Software Vendor Selection

I had to purchase a software for 2025 Storylane. After diving deep into six vendors, I ended up picking the more expensive option. Sounds crazy, right? Let me break down why. My non-negotiable requirements: 👉 [Basic stuff] Solid product that’s easy to use and will work 👉 [Vendor stability] Needed a partner who'd stick around and actually listen when we had feedback 👉 [Innovation pace] Continuous shipping with regular updates (in today’s market you become obsolete in 6 months) After some vetting, I narrowed it down to two vendors. On paper, they looked great: - Great G2 reviews - Slick demos with solid support materials - Proof-of-concept trials - Strong social presence and case studies But here's where it got interesting - pricing models told completely different stories: => VENDOR A: Clear per-seat/usage pricing => VENDOR B: "Unlimited everything" deal We went with VENDOR A - yes, the more expensive one as we scale out. When someone offers "unlimited everything" , it means one of the below to me: 1. Business model is shaky 2. They're desperate for customers 3. They don't care about long-term product Think about it - how can you invest in your product if you are not able to create margins? You need a vendor who can reinvest in their product, and that requires a sustainable revenue model. Sometimes, the more expensive option is actually the safer bet. I'd rather pay more for a partner who'll be around in three years with better product than try to save money on a solution that might vanish. The takeaway? A vendor's business model matters just as much as their feature set. Your future self will thank you for thinking long-term.

Most companies pick AI vendors the wrong way.  They get dazzled by demos and impressive feature lists.  Then wonder why implementation fails. The decision tree that prevents vendor disasters: Decision Point 1: Does this solve a specific business problem? → YES: Continue to next decision  → NO: Stop. Find your problem first, then find vendors. Decision Point 2: Can you measure success in 90 days?  → YES: Continue to next decision → NO: Break project into smaller, measurable pieces. Decision Point 3: Do they have customers like you? → YES: Continue to next decision  → NO: You'll be their expensive experiment. → Choose different vendor. Decision Point 4: Can you integrate without IT overhaul? → YES: Continue to next decision  → NO: Factor 6-12 months additional timeline and budget. Decision Point 5: Do they offer pilot/trial period? → YES: Continue to next decision → NO: Red flag.  → No trial means they're not confident in fit. Decision Point 6: Is pricing transparent and predictable? → YES: Continue to next decision  → NO: Budget will explode.  → Get fixed-price commitment first. Decision Point 7: Can they explain how their AI actually works?  → YES: Continue to vendor selection  → NO: Black box AI creates compliance and trust issues. Final Decision: Does this vendor pass all 7 checkpoints? → YES: Move to contract negotiation  → NO: Keep looking.  → Partial fits become expensive failures. The companies getting vendor selection right: Use this decision tree before demos, not after.  Eliminate 80% of vendors without wasting time on sales calls.  Focus energy on the 2-3 vendors that actually fit. The companies getting it wrong: Start with features, end with problems.  Pick vendors that sound impressive in meetings.  Realize after signing contracts that integration is impossible. Your vendor decision determines your AI success.  Choose based on fit, not features. Which decision point eliminates most vendors for you? Found this helpful? Follow Arturo Ferreira and repost.

10 best practices I've picked up from Customer Support leaders when procuring new software: 1. Identify the specific pain points you want to address—not just macro goals like reducing AHT or boosting CSAT. Dive deeper. Are your agents juggling 10 tabs during a call? Let’s address that. 2. Look at vendors that directly address these pain points. It’s tempting to grab the tool that promises everything. But does it nail what you really need to accomplish? 3. Reach out to customer support leaders who’ve implemented a similar use case with that vendor. Сold-message folks on LinkedIn—these leaders are willing to share. Ask about their experience with the vendor's team, implementation speed, challenges, and ROI. 4. Test it out before purchasing. Identify a specific use case that moves the needle and see if the vendor can put together a custom demo. See how their solution can solve your problem. 5. Don’t always haggle on price just to get the best deal. If the price isn’t fair for the vendor, they may not provide hands-on support. Instead, aim for a fair deal for both sides. Calculate the ROI, build a business value case, and research market pricing. A vendor who feels valued is more likely to go the extra mile. 6. Bring more stakeholders into the loop. Get IT, Security, and your implementation folks involved from the get-go. Their insights can save you headaches down the road. 7. Be transparent during the buying journey. You’re not just buying software; you’re starting a long-term partnership with this vendor. It’s important to make it a positive experience for both parties. 8. Ask for the vendor’s product roadmap. Do their short-term plans and long-term vision sync with your needs and your organization's goals? It’s good to be aligned on the future with no crazy surprises. 9. Get to know the people behind the product. Software doesn’t solve problems without people. Spend time with the vendor’s team and see if you can build a long-term partnership with them. 10. Ask tough questions about the vendor’s projects that didn’t go as planned. How did they handle it? Their answers will tell you a lot. --- Discover more Customer Support insights from top leaders in my latest podcast episodes here: https://lnkd.in/gasammJF

Why so many safety software demos miss the mark and what to do about it... Over the past few years, I’ve been involved in a wide range of enterprise software procurements for health and safety. As part of these engagements, I’ve sat through countless product demonstrations and I’ve noticed recurring themes. Too often, vendors treat demonstrations as an extended sales pitch: a whirlwind tour of features, dashboards, AI modules, mobile apps, ESG tracking and every other capability in their toolbox. That’s fine for a first sales demo. But beyond that initial overview, the focus should shift. Once you're inside a competitive bid or RFP process, the demo is no longer about the vendor; it’s about the customer. A shift from "Check out what our software can do!” to “This is how our software can help solve your most pressing problems and prepare you for the challenges you haven’t faced yet” That means: Configuring the demo to reflect the organisation’s actual workflows. Demonstrating how the platform enables better decision-making, supports critical processes and reduces the manual effort and mental load currently carried by humans and spreadsheets. Showing how the solution can evolve to meet emerging needs, not just yesterday’s pain points. This isn’t just on vendors though... Organisations need to show up with clear problem statements and a sense of where they’re headed. What’s not working now? What’s likely to change? What capabilities will be essential two years from now? Procurement, at its best is a co-design process. If you’re selecting software, don’t ask for a software demo. Ask for a demonstration of understanding — and foresight. And if you’re a vendor, don’t just show off your tech. Show how it can make a difference to your customer. #safetytech

I've spoken to 300+ SMB leaders who've spent millions on IT partners and end up with broken promises. Ask 3 questions to find one that creates real impact: 1) Do they manage outcomes in addition to supplying talent? Most tech partners follow a basic 'talent outsourcing' model: - Ask a few questions about your needs - Source talent that matches - Hand them over to you to manage There are a couple problems with this approach: → Worst Case: You're left with a developer-only team → Best Case: You get a diverse team but lack the technical background to manage them (This applies unless you're a management savvy CTO.) Talented developers and designers need strategic leadership to build successful software projects. Make sure your tech partner provides said leadership and holds themselves accountable for the final solution. 2) Do they have UX expertise or a design studio? Design is often the most overlooked aspect of software development. An intuitive, user-friendly design - Simplifies complex features - Guides users to solutions quickly It's just as important as making sure the software gets the job done. So, look for an IT partner with proven UX capabilities or a dedicated design team. They should follow a structured process, like: - Conducting user research & interviews - Detailed discovery workshops - Defining user personas - Creating user flows - Wireframing, prototyping, and testing (This is our method at @Incepteo.) Writing code should NOT start before finalizing design to avoid re-coding or re-designing. Last but not least: 3) Do they provide CTO advisory? The Project Manager is usually responsible for the software's timeline, budget and scope – but having a CTO prevents you from facing many potential roadblocks. They: - Spearhead strategy and implementation - Review the software's design and structure - Share on the dos and don'ts based on past experience The best part is: they don't need to be present full-time. 1 hour of CTO advisory per month is enough to help most businesses move in the right direction. — If your company's investing time and money into a solution, make sure your partner provides the talent, design, and advisory for you to succeed. Ask these questions on the vendor selection call to see if they could be a fit. And, if you're tired of failed projects and ineffective solutions, send me a message on LinkedIn so we can chat about your requirements and needs. (We answer YES to all 3 questions 😄)

𝗪𝗵𝘆 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝗮 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗳𝗼𝗿 𝗦𝗰𝗼𝗿𝗶𝗻𝗴 𝗘𝗥𝗣 𝗩𝗲𝗻𝗱𝗼𝗿 𝗣𝗿𝗼𝗽𝗼𝘀𝗮𝗹𝘀 As independent ERP Consultants, we facilitate pragmatic, unbiased and auditable ERP Vendor Evaluations. Selecting a new ERP Vendor and Solution isn’t just about ticking functional boxes, it’s about reducing risk and making confident and well-founded decisions. A structured RFP scoring process to support the ERP Evaluation is imperative as it: ✅ 𝗦𝗲𝗽𝗮𝗿𝗮𝘁𝗲𝘀 𝗖𝗿𝗲𝗱𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗳𝗿𝗼𝗺 𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆 When scoring the RFP submissions we encourage our clients to focus on Vendor transparency, completeness, references, methodology and attention to detail, not just shiny software features. ✅ 𝗥𝗲𝗱𝘂𝗰𝗲𝘀 𝗕𝗶𝗮𝘀 𝗮𝗻𝗱 𝗢𝗽𝘁𝗶𝗺𝗶𝘀𝗺 Vendor self-scoring is useful, but usually optimistic by nature. A weighted and standardised scoring matrix enables emphasis on the most critical functions and ensures scoring outcomes are consistent and comparable across the ERP Vendors. ✅ 𝗕𝗮𝗹𝗮𝗻𝗰𝗲𝘀 𝗗𝗮𝘁𝗮 𝘄𝗶𝘁𝗵 𝗝𝘂𝗱𝗴𝗲𝗺𝗲𝗻𝘁 Quantitative scoring (cost, financials, compliance) combined with qualitative inputs (comments, cultural fit, demo performance) produces rankings you can trust without pretending the numbers are absolute. ✅ 𝗠𝗮𝗸𝗲𝘀 𝗖𝗼𝘀𝘁 𝗖𝗼𝗺𝗽𝗮𝗿𝗶𝘀𝗼𝗻𝘀 𝗠𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 Normalising pricing and assessing 1, 5 and 10 year total cost of ownership ensures decisions are based on long-term value, not just headline short term price models. ✅ 𝗖𝗿𝗲𝗮𝘁𝗲𝘀 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝗰𝘆 𝗮𝗻𝗱 𝗔𝗹𝗶𝗴𝗻𝗺𝗲𝗻𝘁 Outlier scores are flagged, discussed and resolved with the ERP Evaluation Team as a group. Comments capture rationale. Everyone sees the same information, stored centrally, working from the same version of the truth. ✅ 𝗞𝗲𝗲𝗽𝘀 𝗠𝗼𝗺𝗲𝗻𝘁𝘂𝗺 𝗮𝗻𝗱 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 Clear timelines, ownership and scoring effort expectations prevent last-minute rushes and decision fatigue especially over holiday periods. The result is a pragmatic and fair ERP Vendor and Solution shortlist that provides the leadership a decision based primarily on evidence, not just gut feel. If you’re evaluating ERP Vendors and Solutions right now, the process you use to score them is just as important as the ERP Solution itself. #erp #crm #erpconsultant

Only 6% of CTOs discover vendors at conferences. Yet vendors spend millions on events. Here's what 100 CTOs told us about how they actually find and shortlist vendors. I used Wynter to survey CTOs, here’s what we discovered about how top technology leaders find software solutions. CTOs use a "trust but verify" approach: 1. Build the initial shortlist via Google (72%) "I would google for vendors and then search for comparative reviews of the identified tools." Almost three‑quarters of CTOs kick off their search with a simple Google query. 2. Ask peers if you're legit (53%) "I will typically reach out to peers in the industry to see what software they are using." Social proof goes a long way. 3. Check if analysts rate you (23%), see if the reviews say you suck (20%) About one‑in‑four rely on analyst research (Gartner, Forrester, IDC, InfoTech) to cross-check and validate vendor reputations. While these sources offer deep market insights, they aren’t typically the first stop for discovery. "We then explore trusted industry sources such as Gartner, Forrester, and IDC reports for vendor comparisons. We also leverage peer reviews on G2, Capterra, and TrustRadius to assess real-world performance." It's mostly companies with 1000+ employees that are turning to analysts, but also smaller (250+). 5. Then (maybe) talk to your sales team Another 20% turn to their existing vendor relationships, resellers or Managed Service Providers for recommendations. Here's one journey that illustrates the whole flow: "I start by Googling the type of tool, and look at both the organic results as well as the paid ads. For example, I might search of "load testing tools" or "best load testing tools". I would also look for results from Gartner, Reddit, or other sites that might be comparing tools. Once I started getting a list of some of the names of tools, I would start searching for "tool X versus tool Y" or searches like that. Then, I would start to go to the actual vendor sites. But sites, like Reddit where people discuss tools can sometimes be very helpful (or maybe a site like Stack Overflow if it is a tech tool)." CTOs trust random Reddit threads more than your pitch. Another CTO described his process: "I start with Google, then check Gartner, and finally ask my peers on LinkedIn." This three-step verification is everywhere. AI tools (ChatGPT, Gemini, etc.) are making their way into the vendor selection process, but only about one in five CTOs use them to jump‑start their vendor lists. Dominant AI use cases are vendor comparisons and summarizing analyst reports. What this means for vendors: • SEO matters more than your event budget. Focus on comparison content. • Peer validation is used to validate choices, take care of your customers • Check how you come across in vendor comparisons in AI. Time to focus on AIO. • Encourage your customers to discuss you on reddit, Slack groups etc where online research is being conducted

You're choosing your ERP vendor based on presentation skills. That's why half of implementations fail. Quote from a client: "𝘞𝘩𝘢𝘵'𝘴 𝘥𝘳𝘪𝘷𝘪𝘯𝘨 𝘮𝘦 𝘤𝘳𝘢𝘻𝘺 𝘪𝘴 𝘩𝘰𝘸 𝘩𝘢𝘳𝘥 𝘪𝘵 𝘪𝘴 𝘵𝘰 𝘴𝘦𝘱𝘢𝘳𝘢𝘵𝘦 𝘳𝘦𝘢𝘭 𝘤𝘰𝘮𝘱𝘦𝘵𝘦𝘯𝘤𝘦 𝘧𝘳𝘰𝘮 𝘴𝘢𝘭𝘦𝘴 𝘱𝘰𝘭𝘪𝘴𝘩. 𝘌𝘷𝘦𝘳𝘺𝘰𝘯𝘦 𝘴𝘰𝘶𝘯𝘥𝘴 𝘭𝘪𝘬𝘦 𝘵𝘩𝘦𝘺'𝘳𝘦 𝘳𝘦𝘢𝘥𝘪𝘯𝘨 𝘧𝘳𝘰𝘮 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 '𝘥𝘪𝘨𝘪𝘵𝘢𝘭 𝘵𝘳𝘢𝘯𝘴𝘧𝘰𝘳𝘮𝘢𝘵𝘪𝘰𝘯' 𝘴𝘤𝘳𝘪𝘱𝘵." He spent 3 months in demos and ended up picking the vendor that "presented best." Then reality hit during rollout.  Half the customization promises were smoke and mirrors.  The system didn't fit how they actually work.  Expensive and morale-killing. Here's what I see happen in most ERP selections: Companies sit through demo after demo.  Every vendor shows the polished version: ☑️ Perfect workflows ☑️ Seamless integrations ☑️ Automation everywhere But demos aren't built on your data.  They're scripted to AVOID the messy edge cases that actually break your processes. The vendors that close deals aren't always the most competent.  They're the best presenters. 𝗪𝗵𝗮𝘁 𝗜 𝘁𝗲𝗹𝗹 𝗰𝗹𝗶𝗲𝗻𝘁𝘀 𝘁𝗼 𝗱𝗼 𝗯𝗲𝗳𝗼𝗿𝗲 𝘀𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗱𝗲𝗺𝗼𝘀: 👉 Ask them to show you your trickiest workflow. Not their cleanest example.  Pick an exception case that happens 3 times a month and requires 4 of your people to touch it. 👉 Talk to their references, but not just the ones they give you.  Go find companies in your network who implemented the same system.  Ask what broke after go-live. 👉 Focus on the implementation partner, not just the software.  The ERP might be solid, but it's optimized for broad market appeal, not industry nuance.  If the team configuring it doesn't understand your industry, you'll end up with expensive workarounds. And promises that never materialize.  I've seen companies choose the wrong vendor because the sales team was polished and the demo looked clean. Six months into implementation, they had to delay go-live and bring in industry specialists just to get the system to work for their basic processes. Competence and polish aren't the same thing.  And by the time you discover which one you bought, it's expensive to fix. Unless you're asking the right questions during selection. What's the best advice you've gotten (or wish you'd gotten) before signing an ERP contract? #ERP #VendorSelection #DigitalTransformation

Choosing the wrong AI vendor can harm your business. Overhyped tech. Hidden costs. With hundreds of AI vendors pitching solutions, you need to know which ones are truly built to deliver value. Choosing the wrong vendor can result in wasted budgets, security risks, and stalled momentum. That’s why a structured, strategic evaluation process is essential. Here are 20 critical questions, grouped into five key categories, to help you assess AI vendors with clarity and confidence: 1. Technology & Capabilities ↳ What AI models and frameworks power your platform, and how often are they updated? ↳ How does your solution handle unstructured data like images or audio? ↳ Can the AI system be customized for our specific use cases? ↳ What level of transparency do you offer regarding model decisions? ↳ How do you measure and maintain accuracy over time? 2. Data Privacy & Security ↳ What data privacy standards do you comply with (e.g., GDPR, CCPA)? ↳ How is customer data stored, encrypted, and accessed within your platform? ↳ Can we retain ownership and control over our data and outputs? ↳ What protocols are in place to handle data breaches or AI misuse? ↳ Is customer data ever used to train or improve your models? 3. Integration & Usability ↳ What systems does your platform integrate with out of the box? ↳ What does the onboarding and training process look like? ↳ Is your solution usable by non-technical team members? ↳ How do you support cross-functional workflows or multi-department collaboration? ↳ What is the typical timeline to see value after implementation? 4. Support & Service ↳ What kind of technical support is available (e.g., live chat, dedicated rep)? ↳ Are there SLAs in place for uptime and issue resolution? ↳ Do you provide onboarding, documentation, and continued training? ↳ How frequently do you update the platform, and how are users informed? ↳ Is there a user community or partner ecosystem to tap into? 5. Pricing & Scalability ↳ What is your pricing structure, and how does it scale with usage or seats? ↳ Are there hidden fees for features like API access or integrations? ↳ Can your platform scale with our business needs over the next 3–5 years? ↳ What is the minimum contract length, and are there options for pilot programs? ↳ How do you measure ROI for clients? The AI landscape is evolving rapidly. Use these questions as a framework to cut through marketing gloss, clarify value, and build AI partnerships that serve your business. Which of these questions do you find most valuable? Share below 👇   ♻️ Repost if your network needs this mindset shift. Follow Carolyn Healey for more AI content.

**Choosing the Right Software Vendor: A Strategic Perspective** Leading business technology division my role involves not only identifying the right software solutions for business processes and internal customers but also serving as a technical advisor to other organizations, such as Engineering and Operations. I assist these teams in selecting the most suitable software vendors to address their business challenges. Over the years, I’ve developed a technique, along with a vendor selection process, that ensures we implement vendors that are objective and aligned with the diverse needs of multiple stakeholders across the organization. 1. Define Success Early Before diving into vendor demos or feature lists, align internally on your goals. What does success look like for your business? Whether it’s scalability, cost efficiency, or seamless integration, a clear vision helps narrow down choices. 2. Prioritize Flexibility and Scalability The perfect solution today might not meet your needs tomorrow. Look for vendors who can evolve with your business, offering customization and scalability as your requirements grow. 3. Evaluate Total Cost of Ownership (TCO) It’s easy to focus on upfront costs, but hidden expenses can quickly add up. Consider licensing, implementation, training, and ongoing support to calculate the true cost of ownership. 4. Check for Strategic Alignment Beyond technical capabilities, does the vendor’s vision align with your organization’s? Strong cultural and strategic alignment can lead to a long-term partnership rather than just a transaction. 5. Involve Stakeholders Involve end-users, IT, and business leaders early in the process. Their buy-in ensures smoother adoption and better alignment of the solution to day-to-day needs. 6. Don’t Skip the References Talk to other customers using the software. Their real-world experiences often reveal insights that demos and sales pitches might not. Choosing a software vendor is as much about trust and partnership as it is about technology. Take the time to evaluate thoroughly, and remember, the right choice can set your business up for success for years to come. What strategies or lessons have you found helpful in selecting software vendors? Let’s share insights and build on each other’s experiences! #SoftwareVendorSelection #TechnologyLeadership #StrategicPartnerships #BusinessSystems #BusinessTransformation