project management and execution– Project plans to manage user activities, milestones,
and project status– Bi-directional integration with Microsoft Project
Optional Process Templates– New Product Intro (PACE / Stage-Gate)– Six Sigma– APQP
Windchill ProjectLinkSecure collaboration and project management
© 2010 PTC
GETGLOBAL
36
Modular, Low Risk PDS Adoption Steps
© 2010 PTC
Timeline
DigitalCreation
Product DataVaulting
ChangeManagement
ConfigurationManagement
Communication/ Collaboration
ProjectManagement& Execution
Release toManufacturing
Windchill PDMLink
Windchill ProjectLink
37
Green field CAD Data Management implementation
Pro/INTRALINK 3.x migration to PDMLink 10.0
ProductPoint 1.1 migration to PDMLink 10.0
PDMLink 8.0 to PDMLink 10.0 Upgrade
PDS foot print expansion – 3rd Party CAD Data Management – ECAD Integration – Engineering Change Management– ERP Integration – Design Collaboration with external partners
Small Manufacturer Engagement Types
Services Viewpoint
© 2010 PTC
38
Software – Windchill PDMLink PDS Solution– Windchill ProjectLink PDS Solution– Oracle, MSFT SQL Database
Maintenance– PDS Solution – Database solution
Services– To deploy Implementation– Process and Technology Adoption Consulting Services– To educate the users Education – To manage the system On going maintenance
Hardware– Windchill Server, Database server, CAD Worker, Replication Server – Network, WAN Accelerator , Virtualization
Components of Windchill Sale
Cost of ownership includes more than just software.
© 2010 PTC
39
All SMB Customers Face Product Development Challenges
Here are a few who have solved those challenges with Windchill.
© 2010 PTC
40
Remember items as part of the SMB PLM Sales 4-3-2-1
4 Questions To Ask
3 As-Is Evils
2 Types of Campaigns
1 Expandable Solution for SMBs
Follow the 7 Step Channel Sales process
Don’t lead with product – focus on solving pain points
Know what type of campaign you’re running
Leverage the marketing resources
Leverage the broader channel ecosystem
First step for customers is often to get control over the product data created
Data backbone will lead to future sales synergies
Lock out the competition
Summary
Selling Windchill to Small Manufacturers
© 2010 PTC
Medium
Small
41
Course Objectives
Selling Windchill to Small Manufacturers Understand Product Development Challenges for Small
Manufacturers
Effectively apply the sales process and tools in the sales campaign
– 7 Step Channel Sales Process – PTCs Product Development System– PDS Adoption Roadmap
Identify opportunities, plan and execute a PLM sales campaign for small manufacturers
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