Comments
yourfanat wrote: I am using another tool for Oracle developers - dbForge Studio for Oracle. This IDE has lots of usefull features, among them: oracle designer, code competion and formatter, query builder, debugger, profiler, erxport/import, reports and many others. The latest version supports Oracle 12C. More information here.
Cloud Expo on Google News
SYS-CON.TV
Cloud Expo & Virtualization 2009 East
PLATINUM SPONSORS:
IBM
Smarter Business Solutions Through Dynamic Infrastructure
IBM
Smarter Insights: How the CIO Becomes a Hero Again
Microsoft
Windows Azure
GOLD SPONSORS:
Appsense
Why VDI?
CA
Maximizing the Business Value of Virtualization in Enterprise and Cloud Computing Environments
ExactTarget
Messaging in the Cloud - Email, SMS and Voice
Freedom OSS
Stairway to the Cloud
Sun
Sun's Incubation Platform: Helping Startups Serve the Enterprise
POWER PANELS:
Cloud Computing & Enterprise IT: Cost & Operational Benefits
How and Why is a Flexible IT Infrastructure the Key To the Future?
Click For 2008 West
Event Webcasts
IoT Sales: Enabling Adopters | @ThingsExpo #IoT #IIoT #DigitalTransformation
Most people love new technology. It can make us more productive

Most people love new technology. It can make us more productive. It can lower our costs. It can be very "cool."

So, if it's true and most people love new technology, why do we tend to adopt new technology on a "curve?" Why do innovators and early adopters jump in early while others become late majority or laggards?

One answer is the effect of salespeople on the adoption curve. With innovators, salespeople probably make no difference. Innovators are going to buy new technology early and take a risk. It's important that they are the first to utilize and implement new technology. They probably know more about the technology than the salespeople do anyway. They have likely been researching the new stuff for months and probably were involved in beta-testing the product for the manufacturer.

Salespeople make the difference between customers who are early adopters, early majority and late majority adopters. Salespeople need to instill confidence in customers, clearly articulate the benefits vs. risks of implementing new technology, help customers with ROI analysis of implementing the new solutions and convince customers to try the product as a proof source. Left to their own devices, most customers would wait until technology is proven and the cost comes down. That's a logical argument, but one that is refuted by strong salespeople. Strong salespeople will move customers forward on the adoption curve:  Early Majority to Early Adopters,  Late Majority to Early Majority.

Selling Tech
If new technology enables capabilities that don't currently exist, makes people more efficient or can lower your costs-waiting to implement that technology has a cost associated with doing so. By waiting to implement, customers will continue to work without needed capabilities and can be less efficient or can continue accruing costs that could be reduced by implementing the new technology. This is where salespeople earn their keep. It's up to the salesperson to connect those dots for customers. To understand the objections up front and to help the customer see that while there is some risk in implementing new technology, there is more cost involved in waiting to implement it.  And, as a late majority or laggard, that customer could be at risk of falling behind competitors who have already started implementing the new technology.

The key to getting customers to adopt new technology early is validation. Customers need to validate that the new technology will do what the vendor says it will do. This is done through demonstrations, proof of concepts, and pilot installations. The sales team is responsible for getting customers to take those steps.

The validation process starts with a presentation to the customer on the new technology:

  • How it works
  • Why it will address the customers' needs
  • Proof sources of other customers that have already validated the product, etc.
  • Answering in-depth technical questions and objections
  • Clearly articulating the costs/benefits of implementing the new technology

The next step is getting the customer to agree that if the product does what it is advertised to do, that they will buy and implement it.  These steps could take anywhere from just days to months to even years. But, an important step has to happen before convincing customers to implement new technology. It's the step of convincing salespeople that this technology is ready for prime time and is worth pushing customers to become early adopters or early majority participants. The steps for convincing salespeople that this technology is ready is virtually the same as it is for convincing customers. It all starts with training the salespeople.

Training Tactics
You begin with the background on why the new technology was developed to begin with. This product was designed to do X.  We have validated that the market for a product like this is Y. There are competitors A, B and C in this market and we are bringing competitive advantages over them in these key areas:  uptime, manageability and throughput. The ROI for this product shows a seven month payback. The key application for this product is Z. The market sweetspot for this technology is a customer that has a need for high throughput capability at a cost of <$1500 and has uptime reliability of 99%+. We have already implemented these solutions at four different companies (all early adopters) and those customers are willing to be references for us. The new technology has been working as expected at those customer installations for three months.

Once the background of the new technology is presented and understood by the salespeople, it's time to validate it by proving that the product does what it says. This could be a demonstration or a visit to one of those early adopter customers who already implemented the new technology. Have them ask the customer:

  • Why they implemented it.
  • How they like it.
  • What differences they are realizing because they implemented the solution.
  • What advice they would give other customers considering implementing the new technology.

Now, the salespeople are ready to start influencing customers to buy the new technology. Time to overview the product, get into a pilot to validate that it works and then close the business.

Introducing new technology is paramount to long-term growth of a manufacturer. Getting customers to adopt that technology at an accelerated rate is 100% on the sales team and its channel partners. That's why salespeople and channels exist-to get customers to do things faster than they normally would by showing them the benefits of doing so. In a word-it's called "selling."

Good selling!

About Scott Allen
Scott is an executive leader with more than 25 years of experience in product lifecycle management, product marketing, business development, and technology deployment. He offers a unique blend of start-up aggressiveness and established company executive leadership, with expertise in product delivery, demand generation, and global market expansion. As CMO of FreeWave, Scott is responsible for product life cycle/management, GTM execution, demand generation, and brand creation/expansion strategies.

Prior to joining FreeWave, Scott held executive management positions at Fluke Networks (a Danaher Company), Network Associates (McAfee), and several start-ups including Mazu Networks and NEXVU Business Solutions. Scott earned his BA in Computer Information Systems from Weber University.

Latest Cloud Developer Stories
They say multi-cloud is coming, but organizations are leveraging multiple clouds already. According to a study by 451 Research, only 21% of organizations were using a single cloud. If you've found yourself unprepared for the barrage of cloud services introduced in your organizati...
Adding public cloud resources to an existing application can be a daunting process. The tools that you currently use to manage the software and hardware outside the cloud aren’t always the best tools to efficiently grow into the cloud. All of the major configuration management to...
Organizations planning enterprise data center consolidation and modernization projects are faced with a challenging, costly reality. Requirements to deploy modern, cloud-native applications simultaneously with traditional client/server applications are almost impossible to achiev...
CI/CD is conceptually straightforward, yet often technically intricate to implement since it requires time and opportunities to develop intimate understanding on not only DevOps processes and operations, but likely product integrations with multiple platforms. This session intend...
Let’s face it, embracing new storage technologies, capabilities and upgrading to new hardware often adds complexity and increases costs. In his session at 18th Cloud Expo, Seth Oxenhorn, Vice President of Business Development & Alliances at FalconStor, discussed how a truly heter...
Subscribe to the World's Most Powerful Newsletters
Subscribe to Our Rss Feeds & Get Your SYS-CON News Live!
Click to Add our RSS Feeds to the Service of Your Choice:
Google Reader or Homepage Add to My Yahoo! Subscribe with Bloglines Subscribe in NewsGator Online
myFeedster Add to My AOL Subscribe in Rojo Add 'Hugg' to Newsburst from CNET News.com Kinja Digest View Additional SYS-CON Feeds
Publish Your Article! Please send it to editorial(at)sys-con.com!

Advertise on this site! Contact advertising(at)sys-con.com! 201 802-3021



SYS-CON Featured Whitepapers
ADS BY GOOGLE