When it comes to making a business case for software investments, many people fail to recognize that the case itself is just one part of what amounts to an internal sales and marketing effort that they must perform well to be successful. Focusing only on the numbers and assumptions in a spreadsheet is not enough. Making a successful business case requires an understanding of the audience’s perspective and motivations. Since the individuals who will review the business case may not be sufficiently aware of the issues that are behind it and their seriousness, it may be necessary to begin an awareness-building program before presenting the business case. And because the benefits of software investments can be difficult to quantify, executive sponsors are useful in achieving acceptance of these calculations. Unfortunately, many business cases founder because proponents do not realize the importance of taking a sales and marketing approach.
Topics: Planning, Sales Performance, Supply Chain Performance, ERP, Office of Finance, Research, budgeting and planning, ROI, Operational Performance, Analytics, Business Performance, Customer & Contact Center, Financial Performance, Workforce Performance, CFO, CRM, business plan, capital spending, Financial Performance Management, FPM, SCM, Software