Denmark, Norway and Sweden
100
Microsoft Dynamics 365
DXC’s GAP Analysis was launched in the middle of a battle for a new large customer, where DXC fought against a competitor and the customer had to choose between DXC’s CE / CRM platform Dynamics 365, or the competitor’s platform.
For the customer, it was difficult to see a significant difference between the 2 platforms, and the 2 suppliers are also quite similar to each other, and have both employees who have been employed by the competitor
For DXC, the start of the GAP Analysis was to bring something new to the table that could differentiate DXC and could strengthen the customer experience. The result was 2 new major benefits 1) An increased involvement and commitment of the stakeholder group 2) Presentation of new insights that neither the customer nor the competitor had. These two things had a huge value for DXC AND for the customer.
DXC’s GAP Radar provided DXC with new insights on the customer’s stakeholder group. At the same time, DXC presented a new opportunity to the customer, to carry out ongoing measurements along the way with the GAP Radar, with the aim of 1) Continuously documenting the project’s development and 2) Creating a better basis to involve and facilitate a better dialogue with all stakeholders.
In meetings and workshops with decision-makers and stakeholders, DXC wanted to have the opportunity for a broader and deeper insight into the customer’s business, and establish a better starting point for creating “consensus” among all CRM involved. DXC wanted a more structured and complete collection of data, insights into both the management, involved stakeholders and other user groups. At the same time, it was also a goal for DXC to be able to present an innovative approach in the proces, in the delivery, where they easily can measure progress (or setbacks) in the projects.
A key challenge for DXC has for a long time been that the number of stakeholders has been increasing, DXC typically experiences participation from between 6 up to 15 stakeholders. DXC was also aware of the analyzes from Gartner and others, and was fully aware that after 5 stakeholders, the probability of creating consensus falls by more than 50%, especially if these stakeholders represents different departments/regions, which often is the case. This means that the sales time is dragged out and the sales size itself is often significantly reduced. Worst case scenario is if the company has many stakeholders with many different interests, as this too often is the reason for “no decision”, or that the project is being parked for some time.
The primary purpose of the DXC GAP Radar has from the beginning been to provide new insights that make DXC stand stronger both in terms of identifying where does the customer have consensus, but also do identified where does the customer have mis-alignment, and concrete insights that make DXC stand stronger in creating consensus. in the stakeholder group. DXC has succeeded with its GAP Radar, and has created a true sales capability.
In collaboration with DXC, it quickly became very clear to DXC that InsightsRadar in general, but especially the GAP Radar, can strengthen DXC’s sales work and delivery model with new insights and new measurements. The implementation took place first with a small pilot, then with a roll-out to all relevant people in sales as well as consultants in the form of a customized blended learning process that ensured the anchoring of Insightsradar, how it is used and what benefits both salespeople, consultants and customers can get by the new method.
When DXC holds customer meetings, the CE / GAP Radar is presented as a strong next step, where the customer will be enriched with new insights about his own organization, and DXC can offer the customer to be benchmarked against the market. At DXC workshops, CE / GAP Radar is considered a strong framework for DXC’s employees, because they now have new insights into the customer’s situation prior to meetings and workshops. The GAP Radar can be adapted to the specific situation, and e.g. measure both the management, the stakeholder group and other relevant employee groups’ views on CRM / CE in relation to strategy, anchoring and success, and measure whether there are coincidences or large differences between the different groups. The purpose is to find the areas that are likely to be potential problem areas, but also the areas where it is clear that the stakeholder group can be brought together. This insight and the facilitation of meetings and workshops play a central role today because engagement, consensus and decisions are created.
The GAP analysis helps DXC very concretely to discuss and clarify the difference (GAP) between a “company’s current situation” and the “desired situation” on CE / CRM. The big gain for DXC and the customer is that there is a natural qualification and motivation of the measurement to make some decisions about which gaps and untapped potentials to focus on and in what order. In other words, the GAP analysis creates a prioritization basis that helps everyone involved to clarify where time and resources should be invested to get to where the customer wants to be.
DXC has continuously recruited respondents for DXC’s first CE / CRM Analysis, the respondents come from their own networks, from customers and partners. The result is participation from over 100 companies, DXC Dannmark is the first CRM / CE company in Denmark to have completed a CE / CRM Analysis based on Danish companies. The result is publication of articles, new events / webinars being held together with various experts, among others. lecturers / professors. All in all, DXC now has a new advantage, because they have insights into the Danish market that competitors do not have and DXC can position itself as a true Thought Leader.
Ongoing in a CRM project, DXC measures with InsightsRadar among both the decision makers, stakeholders and other relevant employee groups. Delivery The radar’s measurements are compared over time and show the development of the project. The results are used at the ongoing project meetings and help to facilitate the dialogue with customers, so that communication becomes clearer and decisions are made on an informed basis. For DXC, it is also about risk management and early warning, precisely the involvement of more people, the collection and structuring enable DXC to catch deviations much earlier than before and detect potential problems in time. When customers are fully aware that, in general, more than 60% of IT projects fail, it is of great value that DXC, with its new thinking, creates new insights and thereby stronger early-warning and risk management. Any decision maker will be interested in this advantage?
