Our Quosal quote and proposal automation application delivers many advantages to our users. One of them is extremely flexible deployment, including the ability to host your data “in the cloud,” securely and reliably, for as many users as you need. This capability has been in the application since its release in 2008 – initially with our own servers, and later with the added option of hosting through Microsoft’s SQL-Azure cloud infrastructure.

Quosal is a Windows application and is always installed on a PC or virtual PC environment (Citrix, Terminal Server, etc.), so the ability to seamlessly host the data for the application in the Cloud is unusual – but it offers many advantages and benefits. We have always hosted our own use of Quosal in the cloud, at first as a way of “eating our own dog food,” but I wouldn’t change how we use our own product in this respect – it really offers significant benefits.

First, it’s great to be able to access my central quote and proposal database no matter where I am, without reliance on a corporate VPN or other infrastructure. Several times, I’ve simply downloaded the client application on a new PC, activated with our internal key, and been up and running with my central database in a matter of minutes, without the need to install VPN and other infrastructure that would be needed even for an RDP session. It’s great to not be “tethered.” Whether at home, at the cabin or on the road, I’m always able to access my cloud-based data.

Second, my remote employees around the country have instant and excellent access to the shared quoting database with excellent performance – which is unfortunately not true when they’re on the corporate VPN. With the way our PSA works, a remote employee has full-speed, full-function access to our two most important applications just with an Internet connection.

Third, the “zero administration” of our cloud database is a great benefit even for our own product. While Quosal’s administrative requirements are low even for an internal database, you can’t get away from the fact that any database server has an administrative load that almost disappears when your data is in the Cloud.

For our customers, a Cloud-based deployment provides an excellent and elegant solution in many situations:

  • Multiple offices that all need access to shared central data for quotes and proposals.
  • Many remote users and road warriors that require the same, especially from high-latency connections.
  • Companies that are virtualizing and don’t want to set up a physical database server.
  • Companies without a dba or internal database resources that want the hassle-free setup and management of a shared database.

We’ve found that the deployment model that a customer wishes to choose should be separate from the billing model (Licensed or SaaS) that a customer might wish to choose – so we have many customers that have licensed the product, but still run their data in the Cloud as a deployment option. Far from being just a “pay as you go” alternative, Cloud-based data deployment is a highly advantageous way to go for customers large and small.

Both as a Cloud developer and as a user of an advanced desktop application that can store its data in the Cloud, I’m a big fan.


 

When we set out almost five years ago to create the best quote and proposal software on the market, we did so with a few fundamental, philosophical choices and directions — one of which was to revisit those choices and not be dogmatic in our approach. Changing times and technologies call for flexibility in approach, and any business must adapt to customer and market needs.

One decision we had made was to do a new release every quarter – meaning, on average, four new releases per year, one per calendar quarter — to be released when ready as opposed to a fixed date. We’ve recently revisited this decision and practice, both to evaluate how it has worked and see if changes are merited.

Overall, we’ve been very happy with this practice in many ways:

• It has allowed us to move forward at an aggressive, but not maniacal, rate on our roadmap.
• It has allowed us to be responsive to changes in partner integrations.
• It has allowed us to respond to customer requests and provided needed fixes on a reasonable schedule

It has not created an onerous “release cycle overhead,” which can be a killer for software developers. If you spend half of your time just in preparing for product release, you have a big problem! This has certainly been helped by our automated development and updating systems.

Another thing we’ve been very happy about is the acceptance of our customers. We’ve never received a complaint either way about the frequency of our product releases. We had an early concern that throwing changes at customers every three months could be challenging for our customers, but the automated update process, combined with the fact that we’ve made the majority of our changes optional and transparent, have minimized this issue.

Overall, we (and our customers) are happy with our quarterly release cycle and we’ll be sticking with it – until the next time we revisit the decision.


 

Our summer interns have been working with us here at Quosal over the past few weeks, in various capacities ranging from graphics art to entry-level development and design. They are all great to work with, a very gratifying experience as an employer.

I have long anticipated the generational shift that I now see happening before my eyes as the educated workforce that has never known a time without computers in every aspects of their lives comes to the fore. It’s amazing to watch the differences in how systems are approached.

For them, “learning” new aspects of the PC is so smooth and natural that it’s almost transparent. They don’t get hung up — period. If they need information, searching the Internet is a fast and effective way to keep moving forward. Their base level of understanding, their innate sense of how things work in a PC, is already an asset to their vocation.

What this means on a practical level for an employer is that these young people are amazingly productive immediately, making wonderful contributions, certainly beyond expectations. This bodes well for our future productivity in the information age — provided that we find the way to harness this almost unexpected capability!

Having worked with interns for many years, it’s a normal business practice (at least for me) to naturally utilize them in entry-level roles and functions. This innate capability of our next generation calls for a different approach — certainly not to turn the reins over to your summer help, but also to not limit their contributions and miss out on something great.

Working with our next generation fills me with hope and optimism for our future, in every way.


 
Seth Godin gives us another jumping off point to discuss quoting and proposal management.

It wasn’t the bags of chips that led Frito Lay to domination of the snack business, he says. It wasn’t the Slurpees that made 7-Eleven a success. And it wasn’t the clothes that Zara one of the best known brands in Europe (coming to an American mega-mall near you).

No, the competitive edge for those companies was their management of information about information.

  • At the time of its 1965 merger with PepsiCo, Frito Lay had 46 manufacturing plants and 150 distribution centers.
  • 7-Eleven has more locations in Japan than anywhere else. Mastery of their supply chain is key.
  • Zara needs just two weeks to develop a new product and get it to stores, compared with a six-month industry average. It launches around 10,000 new designs each year.
These are plain-jane businesses. They make stuff to eat, to wear, and own stores where stuff is sold. But they’re backed with tight, tight management of their information.

For example, instead of adopting a strategy of branding and advertisement, like Abercrombie & Fitch, Zara focuses on radical product iteration. If a design doesn’t show sales traction within a week, it’s canceled, and no design lives longer than four weeks in stores, encouraging repeat business. Up until recently, Zara didn’t even advertise.

They pull down about $10 billion a year.

Why is an information management strategy so valuable? Seth Godin:
Because it compounds. A tiny head start in access to this information gives you a huge advantage … Think about how much needs to be sorted, compared, updated and presented to people who want to choose or learn or trade on it. The race to deliver this essential scalable asset isn’t over, it’s just beginning.
Quotes and proposals are information about information — what was the content, how was it presented, what options were available to the customer, how was it received, how was it tracked, how did it connect to everything else in your CRM and inventory systems?

How are you managing this flow of information about information?

 

We’ve all been hearing about “the cloud” for quite some time now. I’m guessing that a lot of people are like me – I’ve had “some” idea of what the cloud is about, and the details have been filling in gradually. I feel I have a reasonable handle on it, but I learn more every time I read an article or talk to a knowledgeable person on the subject.

At one point a few years ago, when such a knowledgeable one gave me his take on the cloud, I thought to myself, “Oh, back to timeshare!” Yes, I’ve been around long enough to remember timesharing – paying exorbitant rates for mainframe access and resource time. No, cloud computing is of course far more.

One of the things that has brought the essence and potential of cloud computing home to us here at Quosal was our Microsoft Azure integration. Since Quosal is a database-centric and driven application, virtually every implementation requires the creation and setup of a central database. This is not a significant obstacle for most of our customers, and in any case we are available to assist. This is definitely a task on our project plan, however – not a no-brainer, and it is important. As our team has always been involved with enterprise-class, database-centric applications (SQL Server, MYSQL, Informix, Oracle, etc.), this is a fact of life we’ve always dealt with.

Along comes Azure, and Microsoft has done such an incredible job with this platform that in less than a day we had made the changes necessary to our application to be completely compatible with a cloud-based database server. In LESS time than it takes to configure an on-premise database server, our customers are hosting their data in the cloud, with seamless integration to our application. Really seamless. Now, it’s true that this was only possible because of the modern architecture and development environment of our application – but still, this was amazing.

Suddenly, our clients could host their data in the cloud – securely, reliably, and with high speed access with no servers, no DBA, no specialized knowledge whatsoever – and about ½ hour of total setup time. A real database. Their own database. Accessible from anywhere, as long as they have an Internet connection.

This was most definitely an “a-ha” event, and really brought home the impact of just one aspect of cloud computing. A few short months later, we have hundreds of users with their Quosal data hosted in the Azure cloud, on Azure servers all over the world – very happy users that are enjoying the benefits of this deployment option.

Timeshare?  Not exactly.


 

The common elements of the MSP/IT business experience are many, and surprisingly similar in nature, scope and duration for those of us lucky enough to make it a “long-term enterprise” status.

One of the most common experiences is trying to bring a new salesperson into the business, getting them up to speed and actually producing sales before we lose them.  I’ve had countless conversations with business owners who are themselves the only “technical salesperson” within the organization.   Over the years, I have experienced the challenge of hiring or creating new salespeople for IT/technical sales.

There are, of course, many factors to a salesperson’s success with a new business and/or product.   Some of those factors are beyond the direct control of the business management — such as the economy and whether customers are spending money.  But just as many factors — and points of success or failure with a new salesperson — ARE indeed under the control and influence of business ownership and management.

The most common points of failure that are within your control are:

  • Making a good hire (I see Kendra Lee at KLA doing a lot of great work in this area).
  • Having a good product with a happy, reference-able customer base.
  • The ability for the sales rep to properly configure and quote products and services on their own.
  • The ability to compete effectively with the materials presented to the customer.
  • The knowledge transfer infrastructure that enables the new salesperson.

If the salesperson can’t create their own quotes and proposals, they must continually rely either on other salespeople, management or the business owner. They must rely on “tribal knowledge” to pass the sacred information along on how to put a quote in front of a customer.

Other salespeople may be distinctly unmotivated to assist our intrepid new hire — I’ve seen many cases where the grizzled vets see that new salesperson as moving in on their turf.  Sales management and the entrepreneur business owner can be incredible bottlenecks to that new salesperson — notorious for hoarding needed information and grudgingly doling it out. Or, they may simply be too busy to provide the necessary assistance.

It takes a concerted effort to put the right tools and processes in place to create an environment of success for a new salesperson, but the return on investment ranges from substantial to incalculable – since solving this problem is often the key to unstopping business growth. One part of this effort is most certainly the right platform for quote and proposal management.

The right quote and proposal platform is essential, providing both a vehicle for repeatable, standardized quote AND proposal processes, and the right tools for knowledge transfer to the sales team. Knowledge transfer is facilitated directly within a quoting tool like Quosal, with instructions, directions and even videos pertaining to the creation of the quote embedded within the quote template itself.

The right platform also facilitates the workflow to allow the new sales professional to submit quotes and proposals for approval when necessary — smoothly, easily and efficiently.

Finally, the right platform for creating quotes and proposals is going to put your new salesperson in an advantageous competitive position out of the gate, with documents and technology that impress the customer and leaves the competition in the dust.

With those advantages, a new salesperson can experience the early success that is so critical to longevity, without the blockades that are too often in the path.  It is with these factors in mind that these elements of Quosal were designed.


 
We talk a lot about Knowledge Transfer at Quosal, about how business owners can pave the way for their sales staff and unlock growth within their company.

Which brings me to comedy. I’m a huge fan of the funny. In college, I worked at the Improv, and my best friend was a member of the L.A. comedy group The Groundlings.

One of the best sketches I recall from those Sunday shows at the Groundlings centered on a pair of restaurant servers working for a major chain franchise. On a busy night, the pair were swapping secrets on how to use the restaurant’s kludgy, overly complex ordering and inventory system.

“The customer wants extra cheese. What do I do?”

“Just relax, OK? All you have to do is insert your key, open a table modifier and do Upcharge 301, Open Food, then do a Manual Hold and Save Settings, and pull your key to create the ticket modifier.”

“Wow. You’re totally smarter than Chili’s.”

Which brings me back to Knowledge Transfer. Your business processes, of which quote and proposal automation is a key component, need to be simple to use. That’s obvious. Certainly simpler than a seven-step process to order extra cheese.

More importantly, though, your processes need to facilitate the transfer of knowledge from, you, the business owner, to all of your people. They are, after all, the ones that are actually taking orders and serving customers.

Be smarter than Chili’s. Don’t get stuck in a situation where your customer experience hinges on tips and tricks passed from salesman to salesman.


 

Seth Godin is a best-selling author about business and marketing and prolific blogger. He’s one of the best kinds of deep thinkers — someone that shows you something you probably already know, but you’re still left scratching your head, remarking, “I knew that, but why didn’t I think of it, but why didn’t I understand it, why am I not doing it, how can I make that a habit?” Kind of like hearing John Wooden talk about the importance of practice. Sometimes, the fundamentals are so fundamental, you forget about doing them right.

One of Seth’s recent posts struck a nerve with me. In a world full of competition, the guy that wins is the guy that offers something different and useful. On an imaginary island of identical sugar cane growers and sugar cane processors, one stand out:

… In short, he becomes a master of the art of processing and marketing cane. He earns permission, he treats different customers differently and he refuses to act like a faceless factory…

So, what does this have to do with quoting and proposals? Everything! Your quote document is part of the public face of your business. In many cases, it’s the public face. Handled correctly, it’s a competitive edge over the other guy, the one that doesn’t package his goods and services for maximum effect, the one that doesn’t show customers that he will treat them differently and with respect. One of our products, Order Porter, includes a feature to add personalized videos to your quotes and proposals. That would certainly work for our imaginary sugar cane processor … or the financial professional, the IT provider, the real estate agent, etc, — looking to make personal connections with customers.

But … you knew this already, right? Then why do we see the same-old, same-old so often from so many businesses?

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