Lori DeMatteis
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Professional Services & Solutions

“The hallmark of a strong software professional services practice is to hold a continual recurring revenue stream from your existing clients.  “
  • Knowledgeable Team – Passionate about the industry/software/solution
  • Repeatable Delivery Processes with leads in each key implementation area
  • Engagement Sales team focused on services selling with a presentation and ROI metric that can resonate with your target audiences.--- NOT A SOW.
  • High Touch/Client Success Program within the practice coupled with Customer Satisfaction Surveys
  • Cross Pillar – “ Delivery Synch “ Communications
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Partnerships & Alliances

  “Every day new suppliers are entering our world while many of the significant names of the past are non-existent.”
  • Analyze your internal product/sales weaknesses and find partners that synergize with these 
  • Evaluate your partners and ensure there will be a “cultural” fit
  • Jointly package solutions that will resonate with your partner’s clients.  Use questionnaires and surveys to determine- DON’T GUESS.
  • Ensure C level buy-in with at a minimum 2x if not quarterly meetings with your partners’ COO/CMO 
  • Have a dedicated and empowered Vice President assigned to each strategic alliance and ensure your alliance partner does the same.  Meet weekly at the start.
  • Set up the design points and benchmarks to your initiatives and ensure they are discussed and followed.
  • Create base hits—these will build momentum to the home runs.  
  • Target a joint team wiling to be a beta for your new program in various regions.  These team members will be your advocates and cheerleaders.

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Global Sales & Service

“Engagement and Buy-in across your organizational stakeholders will translate into faster closes and new opportunities.”
  • Are your sales team members order takers or solution advocates?
  • Do you have a sales methodology that you follow?
  • Do you provide continual learning- even if it is in the form of a new book, webinar or podcast on selling to your team? 
  • Small inexpensive tools can keep team members focused, strategic and refreshed.
  • Do you offer a cross pillar Business Round Up at least twice a month with key stakeholders.
  • Is every one in your company a sales person?  Have you enabled them to be?
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Customer Success

“Customer Success does not mean a one-time sale.”   It is a long term view of your client relationships and the continual opportunity to offer increased shareholder value to their businesses.”
  • What team in your company owns your client’s success?  Are they measured to do so?
  • Do you understand your customers, their needs and their long term goals?
  • What competitors do they speaking with-- and why?  
  • How are your teams establishing and maintaining long term relationships?
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P&L Management

A strong COO/or Department GM will seek to understand not only the functional teams underneath him or her but all set up key metrics focused on both the past and the future.
  • How often are you speaking with your skip level subordinates vs your team leaders?
  • Are you focused on long term shareholder growth and value or short term cost cutting? Do you have stated goals for both?
  • Does your organization have ODC’s?  If so, when was the last time your teams sat down and worked through their strategic value? 
  • Are your business processes optimized within each of your divisional units but also across each of your delivery structures?
  • Does each of your reporting units have key measurements and objectives that focus on both the past predictive measurements but also the future?

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