One of the root causes of Informatization failure is inconsistency between Party A and Party B.

I recently talked with some colleagues about the situation in the implementation of information technology. The reason is that the software quality is poor, the service capability is insufficient, and the service awareness is not strong. However, in my opinion, the root cause is the inconsistency between the two parties.

For Party A, project launch is often just the beginning. For enterprises, if they invest, they need to see the benefits. It is not as simple as a face project. How many 100,000 or even millions of dollars have really brought to the Enterprise? This must be explained only when the system runs and is actually used.

For Party B, the launch of the project means that the contract execution is basically complete. 80% of the money
It's almost ready. Some enterprises do not expect the final
10%
Last payment. Therefore, their goals and even their performance are so oriented.

One start, one end, and one conflict are the reasons why the implementation project fails or the software value is not truly realized.

Our company's previous CRM
This is the case. After the contract is signed, the supplier does not care about the status of the software going online. If the service fee can be dragged on, he does not expect you to pay the service fee. In other words, he did not expect the income, and the main revenue was the software itself.

In this way, the trust between Party A and Party B is gradually caused. As a result, the information project becomes a task of mutual restraint between Party A and Party B. Party A collects the contract, and Party B also collects the contract, with a goal and a payment condition. Here, it is often not as good as selling. In the end, Party A can only sigh, and it must be well done next time.

So, is this the only way for both parties? I think this must begin with Party B's business model. If the source of revenue mainly comes from software sales, this will naturally happen. Therefore, for Party A, it is necessary to select a vendor of different empirical models to fundamentally change this point.

The concept of "customer management" I heard is in line with this. Party B can obtain profits based on Party A's comprehensive informatization, while at the same time providing long-term stable informatization support to Party. It is highly desirable for both parties to obtain long-term development impetus from strategic cooperation.

Once this is done, Party A shall trust Party B to cooperate. Here is a simple example. When a general manufacturer talks with you about the demand, you ask him if this can be implemented? Can that be implemented? He will often push the three obstacles, or tell you how much it costs first. Once both parties trust each other, Party B and Party A will first look at the problem from the perspective of the other party. Party B will help Party A solve the actual business problem, and Party A will consider the actual difficulties of Party B. Such cooperation will be invincible. How can informatization fail.