Selling Windchill to Small Manufacturers
Channel Sales
Course Instructions
How to successfully complete this course
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2
Course Objectives
Selling Windchill to Small Manufacturers
 Understand Product Development Challenges for Small
Manufacturers
 Effectively apply the sales process and tools in the sales
campaign
– 7 Step Channel Sales Process
– PTCs Product Development System
– PDS Adoption Roadmap
 Identify opportunities, plan and execute a PLM sales
campaign for small manufacturers
3
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges
for Small Manufacturers
Sales Process & Tools for a Small
Manufacturer Campaign
Executing a PLM Sales Campaign
for Small Manufacturers
4
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges
for Small Manufacturers
Sales Process & Tools for a Small
Manufacturer Campaign
Executing a PLM Sales Campaign
for Small Manufacturers
5
Growing Customer Challenges
Lead to Growing Investment and Priority for PLM
 Product complexity is increasing in terms of variety, technology and functionality
– Requires more innovation
 Markets are more dynamic
– Must expand the number of products while still maintaining high-quality
 Relentless cost and competitive pressures
 Extended supply chain involves more companies and numerous time zones
– Need to coordinate global, cross-functional teams
– Must comply with corporate standards and multiple regulatory bodies
 Resulting in collection of point solutions and fragmented IT architecture
Before
 1 product
 Time to market = Years
 50 parts
 Time within market = Years
 Stable technology
 Moderate cost pressures
 100s of products
Today
 1000s of parts
 Dynamic technology
Local
 Time to market = Months
 Time within market = Months
 Heavy cost pressures
 Many government regulations
Distributed
6
SMB Customer Segmentation
Smaller Manufacturers face many of the same challenges that larger
companies face, difference is in nature and scope of problem
Big
• All relevant Product
Development Processes
• Global Product Development
• Integrations
• Industry Vertical Focus
Medium
Small
• CAD Data Management
• Release Management
• Simplified Change
Management
7
SMB Customer Segmentation Profiles
Profile Comparison
 Small Manufacturers
– 5 – 10 core Engineering users, 5 – 10
extended Product Development team
members
– 1 to many products of average design
complexity
– Average yearly transaction size is 25 –
50K net to PTC
– Includes install base and new name
customers
 Mid-Market Manufacturers
– Minimum 10+ core Engineering users, 15
–25+ extended Product Development
team members
– 1 to many products with complex design,
involving more changes and distributed
team
– Average yearly transaction size of 100K+
net to PTC
– Includes install base and new name
customers
8
Today’s Reality Prevents Process Improvement
CAD
Constantly Assess
Change impact
Manage Change
Design
Partner
Overnight
Delivery
Courier
Manage
Manufacturing
Feedback
Manufacturing
Fly to remote
location
Prototypes
Marketing
ERP
Local
CAD Vault
Email
Meet Market
Requirements
CAD
Suppliers
Procurement
Deal with Sourcing
Requirements
Engineer
reuse
designs
Overnight
Delivery
Convert data for nontechnical audience
Service
Access Field for
Input
Customers
Locate
Existing
Designs
Create new
Inventory Item
CAD
Distributed
Manufacturing
Other
Engineers
© 2010 PTC
Sales
CAD Vault
Share and
Review Design
Iterations
9
Addressing Today’s Product Development Challenges
Products
+
Capabilities
System
+
Process
How things work together is becoming more important than
how they work independently!
© 2010 PTC
10
Engage the Small Customers in a PLM Discussion
If You Could Ask Only 4 Questions To Any Prospect….
LAN Network Drive
1. Where is your product data stored?
2. How do you share data with groups outside your
company (suppliers, customers, partners)?
FTP Server
3. How do you coordinate Change activities for your
extended product team?
Paper-Based Change
Processes
4. How do you manage your New Product Introduction
and Release process?
Paper
Semielectronic
And How Well Is It Working?
© 2010 PTC
11
3 Evils – The Big Culprits Preventing Efficiency Gains
LAN Network Drive
Paper-Based Change
Processes
Semielectronic
Paper
FTP Server
© 2010 PTC
12
Network Drive for Data Management - Limitations
 Limited to local team
– No access for teams at other sites (or partners, customers)
– No role-based access control to prevent unauthorized modification /
deletion
– No concurrent activities (check-in/ out) support
LAN Network Drive
 Lack of consistent data control
– No revision / lifecycle control
– Limited search, duplication
– Compliance documentation
 No understanding of complex data
– No CAD integration / data structures / BOM transfer / configuration /
visualization
– No relating multiple data types (requirements, marketing, images,
procurement, CAD)
 No workflow based upon revision / lifecycle changes
– Subscription / notification
© 2010 PTC
13
FTP Server for Communication / Collaboration Limitations
 Unsecure and disconnected from master record
– No selective project and/or role-based access
– No project / item history or lifecycle management
– Not linked to teams or activities
– Communication back is not supported (notification)
FTP Server
 Not user friendly
– UNIX/MS-DOS line commands or poor graphical interface
– Downloading correct document and version
– Doesn’t understand complex information relationships or CAD
integrations
 Requires IT skills to setup / maintain correctly
– Difficult to setup encryption / proxy servers to cross firewall
boundaries
– Less efficient than HTTP for exchanging files
– No 24 x 7 x 365 uptime support and/or backup
– Vulnerable to hacking / denial of service attacks
© 2010 PTC
14
Adhoc Paper-based Processes for Change
Management - Limitations
 Not linked to master data location(s)
–
–
–
–
Understanding impact (where used)
In-process change notification
Prior change history
Rolling up multiple problem reports
 Difficult to coordinate activities
–
–
–
–
Assigning to-dos and tracking delivery dates
Signoff visibility on proposed changes
Change notification
Tracking current status
Adhoc Processes
Semielectronic
 Inconsistent process support
– Bypassing processes completely (lack compliance)
– Different steps based upon impact size (simple or high)
– Automating handoffs between teams / roles and notification to
impacted parties
Paper
 No visibility into macro-process health
© 2010 PTC
15
Lots Of Pain = Opportunities To Improve The Process
Engineering
– Not enough time
– Wasted time finding information for yourself
and others
– Responding to changing customer
requirements (ECO, ECN)
– Managing changing data
– Coordinating work and data with internal and
external partners
Operations & Manufacturing
– Customer/competitive pressure for lower
prices and faster delivery
– Responding to BOM changes
– Expediting production to meet deadlines
– Communicating information with suppliers and
outsourced manufacturing
– Hand off from design to production
– Meeting quality and compliance goals
Off shore manufacturing is an opportunity
and a competitive threat
70% of product cost defined here
Greatest opportunity for innovation
Cost impact: scrap, rework, expedited
shipping, overtime, allocated overhead,
delaying other project schedules
Largest amount of complex data
generated and shared
© 2010 PTC
16
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges
for Small Manufacturers
Sales Process & Tools for a Small
Manufacturer Campaign
Executing a PLM Sales Campaign
for Small Manufacturers
17
Selling Windchill Requires More Discipline In the Sales
Process
Step 1
Identify, Plan & Initiate a Campaign
Step 2
Gain commitment to a Mutually Agreed Upon
1.
Identify
a Prospect
Plan
(MAP)
& a PDP Assessment (PDPA)
Identify, Plan, Initiate a Campaign:
M.
E.
D.
1. Research
“MAP” Recommended Activities:
2. Why would prospect Invest in PLM?
1. Executive
Execute
a PDPPresentation
Assessment
Step 3
2.
D.
1.
Step 4
No master Bill of Materials.
1.
Lead
Effective
Meeting:
ObjectiveValidation
and Agenda
4. Incomplete
Product
Demonstration/
Technology
Product Information
Establish
aancompetitive
strategy
2.
3.
I.
3.
Level Criteria
Prospecting
2. Executive
Define Decision
/ Requirements
PlanPDP
your
Meeting
3.
Assessment
Process
Time Consuming
5.
Reference
Call
2. Quotation
Deliver VAR
Corporate
Overview (Value)

Step 5
C.
6.
Create
/Pain
Present
3. Multiple
IdentifyDatabases
and ROI
Opportunities

Search
and
Reuse
of
existing
Engineering Assets
7.
Corporate
Visit / Virtual
Corporate
3.Deliver
Initiate
a Campaign
PDP
Assessment
resultsVisit



Step 6


Step 7
Engineering
Change Process
8. No
Present
Proposal
1. Lead an Effective Meeting
Visibility of Engineering Change
9. No
Paperwork
Submission & Review
2. Engineering
Define Next
Steps
Value
locked into Engineering Department
10. Implementation Plan
Negotiate
terms
and close
No method
for checking
Project Status / Cost
11. Procurement
No way of identifying Project Priorities
12. Adoption Management
Implement
18
People
Small Manufacturers
Step 1
Step
1
Identify
Initiatives
Identify, Plan &
Initiate a
Campaign
Step 2
Step 2
Create
a Value
Gain
Proposition
commitment to a
MAP and a PDPA
Step 3
3
Drive aStep
Compelling
Execute a PDP
Event
Assessment
(PDPA)
Services Business Development Manager
Sales Rep
Application Engineer
SME
Step 4
Step 4 a
Establish
Establish a
competitive
Competitive
Strategy
Strategy
Step 5
Step 5
Gain
Customer
Deliver PDPA
Commitment
Results
Step 6
Step &
6 Close
Negotiate
Negotiate Terms
and Close
Step 7
Step 7
Implement
Implement
Sales Rep (Quarterback / Captain)
Application Engineer
Services Business Development Manager
Project Mgr
Consultant
CBDM
19
Process and Tools
Services Business Development Manager
Small Manufacturers
Application Engineer
Step 1
Step
1
Identify
Initiatives
Identify, Plan &
Initiate a
Campaign
Step 2
Step 2
Create
a Value
Gain
Proposition
commitment to a
MAP and a PDPA
Step 3
3
Drive aStep
Compelling
Execute a PDP
Event
Assessment
(PDPA)
Step 4
Step 4 a
Establish
Establish a
competitive
Competitive
Strategy
Strategy
Step 5
Step 5
Gain
Customer
Deliver PDPA
Commitment
Results
Sales Rep
Step 6
Step &
6 Close
Negotiate
Negotiate Terms
and Close
Step 7
Step 7
Implement
Implement
Basho Prosp’
Virtual Corporate Visit
3 – 6 months to complete
Front End Demo
Requirements (Lockout) Document
PDP Assessment (PDPA)
PDPA Results
Customer
Reference
Software Proposal
Services Proposal
SOW
Deploy
20
Assessing Product Development Environment
PTC Product Development Process Assessment (PDPA)
1-2 day effort for assessment and results delivery
PTC Process Landscape
Product Development
Challenges
Interviews
Solution
PDPA Questionnaire
Process Maturity
Benefits
Discuss “AsIs” Process and
Challenges
© 2010 PTC
21
Aligning Corporate Goals and Product Development
PTC Value Roadmap: Typical value opportunities and business initiatives for Small
Manufacturers
Value Opportunities
 Grow Market Share with Customer
Focused Products
 Improve Ability to Fulfill Demand
 Lower Product Cost
 Lower Lifecycle Cost
Business Initiatives
o Standardize product development processes
o Improve product and lifecycle cost management
o Improve internal engineering collaboration/concurrent
engineering
o Improve cross-discipline collaboration (ECAD, MCAD, and
software design)
o Improve collaboration with distributed design partners (global
product development)
o Increase design reuse
o Reduce physical prototype expense and time
o Design for manufacturability
o Reduce number of late engineering changes
o Reduce production scrap and re-work
o Optimize multi-CAD environment
© 2010 PTC
22
Product Development Processes
PRODUCT DEVELOPMENT LIFECYCLE
Organization
Design
Concept
Plan
Validate
Production
Support
Portfolio Management
Program Management
Project Management
Management
Environmental Performance Management
Regulatory Compliance
Quality & Reliability Management
Change and Configuration Management
Sales &
Marketing
Proposal Response
Requirements Capture and Management
Concept Development
System Design
Engineering
Detailed Design
Verification and Validation
Variant Design & Generation
Design Outsourcing
Sourcing
Early Sourcing
Component and Supplier Management
Manufacturing Process Management
Manufacturing
Tooling Design and Manufacture
Manufacturing Outsourcing
Product Support Analysis & Planning
Service
Technical Information Creation & Delivery
Performance Analysis & Feedback
© 2010 PTC
23
Product Development Processes – Prioritized
PRODUCT DEVELOPMENT LIFECYCLE
Organization
Design
Concept
Plan
Validate
Production
Support
Portfolio Management
Best Practices
ProgramAutomated
Management
Standardized,
Change Process
ProjectCross-Discipline
ManagementChange Management
Integrated,
Management
Environmental
Partner Change
Integration Performance Management
Regulatory Compliance
Quality & Reliability Management
Change and Configuration Management
Sales &
Marketing
Best Practices
Proposal Response
Requirements Capture and Management
Concept Development
Detailed Design
Top Down Design
Work Practice
Standardization
Associative Drawings
MCAD Data Management
Variant Design & Generation
Best Practices
IP Protection Support
ECAD-MCAD Collaboration
Associative 3D Part
Modeling
System Design
Engineering
Distributed Collaboration
Integrated Cross-Discipline
BOM
Large MCAD Assembly
Management
Efficient Design Review
Standardized Engineering
Calculations
Design Outsourcing
Work Practice Standardization
Sourcing
Partner Change Integration
Component and Supplier Management
Manufacturing Process Management
Manufacturing
Tooling Design and Manufacture
Best Practices
Manufacturing Outsourcing
Associative EBOM/MBOM
Product Support
Analysis
& Planning
Automated
Release-to-Production
Service
Technical
Creation
& Delivery
Integral Information
Engineering to
Manufacturing
Change Management
© 2010 PTC
Performance Analysis & Feedback
24
Competition
Leverage the PTC Competitive Wiki
 SolidWorks – Enterprise PDM, PDMWorks
 Siemens – Teamcenter, Teamcenter Express
 Oracle – Agile PLM
25
SMB Sales Process & Tools Summary
PLM Solution Preference Comparison
 Small Manufacturers
– ‘Sell through’ sales model supported by
Primary CBDM
– Follows Channel 7 Step sales process
– Focus is on Detailed Design, Design
Collaboration and Simple Change
Management processes and capabilities
– Prefers configurable solution with
predefined process templates they can
adopt quickly
– Lacks IT support structure and prefers
OOTB stable solution
– Adhoc to semi automated Product
Development process maturity
 Mid-Market Manufacturers
– ‘Sell with’ sales model supported by Inner
Circle / Mid-Market Enterprise CBDM
– Follows Enterprise Sales approach based
on Channel 7 Step or ChESS sales
process
– Complete PDS foot print is of interest to
these customers, PD processes vary
based on the industry vertical
– Prefers configurable solution that can be
personalized to meet their business
practices
– Might have IT staff on board to support
PLM deployment
– Semi automated to integrated in PD
process maturity
26
Agenda
Selling Windchill to Small Manufacturers
Product Development Challenges
for Small Manufacturers
Sales Process & Tools for a Small
Manufacturer Campaign
Executing a PLM Sales Campaign
for Small Manufacturers
27
Windchill Sales Campaigns – 2 Types
Focus on the customer
Small
- No DM Solution
- With Pro/INTRALINK
- With ProductPoint
- With PDMLink
- 3rd Party DM
Medium
Install Base
- No DM Solution
- With Pro/INTRALINK
- With PDMLink
- 3rd Party PLM
VRM
- Business Initiatives
- Business Process
New Name
Competition
- Green Field
- Competitive CAD
- Competitive PDM
- ERP extending to PLM
- Green Field
- Competitive CAD
- Competitive PLM
- ERP extending to PLM
Tools to Use (PDPA,…)
Vertical messaging
Capabilities to highlight
Sales process to follow
Resources required
Typical proposal, products sold
28
Messaging For Different Portions Of The Sales Process
 Prospecting
Target Audience
Simplified – Quick, Easy, Affordable
Scalable solution, designed for SMB
Basic terminology
Focus on solving key pain points, not pushing
product
– Not over leading with PLM
–
–
–
–
• Engineering VP
• Engineering Director / Manager
• Manufacturing VP
 Solution Selling / Differentiating
Product Development System (PDS)
End to end Process centric approach
Capability footprint
Clean architecture (Integral, Internet ,
Interoperable)
– Easy to get started
–
–
–
–
© 2010 PTC
29
Common High Level Capability Requirements
Small Manufacturers
1.
3.
Product Data Vault




2.
Revision / Lifecycle Control
xCAD (parts, assys, etc)
Document Management
Application Independent Access
Collaborative Product Development 4.




Virtual Design Teams
External Partners (Design & Mfg)
Engineering Project Teams
Quality Compliance
© 2010 PTC
Change Management




Change Visibility / Notification
Documents, Drawings, BOM
Problem Reports, ECRs, ECNs
Metrics and Audit Trail
Integration with MRP / ERP
 Simple product release process
 Change Activity
 Common BOM Driving Operations
Company-wide
30
ONE SOLUTION: PTC’s Product Development System
Report
Mathcad
Best Products
+
Best Integration
Creo
Only
No Compromise
System
Windchill
Creo View
© 2010 PTC
31
ONE SOLUTION: PTC’s Product Development System
OOTB capability footprint for
workgroup, enterprise, and extended enterprise
Document
Mgmt
Workflow
One underlying
architecture
Distributed
Collaboration
Visualization
Heterogeneous
CAD Data Mgmt
High / distributed
performance
Complete BOM
Management
Secure & open
Change &
Config. Mgmt
Enterprise
Interoperability
Interoperable
Integral architecture
© 2011 PTC
32
Scalable Solution: PTC’s Product Development System
Basic Configuration
Creo
Program
Portfolio Mgt.
Requirements
Management
System
Modeling
Engineering
Calculations
MCAD /
CAM / CAE
ECAD
ERP
Financials
SCM
MRP
Embedded
Software Mgt.
Windchill
Document
Management
Distributed
Collaboration
Workflow
MCAD Data Mgmt
Business
Reporting
Social Product
Development
Change &
Config. Mgmt
Complete BOM
Management
ECAD Data
Management
Enterprise
Interoperability
Service
Information
Manufacturing
Process Mgt.
Test
Management
Quality, Risk
& Reliability Mgt.
Product
Analytics
Forward looking information is subject to change.
Product
Lifecycle
Management
Visualization
Supplier
Management
Component
Management
Digital
Mockup
33
Windchill PDMLink
Control product information across the enterprise value chain
Secure product information control
– Vaulting / revision control
• Requirements, CAD models, marketing plans, process
plans, PDF etc.
–
–
–
–
–
Web-based – secure access from anywhere
Document Management and powerful search
Basic change management
Product structure management
Visually-driven configuration management
Enterprise-wide access to product information
GET
CONTROL
– Embedded visualization
– Direct integrations to all major CAD systems
– Direct integration with Microsoft Office applications
Optional Change Management Template
– Change management - optional industry best practice
workflow-driven closed-loop change process
© 2010 PTC
34
Windchill ProjectLink
Secure collaboration and project management
Secure online project collaboration spaces –
design reviews, cross-enterprise, suppliers, customers, etc.
– Create projects, manage users and invite with standard
emails
– Global projects with role-specific access through a
standard Web browser
Access to product information
– Embedded visualization
– Direct integrations to all major CAD systems
– Direct integration with Microsoft Office applications
GET
GLOBAL
Project management and execution
– Project plans to manage user activities, milestones,
and project status
– Bi-directional integration with Microsoft Project
Optional Process Templates
– New Product Intro (PACE / Stage-Gate)
– Six Sigma
– APQP
© 2010 PTC
35
Modular, Low Risk PDS Adoption Steps
Change
Management
Release to
Manufacturing
Configuration
Management
Digital
Creation
Product Data
Vaulting
Communication
/ Collaboration
Timeline
Project
Management
& Execution
Windchill PDMLink
Windchill ProjectLink
© 2010 PTC
36
Small Manufacturer Engagement Types
Services Viewpoint
 Green field CAD Data Management implementation
 Pro/INTRALINK 3.x migration to PDMLink 10.0
 ProductPoint 1.1 migration to PDMLink 10.0
 PDMLink 8.0 to PDMLink 10.0 Upgrade
 PDS foot print expansion
–
–
–
–
–
3rd Party CAD Data Management
ECAD Integration
Engineering Change Management
ERP Integration
Design Collaboration with external partners
© 2010 PTC
37
Components of Windchill Sale
Cost of ownership includes more than just software.
 Software
– Windchill PDMLink
– Windchill ProjectLink
– Oracle, MSFT SQL
PDS Solution
PDS Solution
Database
 Maintenance
– PDS Solution
– Database solution
 Services
–
–
–
–
To deploy
Process and Technology Adoption
To educate the users
To manage the system
Implementation
Consulting Services
Education
On going maintenance
 Hardware
– Windchill Server, Database server, CAD Worker, Replication Server
– Network, WAN Accelerator , Virtualization
© 2010 PTC
38
All SMB Customers Face Product Development Challenges
Here are a few who have solved those challenges with Windchill.
© 2010 PTC
39
Summary
Selling Windchill to Small Manufacturers
Remember items as part of the SMB PLM Sales 4-3-2-1
4 Questions To Ask
Big
Medium
3 As-Is Evils
2 Types of Campaigns
1 Expandable Solution for SMBs
Small
Follow the 7 Step Channel Sales process
Don’t lead with product – focus on solving pain points
Know what type of campaign you’re running
Leverage the marketing resources
Leverage the broader channel ecosystem
First step for customers is often to get control over the product data created
Data backbone will lead to future sales synergies
Lock out the competition
© 2010 PTC
40
Course Objectives
Selling Windchill to Small Manufacturers
 Understand Product Development Challenges for Small
Manufacturers
 Effectively apply the sales process and tools in the sales
campaign
– 7 Step Channel Sales Process
– PTCs Product Development System
– PDS Adoption Roadmap
 Identify opportunities, plan and execute a PLM sales
campaign for small manufacturers
41
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