Beyond your ERP Implementation

ERP, Implementation - All industries

Congratulations! You have Genius ERP up and running smoothly in your shop, helping you to be a more efficient and streamlined operation. But our job isn’t over. The right team will be with you every step of the way, guiding you through user training, up to your go live date, and beyond.

Read the transcript

Hello, everybody! Good afternoon. Maybe just before we start, is it possible for one of you to join the chat or go into Q&A and tell me if this sounds clear, and if you can hear me, we’ll change your settings. Next, I’m going to share my screen in a second. Alright, can you please confirm that you see the screen? It should be visible beyond your ERP implementation. The goal is to grow.

So let’s give it maybe one more minute for people to join, and then we will start.

Good. So good afternoon, everybody. First things first, welcome to Genius Webinars. It’s a good thing, right? It’s nice to be back online. I should say. I hope you have had good vacations on your end. For the people who are used to these webinars, we paused for I think it’s a month or two, but now it’s time to restart. So everybody’s back, and it’s time to run as fast as possible. So I won’t take more of your time on that. The first one that we’re doing is, as you can see, it’s called “Beyond Your ERP Implementation: Evolution is Core to Growth.”

Essentially, this one will be quite different than the usual ones in the sense that it’s not mostly about the product or anything. It’s really more towards the services that Genius has to offer and try to compare this to what the market offers and try to give you a bit of visibility towards our philosophy behind the different services that we offer.

So if you do have any questions, there’s the chatbox. You can put your question there, and it will be my pleasure to answer them at the end of the presentation.

Globally speaking, I think we have, for me, it’s 35-40 minutes, right? I know we’ve blocked more time, but I think 35-40 minutes should be good for the webinar. But again, if you have questions, don’t hesitate to participate. So let’s start. First thing is in terms of the agenda, right? First thing I’m going to do, by the way, there is today in the list lots of attendees. It’s nice to see you. All part of the attendees are customers that are with Genius, but some others are potential customers of Genius. So I’m going to take maybe 2 minutes to just do a quick introduction of Genius, right, saying who we are for those who do not know us for the moment.

The second thing we’re going to talk about is why we’re having a webinar about the customer journey. When I’m referring to a customer, I’m really talking about you guys. So we call that a customer journey on our end. So we’re going to talk about why we’re doing that.

We’re going to look at what’s the typical customer journey that we see in the industry and the challenges related to that. So we’re going to look at those challenges. We’re also going to look at the fact that when a company decides to buy an ERP system, the truth is that this company is typically in growth mode, and with growth, there is an evolution that occurs, and that evolution must also be translated into the system as well. So we’re going to see what are the challenges related to this.

This will lead us to our philosophy. So what’s the Genius solution for the customer journey in our ERP? I’m going to present to you a bit about what we’re doing and how we’re doing things mostly post-implementation. We’re going to look at that in order to have that customer journey and have those offerings for you. There are three main tools that I want to present to you. The first one is Genius Academy. Some of you know it, some of you don’t. So I want to talk about Genius Academy. I want to talk about the business reviews that we’re conducting. So we have a team that conducts business reviews with you.

I want to put emphasis on what we’re trying to achieve with this and also what we call the customer success plan or the success plan. What you do, for example. So essentially it’s really about the more of the journey that you’re going to have and the interactions we’re going to have to get there. By the way, just before we start, I forgot to introduce myself. I’m Dave, Customer Success Director. You can see my face at the bottom of the presentation or on the camera. So it’s good to see you.

So if we start right, the first thing is just a quick introduction to Genius. So you know, right? Genius was founded in 1989. At that moment, by the way, it was a consulting firm for everything related to industrial engineering challenges that manufacturers were having. So, for example, ISO certifications, production optimization, and those things. So it was really a consulting firm.

It’s really in 1995 that we had one customer that we had to develop something, and we did our first ERP for that customer. What was happening is that after that, the second customer came in with special needs, we did the same, and then a third customer came, and we developed something for them, so we ended up with three versions of Genius.

So in 2006, we decided to focus on a niche: people that are called Engineer-to-Order or Configure-to-Order, essentially people that have a lot of engineering involved or they have products that are standardized but with several options. This is our niche. This is where our core focus is. And for this, we’re going to have one single solution that tries to remove all the needs that those people have with that focus, of course. That also offered us the possibility to expand our focus from North America to include Canada, the US, and beyond.

So today in 2022, we have over 300 companies that are with us at the moment. Maybe just to summarize, 30 years with manufacturers, over 100 employees, actually a good milestone. Currently, we have over 125 employees. So for us, it’s a nice milestone, and you can see on the right, everything that’s in red is our footprint for the moment. These are all the provinces and states that we’re in for the moment. Engineer-to-Order, Configure-to-Order, Manufacturer-to-Order. What’s that? On the left are all of our features that we offer. I won’t go through all of them. All I want you to know is that typically speaking, right from the inception of the quote up to receiving the money, we do it all. So that’s the intent of the system.

Let’s jump right into what’s the core focus of our webinar today. Why are we discussing today the customer journey and what’s beyond the implementation?

The first reason is simple: the ERP is a key component of a manufacturing company. For those who have it, you all know that if the ERP system goes down, normally the operations stop. However, what’s surprising is that this is true, but this is not your specialty. You guys are manufacturers. You have a specific area where you are experts. But when we talk about IT, it is still misunderstood for many people. What happens is, while you could think about a word processor, for example, that you purchase and learn how to use Word, and then you can type. The truth is, with an ERP system, you cannot afford to have something that doesn’t work. So we need to stay close to the people that build the software. So essentially, we’re talking about a partnership that you need to have with your ERP vendor, which is us. So it’s quite important if we want everyone to succeed.

The second reason why we’re talking about this is that it’s funny when we’re in the sales cycle from our end or the buying cycle from a customer perspective, buyers typically look at the product itself. They ask, “What are the core functions it can perform? Will it help us?” That’s one thing they look at. The second thing they look at is the implementation itself. They’ve heard many stories on the internet about implementations that did not go well.

So people are aware of this, but they rarely focus on what’s after the implementation. It’s funny because the expense itself is quite substantial. When you decide to buy a new ERP system, and on top of that, the implementation might last 6, 8, 9, or even 12 months, let’s say maybe 4 to 8 months as a general rule of thumb. The truth is, the ERP system itself will last for 5, 6, 7, 8, 10, or 15 years with you. So it’s funny how we do not think about the longest part, which is after the implementation.

We’re going to talk about those elements. On a side note and on a different aspect, you can see here, according to a report from the Manufacturing Institute, they state that it is increasingly difficult to find people to hire, and with growth, there are new job openings that are tough to fill sometimes. This forces companies to adjust their processes. So just highlighting, you can see at the bottom right, it says that by 2030, the shortage of employees in the manufacturing industry is expected to grow to 2.1 million people. So it’s quite a challenge.

We’ll also look into the customer journey as an ERP provider. We need to have that in mind and make sure that there is availability of knowledge so that when there’s a shortage of employees, we can adapt and maintain the knowledge on your end. Because turnover is high due to many job offers, maintaining the knowledge on your end is tough.

So what we’re trying to achieve here and what we have in mind, and we’ll show that when we’re going to talk about Genius Academy, is that we’re trying to maintain a level of knowledge available and accessible for you. So you can make sure to ramp up your resources when they come in and also adapt.

The last reason why we’re doing this is that there’s a traditional customer journey that exists in the industry, and typically, it doesn’t serve our market well. We’ll see why. I have a quote or feedback statement from people that essentially says, “Here’s the feedback we get when we go through that journey.”

So let’s jump right in. When we talk about the typical customer journey, there are different phases. At first, someone starts looking for a new ERP system, and at a certain point, we get in touch. There’s a deal that appears. Sales takes care of that. Then you work with the consulting team that drives you through implementation, so different phases. And at the end, we say, “Here’s the closing of the project,” and then, because it’s a project closure, it’s handed over to support.

This is a very typical way. It’s sales, consulting team, and then it goes to support. You can see that at the end over here, even though that’s going to be the longest part with the system, it belongs to only one department, one person, I should say, one support, and this creates a couple of issues. So let’s look at them.

The first thing that we typically hear when we look at this is, “It takes forever before we receive an answer because the demands are coming from everywhere, and they’re so different. Sometimes it’s technical, sometimes it’s on training, sometimes it’s on different other aspects, and you’re always waiting for support to answer.” That’s the first element that typically comes up.

The second thing we hear is, “We feel that after the project, we’re left alone.” Because what happens is, there was a consulting team that were experts and were with you right up to the closing over here, and when this stops, the consulting team goes back to another project, and then you feel left alone. This creates insecurity and makes adoption from your end tough because you will face new situations, and you want to have access to answers quickly.

The third thing we typically hear is, “We need to reach out to find out information.” So essentially, because support is focused on clearing issues that people are having, you need to raise your hand to find out information about updates, new features, or where you are with certain matters. So it becomes really reactive. We’re trying to alleviate or remove that reactivity, and we’ll see what initiatives we’re taking to be more proactive.

The last thing that we hear with this process is that because support is really focused on the technical issues, when you need to know something that you forgot or need something else, it automatically goes back to professional services, and then you keep on paying for consulting on processes. This is typical feedback that a typical customer journey receives. So when you think about it, coming back to the Word example, if you purchase Office and all you want to do is use Word to type, it doesn’t make sense. You look at different products, find one, purchase it, someone trains you, and then you’re good to go. You might have a question once or twice, but that’s it. There’s no major needs. But again, because it’s really core to your evolution, there are going to be challenges that this will create because it’s a new ERP system. So let’s focus on the ERP itself and what happens when you have a growing company, a growing manufacturer. So you can see here the universal growing business reality. I want to go through the different arrows in order for us to understand that graph, because this is really typical of how our teams are going to be happening over time.

So the first thing is when you looked at the system, you were in the identification phase. You were looking at different solutions. At a certain point, you said, “Alright, let’s pick a solution.” From here, you started to be trained and learn how to use the system. From this standpoint, you’re good to go live. You can see that at that moment, of course, there’s a lot of instability because it’s new. It’s like getting new shoes. It feels a bit uncomfortable, so there’s a period for stabilizing, as you can see over here.

The thing that happens, though, is you were a business when you purchased your ERP. A year after, you’re now at $6 million a year after that, you’re at $8 million. There are new needs that are coming, right? Material shortage was never a concern to date, but now it’s a concern. So the truth is, with your growth, as you grow, you have new challenges that keep coming.

So the truth is, because you have new challenges, you plan for how to solve them. The truth, by the way, is that when you think about it from an ERP perspective, when you make your selection, you cannot look only at your needs right now. These are what hurt you, but you have to envision where you will be in 5 years and what challenges could potentially arise so that the ERP system you’re selecting can potentially solve them. It doesn’t mean that you need to implement that from day one, but at a certain point, you will need that.

So, again, my point about this is just to tell you that within the same system, the next thing you’re going to do is, with your new challenges, you’re going to plan for a solution, then you’re going to learn how to do it, and you will deploy that new solution. This will keep on going. But the point is that it’s normal and related to the fact that the company is growing. So it would be false to think that you start, you stop, and you’re good to go. It’s going to be a continuous process.

With that in mind, let’s look at what happens when you have a standard process where it’s a consultant that is involved, and there are no learning tools, nothing. So every time you have a new need, you have that standard typical approach of seeing that it’s support, and all you get is a new need goes back to professional services, and that’s it.

Let’s look at it from a budget standpoint. You can see dollars over here, and the x-axis is time. So essentially, your budget says that the first year will have a lot of expenses because you’ve purchased software, and then afterward, it’s going to be support. So that’s the plan. You know you need to allocate that much. This is your budget.

What happens is you start. The first 3-4 months, you start to learn the system. At some point, you’re ready to deploy it and go live. You can see that now, costs are increasing because it’s a more emotional step. It’s one step that is very intense. At a certain point, it stabilizes more. You still need some services, but not as much, so it’s quite stable.

But then, new challenges come, and you require a consultant again. You learn, deploy, and then new challenges keep coming. You can see that it quickly comes to the point where you’re going over what you had projected in your budget. So typically, this is the standard model, and what it says is that the more you grow, the more knowledge you need, the more capacity, functions, features you need, the more you pay. So this is normally a friction point.

Now, let’s go into how we thought about improving this and making sure that we don’t have the same typical journey and how to solve those issues.

I’m going to focus again on the period after implementation, you can see here professional services closing, and of course, the support line where you would ask for technical demands and product-related issues. That’s normal. You will have issues, and you’ll want to report them. It makes sense that it stays there.

Different tools are there from a support perspective. If you’re under support, you have a service level agreement, and there’s a ticket follow-up portal that gives you visibility into where you are.

These are the tools that support our ERP. That being said, what we decided to add is, first, we created what they call an education service. Their function is simple: to provide you with visibility and accessibility to knowledge. So if you have usage or process-related questions, this is where it goes. Essentially, when you ask a question, you’ll automatically be directed to the education services if it’s related to processes.

Their mission, again, is to provide easy, accessible knowledge for you. The way they do that from a tool perspective is Genius Academy, the self-learning platform, which we’ll see in a moment. But on top of this, they offer a service that allows you to log in three times a week and interact with several additional companies.

You get there. You ask your questions. If you have a senior consultant available, it’s easy to get an answer, and this ensures you have your answer on the spot without having to wait 2, 3, 4 weeks to reach someone who is elsewhere, right? So it’s really meant to be there additionally.

What we’ve also found is there’s a need for, oh, I forgot. Sorry about that; I forgot to translate that earlier. It’s my bad, so I will read it in English for a second, but essentially, it’s also invaded my department of customer success.

This being maybe the last 2 years. That was, it was started 2 years and a half ago, I should say, but essentially, the goal or the main focus of that department is really goal-oriented. Making sure that you reach your goals, right? That your evolution, as you evolve, is well managed as you grow. And essentially, the way we do this is by having business reviews with you, defining a customer success plan, or success plan with you, of course, providing you with webinars like this one, where we try to increase your knowledge or provide knowledge about the product on various topics.

And finally, of course, I provide you with what’s new in the industry. So really, when I was talking about proactivity, the intent of this department here is really to come and reach out to you and say, “Hey, are we on the right track? Is there something specific to your goal? Are we trying to achieve that? We’ll look at that in a couple of minutes.”

So essentially, as I was telling you earlier, self-learning platform, business reviews, success plan. These are the 3 tools that we’re going to look at at the moment. So if we recap easily, education service, its mission is to make sure that the answer you’re looking for is accessible for the support.

Now they can really focus on the technical issues, making sure that the answer they give is precise. And the mission of customer success is really to say, “You know what, each customer is not exactly the same. They have different goals, different missions, understanding where you want to go and what’s your specificity is quite important for us.”

So essentially, this is how we behave. As soon as you’re live, those 3 departments have a mission to make sure that your life is easier, that you find the information yourself.

So again, jumping into the tools, right? We’re going to look at 3. Let’s start with the one from the Education service. It’s called Genius Academy. The self-learning platform. Just to recap on the philosophy, right? What you see here is essentially the learning pyramid. But essentially what it shows is that with passive teaching, for example, when someone gives you a class, you essentially retain only 5% of what you will see, right? So that’s called passive learning. And the goal is really to move towards what’s called the active learning method, where essentially you will retain most of what is being done, whether it’s through discussion, practice, or else. So this is where an important part of Genius Academy comes in.

There are exercises. The intent is really for you to practice. So just to remember, reaching out, that 75% of routine on top. When we were talking about the canteens where you can reach and ask your questions. This is like with many other companies, right? You ask your question, someone else, sometimes, enters, checks, asks a question, and it gives rise to group discussions. Those group discussions allow you to reach a better level of knowledge.

So essentially, this is the philosophy. So how do we translate that? Well, now you see the Genius Academy, and we’ll go through the different functionalities. It’s going to take maybe 3 to 5 minutes. But essentially, you’ll see what we’re trying to achieve with you.

First thing, of course, it goes with the implementation, right? So my implementation path here gives you a structured and detailed way of saying, “Hey, you need to first go through that course, then this training, then move to the second one,” and so on.

The first thing that we have, of course, as we’ve mentioned, the implementation is one thing. But then, afterward, new challenges may arise. This is where we arrive at the byte-size learning.

So this, instead of having to go through a full implementation review when, for example, yesterday I was not using material planning, and today, I need to use it, because today, knowing if I have the material for this job is important. I have so many that I cannot afford to start stuff on the shop floor without it.

You can go byte by byte. So essentially, just saying, “I’m going to focus on that module, figure out how it works, and then move on.” So this is really for the new needs.

Even though we plan for everything, I’m sure, for example, the sales team always arrives with special deals where there’s a different clause, and you arrive and say, “Oh, my God, how will I manage that in the system?” So if there’s an unusual case, the case-based learning in the system is there to report back cases that we see and the best methods in terms of dealing with them.

So that’s the third thing that we’re trying to make sure of, that if you arrive at something that we couldn’t have discussed before because we didn’t even imagine it could happen, can you find the information? That’s the point.

Of course, we talked about employee turnover just a little bit earlier, right? Personally, based on that, essentially what it shows is if you’re, let’s say, hiring an accounting clerk, for example, you can pick the accounting personnel path, and essentially, we’ll show them exactly what the different sequences of learning they need to undertake and what training they need to go through in order to be ramped up.

Essentially, what people typically do is to include these personnel-based steps into the onboarding process for their new employees. And the intent here is simple: you guys have a very specific knowledge related to the product that you do, and it’s specific to engineering, and many other things. But the system itself is something that is needed but is on the side. It’s something that you don’t necessarily know as much about, or you don’t like to train people on. So essentially, what you have here is really for you to have the knowledge properly defined so you can give that to your new employee right from the start.

Lastly, of course, we talked about the bytes, byte by byte. This is normal for the core features. But there are more advanced features. Let’s say, tomorrow you want to use a product configurator, for example, right? There’s more knowledge to gain. It’s more than just saying, “I’m going to listen to an hour-long video.”

There are classes that are given by the education services that are sometimes 3, 4, 5, 6, 7, 8 sessions of 3, 4, 5 hours, essentially to bring you to a level of knowledge where you can, for example, build your own product configuration.

For advanced features, if you need advice, remember the canteens? You can ask the expert 3 times a week, for an hour each time. You go and you ask. The intent again is just to avoid that typical journey where people will say, “Hey, I need a consultant. Oh, let me find one. But they’re all on projects. Let’s figure out who can be available. Oh, it’s going to take 2 weeks.” We’re trying to remove that and say those sessions are planned, they’re there. You arrive with your question, you get your answers.

And lastly, but surely, of course, I mean, I told you that an important milestone or something that is nice for us is that we’re now 125 employees. Well, the truth is, the team that has the most people is the team with lots of new features that are coming with the different releases. So all the information is there. Again, the Academy’s philosophy is simple. It’s to put all the information laid out properly in terms of the new challenges you have or if you have a new employee, so you can find the information directly from here without necessarily relying on someone or having to wait for someone to come back to you.

So when you think about it, we talked about how a consultant and ERP consultant functionalities or the typical way was going over budget quite fast. While the intent, as simple as that with the Academy itself, because it’s just a standard fee and a recurring fee over the years, you can see that essentially the costs – the intent is to decrease those costs, those needs for a consultant because the Academy provides you with self-learning tools and also consulting advice as part of the tool, so you can grow as you can without necessarily having to pay for people for services.

So that’s it. I’m going now to customer success. You can see words in French, words in English. That’s normal, right? That’s customer success. Essentially, that’s bilingual. But essentially, the reason I’m going there is just to move you down to the 2 other tools I wanted to discuss, which are business reviews and, of course, the customer success plan.

So I don’t know for customers that have been with us, perhaps you’ve done business reviews at the moment with the customer success managers. Yes or no, I don’t know, but it’s not the case, right?

Let’s figure out what they are. So the first thing is what we’re trying to do in those business reviews is to ensure that you’re having success, right? And what does that mean? It means that basically you guys have objectives, you have targets that you want to reach out. We want to make sure that we’re there to help you reach those objectives.

Essentially, we’re doing that 1 to 4 times a year, according to needs, it can be more. But typically, as we want to make sure, we aim to chat once a year to make sure that we’re all on the same page and that everything is moving forward. It’s with normally the champion of the system, and also potentially the C-suite, right, the top management. So the reason being is simple: the 11 that are going to be discussed in those meetings, the first thing we’re going to assess is how’s it going with the system, right? Are there elements that are struggling? Is there anything slowing you down from growing? So that’s the system out there. The second thing that we’re going to look at is the Enterprise vision right in 5 years.

Basically, what are your objectives? What are you trying to reach? The reason why we’re doing this is that we’re trying to essentially build a vision board with you and see what are the challenges in order to get there. When we find those challenges, we can define an action plan together, it’s like, “Alright, these are the steps we need to go through in order for this to happen,” right? And this, by the way, can implicate new features. It can involve things that you were not using that now you need to use. There are many things we’ll see that in the success plan on the next page.

So that’s the intent, right? On top of that, of course, providing you with a bit of where are we going? The point about this is simple: you guys can drift sometimes. Sometimes, we believe we’re well-aligned, but when we haven’t met for a year, it could happen that sometimes we just veer off course a little bit, right? So what we’re trying to see is, alright, is it going in the proper way? Do we need to readjust? And for us to deliver to you where we’re going, what’s your vision? What we’re trying to achieve makes you aware if we’re going in the same way or on the same track as you are. And, of course, the last intent is to get feedback from you on the product and also the services. So how are you with support? How’s it going with customer success? And more, and all of the different services we offer. So these are the business reviews, right?

The reason I’m talking about that is simple: this is not typical for all software providers. I believe personally, now, it’s personal, but we believe that this is important, and you need to make sure that we are aligned together. The end result normally of those business reviews is simple: to create what we call the success plan. So I did just build a quick example, for example, just to give you a vision of what we’re trying to achieve.

Essentially here, right? The company’s mine. It’s the Equipment Company. I’m Dave. It’s essentially 75 employees, 12 engineers. We manufacture large equipment for water treatment. For the moment, we’re at 8 million of revenues. But basically, I’m looking to retire in 3 years. Based on that, I’m seeing that the main struggle we have at the moment, the most important thing is to create coordination and interaction between departments, and we’ll see the key challenges. Why? But essentially, my point about this is, for the moment, it seems like people are not working on the proper priorities.

It’s funny how much work we do, but we don’t deliver on time. And the reason being is that the person that is welding doesn’t even know that this is the thing that needs to be delivered next, and that it’s ready. Now, he’s working on the first thing he sees on the shop floor, for example.

The second challenge that we have is that quoting efficiency is really limited. So the truth is, we’re quoting for the moment 10 quotes per day, and we need to increase that to 20.

So, in terms of the milestones, right, we discussed together, and then what we want to do is we want to first start by deploying the shop floor, in order for employees to be able to declare their time, but also declare the progression, letting know all of the other departments, “You know what, these parts are cut, you can now weld them. These parts are painted, you can now assemble them.” So essentially, deploying that for this to start. We target that by the end of 2020.

After that, what we’re going to do is we’re going to make sure that the priorities that the management wants are going to be delivered by the production manager within the system. For now, it’s just moving paper left and right, and this creates a mess on the floor. So the second thing we’re going to do, again, that’s for me at 2023, essentially, we’re trying to say, “Alright, now the person is going to properly align the priorities, and this will translate into the shop floor properly along the line.” And that’s the second challenge we’ve had. We want to integrate a new estimating tool. I want to integrate with Genius because there’s a tool that has been developed for nesting components that are quite crucial for us. It goes faster. If we nest 3 times, the cost goes down. I want to integrate that, that’s for the end of 2023.

So these are the typical plans that we end up having with those customers. Of course, in order to find if that goes well or not, we do define together some success criteria. For example, how are we going to measure those milestones? If those milestones are achieved? So, for example, right, when we’re seeing, first thing is because every department is going to be aligned, we’re seeing all the time to delivery for a project should be quicker, right? Because we’re working on the proper priorities. We should be able to deal with the cycle from receiving the sales order up to delivery. That should be quicker. Second thing is, because again, we’re working on the proper priorities, we should have less work in progress. Of course, when revenue increases, work will increase, but in terms of the ratio between the work in progress and the delivery, we want to have a work in progress reduction.

And basically, the quoting efficiency by individual is going to be how we’re going to measure that with the financials and success metrics. As you can see on the right, these are the targets, these are the objectives.

Normally, with that plan, we’re able to just come out and say, “Alright, let’s say. Alright, here’s what we believe could be a budget. You can put that into your strategic planning and even budget for that. And then we move ahead and then we have a plan.”

Again, the point about this is to create alignment towards what you truly believe is needed or what your objectives are and what we truly believe is needed to get there.

So that’s it, guys. This is what the customer success plan is, and this is why we’re doing the business reviews.

I would like to conclude really quickly, right? I would say those elements, right? But essentially, the ERP is really the central focus, but because it’s not part of your core specialties or core assets on your end, it’s normal that it’s tough, right?

But it must not fall, because if it falls, that’s when the shop stops. So it’s important that we see each other as closest partners.

The second thing you want to see is, it doesn’t make sense to say, “I’ve implemented Genius, then it stops,” right? The truth is, part of your growth will come with new challenges. We’ll create discussions between you and us. So it does make sense that we go against you together. If you’re in the ERP selection process, by the way, for new customers, I just want to say that it’s up to you. But for me, it seems crucial not to look only at the product itself, but also add everything, this, everything that is related to possible implementations. So those services, right, for me, they’re unique and that uniqueness, I think, has a lot of value towards making sure that you will reach what you truly want in 5, 10, 15 years.

Just wrapping it up quickly, right? Genius Education Services’ mandate is to ensure that the knowledge is available and accessible for you as soon as possible, and you don’t have to wait for people. So that’s the reason why we built that department.

The Genius Customer Success, right? It’s really to make sure that we understand your objectives and if there are rocks on the road, if there are things that are bumpy, we want to make sure to remove those bumps, making sure that the road is as smooth as possible for you to reach your objectives. So I don’t know if you have questions, by the way, but if you do, please ask them. I see one that says, “Why does my Genius Academy not show the Case-Based Learning tab?” This is a good question.

If you don’t mind, because right now I’m just seeing “Anonymous Attendee,” I don’t see your name, sir. Do you mind, if you don’t mind, just send me an email at my email here?

I’ll make sure to follow up on that for you. If there’s a reason, and I find that it should not be the case, sir, but it’s possible that I’d like to show it.

So I don’t know if there are additional questions on your end. I know it’s a different topic than typically because it’s not about the product. But really, I’m trying to just give you a bit of vision toward what we’re trying to achieve, right, and that was the main goal.

Secondly, just so you know, when you attend these webinars, there’s supposed to be a survey that’s going to be sent out to you. If you please take 2 minutes, answer it. The intent here is to just evaluate what the webinar was about. Was it fluid? Was it good? Was it not good? No; at the end, the conclusion might be, “They should never do that again. This was the worst webinar I’ve ever seen.” And that’s fine. Right? I need to know that for just not looking foolish at least. But on the opposite, and it could be not only like those topics.

So essentially, we’re trying to improve. For us, it’s we’re trying to have a webinar a month, mostly except for when there are vacations. So please take 2 minutes and provide your feedback.

So that’s it. That’s it for me. I hope you enjoyed, and I want to wish you a good end of the day, the rest of the week, and that if there’s any questions, please, you can reach out directly to me or to customer success, and we’ll make sure to get back to you.

Thank you.

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