| Making technology decisions that deliver business improvement has never been more critical. This blog will discuss issues and share best practices on issues like: lease, buy or build; software integration; ROI and TCO analysis. |
| Making technology decisions that deliver business improvement has never been more critical. This blog will discuss issues and share best practices on issues like: lease, buy or build; software integration; ROI and TCO analysis. |
Filed under: Uncategorized Dave Lutz @ 7:00 am on 12/12/07
Thank you for attending IAEE’s first eMERGE Conference. It was a great success!
We’ve prepared a scaled down version of the powerpoint that includes Shawn Pierce’s data building blocks and data flow maps, Stephen Graham’s data views from an association business perspective and Dave Lutz’s decision matrix, ROI and TCO calculators for the technology decision process. Click this link to download the PDF. Session handout
Filed under: Supplier review Dave Lutz @ 7:27 am on 30/11/07
When making a major technology investment or deciding to go with a new provider, the best decisions are made after involving multiple stakeholders and including good business evaluation methodology. Make sure that your evaluation and decision process includes all of these elements:
Politics – Software and service companies know the importance of C-Level selling. On one hand, most C-Level folks get the big picture and will rarely pick a solution solely on price. On the other hand, they may lean towards one vendor or another due to a personal relationship, perception of their leadership team, or to keep up with a competitor because that show or organization uses that solution. C-Level votes in many organizations count more than the vote of the rank and file. Decisions made on that basis rarely succeed.
People – If you are making a technology decision that affects many, definitely get those areas involved in the process. It’s important to not only have the buy-in and support for the overall decision and implementation, but to also look for opportunity to improve and streamline business processes.
Functionality – You need to have a good match, but be careful giving high marks for functionality that doesn’t matter. One vendor may have 40 canned reports and another has 80. Both have adhoc report writing capabilities. Without seeing the solution, my guess is the streamlined company offering 40 may have better focus or ease of use. Who knows?
Technology – You want to have a system that is stable and can communicate with your other systems. Will you easily be able to apply future upgrades? Do you have a solution that will grow with your organization? Do you have the infrastructure to support it?
If your able to commit time and resources to doing each of the above well, you’ll rarely make a poor buying decision.
Filed under: Uncategorized Dave Lutz @ 9:02 am on 27/11/07
Many of us are working hard to ensure that the IAEE eMERGE conference is a success…even worth missing the IAEE golf tourney. We wanted to set a good example and use web 2.0 tools to maximize your experience. The opening panel is coming together nicely. We got together (Stephen Graham (SPE), Shawn Pierce (Hanley Wood), Stephen Nold (Advon) and me) and made a little video that is sure to give you a taste of what you’ll see first hand at the opening session in Vegas on December 10th.
We hope you enjoy it. Click here!
Filed under: ROI, Uncategorized Dave Lutz @ 6:36 am on 22/11/07
Developing an ROI analysis before making a final decision on a major software purchase is a very sound business practice. At it’s core, most technology should improve efficiency, reduce costs, improve decision making and make it easier to do business with you. Quantifying how much and how quick these improvements will be realized is easier said than done. A good ROI analysis should have these attributes:
Basic ROI Formula – Perform the calculation below for each of the 1st 3 years.
(ROI) % = total benefits – cost to implement X 100
There is no magic ROI number that you should be shooting for (although positive ROI percentages are desired). Doing the ROI calculation is more a matter of having a clear understanding of costs vs. benefit to help make the best business decision. It provides a measuring stick to later benchmark if your assumptions were realized.
Filed under: Uncategorized Dave Lutz @ 8:36 am on 13/11/07
During the opening session of the eMERGE conference, we’ll be utilizing an Audience Response System provided by our friends and IAEE sponsor, Get Feedback. I get the privilege to pen the questions to ask you and your peers.
Do you want to know how many in attendance are using social networking or are thinking about implementing it? How about RFID? I’ve got a bunch of ideas from my fellow panelists… Shawn Pierce, Stephen Graham and Stephen Nold, but our opinions matter less than those of you sitting in the audience. Let us hear what you want to learn or have discussed in the opening session and we’ll be sure to make you glad that you didn’t register for the IAEE Golf Tournament.
Filed under: Software Integration Dave Lutz @ 7:07 am on 11/11/07
Here’s 10 filters that may be sure signs that you’re going to have a challenge with integrating data between two or more systems. “Challenge” in this context means time or cost to complete/maintain. Nearly all integrations are doable if you are able to throw good people with lots of time and money at them.
1. Your system does not have a simple import/export tool.
2. You are not able to write ad hoc reports.
3. System integration is accomplished through passing of excel, .csv or .dbf files.
4. The software does not boast its web services or API (Application Product Interface) capabilities.
5. You refer to your current software with the word “legacy”.
6. You spec out an initial data interface that is two way instead of one.
7. There are no available references for similar projects completed.
8. There is no plan for data cleansing prior to initial integration.
9. You ask for “data definitions” and they are not quickly produced.
10. There is poor data validation on the front end resulting in GIGO – Garbage In – Garbage Out.
If you see or hear any of the triggers above, get out your check book and double the estimated delivery time or start making plans for a solution that will support your business moving forward vs. a band-aid solution.
Filed under: Uncategorized Dave Lutz @ 6:15 am on 06/11/07
Many organizations are running fast and furious to stay ahead of the technology curve. For most, shows and events compliment their core business of member services or widget making/distribution. Although events may not be the “core business”, they often are cash cows that are best supported by a robust and constantly changing web presence. Many organizations are responding by developing one website strategy for their core business and another for their events.
The best way to think of event websites is that they are “Microsites”. Wikipedia offers the following definition (somewhat shortened) –
A microsite, is an Internet web design term referring to an individual web page or cluster of pages which are meant to function as an auxiliary supplement to a primary website. The microsite’s main landing page most likely has its own URL.
Such sites may be linked in to a main site or not or taken completely off a site’s server when the site is used for a temporary purpose. The main distinction of a microsite versus its parent site is its purpose and specific cohesiveness as compared to the microsite’s broader overall parent website.
Microsites used for editorial purposes may be a page or group of pages that, for example, might contain information about a holiday, an event or similar item which gives more detailed information than a site’s general content area may provide. A community organization may have its main site with all of the organization’s basic information, but create a separate, temporary microsite to inform about a particular activity, event or similar.
For event organizers, their event Microsite strategy may include user generated content:
• Exhibitors – Latest floor plan, exhibitor list, company description, virtual booth
• Speakers – Updated abstracts or session description, speaker bios/pics, handouts
• Attendees – blog participation, matchmaking, session selection
When working on your web strategy, make sure that your team views events and the needs for quick turn-around somewhat differently than your core business web strategy.
Filed under: Supplier review, Outsourcing Dave Lutz @ 7:06 am on 06/11/07
We could create a long list of possible selection criteria for acquiring a new technology or outsourcing relationship. Before you really take a look under the hood or even consider test driving the product or relationship, here’s a few higher level qualifiers that may help limit your playing field.
1. Stability of the Company – Most software solutions or outsource relationships deliver the greatest ROI when you are able to use them for at least three consecutive show cycles. It would be a CLM (Career Limiting Move) to pick a partner that goes out of business right before your big show. Look for years in business, a strong customer list, # of employees, and longevity of the leadership team for indicators of stability.
2. Been there, done that, got the T-shirt - Be cautious with start up companies or organizations that are learning from you. Make sure that the vendors that you consider have a proven track record of providing similar services or solutions to those with similar needs to your own. Ask for examples, testimonials and case studies.
3. Fits good, with minimal alterations – If the majority of your requirements need to be met through customization vs. configuration, you are likely in for a lengthy implementation. Ask for a demonstration to understand how configurable a software system is.
4. Not their 1st Rodeo – When it comes to selecting software or an outsourcing partner, it’s rarely worth the risk to be on the “bleeding edge”. Limit your risk by either being a “fast follower” or by proving the concept on a smaller show. Mature technologies and companies have often tweaked their technology to handle many different business requirements and rarely deal in “Vaporware”.
5. Plays well in the Sandbox – Make sure you have a good understanding of import/export capability as well as examples of successful integration with other systems or vendors. Passing data between systems and maximizing the value of that data is rising in importance.
Are there any other things that you like to evaluate to initially limit the playing field?
Filed under: Supplier review, Negotiation, Outsourcing Dave Lutz @ 11:46 am on 06/11/07
With roots in the supplier side of our business, I have great respect for a well thought out and executed RFP process for choosing a technology vendor or outsource partner. What used to really get under my skin though was investing considerable sales resources reviewing, responding and presenting to learn that you were one of 10 suppliers that is being considered. When there are that many solutions under consideration, decisions are often made on price or features vs. the value that each provider may bring to the table.
Another tactic that was considered a “bad practice” was when a show organizer would initiate the RFP process when they knew they were going to stick with their incumbent. Whether their organization required they go out to bid every so often or they wanted to create negotiating leverage, it still is bad form.
I’d encourage show organizers that have more than three partners or solutions to consider to first do a Request For Information (RFI). In this process you do some initial due diligence to come up with your A list of players that best meet your needs and then blaze down the RFP trail.
For organizations that are happy with their current supplier, but need to keep them honest, be honest with the other vendors. Tell them that they are going to need to blow your socks off to win their business and that you are required to get three bids. At least they’ll know where they stand and can react accordingly.
Filed under: Negotiation Dave Lutz @ 4:22 am on 06/11/07
I tripped across an article today that I thought some folks (show organizers) may enjoy.
The article gives some hard core negotiating tactics that may help you save a few bucks here and there.
Although the Penny Pincher’s recommendations sound a bit “un-partner like”, his advice on negotiating tactics will likely work with many suppliers. Read the article and post your opinions on the Pincher’s recommendations. Show Organizers - do you have other negotiating tactics that have worked in the past for you? Suppliers– what do you think of the Penny Pincher’s recommendations?
