How to sell vPlan to your management

Step 1. Show the problem

To present the problem clearly, it also makes it easier to propose vPlan. Using the 5-Why method, you can identify your problems. With this method, you first expose the biggest problem. You ask why you have this problem the first time. On the answer to this question, you ask why the second time? Repeat this until the fifth time. Eventually, you can concretize the problem.

Problem: Our customer received their product late.

Why #1? The work was finished late.

Why #2? Other tasks for another client took longer than expected.

Why #3? We didn't have any time left.

Why #4? We don't plan based on available capacity.

Why #5? We use a physical planning board without capacity.

Step 2. Gather evidence

You should already know how vPlan addresses one or more of your organization's key pain points. Your pitch will be much more convincing if it's supported by evidence. Once you have those answers, you can attribute them to specific planning features.

Do you already have a demo version of vPlan? Otherwise, request one here. Are you convinced? You can always arrange a video call, where one of our employees will explain the possibilities of vPlan in half an hour.

Next, gather feedback from companies already using the product. Like most SaaS product sites, we have a 'Customers' page. Read the stories and gather why they chose vPlan. Also, look at reliable review sites like vPlan on Trustpilot.

You can also approach some vPlan customers and ask them what they like, what they don't like, and what results they have seen. You can also ask our employees to introduce you to existing vPlan customers and perhaps even organize a reference visit.

Step 3. Understand the ROI

When you tell your director how much money, time, and effort vPlan will save your team, this will have a big impact.

With the data you have collected, determine how much you lose without vPlan. For example, you might estimate that with the new planning, your employees will work 10% more efficiently. You can quickly do the math then. If the average employee on the floor works 36 hours a week and you have 8 employees, you can tell your director, "We're losing over 100 hours every month if we don't purchase vPlan." If the average hourly wage is, for example, £17.50, then your additional costs without vPlan are £1,175 per month.

Then calculate how much vPlan will cost you for the same period. Besides the subscription price, also consider one-time implementation costs. On the vPlan website, we use a transparent pricing policy for subscriptions. You can view the costs directly here. You can also always request a non-binding proposal from our sales department.

Finally, give your manager the ROI. The ROI stands for Return On Investment. What do you earn back with the investment you make? For eight employees, vPlan might cost £1,440 per year, but it will earn you back £14,100. So your ROI will be £12,660 per year (and that's if you don't expand your scheduled employees).

Ultimately, the investment you make in planning pays off in advance, but the profit is mainly to be gained from the employees. Also, think about the joy of work that vPlan will bring because with vPlan, employees know better what they need to do, and it becomes more enjoyable for the planner to plan.

Step 4. Create a step-by-step plan

When it comes to buying new software products, like vPlan, we sometimes see slow decision-making. So before you introduce vPlan to your management, you should also present a proper implementation plan.

• Here are some questions you should have already answered:
• How long will the implementation take and when can it take place?
• If this disrupts the team's daily activities, how will you make up for the productivity loss?
• How does vPlan work with software you already use?
• Who will be involved?

Step 5. Present the whole thing to your management

Gather all the information you have collected for an introduction of vPlan to your management. How do you do this? That depends on how well you get along with your own boss. Do you introduce your story during a coffee break or do you send an email? Is your director data-driven or do they make decisions based on gut feeling? It's up to you!

If your story is a success, great! But likely your management will say, "I'll think about it." In this case, it's time for the next step.

Step 6. Gather internal advocates

If you demonstrate that more employees have the desire for vPlan, your management will understandably pay more attention to it.

Therefore, go back to the stakeholders you initially spoke with and ask if they would be willing to share their thoughts.

You could say, "Hey, I talked to Dirk about the new planning, and he said he would consider it. I know you were enthusiastic about switching to a new planning, where you get immediate insight into capacity and know what needs to be done - would you like to tell him that?"

Perhaps your management is concerned about how reliable your choice is, or how expensive or how secure it is. Once you know what is holding them back, you can figure out how to address the issue. For example, suggest an additional video call where a representative from vPlan also shows him the benefits.