The VAR could have been assigned by the vendor, and the VAR might not be the best choice. The vendors have a methodology for assigning leads to their partners/VARs that is not well-understood. You could be getting the next VAR on a list. As soon as a VAR is assigned, the vendors are reluctant to introduce another VAR, as it can lead to VARs competing with each other for the same prospect. So do some pre-screening of the VAR. Better yet, get the VAR's name from somebody you know.
Issue a Request for Proposal (RFP)
An RFP is a good tool to communicate your requirements uniformly to vendors and to create a short list of vendors. Ask vendors to answer questions related to cost, technology, customer base, developer and implementer qualifications, and similar customers. Have the vendors respond to each requirement with a number like "7" in current release and quoted in estimate, "6" in current release, "5" obtainable in 6 months, "4" minor modification or workaround, "3" third party, "2" obtainable in a year, "1" main modification or workaround, "0" not available. By extending the priority of each requirement times the vendor response, and then summing the results, you get a score which will provide you with an indication of closeness of fit for each vendor.
Attend demonstrations
The vendors ought to now know your Critical Success Factors and key requirements, and ought to be given an agenda to ensure that time is allocated correctly. You need to attend no much more than 4 demonstrations, and limit the time to 2-3 hours. Ask each attendee to identify main strengths and weaknesses, as well as score (-10 to +10) how nicely they did for each topic on the agenda as well as indicate its importance (1 to 10).
Call references
You'll be amazed at how a lot you learn and how small some of the vendors know their clients. Have a checklist of questions to ask such as our checklist that can be obtained by clicking here. Tell the reference a bit about yourself prior to asking any questions to ensure that they have a level of comfort with you.
Prove that the system will work for you
Prepare a script that contains sample transactions that ought to be processed via the entire program. The script is really a day within the life at your company will contain probably the most essential company processes with sample documents and reports. You could ask 1-2 vendors to prepare a proof of concept. This is a time consuming task for the vendors in addition to for you in attending the demonstration. But you are only focusing on the vendors most likely able to win your business.
Negotiate the price and the contract
It's a buyer's market. You will get a minimum of 10% off the very first quote. Many of the vendors provide competitive pricing when they know they could lose to a competitor who could offer a reasonable solution at lower a price.
Know the Total Cost of Ownership (TCO)
You should understand all of the costs including license fees, implementation, support, hardware, networks and communications before making a choice. There ought to be no surprises later. Click here for more about TCO.
Do a Boardroom Pilot
You need to work with the system to understand the many options.
Issue a Request for Proposal (RFP)
An RFP is a good tool to communicate your requirements uniformly to vendors and to create a short list of vendors. Ask vendors to answer questions related to cost, technology, customer base, developer and implementer qualifications, and similar customers. Have the vendors respond to each requirement with a number like "7" in current release and quoted in estimate, "6" in current release, "5" obtainable in 6 months, "4" minor modification or workaround, "3" third party, "2" obtainable in a year, "1" main modification or workaround, "0" not available. By extending the priority of each requirement times the vendor response, and then summing the results, you get a score which will provide you with an indication of closeness of fit for each vendor.
Attend demonstrations
The vendors ought to now know your Critical Success Factors and key requirements, and ought to be given an agenda to ensure that time is allocated correctly. You need to attend no much more than 4 demonstrations, and limit the time to 2-3 hours. Ask each attendee to identify main strengths and weaknesses, as well as score (-10 to +10) how nicely they did for each topic on the agenda as well as indicate its importance (1 to 10).
Call references
You'll be amazed at how a lot you learn and how small some of the vendors know their clients. Have a checklist of questions to ask such as our checklist that can be obtained by clicking here. Tell the reference a bit about yourself prior to asking any questions to ensure that they have a level of comfort with you.
Prove that the system will work for you
Prepare a script that contains sample transactions that ought to be processed via the entire program. The script is really a day within the life at your company will contain probably the most essential company processes with sample documents and reports. You could ask 1-2 vendors to prepare a proof of concept. This is a time consuming task for the vendors in addition to for you in attending the demonstration. But you are only focusing on the vendors most likely able to win your business.
Negotiate the price and the contract
It's a buyer's market. You will get a minimum of 10% off the very first quote. Many of the vendors provide competitive pricing when they know they could lose to a competitor who could offer a reasonable solution at lower a price.
Know the Total Cost of Ownership (TCO)
You should understand all of the costs including license fees, implementation, support, hardware, networks and communications before making a choice. There ought to be no surprises later. Click here for more about TCO.
Do a Boardroom Pilot
You need to work with the system to understand the many options.