Working with SalesLogistix

It's not just a slogan:  SalesLogistix is a CRM management consultancy first, and a implementer second.  We're not your usual consulting firm.  For example, we do all our work in the US, never offshoring or outsourcing any of our clients' data or intellectual property. 

We also do not participate in RFI/RFP/RFQ cycles with prospects.  Why?  Because even when it works well, that type of procurement is almost guaranteed to produce -- in the long run -- a CRM project failure.  Please read on. 

Fixed price, fixed specification, and fixed-deadline project management originated in hardware procurement, and is based on two assumptions that all too often prove to be false in CRM projects:

  1. It is possible to specify exactly what's needed before the project begins. 
  2. A successful project delivers exactly what's specified, but only what's specified.

What are the consequences?

  • Because of the overhead involved in the RFI/RFP/RFQ process, the projects tend to be bigger and more monolithic.  With a "bigger bet," the odds increase for over- or under-shooting your actual business requirements.  Larger projects are also more likely to fail.
  • The process puts you and the vendor into an adversarial relationship.  Each side becomes fixated on controlling the pre-specified details rather than solving your business problems (which inevitably evolve).
  • The vendor is just a supplier, rather than a trusted advisor who can guide you toward a better business process and technical solution. 
  • With fixed price, the vendor cannot focus on making you happy. Instead, they must focus on "checking the boxes."  The vendor will have to say “no” fairly often, particularly when you discover additional requirements, business rules, plot complications, or priorities along the way.
  • Developing a tight enough specification and contract requires an amazing amount of effort on your part.  Unfortunately, much of that work has to be redone later.
  • The RFI/RFP/RFQ cycle requires unpaid effort on the vendor's part.  And because fixed-price puts all the project risk on the vendor, they are likely to put in trap-doors in the SOW and they must boost their bids. 
  • From the day that the contract is signed, the slightest discovery means the vendor is within their rights to issue a Change Order (and a price increase).  This virtually guarantees delay.  This is true even if you don't understand the consequences of specified deliverables. For example, the SOW might say “7 triggers and 12 workflows”, but you may have no idea whether that functionality will satisfy your users.
  • The SOW will contain line items for an explicit number of hours for project meetings and project management. If meetings or decisions take longer than the allotted time, it's change-order city.

Playing the Probabilities

For nearly 50 years, the software industry has produced projects that slip and go over budget.  Thanks to the illusion of control, everyone thinks they're going to avoid the traps described in The Mythical Man-MonthOK then — what do you think the odds are that:

  • Your users will state their requirements with such thoroughness and precision that you won't misunderstand them?
  • Your understand your data, business processes, and cross-system integrations so well that there won't be any surprises?
  • The users won't change their minds about details and priorities during the course of the project?
  • Your channels and competitive environment won't change during the life of the CRM project?
  • You are able to foresee all the government regulations, customer contractual stipulations, pending litigation, and internal standards you'll need to comply with?

In the immortal words of Clint Eastwood, "are you feeling lucky?"

We engage with clients only when all incentives are aligned and trust builds from the first hour. 

We want to deliver results that provide immediate value to your business – with benefits that you can feel as well as measure. That’s why we use an Agile approach to deliver the best value for your money.

With Agile, you don’t write specifications or try to nail down every detail before you start. Instead, we work together to define short, small task lists that will make a visible difference in three weeks’ time. Each “sprint” has a budget and involves close collaboration between your team and ours. During the sprint, individual deliverables may be added or removed, depending on what the team has discovered along the way (such as, “we found that data quality isn’t good enough for that dashboard: drop it for now”).

Bigger projects are handled as a series of sprints, each one responding to the current priorities and requirements of your team members.

The difference? Although neither you nor we will know exactly what features and improvements we’ll make, you will know from the outset that only the most important things are being delivered. There’s much less wasted effort because nobody works on “nice to have’s” that really don’t matter. The project will be smaller.  Consequently, you’ll spend less while getting more business value for your money.

Agile is how Salesforce itself manages CRM projects.  To mitigate risk, SalesLogistix does quite a bit of your work on-site, builds in checkpoints, and provides a portal so you can see your spend rate in real time.

The Agile approach lets us focus on making you happy, and it’s how we’ve achieved the #1 ranking in Client satisfaction among all SFDC consultancies in the world.  

Phone Us +1 650 326 2626