Be a deal maker, not a deal breaker

II) Could you create a negotiation based on your company assets?

I was told to build an offer of a Cloud-based ERP with a generic purpose. The vision was to have an ERP public offer with “no more than 3 price options… Vanilla, Triple flavor, or Complete.”

Context:

• We have clients in the Government sector and few experience in the private sector with limitations,
• Our implementation project time was above 12 months,
• We had no experience in the cloud at all (product or service level)

I made the research, and my analysis was a “deal breaker” because we need to:

• generate capabilities we do not have yet (deploy into the cloud, cloud services, and maintenance)
• simplify our implementation time by creating artifacts to reduce it
• add modules and functionality to the product.
• create a different marketing and sales strategy (aiming to have more customers in less time).

Traditionally the ERPs were offered with the price structure as follows: perpetual license, implementation services, maintenance, and support services.

So instead of a "Cloud ERP with three fixed price types" offer, the “deal maker” was to work in a subscription model deploying the ERP into one of the existing and well-known cloud providers.

So here is my learning: Do not forget leadership interest and use the genuine capabilities your company has to search for alternatives.

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