Gartner -优化软件和SaaS谈判的八步行动手册

SoftwareandSaaSNegotiations

8-StepPlaybooktoOptimize

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8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

8StepsforNegotiationSuccess

7.UseFinalNegotiationStrategytoOptimizeDeal

8.DevelopRobustSAMandAuditManagementProcesses

3.CommunicateNegotiationPolicy

2.DevelopNegotiationPlan

6.EngageITFinancetoCreateTCA/TCOModel

4.CaptureHiddenandMissingCostDetails

5.MaintainT&CsChecklists

1.CreateNegotiationTeam

Source:Gartner

Sourcing,procurementandvendormanagement(SPVM)leaderswhodonotadequatelyprepareforvendornegotiationsreducetheirorganization’sbargainingpowerandincreaseitsrisk.FollowtheseeightstepstosuccessfullyplanandexecutesoftwareandSaaSnegotiationstooptimizepricingandterms.

Keyfindings

•SPVMleaderswhodonotcollaboratewithITandbusinessstakeholdersfailtooptimizecostsandminimizeriskswhennegotiatingsoftwareandSaaScontracts.

•ManySPVMleadersdonotknowwhatquestionstoaskandwhentoaskthemtoidentifyhiddencostsandmissingterms,whichcanresultinbudgetoverrunsandnoncompliancefees.

•CxOpowercanbeleveragedtoimprovepricingandT&Csduringfinalnegotiations,butinsufficientpreparation,

communicationandplanningcanresultinmissedopportunities.

•Failuretocommunicatecontractterms,metricsandvendorpoliciestoassetmanagementteamslimitstheirabilitytomaintainrobustassetmanagementprocessesforauditreadiness.

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2

Step1

CreateaNegotiationTeam

Toensurenegotiationsuccess,SPVMleadersmustuseacollaborative

teamapproachtocaptureIT,business,legal,riskmanagementand

financialrequirements.Eachteammemberhasuniquetalents,knowledge

andexpertisetobringtothedevelopmentofthenegotiationplan.

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Step1

Actions

1.Assembleyourteamwithkeystakeholdersincludedandrepresented.

Ensureyouhaverepresentationfromalltheabovedepartmentsandotherstakeholdersastheacquisitionrequirementsmaydictate.

2.Communicatecommitmentneeds.

Proactivelyengagingtheentireteamatanegotiationplanningkickoffmeetingisthetimetoensuretheteamcommitmentsarereviewedandindividualassignmentsconfirmed.

3.Createyourprojectplan.

Approachhigh-spend,majornegotiationsusingastructuredprojectplanwithdeliverablesandduedatesforeachteammember.

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

KeyTeamMembersandResponsibilities

•ITProcurement:Negotiationleader,RFPcreation

•Legal:Contractdevelopmentandreview

•ContractManagement:T&Cschecklist

•BusinessOwner:Businessneedcommunication

•TechnicalServices:Hardwareandsoftwarerequirements

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Step2

DevelopaNegotiationPlan

Awell-definednegotiationplanshouldbedescribedtothenegotiation

teamasasetofsharedgoalsfornegotiatingsoftwareandSaaScontracts

thatwilloptimizeandbalancecost,riskandvaluefortheorganization.

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Step2

Actions

1.Createatemplate.

Collaborateinternallytoidentifyandrankfinancial,technology,businessandproject-specificrequirementsusingasimple“startingpoint”template.Thesampledual-purposerequirementranking/vendorscoringmatrix,shownonthefollowingpage,allowsyoutoidentifyandrankrequirements,andbuildyourvendorscoringmatrixfortheRFP.

2.Identifyallviablecompetitors,alternativesandoptionsforyourorganization.

BuildinthetimeforITtoprovideyouwithcompetitivevendornamesandproducts,aswellasalternativesandsolutions.Thisensuresyouhavecreatedapowerfulcompetitiveenvironmentthatwillserveasoneofthemosthelpfultacticsyoucanuseasleveragethroughoutthenegotiations,beginningwiththeRFP.

3.Researchvendor-specifictacticsandstrategies.

•Fiscalyear-enddates:Considerafinalnegotiation“string-along”usingvendorquarter-endandfiscalyear-endstostrategicallytimethecloseofanegotiationtoalignwiththesekeydates.Avendor’ssalesteammaybeunderpressuretoclosedealsatthosetimes.

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

•Playdetective:Askvendorquestionstouncovervaluableinformationthatwillgiveyoupowerandleverageduringnegotiations,suchas:

–Howdoyougetpaid—straightcommission,orsalaryandcommission?

–Doyougetbonusesthroughouttheyear?Whendoyougetyourbiggestbonus?

–Areyoumorehighlycompensatedonsomeproductsandservicesthanothers—whichones,andhowdoesthecompensationincentiveprogramwork?

4.CreateyourPlanB—bepreparedtoexecuteorwalkaway.

Whenyoubeginnegotiationsearly,andwhenyouhaveidentifiedotheroptions,vendorsolutionsoralternatives,youhavecreatedaPlanBandpositionedyourselftowalkaway.

5.Monitorvendorinvestorrelationswebsites.

•Financialreports:Ifthevendorhadaweakfirstquarterclose,youknowitwillbehungryto“catchup”inQ2,andyoucanusethistoyouradvantagetogetimprovedpricinganddeeperdiscountsalongwithspecialterms.

•Strategicacquisitions:Whenyouseeyourvendorsannouncenewstrategicacquisitions,youknowthatyourvendors’investorswanttoseethattheseacquisitionswereprofitable.

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8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

SampleDual-PurposeRequirementsandVendorScoringTemplate

VendorB

ScoreWeightedScore

VendorA

ScoreWeightedScore

Category

Weight

LicenseFees

MaintenanceandServiceFees

Customization/ImplementationCost

TrainingCost

FeaturesandFunctionality

FinancialRequirements(Capex/Opex)

BusinessProcessRequirements

SecurityandRegulatoryRequirements

FinancialStability

In-HouseEvaluation/POCSuccess

TrainingProgramOptions

T&CsRisk

NegotiationEase

Audit/ComplianceManagementRisk

Total

Source:Gartner

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Step3

Communicatea

NegotiationPolicy

Inwaytoomanysituations,vendorsalesteamsarethoughtofandtreated

likeemployeesandgivencompletefreedomwithinend-userorganizations.

Youcan’tblamethevendorsifcareisnottakentoensurethattheiraccess

ismonitoredandcontrolledthroughavendorsign-inpolicyandvisitor

badgeswithrestrictedaccess.

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Step3

Actions

1.Followvendordo’sanddon’ts.

Avoidlettingimportantinformationslipthatvendorswillusetoimprovetheir

knowledgeandpower.

2.Avoidattendingvendorsocialevents.

Attendingeventsduringnegotiationscoulddiminishleverageandshow

favoritism.

3.Sticktonegotiationroles.

RemindITandbusinesstoprovidebusinessandtechnicalspecsor

requirementsonlyduringnegotiations.

4.Reviewmeetingprotocol.

Protectconfidentialdataduringnegotiationmeetings.Remember,everything

saidordoneduringnegotiationshasavalue.

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

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Step4

CaptureHiddenandMissing

CostDetails

CapturehiddenormissingcostdetailsduringtheRFPprocessbyasking

yourvendorstherightquestions.

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ChecklisttoRevealCriticalCostDetailsFromVendors

SoftwareandServices

Fees

ListandNetPrice

Type

Perpetual/Subscription/Term...

Metric

Uservs.Processorvs.Revenue...

Itemization

PricingbySKUs,

PartNumbers,PIDs

Policies

Virtualization,DR/Test/Dev.Use...

DeliveryMethod

On-Premises,Hosted,SaaS...

Add-OnCapacity

LicensesatSameDiscount

Percentage

Source:Gartner

Maintenance/Support

Prof.Svcs./Training

Warranty

PeriodandExpirationDate

Options

ProvideAllCoverageTypes/Prices

Descriptions

ForAllCoverageOptions

Itemization

PricingbySKUs,

PartNumbers,PIDs

Subscriptionvs.Support

ProvidePricingforEach

DiscountPercentage

ProvidePercentageofNet

LicenseFee

End-of-TermPrice>CapsCPIor3%(WhicheverIsLess)

Options

FixedPricevs.T&M

Rules/Levels

PricingforEach

Rates

Blendedvs.Role-Based

AcceptableCriteriaPaymentUponAcceptance?

T&EIncludedinPrice

IfNot,NottoExceedCostLimits

TrainingOptions

On-Site,Remote,Online

TrainingPricesDescriptionsforEachOption

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

Step4

Actions

1.Touncoverandexposeallhiddencosts,groupyourquestionsintothreecategories:

•SoftwareandSaaSservices

•Maintenanceandsupport

•Professionalservicesandtraining

2.Createachecklisttorevealcriticalcostdetailsfromvendors.

thatincludesalistofpowerfulquestionsforvendornegotiations

Note:Gartnerclientswillgainfullaccesstoadetailedchecklist

tobettercollaboratewithITfinancetounderstandthetrueor

totalcostassessmentofthevendorproposalsoroptions.

3.EnsurethatRFPsincludecostquestions.

Ensurethatnecessarydetailsareevaluatedforeffectivescoring

byaskingopen-endedcostquestions(e.g.,insteadof“How

muchwillmaintenancecost?”ask“Whatistheidealmaintenance

staffingmodel?”).Useyourcriticalcostchecklisttoguidethe

creationofthesequestions.

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Step5

MaintainT&CsChecklists

T&Csarehighlyimpactfultothecontract’srisk-and-rewardbalance.

TonegotiatethebestT&Cs,createandmaintainbothstandardand

vendor-specificchecklists.

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Step5

Actions

1.Createstandardcontractsthathavebest-practiceT&Csforon-premisesandSaaSandcloudcontracts.

2.Createvendorcheckliststocapturespecificssuchas:

•Governingagreements

•Usagerightsandrestrictions

•Vendor-specificpolicies,likebring-your-own-licenserights

•Restrictionswhenportingsoftwarelicenseusefromon-premisestopubliccloudenvironments,likeAmazonWebServices(AWS),Googleand

MicrosoftAzure

3.CreateandmaintainrelevantT&Cchecklists.

Note:GartnerclientscanrefertothefollowingGartnertoolkitstodevelopandmaintainstandardon-premisessoftwareandSaaSandcloudT&Cscheckliststhatcontrolcostsandmitigaterisks:

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

4.Tailorthenegotiationstobevendor-specific.

Note:Gartnerclientscanreview“FollowGartner’sT4ProcesstoOptimizeNegotiations:Tactics,Templates,T&CsandTiming.”Thisresearchexplainshowonenegotiationprocessdoesnotfitallvendors,andtheT&Csarenoexception.

•Use“Toolkit:Five-StepProcesstoOptimizeSoftwareLicenseContractTermsandConditions”foron-premisessoftware.

•Use“Toolkit:MinimizeSaaSRiskandCostbyEfficientlyNegotiatingOptimalContractTermsandConditions”forSaaSandcloudservices.

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On-PremisesSoftware

MetricsDefined—CountingRules

IllustratedbyExample

HA/DR/TestUseRightsClear

MaintenanceRenewalIncreaseCaps

AuditRightsClear(e.g.,AuditNDA

Required)

WebsiteTermsPrintedandAttached

PoliciesDefinedUsingExamples(e.g.,

Virtualization,IndirectAccess)

Hardware/TechnologyChangeCost

Impact(e.g.,PhysicaltoVirtual)

BundlingandRenamingProtection

CustomizedVendor-Specific

GoverningAgreementsandOrderof

Precedence

VirtualizationPolicies,Rules,Tables

Productionvs.NonproductionUsage

Rights

DirectandIndirectAccessRights

ProcessingforThirdPartiesand

AffiliatesLessThan50%Parent-Owned

PricingandUsageRightsIfVendors’

Products/ServicesAreAcquiredorDivested

MetricClarificationforEach

Production(CountingRulesVarybyVendor)

CloudMigrationPolicies,GDPRTerms

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

MaintainBothStandardandCustomizedVendor-SpecificT&CsChecklists

SaaSandCloud

RenewalPriceProtection

MeaningfulSLAPenalties

ClearUsage,RightstoAllowProduction,TestandDevelopment

URLsAttachedandReferencedin

Agreement(NoChangeDuringTerm)

ClearDataPrivacy/SecurityTerms

SupportClearlyDefined(e.g.,

BundledandNonbundled,Basicvs.Premium)

CloudtoOn-PremisesRe-entry

RightsWithPriceProtection

ExitProtectionProvisions

Source:Gartner

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Step6

EngageITFinancetoCreate

aTCA/TCOModel

Onefinancialanalysismodeldoesnotfitalldeals,soyoumustengage

ITfinancetocreateacustomizedtotalcostofacquisition(TCA)andtotal

costofownership(TCO)analysisforcosttransparency,andusethese

modelsasleverageduringnegotiations.

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Step6

Actions

1.Asktherightcostimpactquestions.

UsethesoftwareandSaaScostchecklistsfromStep4andtheT&Cschecklist

fromStep5toaskquestionsthatwillhelpensurethatyourTCAmodelreveals

allthenecessarycostsfora“true”andtotalcostanalysisofvendorproposals

frombothacashflowandbudget/profitandlossimpactstandpoint.

Note:Gartnerclientswillgainaccesstoasimplebuteffectivecasestudy

scenariotodemonstratetheimportanceofaskingtherightquestions

foranaccurateandtotalcostimpactanalysis.

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

2.Collaboratecontinuouslythroughoutthenegotiationcycle.

Usecheckliststoensurecollaborativeandproactiveplanningengagements

betweenITprocurement,IT,ITfinanceandkeybusinessstakeholdersare

partofthenegotiationplanningprocesstodeveloptheRFP.

3.UsecustomizedTCAmodelsasleveragetools.

Usetoolstobargainpowerduringcompetitiveandfinalnegotiationsto

improvebothpricingandT&Cs.

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Step7

UseaFinalNegotiation

StrategytoOptimizetheDeal

Evenifyouhavemadeadecisioninternallyandselectedthevendorand

itsoptions,thisvendorshouldneverknowithasbeenselectedatthis

point.Whenbuildingyourfinalnegotiationstrategy,includethissetof

tipsandtactics.

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Step7

Actions

1.Maintainacompetitiveenvironment.

Alwayskeeptwovendorsintherunninguntilandthroughoutfinalnegotiations.

2.HaveCxOsandstakeholdersswaproles.

Switchrolesforleverageandbargainingpowerifyouhavebeennegotiatingwiththesamevendorsalesteamforanumberofyears.

3.UseyourCFOandyourfinanceandaccountingpolicies.

Unbundleddetailisamustforacapex-opexcostanalysis,andvendorsknowthis.UseyourCFOasakeydecisionmakerifyouneedtheleverageforunbundling.

4.UseCxOpower.

UseC-levelapprovals,capitalcommitteemeetings,executiveboardapproval,etc.,toenable“string-along”timingtoalignwiththevendorquarter-endoryear-enddate.

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

5.RequestspecialT&Csapproval.

Whenevernewproductsandservicescontractsarebeingnegotiatedwithvendors,askfor“specialapproval”escalationandensureyouaskhowtheescalationprocessworksandwhothedecisionmakeriswhohastheauthoritytoapproveyourrequests.

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Step8

DevelopRobustSAMand

AuditManagementProcesses

Often,afteracomplexnegotiationisfinalizedandthecontractsaresigned,

thenegotiationteambreathesasighofreliefandmightevencelebratethe

successandwins.However,thecollaborationmustcontinuetoensurethat

robustsoftwareassetmanagement(SAM)processesareinplacetomanage

complianceforsoftwareaudit-readiness.

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Step8

Actions

1.Communicatewithyourteam.

Ensurethatmetricdefinitionsandcountingexamplesofanynewmetrics

proposedbyvendorsduringtheRFPprocessarecommunicatedtoyour

SAMteam.

2.Createaninternalauditmanagementprocess.

Tocontrolvendoraudits,createandmaintainaninternalauditmanagement

processandplaybook.

Note:Gartnerclientscanuse“Toolkit:OptimizeYourSoftwareAuditProcess

andResults”todownloadeachtoolnecessaryfordevelopingyourinternal

audit-readinesskit(RASCI[responsible,accountable,supporting,consulted

andinformed]matrixandchecklistsforanaudit-specificNDA,scopeand

methodology,andsettlementnegotiations,etc.).

8-StepPlaybooktoOptimizeSoftwareandSaaSNegotiations

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