C Suite Software – Generally, software is developed to help end users complete their daily tasks faster, more accurately, and in a user-friendly manner. As marketers, we are encouraged to think that appealing to end users will lead to sales. Although end users are often influential in purchasing decisions, the real customer, or decision maker, resides in the C-suite. Convince executives with the merits of your solution in terms that align with their leadership responsibilities and clear ROI and you’ve made the sale.
This is the first post in a four-part series. The first part focuses on identifying sources of value that align with the interests of the C-suite. Part Two will show how to quantify the value created while Part Three goes through how to create ROI, and later pricing, to reflect the value you create. Finally, Part Four will provide practical advice on how to embark on the journey to value-based pricing.
C Suite Software
In my experience in the market and selling software in healthcare systems, I have defined the value of our offerings to appeal to two camps in the C-suite: clinical and administrative leadership.
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Say you want to sell a clinical decision support tool embedded in an electronic health record (EHR) that helps staff fill medications in a health system’s call center process. Through the use of built-in protocols, staff can process incoming requests more quickly and on behalf of doctors or nurses, who traditionally handle those requests. This solution seems like a no-brainer: Doctors and nurses can reduce the number of refills and attempts. It is necessary to meet the needs of patients, call center staff can do more work in less time, in general, the head of the call center gives better service to his organization. In this approach to software solutions, your sales team is trying to win prospects through the following sources of value:
While these benefits may seem impressive, and indeed they are, ultimately the decision to purchase such a solution is made collectively by a cross-functional team in the C-suite. This process may include review and input from any (or all!) of the following: Chief Quality Officer (CQO), Chief Medical Officer (CMO), Chief Nursing Officer (CNO), Chief Medical Information Officer (CMIO). , Chief Operations Officer (COO), and Chief Financial Officer (CFO). Not to mention those who focus on population health management.
Stakeholders in these roles will appreciate hearing that staff members will be more efficient with your software solution and will likely see some tangential benefits. However, they must examine opportunities through a broader lens, emphasizing in particular:
How do we expand our messages to include information that aligns with management responsibilities? Here’s an approach to talking about the same clinical decision support tool but this time in terms that explain its value to your real customer, the C-suite. Remember: What you specifically emphasize depends on what practice model you’re trying to sell. . Consider it a starting frame!
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In part two of this series, I’ll explore how you can quantify the value you create and align it to the desired ROI and payback period for your executive audience. Counselors do things. Workspace integrates with all the best communication, task management, and scheduling software so you can bring your client-specific work across multiple systems into one view.
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Currently, we are still developing the workspace. We invite you to join our waiting list to be notified about our launch, beta testing program, and limited-time offers for early adopters. As the pandemic continues to accelerate change at the organizational level, businesses are focusing on investing in digital technology first to improve their responsiveness to changing consumer preferences and demands.
However, adopting new technologies is only the tip of the iceberg when it comes to a comprehensive digital transformation. It’s more about how leaders use this technology to drive business growth. Not to mention the external forces that are redefining competition in every industry: artificial intelligence, cyber attacks, climate change, and demands for more diversity and inclusion.
It is clear that CEOs and their C-suite counterparts who focus on reinvention, develop the ability to invest in appropriate strategies, people and culture, and facilitate their support for rapid change. are
Here are some insights from the C-suite that can help businesses better navigate their journey toward a much-needed digital transformation.
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The constant need to innovate and deliver excellence has led to an inevitable shift in the perspective of the C-suite. A strong digital transformation strategy can help them automate processes, boost creativity and reduce time spent on administrative tasks. However, navigating the path of digital transformation can be a daunting task.
Here are the top obstacles that businesses face and overcome when aiming to rapidly digital transform.
1. Adoption of technology to facilitate strategic problem solving – Strategic and innovative technology investments can be difficult for businesses because of the speed at which old technologies become obsolete and are replaced by new technologies. are going
2. Decentralized Workflow Management – Typically, business processes are conducted in silos which can leave room for errors as well as cause unnecessary delays. Inadequate business process management due to lack of support can greatly hinder organizational growth.
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3. Recruiting, Training, and Retaining Employees – Volatile markets coupled with ever-increasing competition have increased attrition rates tremendously. The C-suite often struggles to hire skilled talent, train them in core competencies, and then retain them for positive ROI.
4. Changing Consumer Demands – Consumers today are very aware of the technologies available in the market and demand that their products be infused with these advanced technologies to meet the needs. This constant change in demands makes it a challenge for businesses to use resources and stay current.
5. Tightly stretched IT budget – Modernization can become a costly affair if not handled strategically. Also, new and attractive technologies that promise great ROI can overwhelm early-stage investments. Adequate resource allocation can be taxing for businesses, especially with stretched IT budgets.
1. Redeployment of IT Efforts and Investments to Accelerate Modernization – Sustaining competitive advantage is only possible if businesses equip themselves with advanced technologies such as data analytics, AI/ML, and IoT. do The C-suite’s effort to analyze the investment to adopt the latest technology can be a game changer for businesses aiming to achieve digital transformation.
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2. Engaging citizen developers and enterprise apps to facilitate centralized governance – Hiring skilled developers skilled in specific technologies is expensive and limited. Leveraging the power of modern technologies like low-code development allows the C-suite to trust citizen developers to contribute to organizational development. Additionally, streamlining workflows through enterprise apps makes governance a breeze.
3. Recruiting talent with computing, leadership, and problem-solving skills – The advent of smart devices and their ability to make data-driven decisions has taken a lot of work off people. With the technical side of the business largely taken care of, the C-suite is looking for individuals with unique and intangible skills in the areas of leadership, communication and strategic decision-making.
4. Embrace Digital Customer Experience (DXE) at Every Stage of Business Strategy – Digital customer experience, simply put, is the sum of all interactions between a business and a customer across multiple online platforms. To improve this DXE, businesses have turned their efforts to improving their online presence through social media, chatbots, and interactive mobile apps.
5. Decentralize IT funds for mission-critical work – By eliminating the middleman, equipping business stakeholders with emerging technology to finance transactions without compromising accountability for local needs and flexibility. can.
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While it is critical for the C-suite to meet current business needs, it is even more important for them to think about ways to not only survive, but thrive in the future. By making strategic investments in the areas mentioned below, businesses can successfully reduce the number of challenges as well as their impact to effectively future proof them.
At this point, I would like to emphasize that the changes driving digital transformation are not measured by scope or size, but by impact. By making continuous and incremental changes, the C-suite can successfully lay the foundation for digital transformation. A shared vision between the C-Suite and other stakeholders can fundamentally provide the foundation.
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