Bill Gross gave a presentation at a TED meeting about why startup companies succeed…
In this presentation, he points out that timing is the biggest factor. So, how does this apply to companies purchasing and implementing PLM?
25 years ago when I first got into EDMS [engineering document management systems], it was a disruptive technology. EDMS was the precursor to PLM [product lifecycle management]. I am sure that I spent 75% or more of my time just educating the prospect base.
Often, the prospect had thousands of drawings to manage. They were mostly paper [CAD was just getting going]. They needed to know which drawing was the latest released. They had a cumbersome paper based engineering control system. They needed to be able to send an accurate packet of information to manufacturing [throw it over the wall]. Often, they encountered expensive errors.
My sales were a result of timing – being at the right place at the right time.
The cost of managing the information was greater than the cost of the software including implementation costs.
The complexity of managing all of this information was painful enough that many folks were complaining.
The user community leaned toward being receptive to a software solution.
Even if all 3 of these conditions existed, the company needed an internal champion. This person would guide them through the coming changes. They became the internal sales people for the solution: They would sell management on the benefits to the company and they would show the workers that using this software would make life better for them as well.
I got the sale at the moment when all of these came together [right place at the right time].
Interestingly enough, here we are in 2017 and not all manufacturers have PLM software. In the past, PLM software was very expensive. Today, it is far less expensive. However, the same conditions still exist – companies still need to be able to justify the costs, the effort and the timing must be right.
Contact me to discuss your thoughts…