ERP implementation should adhere to the "customer is God" guidelines
When our sales manager, pre-sales consultants, executives at the pre-sales stage, I do not think people do not recognize the "customer is God", pre-sales stage, they revolve around a variety of clients over the face of God is also doing God's service, commitment to the customer's requirements. For example a real estate project, the commitment to client implementation will use a number of prestigious real estate projects in the advanced business experience in management consulting to enhance corporate governance; such as a paper-making enterprise projects, the commitment to customers in the supply chain within two months and financial accounting, Party B is responsible for system data initialization. However, to the implementation stage, we should not continue to adhere to the "customer is God" mean? Pre-sales phase of commitment to the implementation phase can easily give up?

Regular implementation of the consultant into the project which, when carried out do not go well, first of all complain that the sales staff's commitment to the program with the Pre-Sales Consultant, as the project more and more difficult, more and more risks, implementation consultants and sales managers will be together again to push the responsibility to their customers, saying that this does not meet the customers that do not meet the customer this is not OK that's not OK.

But as long as we think, in turn, the customer pre-sales requirements are really unreasonable do? Pre principles of "customer is God" guidelines for a mistake. Consultants must first realize that we have implemented, without the customer's requirements, there is no sale pre-commitment, there is no pre-principles of "customer is God", the customer can delivery to our hands? We also have the opportunity to play in the implementation of the talent we do? sure. Pre-sales stage we do not say this is not OK and that customers are not OK, our customers real environment is definitely not clear, since the signing of the contract to enter into the implementation phase, we simply have no reason, not qualified, nor should it repeat customer No, not be appropriate. Second, customers will really spend millions and millions, stupid enough to put forward on both sides really unreasonable request? As foolish as not in line with our implementation of the work definitely not the implementation process the implementation of the consultant that the client not work, not with the performance, the vast majority are merely only.

Often do we think that corporate executives were not enthusiastic about the implementation of the ERP, the poor quality of work, working with the poor. But its essence is likely to be business people do not recognize the importance of ERP, do not recognize their own responsibility, do not know how to cope with the work, there is simply no way, there is no ways and means to complete the work under the ERP implementation. This requires us to think of ways to implement the consultant to resolve, we should firmly believe that business owners willing to spend large sums of money to implement the ERP, enterprise level determination and attitude is no doubt, as long as we adhere to the "customer is God" philosophy, we will be able to With "enterprise level attitude and determination", identify practical means to promote rapid implementation of the project, but customers will not complain not, not be appropriate.

ERP implementation in the service industry should pursue the universal norm "customer is God?" I give the answer is yes. When we implement the consultants adhere to the "customer is God", customer interest, and hundred percent to the project into the sake of their clients, then we can quickly get customer credit, so that it can truly customer organization and mobilization of resources, changing customer a variety of negative thoughts and practices to promote the project really fast high-quality, low-cost operation. ERP implementation if we negate the "customer is God", it is difficult to think about the true customer's perspective the problem, to solve problems, fill our minds with the implementation costs, implementation risks, and even fill our minds we have implemented their own practical interests of the consultants, will eventually lead to the low-cost, low-cost at the beginning, but a loss at the end of the whole project.

NC State recently in a paper-making enterprise projects, our client key users have found the enthusiasm is not high, capacity is not strong, we are concerned. Commitment to client-side three days after the accounting charge to our financial adviser to a finishing line after the group control chart of the new accounting standards, but three days later, we got in return was a pile of rubbish, the customer simply does not know how to organize the various elements company personnel organize, when cold heart. However, we have taken positive action, the first time to organize all the key users and the financial size of the financial boss opened a mobilization meeting for nearly two hours before to mobilize and brainwashing, and then explain in detail the group's management and control subjects of the new accounting methodology, to out of subjects related to the corporate accounting model, and to this work package organization, personnel and processes also implement, at a collective commitment to pay is issued on the third day, after which we closely follow up. By the third day when we did not receive any draft work, but the fourth day early in the morning when I open a message, but received a day early morning 16 minutes sent to me by e-mail, open the attachment to see a heavy, high-quality The basic requirements in line with our group control chart of accounts. Later we learned that customer financial officers three consecutive overtime at night, and finally one night in the final group discussion identified and sent to us. Customer's attitude and energy enough to make us excited and moved, take this chance to have sent a "moving from the UF implementation of the consultants," inspired e-mail, and since then, the financial officer of the great enthusiasm, and our relationship has changed over the past stalemate, its excellent. This little case can from the side that we are in the ERP implementation should adhere to the "customer is God" principle, multi-sake of their clients, rather than first went to complain about their services?

Similarly the participation of certain real estate projects before, customers are dissatisfied with our first implementation, we think that is a sales manager with the Pre-Sales Consultant to implement the consultants to "sell", but because the implementation of the project manager after the policy change, the project made progress in implementing the significant progress in the second phase of budget management, fund management, financial accounting and the first phase of the merger, together in the first phase, within the specified time, which greatly accelerated the progress of the project, saving the project implementation costs. Our implementation of the project manager has been able to, if bold, as a spectator, I think she was the most important two things: First, the true customer's perspective the sake of their clients, clients will be able to accept the recommendations and programs to their advantage; Second, we really dominated the implementation of the project manager of the project led by the nose rather than customers. This case is not the same that we are in the ERP implementation should adhere to the "customer is God" principle, for the sake of clients, rather than first went to complain about our sales personnel, pre-sales consultants and clients? When we the sake of their clients, we have can really lead the process of the project, it is possible to change the client's ideas and practices to fast and to complete the project.