Empower Your Entertainment Sales Team with Digital Transformation in Sales for Entertainment

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so selling IOT in digital transformation a-to-z take zero alright so this is a this is an answer to a question that came up this past week about hey Walker can you explain how it is entelechy integration and 4.0 solutions go to market so that is how do you sell IOT and digital transformation from beginning to end so how do you over how is it you you know from the from the introduction to the client to executing the vision how do you guys actually do that and so that's what this video is about it's gonna be a little long it's gonna be a little longer video probably take me 15 minutes to get through everything but this question has come up a couple of different times so this is an addendum to what we're shooting this week all right so selling IOT and digital transformation a-to-z okay so we basically end up with one or two two different types opportunities we have an inbound opportunity and we have an outbound opportunity okay so this is inbound means that the customer the client came to us this stuff's important okay where they come from is critical so the inbound opportunity means the client came to us nearly vast majority of the the clients who reach out to us it's primarily word-of-mouth a lot of it comes through our existing clients so or it comes from our vendors what Intelli Kinta Gration is really known for what our organization is really known for is essentially snatching victory from the jaws of defeat so what our vendors will recommend us for the most difficult projects the largest enterprise solutions and generally ones though these are generally projects where someone else has already failed that and and 99% of the projects that we get involved in are us coming behind someone else and it's it's at a vendors request okay so that opportunity is what we referred to as a warm or hot opportunity okay so what does that mean it means that we don't have to sell value propositions to that opportunity we're not we're not selling the value proposition of digital transformation of IAO T or of enterprise-class mes systems what they are they're already fully aware of those values their problem is they can't find someone to be able to implement and deploy I'm going to talk about implementation and deploy a lot of the previous videos that we've already shot are showing you the methodologies that we use to be successful that is the way that we approach the project whether that's agile project management using the software development lifecycle the tools that we use like fabricator and smart sheets the the the development methodology that we employ that is a unified namespace and the fact that that consumers that consumers and producers of data are all consuming and producing from the same unified namespace all of those methodologies are in previous videos so when we when we're selling IOT and digital transformation the first thing we have to ask yourself is where did the client come from okay was it an inbound opportunity that they were recommended to us did they come from what our marketing efforts did they find us on Google you know how did they how did they come to us and outbound opportunities primarily through cold calling so we we reached out to the client this is very rare we we do we do have a sales staff and they they and the our might mandate to the sales staff is that they're supposed to be finding the right partners for us so these types of it's it's it these types of opportunities take much much longer to cultivate and anyone who's in sales and in business they know that it's much easier to keep Samba client it's ten times more expensive to get a new client than it is to keep the ones you already have right so if they if we reached out to them these are generally we refer to as cold opportunities a cold opportunity requires that we sell the value out proposition so in this case we're gonna do value prop and in this case we know value problem they're already warmed up ok so that this is important to note now what I'm gonna do is I'm gonna go ahead and show you what it means once we've sold the value proposition how do we go from A to Z so once they've once once the client is convinced i io T digital transformation an enterprise-class is for me this is how we're going to do more with less I'm gonna show you the A to Z part a starts with after they're convinced of the value proposition that's right selling IOT to executives etc alright step number one so we're gonna do a step number one is evaluation ok so the first thing that we do the very first thing that we do is we evaluate the client ok so we call this the roadmap phase so what will happen in most cases is we will have one or two conference calls with the client we may do an on-site visit we essentially do the value proposition we find out what their payment their pain points are we discover out whether there they are a prime candidate to digitally transform they have in the internal resources they have the wherewithal and then what we do is we say what you need is a road map that is we you need us to come in what we can do is we can come in and we can we'll spend one two three days on site going through a series of meetings ok that series of meetings is us doing data collection it we're evaluating the entire organization top to bottom part of that is the we've we've determined whether they're a values-based organization prior to the roadmap the roadmap is something the client pays us to do so essentially what they do is they hire us to build them a roadmap for success so they're bringing us in to evaluate them from top to bottom and and literally draw out a roadmap how to get from where they are to where they want to go once we once we've determined that they share the five core values that we are I have that they understand the value of IOT digital transformation and an enterprise class systems and they have the desire to move forward the first step the a is evaluation that is d a deep dive with the organization so we go generally go on-site one to three days it really depends on the number of sites we have to visit and the number of meetings but during the roadmap phase the a the a step is we are evaluating executive vision okay evaluate the executive vision we're evaluating the current state we're evaluating the infrastructure okay we are evaluating the immediate need these are the pain points they're aware of so when you bring me on-site you're bringing me in as a consultant you you know you have a problem the first thing I find out is what problem do you think you have and you're almost always right it's a problem but our job as the experts is to identify the problems you're not aware of yet okay so immediate needs this is future needs these are the pain points you're not aware of risks barriers and human capital the human capital component is we know what it takes to digitally transform a large organization and some of that requires that you have expertise internally we always require that our our clients work with us through the process of digitally transforming their organization there has to be there has to be internal ownership of the solution and what we're gonna do is we're gonna we're basically going to prop them up and we're gonna phase ourselves out over time and the internal human capital is going to take over okay the barriers to success this is going to be cavemen citizens against virtually everything infrastructure issues it's going to be it's going to be all the reasons it's it could be the it's going to be all the reasons we might fail that they might fail in the venture the risks are gonna be have to do with maybe we know we're gonna have to deploy an agile mindset but they're they're still stuck in a in a waterfall frame of mind maybe it's their capex process maybe the fact that once they make a decision to move it could take them eighteen months to get the capital to do it that's a risk to success why two reasons number one technology changes to human capital changes over an 18-month period so that's a risk for us so once we do the road map we're generally spend one to three days on site then we leave and we're gone for about three weeks and during that three week process we are literally creating a document that is how to digitally transform your business okay this is what that document looks like all right so here here's the deal when we draw the roadmap the first thing we do is we say where they are now is here this is the five-year wannabe okay so this is the executive vision this is where they are today and this is where they want to be in five years okay what our roadmap does is our roadmap says we what we do is we draw a vector and that vector is where anyone who's an engineer this is your vector what we're trying to do is draw a vector that runs us parallel along their vision which is this is their growth right so this is the evolution of their digital transformation story okay we're drawing an error vector that gets us parallel to their path okay this is what we refer to the error vector is if we're a little high we're gonna we're going to we're not going to run parallel to the the solution so we may have to correct at some point for a little low we may have to correct the reason that we spend so much time fixing solutions that other people started is because they don't the other people whether it's the internal customer whether it's the other integrator or the other consultancy firm they don't draw the correct vector to begin with the that out so what we do is we break this in two phases the road map contains all this is sometimes in most the time it's a twenty five to sixty page document it employs the methodology that we we took and it includes where they are today where they want to get to and it lists out all these things and then we break it in two phases here's the roadmap to success so p1 is phase one p2 is phase two p3 is phase three p4 is phase four p1 is always in telic or our partners doing all the work a hundred percent of the work so this is implementing our architecture our enterprise methodology our project mess management methodology infrastructure our scrum team etc this generally takes we try to make this as inexpensive as humanly possible phase two is our first pilot so this is arch phase two is a pilot so what it means is we are going to pilot the digital transformation strategy that we recommended whether whether they brought us in to build them an enterprise class SCADA system whether they brought us in to build them an enterprise class mes system or they brought us in to do machine learning we don't go in and just do the project they brought us in to do what we do is we approach that project is one part of a much bigger whole and the future of systems integration is consultancy firms who are doing that okay the future is not building panels and writing PLC code OMS are gonna start writing all that okay the integration is going to be is going to evaporate right now integration firms exist because we're connecting disparate systems together it's a vast majority of what we do we're connecting while I IOT means that connections are native right I and point ok so phase two is the pilot where essentially we generally pick one line one machine one area in your business and we do we take the list of requirements and we develop those lists of requirements this is 100 percent us this is 90 percent us doing it okay so now we've had a successful pilot at the end of phase two we have a successful pilot now we go to phase 3 which is rollout now it's actually two things it's learn we apply the lessons we learned and we roll out okay in Phase three it is generally 60% us okay so this is more this is more stuff this is more features this could be things like hey man we've got this paper traveler that goes from process a all the way down to process F by the time it gets a process F it's covered in grease half the times it's lost we want to digitize that we want that traveler to be an electronic traveler that travels through the process through our workflow we may build that feature in Phase three okay so face but what's happening is 10% of this is the customer it's the customers own internal developers who are working with us 40% of this is the customers own internal developers who are working with us as a team by the time we get to phase four we have no idea what we're doing in phase four okay we may have a general idea but when you take an agile approach generally nothing you said you were gonna do in phase four is what you actually do what happens is we learn things in Phase one they learn things once they get their hands on the system and in Phase two when they get the hands on the system is some phase three and they come up with a whole list of ideas they get thrown into the backlog they get thrown into the backlog that you end up doing in phase four okay phase four is generally 30% us and 70% them and by the time we get p5 it is generally 10% us and 90% the customer and now we're in a consultancy role supporting them and by the time we get to phase 5 we're moving on to the next major implementation okay that's generally what's that we're actually we're doing that in phase 4 so if you look at the arc of our business and they all of the engagements have followed this this path eventually what happens is is we've trained the client and this isn't just individual plants we're talking scores you know we're talking 150 plants globally a tea plants globally we're talking money you know sick you know 5 10 15 20 business units where we're working at the at the corporate level and if you want to see the approach that we take we take that approach the approach that we've shown you in the videos in December January and February and those in our our ILO tea series so this is how we sell IOT a-to-z I mean we take the approach we evaluate we roadmap that roadmap essentially lays out what we're gonna do over the course of these of engagements our number 5 years by the way for us we're generally gone around here so generally we're looking at a three-year engagement with that client and and the way if you look at the capital that they spend they spend a lot of capital here they spend very little capital here they spend a lot of capital here and then very little you know it could be one or two dollar signs one or two dollar signs at that point so when you look at where the investments are there's a big investment in phase one because that you're putting all the infrastructure in your you know part of the recommendations we make during the roadmap is who do they have to hire who are they missing you don't have a director of technology you don't have a pythons subject matter expert or in some cases we're telling them they had the wrong people sometimes we're having to say in the roadmap your current director of information technology is someone who will be a barrier to your success you're going to need to re-appropriate them somewhere else or bring in someone else who's not going to be a barrier to success so this is the this is the digital transformation A to Z if a is here and Z is here so what is Z the Z is going to be machine learning and other when we get to the other end when we get to the other end of this engagement we are now what we are doing is we're developing truly cost-saving solutions in the machine learning space [Music]