Published on August 5th, 2016 | by Jacob


Sell enterprise mobility for your board with Return on investment, not novelty

Sell enterprise mobility for your board with Return on investment, not novelty

In the Computing Magazine Enterprise Mobility and Application Management 2015 Summit a couple of days ago, Allergan’s IT chief Wei Wang told attendees that presenting enterprise mobility in to the enterprise is less about impressing stakeholders with technology and much more about showing use cases.

“A big challenge,” Wang stated, “has been convincing the company that mobility provides value.” This is particularly difficult due to regulating obstacles within the pharmaceutical sector. Wang found success selling mobility with use cases like elevated digital interaction through the sales pressure, which thinks mainly that just direct personal connection with a person works well.

It’s no shocker that rules in healthcare make enterprise mobility a significant undertaking. You’ve seen first-hands how frustrating regulation-laden mobile phone applications could be. It’s no question that employees would opt to return to classical communication techniques whether they have to navigate a cumbersome system that may be easily enhanced while still remaining secure.

Wang’s concept of selling enterprise mobility with use cases and never novelty might be located in the difficult healthcare atmosphere, but it’s worth building from.

We all know that boards along with other decision-makers at companies don’t want novelty. Or at best, novelty isn’t enough to market them on the new, large investment. (Is “Everyone’s going mobile, so we should too!” a real compelling argument? No.) But we’ll take Wang’s understanding of use cases and move it a stride forward. You ought to be selling mobility for your board with Return on investment, not novelty.

Use cases and specifics are great telling company stakeholders that mobile sales apps can increase productivity is way better than saying, “We will need to go mobile.” But Return on investment is much better. The perfect scenario could be managing a small make sure showing key decision-makers how good the mobility program labored-the number of customers engaged using the application, the length of time it saved, how productivity elevated, and just what bang they were given for his or her buck.

Even when it’s not necessary an evaluation situation to construct from, it’s hugely more helpful in the future equipped with an agenda for monitoring Return on investment than to market on novelty, or perhaps specific use cases. Don’t just inform your board that you’re thinking about helping salesmen become more productive. Let them know that you’ve a method to monitor analytics that may help you determine the Return on investment of the apps.

All of the decision-makers we’ve ever spoken to possess been delighted by the possibilities of getting hard data to base future choices from. Your argument for enterprise mobility are only able to be produced more powerful with data in your corner.

When selling mobility for your board or other people, don’t sell on novelty. Sell on Return on investment.


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One Response to Sell enterprise mobility for your board with Return on investment, not novelty

  1. Savage Alien says:

    What other platforms are you referring to?

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