How can you manage a customer's proof of concept effectively?

A POC needs to be just that, a Proof of Concept. Many prospects wish to push this notion way further and end up asking for a a proof of value or a proof of full production and implementation. Know and support your defined POC parameters and approach, and make exceptions just that, an exception to the normal approach.

A POC is a tool to demonstrate that your product is capable of solving your client's business problem. Having clear and measurable objectives, aligned with the problem you want to solve, will undoubtedly demonstrate to stakeholders the capability of your solution, but it will also give you the tools to get buy-in from executive leadership.

Understanding the customer needs, that is their problem and providing the best solution for their problem .Demonstrating the solution for specific problem of customer and closing the deal.

Ideally you will already know the prospects business needs/pain points from the discovery/demo process so coming into your POC with those already documented really shows you’ve understood the need and creates an opportunity to dig a little deeper on those areas. It’s important to remember that as the vendor we are the experts at trialling our software so we should provide the appropriate structure and guidance to ensure a positive experience whatever the outcome

Defining scope and goals is vital in a POC. This initial phase involves a thorough understanding of the client's specific needs and challenges, ensuring that the POC directly addresses these areas. Establish clear, measurable goals to act as success metrics. The scope should outline the POC's parameters and what will be tested, coupled with a defined timeline and key deliverables. This structured approach streamlines the POC, enhances collaboration, and educates the client, increasing the likelihood of meeting their expectations and securing a contract. This strategic planning phase sets the foundation for a successful POC, aligning technical capabilities with business objectives to showcase the solution's value effectively.

When setting up a test environment, whether for a XaaS PoC or an on-prem PoC, there are distinct considerations. In the case of a SaaS product, the vendor largely manages the PoC environment. However, if the PoC scope extends beyond the vendor's controlled setup, there may be a need for integration with the customer systems/setup. On the other hand, for on-premises solutions, the process is quite different. It entails significant preparation, involves risks, logistics, internal staging, and possibly travel.

The primary focus of the PoC should be demonstrating the value your product or solution brings to the prospect customer. While you can educate the customer during the PoC, it shouldn't overshadow the main objective, which is showcasing the product's value. This ensures that the PoC stays on track with its intended scope and timeline. if the customer expresses a need for more in-depth knowledge about the product, it's advisable to schedule a follow-up session or workshop specifically to address that request.

In my experience a workshop style approach has been the most successful. Face to face if possible but otherwise 2-3 hour remote sessions can also work. I find it focuses the prospect on the evaluation and minimises the distractions of BAU that can occur. It’s also a great opportunity to build deeper connections with your technical users and champion as the dialogue is more relaxed and open.

I find it’s valuable to track the POC progress in a mutually visible and transparent way. Some sort of shared document/project board etc which allows everyone to be accountable to their roles in the process both on the prospect and vendor side.

Before tracking anything is useful, you have to have agreement on the success criteria. Once that's established, agree on the metrics and the frequency of communication. Here's a simple example: Success Criteria: During the POC window of 2 weeks, a minimum of 20 individuals will log in and check their dashboard. Tracking Metric: Unique logins during the POC window. Communicating the Progress: Daily email reporting the number of unique logins against the agreed-upon goal. It may also be useful to list the individuals considering security concerns. "As of today, 7 individuals have logged in. The target is 20 and there are x days left in the POC."

A well-defined timeline and key deliverables are essential in managing a POC effectively. The timeline sets clear expectations, delineating when each POC phase should be completed, thereby maintaining momentum and preventing scope creep. Key deliverables, serving as progress milestones, allow for periodic reviews and adjustments, ensuring the POC stays on course. Regular communication of these milestones keeps the client engaged and informed, fostering trust and partnership. This structured approach to managing timeline and deliverables is crucial for a successful, goal-oriented POC, aligning client expectations with project progress

Following up a POC effectively goes beyond just presenting results. It's a strategic opportunity to solidify the value proposition of your solution. After showcasing how the POC met the initially defined goals and objectives, take the opportunity to provide comparative industry insights. Sharing relevant data highlights how similar companies in the client's industry have successfully benefited from your solution. This approach not only validates the results of the POC but also positions your product within a broader industry context, demonstrating its effectiveness and relevance. By drawing these parallels, you help the prospect visualize the potential long-term benefits and ROI while making a compelling case for adoption.

I know this will be seen by some as a controversial comment, but "A POC should be considered a deal CLOSING TOOL, and not a prospecting tool"!! Often a POC can be very expensive to deliver and support, and while Sales often see this as a cost of business, the cost may overrun the expected revenue you may bring in. Solution providers today cannot afford the old sales adage of "throw stuff at the wall and see what sticks" any more.