So you have chosen your point of sale. Now what? This is the second post in a series exploring best practices for common challenges facing enterprise point of sale (POS) platforms, co-authored by Cristal Ghitman, enterprise sales executive in Revel […]
So you have chosen your point of sale. Now what?
This is the second post in a series exploring best practices for common challenges facing enterprise point of sale (POS) platforms, co-authored by Cristal Ghitman, enterprise sales executive in Revel Systems. In case you missed it, check out the previous post on change management for an enterprise point of sale. In the post below, we will explore choosing the ideal stakeholders–and delegating them so –when you take the plunge into transitioning to another enterprise point of sale.
Systems change is a group effort
As if selecting the most appropriate platform for your business POS and business management package is not difficult enough, it takes on a whole new level of challenges when you think about all of the players involved in shifting and deploying a new system. There’s simply no way around it: change management is a team effort, and this also holds truer than ever for your POS implementation.
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The tricky part is making certain the correct stakeholders are in place to facilitate this change (not to mention that significant investment). So, how do you decide on the ideal stakeholders?
Identify stakeholders from all participating teams
By definition, a stakeholder is anyone actively engaged in a project, or whose interests may be positively or negatively affected as a result of project implementation or successful project completion. Bearing this in mind, you need to ensure all of your key partners have a chair at the table, including decision makers from your own enterprise, team members in the POS provider, and appropriate integration partners. Each of those groups has a vested interest in the long-term success of your business and the partnership. Additionally they will all bring various perspectives and insights into the execution procedure.
Communicate clearly and often
From the beginning of the project your job plan should outline clear avenues for communication and preparation. Map out communicating cadence, whether group meetings or faster status checks, in addition to significant project milestones. You might choose to begin your rollout conservatively initially, leaving time for valuable learning and alterations from a small sample size. From there, you can get speed, especially as soon as you have systems and safeguards in place to aid with project scalability.
Another bit of your communication program should consist of role assignments. Know who the go-to individual (s) will be for each significant task in your rollout. Defining clear roles will save you time and money during the job, and can assist with accountability and staying on course (and on budget) when it is time for upgrades.
“This work isn’t done in a silo–I get the opportunity to work with key teams throughout the business and it is really exciting,” says Antonia Guerrero, enterprise project manager at Revel.
Having a plan, benchmarks, and job owners to direct you, successful rollout of your business POS platform is all but guaranteed.
Make strategic investments
Time, money and people are crucial to your success, and it is important to invest in every one of them accordingly. Will break down all these elements in a little more detail.
Implementing an enterprise POS platform requires time. Allot enough of it in every phase of your rollout so that your business-critical systems are installed properly the first time. Savvy business operators know time is money, and few things stall a job more than time wasted on a rushed job that must be redone. Allocating ample time for platform configuration and troubleshooting is an important aspect that will assist you avoid process disruption and wasted resources.
How and where you value your financial investments is enormous, especially when contemplating the scale of business rollouts. You’re probably familiar with the adage,”You get what you pay for.” There is wisdom in these words. Be cautious, and even cautious, of deals that seem too good to be true. That’s nearly always true, meaning you will uncover hidden costs or glitchy solutions down the street when initially you thought you’re getting a wonderful deal.
Your staff will have a enormous effect on your project’s success. After all, it is ultimately people which make things happen. Put careful thought into who you have on the team and what role they will play to keep the job on track. Consider also the people that you’ll need in place long after your installments. An enterprise POS platform has many moving parts, and a cloud-based platform includes the benefits of regular updates and continuous development for system enhancements and new capabilities. It’s a terrific idea to invest in people with deep working knowledge of the POS platform that will act as advocates for you and urges for you to help you get maximum value from the platform after it deploys.
Even with all the proper stakeholders, implementing a new enterprise POS platform will hit speed bumps and unexpected challenges. With the appropriate players at the table, however, you and your staff are certain to make it through unscathed.
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