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Deploying new technology or projects are exciting but daunting. There are often many role players and parties involved that add extra complications. Whether deploying a new software internally across your field force; externally across your extended route to market channel; or introducing a brand new sales channel to your route to market, addressing how these people adopt and engage will mean the success and return on investment.
Implementing such projects is complicated and requires a solid implementation plan to ensure a smooth transition. This plan requires a deep dive into the project outcomes and should include a budget, goals, timelines, resources, and communication strategies. But most importantly it should include a change management plan to mitigate any potential risk and blockers.
A purposeful focus on change management helps organizations face resistance head-on so that adapting to new technology is a smooth transition. The purpose of change management for software implementation is threefold:
Some organizations find it useful to consider the ADKAR change management framework. Its name is an acronym that comes from awareness, desire, knowledge, ability, and reinforcement:
There is also a simpler approach to change management.
Change management relies heavily on strong leadership and the skills of individuals to motivate and reward positive behavioral change. As a result the Center for Creative Leadership’s 3 C’s of Change Leadership is equally true for software or project implementation. The three C’s entail:
From all our experience with clients deploying new digitization and mobilization projects across their rtm channels, we have identified key factors for success. Following these best practices you should be able to not just keep up but also thrive and succeed in the long run.
As with any plan or strategy, you need to clearly identify the why and the how. Following this a complete plan highlighting the budget, specific goals mapping the look of success, timelines for every milestone within the implementation plan, outline the resources required, and plot the communication strategies.
Communication, both internal and external, is key to the success of any new project.
In order to gain cooperation and collaboration, people need to fully understand why they need to be involved, but most importantly, why they need to feel compelled to change. By fully understanding what is in it for themselves as individuals and as employees, customers or partners.
Seeing and believing in the bigger picture is key.
In order to effect lasting change, you need to completely map the tactical and strategic elements that comprise all the behaviours that needs to be adjusted. The best way to do this is to incorporate some form of B2B loyalty program. To reward these specific new behaviours.
However, a once off loyalty program will not do justice in the long run. It is best to focus on embedding consistency to ensure that the new behaviour is fully in place before moving to the next. As such, these kinds of programs are often a work in progress.
Every change needs to be tested and measured regularly to ensure that the organization is headed in the right direction.When measuring this change, you should track behavior, experience, value, adoption, and results.
In the case of deploying a new eCommerce platform within your Route to Market for instance, you should look at the realistic and achievable targets of the pilot. It is best to approach these pilots over a two to three phase approach building on the successes from each round.
From our experience, there are some key metrics that you should consider for these kinds of channel projects or new technology deployments. In a future post we will unpack these metrics further. But until then, what are your key metrics that count?
MACmobile’s approach to B2B Loyalty Program is to encourage adoption, drive specific behaviours and foster true loyalty.
FIELDLoyalty is a platform that enables CPG manufacturers to deploy B2B Loyalty & Rewards within their route to market value chain to change specific behaviours to drive sales and meet target.
With FIELDLoyalty installed within distribution you can effectively:
Once the project is well entrenched, FIELDLoyalty can then be utilized to further drive volume and availability KPIs; ensure promotion and compliance; and encourage engagement across the channel.
If you are looking at deploying new RTM technology or adding additional touchpoints to your channel, get in touch and we can arrange a deep dive into our best practices and un pack our learned experience.