It is almost the end of the quarter. Achieving your numbers depends on the outcome of an evaluation that has been running for the past three months. The end-user group has finally put in a few hours of use with your product and has gathered to vote: Go or No Go...

What will be the outcome?

Evaluations are the single most expensive component of a software sales process—and yet the number of evaluations executed every quarter that fail is surprisingly high. Or, perhaps it isn't surprising, given the number of ways that vendors can increase the likelihood of failure!

If your organization's evaluations are not as successful as you wish, consider using this list as an assessment tool. If these items sound too familiar, you might want to contemplate making some changes.

The stunningly awful software evaluations Top 8 list:

1. No critical business issues, no objectives: "Living in the Land of Hope"

Agree to a three-month evaluation without any understanding of your customers' critical business issues or objectives. This ensures that everyone is unclear as to why the evaluation is being run. Even better, the customer can explore your software as deeply or broadly as desired—without any direction or plan. Who knows what they might find interesting?

This is truly "Living in the Land of Hope"! More frighteningly, forecasts reflect that the customer has an eval underway and show an increased probability of closing. This hope-based strategy provides the opportunity to disappoint at least three times:

  • Customer disappointed with the software
  • Sales rep disappointed with an unsuccessful evaluation and no sale
  • VP of Sales disappointed with inaccurate and missed forecast

2. Offer your standard-length three-month eval: "We've always done it this way"

We are truly "victims of momentum"—we continue to do things the way we've always done them, often with a clear reason as to why. Is there a reason why three months is necessary? Could the process be completed in two months? One Month? Three weeks? Three days? (How often does the users' exploration of your software take place in the last three days of an eval?)

Equally sad: Say "yes" to your customers when they ask for your "standard three-month eval."

Contemplate mapping out the time needed in accord with the objectives and specific tasks that need to be completed, rather than simply offering a standard term.

3. Make sure the eval end coincides with your end of quarter: "Get out the knee-pads!"

We've done a terrific job training our customers to expect deep discounts at the end of each quarter—and especially at the end of the year. You can reinforce this by aligning the end of your evaluations to coincide with your end of quarter. This will almost guarantee substantial weeping, moaning, and gnashing of teeth as your sales team tries to complete the eval and close the business simultaneously.

4. Install and run: "See you in three months!"

Once your customer has the software, everything should go forward by itself, right? No need to worry about objectives, installation, tasks, users' time, training, and support during the eval.

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ABOUT THE AUTHOR

Peter Cohan runs The Second Derivative out of Belmont, California. For more information, visit www.SecondDerivative.com.