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Anastasia Molchanova
Sales and Partner Program Manager |
After working extensively with various teams implementing global ERP solutions such as SAP and Microsoft, I would like to share insights that could be valuable to both partners and clients.
When a company first realizes the need to implement an ERP system, a flood of questions arises: “What should we choose? Which product is better? How much does it cost? Where do we start?”
If the client lacks experience and begins searching via Google, they risk drowning in a sea of unstructured content. This often leads to poor decisions based on flashy marketing — or worse — a complete loss of motivation to move forward with any change.
That’s why I want to structure the pre-sale stage into a roadmap for selecting both an ERP system and a partner.
Stage 1: Initiation
The client realizes it’s time for change. Replacing 1C is currently one of the most common needs in the Ukrainian market. Other drivers may include business scaling, poor analytics, outdated software, or the need to standardize processes.
Steps to take:
- Define the main goal of the implementation: what do you want as an outcome?
- Collect a preliminary list of available ERP solutions.
- Assess the maturity and reliability of each: how long has the vendor been in the market? Are there successful cases?
- Research potential partners: check reputation, references, and reliability.
- Send a request for proposal to selected vendors.
Stage 2: Communication
This is the first contact with partners — you send inquiries, receive responses, and hold calls or meetings. While it may seem like just an exchange of information, it’s actually a compatibility test: how well does the partner understand your business, how quickly do they respond, and how clearly do they explain complex topics?
Key points:
- Assess the communication style: does the partner speak in clear, accessible language?
- Clarify the basic cooperation terms, licensing options, and what to expect in the next steps.
- If someone gives you pricing without understanding your needs — it’s a red flag.
- Ask for demo materials, webinar recordings, or short videos — it’ll save time.
‼️ Note: Trust begins to form at this stage, and both sides qualify each other. If you don’t feel heard now — it’s unlikely things will improve during implementation.
Stage 3: Solution Demonstration
This stage is often seen as the main one, but it’s really just confirmation that you’re heading in the right direction. ERP presentations must be as personalized as possible. Clients sometimes demand a “universal demo,” and while that’s within your rights, it rarely leads to good results if the demo doesn’t reflect your real processes.
Steps to take:
- Provide business-specific cases to the partner. A professional partner will suggest this anyway.
- Review materials provided in Stage 1 and prepare relevant questions.
- Record the session or take notes — you’ll need them later for comparison.
- Ask plenty of questions. Understand not just how it works, but how it will work for you.
A demo is not a show — it’s a joint dive into your processes. If it doesn’t bring clarity — something’s off.
Stage 4: Functional & Non-functional Assessment
At this stage, balance your expectations with real market capabilities. Clients often focus only on features, forgetting that ERP is not just about buttons — it’s also about:
- Usability
- Flexibility in process changes
- System speed
- Quality of support
- The team you’ll be working with for months or even years
What to do:
- Hold an internal session with your team: what’s critical and what’s not?
- Ask for reference letters or real-life implementation cases.
- The vendor should be interested in the project, not just selling licenses.
- Meet the business owner — alignment in values often defines long-term success.
Stage 5: Implementation Cost Estimation
Budget and timelines are the most sensitive questions. But keep in mind: getting an accurate quote without diagnostics is nearly impossible.
🛠 If a partner gives you a final price without analysis — be cautious. It’s like building a house with no blueprint.
Yes, you may spend a few thousand dollars on diagnostics, but in return you get:
- A realistic project estimate
- A clear action plan
- Risk awareness
- Lower chance of project failure
This is not a cost — it’s an investment in predictable outcomes.
ERP implementation isn’t just a product purchase. It’s a long-term partnership.
You’re not just choosing a system — you’re choosing a team that will stay with you through the entire project and possibly many years of ongoing support and development.
Key things to remember:
- Pre-sale is not about “selling” — it’s about understanding, transparency, and trust.
- The client must actively participate. The deeper your involvement — the better the outcome.
- A good partner isn’t the one who promises fast and cheap; it’s the one who understands, speaks openly, and plays the long game.
Choosing an ERP system is a strategic decision. Don’t rely on prices or familiar brand names alone. Compare, analyze, ask questions. And don’t just choose a product — choose the people behind it.
