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  • Why Does Crowdsourcing Matter for B2B?
    dialogue allows vendors to locate pain points within their given markets Transcribing this feedback is the first step in developing homerun products and profitable solutions It is important to remember that no matter who the customer may be they always know what s best Ultimately these individuals retain purchasing power and their desires will prevail in the marketplace Ignoring them will only do a disservice to your business However B2B businesses do not sell to these customers directly so how does this affect us By offering your customers products and solutions that enhance productivity you help infuse capital back into their business A happy client makes for a long term and mutually profitable relationship Having any break in the efficiency of this linear system can disrupt the success and profitability of all parts 2 Developing Relationships with Clients Prospects Crowdsourcing promotes meaningful dialogue with clients and prospects Taking the time to understand the bigger picture demonstrates your company s attentiveness and effectiveness Not only does this illustrate that you have honed a refined understanding of their needs but it will also spotlight your company s innovation 3 Identify Trends Creating great products and sustainable solutions is sometimes not enough So often great products get lost in saturated markets due to misguided and uninformed marketing techniques In order to strike true harmony great products need to be complemented by effective go to market strategies Crowdsourcing can also help provide insight on market trends that are resonating well with consumers This will help your strategies growth in both numbers and effectiveness Your turn How can crowdsourcing improve your company s existing products and solutions Fortunately with the Internet and social media accessing customer feedback is cost effective and time efficient Explore your networks to re ignite innovation and inspire new ideas Tweet

    Original URL path: http://www.volarisgroup.com/blog/article/why-does-crowdsourcing-matter-for-b2b (2016-04-25)
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  • How to Choose a Buyer for Your Software Business: 4 Types of Acquirers
    seen manufacturing or service based businesses acquire software vendors that sell into the acquirers industry These acquirers typically offer a premium on the businesses they decide to buy but often lack the expertise to carry the business forward As such the acquired businesses frequently experience significant value destruction before the business is re sold to another hopefully competent and financially committed buyer Companies in adjacent industries may look to expand their product suite through acquisition rather than building the product themselves Considering how the products will integrate with each other to achieve greater share of wallet and being able to leverage the customer list of both organizations is paramount to success Direct Competitors Competitors as acquirers will enable greater industry consolidation economies of scale and market dominance However there are often dangers associated with mergers including a lack of job security for employees cost of rebranding and difficulty merging competitive product suites Moreover if the purchaser is significantly larger the danger is that they are only acquiring the business for its customer list and will dismantle the acquired company post acquisition The 4 th Type of Acquirer At Volaris we don t fit neatly into any of the four categories above Like private equity firms we are experienced in handling the due diligence and acquisition process However we are different in that we keep our businesses permanently and are therefore focused on positioning the business for sustainable growth Like strategic acquirers we are constantly looking to enter new vertical markets but unlike other strategic acquirers we often keep existing management and employees on board to run the business as they are the experts in their field Choosing a Buyer Ultimately choosing a buyer is all about fit At Volaris we pride ourselves in our ability to offer stability and a

    Original URL path: http://www.volarisgroup.com/blog/article/4-types-of-acquirers (2016-04-25)
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  • Challenging the Plateau
    People Transportation Rental Management Retail Explore Blog Home Blog Challenging the Plateau Challenging the Plateau Tweet In this short video CEO Mark Miller discusses two solutions to help lift a business out of its plateau Tweet About Us We acquire strengthen and grow vertical market software companies so that they are leaders in their industry Our buy and hold mentality means that when we acquire a business we hold onto it for life We have expertise working in various geographical markets and can help your business grow into these different areas Not only do we understand the software industry and its nuances but we know how to operate business around the globe Read More Latest News October 05 2015 Volaris Group Acquires Red River Software September 15 2015 Volaris Group Expands Position in Communications Vertical with Acquisition of NETadmin Systems January 05 2015 Volaris Group Acquires Kinetic and Expands Presence in Asset Management and Logistics Vertical All News Copyright 2016 Volaris Group Inc All rights reserved Careers Send Us a Note Thank you Your request has been sent Location CANADA 5800 Explorer Drive 5th Floor Mississauga ON Canada L4W 5K9 Tel 905 267 5400 Fax 905 238 8408 E mail

    Original URL path: http://www.volarisgroup.com/blog/article/challenging-the-plateau (2016-04-25)
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  • The Role of an Initiative Champion
    creating a marketing plan pricing and collecting market sizing data to feed into a financial model Once internal commitment has been secured to establishing a SIG as part of the Initiative the Champion takes on the role of a Sales person Selling the SIG is a critical part of the role as the customer s commitment and upfront investments must to be secured in order for the Initiative to take off Development Stage The Champion is responsible for overseeing the development process ensuring that the Initiative remains on schedule and within the set out budget The Champion will set milestones and deadlines that will be monitored through frequent status update meetings The goal of the update meetings is to gather customer feedback as early as possible to ensure that the solutions delivered are what customers expect At times it may be necessary to go back to the drawing board re evaluate ideas and introduce new ideas to ensure that the Initiative is a success As such the development stage of the SIG process is the stage that carries the greatest risk of going off track Market Launch Once the SIG cycle is complete the Initiative Champion will hand off the sales responsibilities to the sales team and lead the product training At this stage it is also a best practice to have an Initiative debrief at the end of the SIG process to go over key learnings and takeaways Advantages of a Dedicated Resource Filling the Initiative Champion role is crucial to the success of an Initiative It creates an accountable leader for the process which mitigates the risk of the Initiative getting pushed onto the backburner It also lends the Initiative a dedicated resource without detracting the employee from their former duties resulting in fewer disruptions to the business

    Original URL path: http://www.volarisgroup.com/blog/article/the-role-of-an-initiative-champion (2016-04-25)
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  • The Rundown on Managing Global Talent
    communication and synergy within your company 2 Make First Hand Assessments Evaluate international teams over an extended period of time Ask yourself are my global leaders engaged and inspired Are they promoting and enforcing corporate values If the answers to these questions are no judge whether these are isolated concerns and make large scale comparisons Remember not to let the distance come between you and change If you notice something call it out This will demonstrate your attentiveness to global talent that you may not interact with as often Paying attention to these details will help dissipate internal dilemmas and reignite innovation Making first hand assessments will also help you to identify strong global leaders and jump start succession planning Leveraging the right people within your company will promote a stronger international team and aid future global growth Remember to set and maintain your company s standard Benchmarking expectations will level the playing field and help you identify undiscovered talent 3 Balance Global Local Requirements When it comes to prioritizing your company s needs balancing global and local requirements hails considerable importance Don t let yourself get caught up in the happenings of your local environment Always think critically about the needs of your company and assign capable leaders to the right tasks Consider utilizing abroad talent for a local projects when suitable Be present and make judgment calls to refine project management within your organization Actively balancing your company s needs will empower your global talent to get things done Your turn How effective is your company at managing global talent Take a third party perspective and identify any harmful cracks in your global framework Tweet About Us We acquire strengthen and grow vertical market software companies so that they are leaders in their industry Our buy and hold

    Original URL path: http://www.volarisgroup.com/blog/article/the-rundown-on-managing-global-talent (2016-04-25)
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  • 6 Steps to Product Validation
    6 step process in order to build a SIG 1 Observe customers Frequent customer visits are an important part of Volaris development process Watching end users at work whether this includes interacting with our products or not gives us great insight into their work processes frustrations and workarounds These pain points are often the best starting points for new innovations as the best products are designed to solve specific problems 2 Surveying key customers We start by creating a 20 question multiple choice survey that is designed to gauge interest in the product concept Two critical questions are embedded in this survey The first question is whether these SIG members would be interested in such a product The second question is whether they would be willing to pay for it 3 Conduct a pricing and timeline assessment At this point we will have a clear sense of whether there is a market for the concept If little support has been garnered it is time to nix the idea before investing any more time and money into the project However if at least three customers are willing to invest in this new product there is evidence that this idea has resonated well with the end users 4 Launching the SIG Launching the SIG consists of discussing customer pain points and processes reviewing the potential functions and features of the product creating a use case and going over the details of the SIG process with all the SIG members At this point we are able to come up with a roll out plan finalize pricing and contracts and close the sale with the SIG members 5 Getting a minimally viable product MVP to SIG members ASAP This step is key to conducting a successful SIG The MVP is a beta version of the product that includes most of the key functionality and a few features we may want to test out At this stage the product s design and functionality is not completely refined Once the SIG members are using this initial working prototype it becomes an iterative process of idea generation testing data collection analysis and learning 6 Hosting periodic check in reviews It is crucial to schedule regular follow ups with the SIG members during this process Setting milestones and keeping developers accountable to a set timeline will help ensure a smoother SIG process and a timely delivery of the end product There are a few things to consider during these regular check ins Which features the SIG members are using most often Whether or not there are there any work arounds that need to be implemented when using the product Whether or not the product is user friendly and intuitive Benefits of Product Development through SIGs Using SIGs for product development allows vendors to receive cash upfront and capture valuable customer feedback Furthermore SIGs provide a strong reference base when the final product gets introduced to the broader market Consumers also reap the benefits of having first hand input

    Original URL path: http://www.volarisgroup.com/blog/article/6-steps-to-product-validation (2016-04-25)
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  • What’s Next for Volaris Group?
    People Transportation Rental Management Retail Explore Blog Home Blog What s Next for Volaris Group What s Next for Volaris Group Tweet CEO Mark Miller discusses Volaris long term commitment to talent development and global growth Tweet About Us We acquire strengthen and grow vertical market software companies so that they are leaders in their industry Our buy and hold mentality means that when we acquire a business we hold onto it for life We have expertise working in various geographical markets and can help your business grow into these different areas Not only do we understand the software industry and its nuances but we know how to operate business around the globe Read More Latest News October 05 2015 Volaris Group Acquires Red River Software September 15 2015 Volaris Group Expands Position in Communications Vertical with Acquisition of NETadmin Systems January 05 2015 Volaris Group Acquires Kinetic and Expands Presence in Asset Management and Logistics Vertical All News Copyright 2016 Volaris Group Inc All rights reserved Careers Send Us a Note Thank you Your request has been sent Location CANADA 5800 Explorer Drive 5th Floor Mississauga ON Canada L4W 5K9 Tel 905 267 5400 Fax 905 238 8408 E

    Original URL path: http://www.volarisgroup.com/blog/article/whats-next-for-volaris (2016-04-25)
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  • Initiatives to Kickstart Organic Growth
    a viable goal However for many companies there are too few add on modules and too few customers who haven t already purchased them to drive substantive organic growth Develop a new product for existing customers Typically new product Initiatives focus on building an add on module for a new user base at a specific customer Due to the vendors existing relationship with their customers this is a very credible way to kickstart growth From the customers perspective new add on modules from an existing vendor come with less risk as they are easier to integrate and operationally less disruptive than a competitor s product Sell existing products to new customers The most common Initiatives of this type is selling an existing product into a new geography e g selling a North American product in Europe or selling into a new vertical market e g selling a transit product to the taxi industry However selling to an entirely new customer segment tends to be harder and more expensive than developing new products Competition is more ferocious and the incumbent has a distinct advantage as they are more familiar with the market Sell new products to new customers If they are successful these Initiatives tend to be home runs However they are also the most likely to fail The investment can be quite significant but by putting the right processes and sense checks in place ie Financial models special interest groups market research etc substantial rewards can be reaped In Conclusion At the end of the day relying on your existing product and your existing customer base is a recipe for stagnation or decline It is important to consider what the next step for your company will be if you want to sustain your company s position in the market and

    Original URL path: http://www.volarisgroup.com/blog/article/initiatives-to-kickstart-organic-growth (2016-04-25)
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