In a previous post, I discussed tips for creating a Request for Proposal, as a basis for the “systems demo”. The RFP will be used to create a short list of supplier candidates who will be invited in to present their solution. This is your opportunity to assess the look and feel and ease of use of the product. More importantly, you will see first hand how they handle your issues and what they consider a workaround. Demo preparation is a must.
Demonstration Preparation
Review each RFP response for items that were flagged as workarounds. Determine which of these you need to see first hand.
Determine which of your highest priority items should be demonstrated
Create data that you would like to see in the demo and the transaction flow.
Eg: Create a purchase order, modify it and cancel one line, then receive it partially.
Note that it will probably not be a simple task to use the exact data you give the supplier. Building a database exactly to your specifications is a lengthy time-consuming task. Be flexible.
Send the candidate supplier your requests and ask how long they require to present what you have prepared. Depending on the size of the solution, expect this to take anywhere from 4-16 hours. DON’T RUSH THIS.
The Demonstration
- The demo should be attended by representatives from each department that the system affects. More than likely the same group that created the RFP, as well as members of management.
- Take control of the flow and content. The supplier will more than likely start the demo with their dog and pony show. This is a standard presentation of their key features and competitive advantages
- The supplier will want to show their bells and whistles as much as possible. If they are competitive advantages they will be brought out on display. You may be seduced, but don’t let it distract you. The document you prepared should be followed in detail. Cover your flow, and transaction examples. Make sure your requirements are all clearly demonstrated.
- Take copious notes. Tick off each item on the RFP as its resolved.
- Take note of what works and what does not. Inevitably, after implementation, someone will why a particular option or procedure was selected. They find themselves rehashing the alternatives to see if they made the right decision. Recording why you DIDN’T take a certain path will save a lot of time later.
- Users will naturally concentrate on areas where their current system is weak. Their enthusiasm for a new system is usually based on a few requirements that are today’s pain points. The assumption is made that the new solution will handle everything else without issue. Make no assumptions. That’s what the transaction flow is for.
- Don’t discuss or rehash policy. The tendency is for users to get into the weeds on process, how things are done, and how they should possibly be changed. This is not the place nor the time. You will shortchange yourself on demo time and are wasting the vendors time. Note the issues and handle that later, offline
- This point has been made previously but is worth repeating. Don’t accept a “yes” as fact. If it can’t be shown for a technical reason, then ask for details and ask questions.
- Don’t ask broad questions. Don’t ask “Do you” questions, ask “How do you” question. That is, questions that require more than a mere Yes or No response.:
“How do you handle case packs at order time”, rather than “Do you handle case packs PO’s”.
“How do you calculate the landed cost elements”, rather than, “Do the receipts include landed cost elements” - Prepare a set of consolidated notes from all the users, formalize them and send a copy to the vendor (with confidential items removed). This will provide a common ground and confirm your understanding. It becomes yet another document that is included in the final contract.
Bonus Item
Not everything about the demo is subjective. This is a chance for the user group to assess the supplier themselves. The person or people giving the demo are more than likely sales staff. You may never see them again. They will, however, give a vibe, reflect the culture of their organization. Are they co-operative? Do they listen? Are they easy to deal with or are they arrogant? Do they leave you with a sense of confidence? These are important factors in a very complex decision process.