Beyond your ERP Implementation

Good afternoon, everybody. First thing, welcome to genius webinars. It’s a good thing. It’s nice to be back online, I should say. Hope you have had good vacations on your end during summer. On our end, for the people that are used to those webinars, we pause for, I think it’s a month or two, but now it’s time to restart. So everybody’s back. It’s time to run as fast as possible. So welcome back into those webinars. The first one that we’re doing is, as you can see, it’s called Beyond your ERP implementation, solution is core to grow. Essentially, this one is going to be quite different than, I would say, than usual ones in the sense that it’s not mostly about the product or anything. It’s really more towards the services that Genius have to offer and try to compare this to what the market offers and try to give you a bit of visibility towards what’s our philosophy behind the different services that we offer. If you do If you don’t have any questions, there’s a Q&A chat box. You can put your question there. It’d be my pleasure to answer them at the end of the presentation.

Globally speaking, I think we have for maybe 35, 40 minutes. 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, do not hesitate. So let’s start. First thing is in terms of the agenda. First thing What we’re going to do, by the way, there’s 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 in two minutes to just do a quick introduction of genius, saying who we are for those who do not know us for the moment. Second thing, we’re going to talk about why we’re having a webinar about the customer journey. When I’m referring to a customer, really, I’m talking about you guys. We call that a customer journey on our end. We’re going to talk of why we’re doing that. We’re going to look at what’s the typical customer journey that we see in the industry, and there’s challenges related to that. So we’re going to look at those challenges. And we’re going to also look at the fact that when a company decides to buy an ERP and decides to have such a system, the truth is that this company is typically in a growing mode.

And with growth, there is an evolution that occurs, and that evolution must be also translated into the system as well. So we’re going to look at what are the challenges related to this. This will conduct us to what’s our philosophy? So what’s the genius solution customer journey in our end? I’m going to present you a bit 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 offers to you. There’s three main tools that I want to present to you. First one is Genius Academy. Some of you know it, some of you don’t. 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, trying to put an emphasis on what we’re trying to achieve with this, and also what we call the customer success plan or the success plan. I want to give you a quick example. So essentially, it’s really about more of the journey you’re going to have and the interactions we’re going to have together. By the way, just before we start, I forgot to introduce myself.

I’m Dave, Customer Success Director. You can see my face in the bottom of the or at the camera. So it’s good to see you. So if we start, the first thing is just a quick introduction of Genius. So you know, right? Genius was founded in 1989. At the moment, by the way, it was a consulting firm for really everything that related to industrial engineering challenges that manufacturers were having. For example, ISO certifications, production optimization, organization in those things. 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 the second customer came in with special needs, we did a… We code something, and then we were having a second ERP that was a second customer. And then a third was coming, and we were coding something for him and then having three versions of genius. In 2006, at the end of the day, we decided to really say, You know what? Our focus or niche is people that… They’re called engineer to order or configure to order. So essentially, people that have a lot of engineering involved or that have products that are standardized, but with several options.

This is our niche. This is where our core focus is. For this, what we’re going to do is instead of coding everything for all needs, we’re going to focus and have one single solution that tries to remove all of the needles that those people have. With that focus, of course, that also forced us or actually offered us the possibility to enlarge our scope and then focus really North America-wide. So whether we’re talking Canada, US, we’re all there. So today, 2022, hundreds of companies that are actually we’re over 300 companies that are with us at the moment. So maybe just to summarize, 30 years with manufacturers, over 100 employees, actually, it’s a good milestone we achieve. At the moment, we’re over 125 employees. So for us, it’s really a nice milestone. And you can see at the right, but everything that’s in red, it’s our footprint for the moment. So these are all the provinces and states that we’re in for the moment. Guys, ETO, engineer to order, configure to order, to order. What’s that? The left is all of our features that we offer. I won’t go through that. All I want you to know is that, typically speaking, 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 in more what’s the core focus of our webinar today. Why are we discussing today about the customer journey and essentially 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 or have one, whether it’s genius or another one, you all know that if the ERP drops, normally the operations stop. However, what’s surprising is that this is true, but this is not your speciality. If you guys are manufacturers, you have a specific topic where you are experts. But when we talk about IT, IT is still misunderstood for people. So what happens is we could think about a reward software, for example, that you say, I purchase it, I learn how to use Word and then I can type. The truth is, tomorrow, we cannot afford to have something that doesn’t work. We need to stay close to the people that build the software. Essentially, we’re talking about a partnership that you need to have with your ERP vendor, which is us. It’s quite important if we want everyone to succeed. A second reason why we’re talking about that is that it’s funny when we’re arriving into sales cycle from our end or buying cycle from a customer perspective, buyers typically look at the product itself.

What are the core function it can do? Is this going to help us? That’s one thing they look at. The second thing they look at is really the implementation itself. They’ve learned and they read. You can look on the internet, there’s thousands of stories about implementation that did not go well. So essentially, people are aware of this. However, they rarely We’re going to 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. On top, the implementation might last six, 8, 9 months, let’s say, maybe 4, but let’s put it 4 to 8 months. Let’s put it just a general rule of thumb. The truth is the ERP itself is going to last for 5, 6, 7, 8, 10, 15 years with you. It’s funny how we do not think about the longest part that arrive, which is after the implementation. We’re going to talk about those elements. Just on a side note and on a different aspect, you can see here, according to a report for Manufacturing Institute, they’re saying that basically, you know how it is tough to find people today.

The truth is with growth, there’s new openings that you have, tough to fulfill sometimes. This forces to adjust the process. So I’m just highlighting, you can see at the bottom, but it says that by 2030, essentially, the shortage of employees in the manufacturing industry only is expected to grow to 2. 1 million people. It’s It’s quite a lot. We’ll look also into the customer journey as an ERP provider on our end. We need to have that in mind and make sure that there is availability of the knowledge so that when there’s… Because shortage of employees creates two things. The first thing is you need to adapt in terms of processes. But the second thing that it does is that there’s a lot of turnover. Because there’s a lot of offers, people jump from one place to the other, and 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, for example, about Genius Academy, 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 thing that it’s going to be about, by the way, or the last reason why we’re doing this is that there’s a traditional customer joint that exists in the industry that typically we see. We’re going to look at that in the next slide. But essentially, this doesn’t serve well or market. We’ll see why I have a quoting statement or quote statement from people that essentially, here’s the feedback we get when the site that journey. Let’s jump right in. When we talk about the typical customer journey, So let’s put it this way. There is someone that starts and that’s looking for a new ERP at first. At a certain point, we get in touch. There’s a deal that’s going to appear. Sales are going to be taking care of that. At a certain point, you issue appeal. You arrive with a consulting team that essentially will drive you through implementation. So essentially different phases. And at the end, we say, Hey, here’s the closing of the project. And then because it’s a closing the project, it’s lended to their support. And this is a very typical way. It’s sales consulting team, 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 then this creates a couple of variables. 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 so everywhere and they’re so different. Sometimes it’s technical, sometimes it’s on training, sometimes it’s on different other aspects that essentially, you’re always waiting for support to answer. That’s the first element that typically comes back. The second thing that we say is we feel that after the project, we’re left alone. Because what happens is there was a consulting team that was experts that were with you, and we’re arriving up to the closing over here. And when this stops, the consulting team goes back to another project, and then you feel left alone. And this is creating normally a lot of insecurity That’s one thing. But second thing, from an adoption perspective, it’s tough for you because you will face other situation and you want to have access to some answers quickly.

That’s the second thing. The third thing What we see, it’s typically that we hear is we need to reach out to find out information. So essentially, because here it’s a support team, the support team is focused on clearing the issues that people are having. So therefore, you need to raise your hand to be able to find out information in terms of, Hey, there’s a new version. You have to find out yourself. Oh, there’s a new feature. Oh, I need this. Hey, where are we with this? So it becomes really, really reactive. We’re trying to alleviate it or remove that reactivity. We’ll see what are the initiatives that we’re taking from our perspective in terms to be more proactive. We’ll see that in a couple of slides. The last thing that we hear with this process is that because support is really focused on the issues, the technical issues, what happens at a certain point, yes, but I need to know something that I forgot or I need something else, then automatically it goes back to the professional services, and then we keep on paying for consulting on processes. This is typical as feedback a typical customer journey receives.

When you think about it, by the way, again, coming back to the word example, if you guys purchase office, and all you want to do is you’re going to take work and just do some text. It does make sense. You look at different products, you find one, you purchase one, someone trains you out, and then you’re good to go. You can raise your hand once or twice. That’s it. There’s no major needs. But again, because it’s really core to your evolution, there’s going to be challenges that this will create because it’s an ERP. So again, let’s focus on the ERP itself and let’s look at what is a growing company, growing manufacturer, I should say. So you can see here the universal growing business reality. One thing I wanted to show, we’ll start here really from the planning over here. I want to go through the different arrows in order for just us to understand that graph because this is really typical of how our teams are going to be happening over time. The first thing is when you looked at the system, you were in planification, you were looking at different solution. At a certain point, you said, All right, let’s pick a solution.

From here, you started to be trained and you started to learn on your end in terms of how to use the system. From here, at a certain point, you’re good. Let’s go live. Let’s deploy the system and go live. At that moment, of course, there’s a lot of unstability in the sense that it’s new. I had comfort shoes, now it’s new shoes. It feels a bit uncomfortable. There’s a period for stabilizing, as you can see over here. The thing that happens, though, is you were a business, when you purchase, you were a business of $3 million. A year after, you’re now at $6 million. A year after, you’re at $8 million. There’s new needs that are that are coming. Material shortage was never a concern. Today, material shortage is a concern. So the truth is, with your evolution as you grow, now you have new challenges that keep coming. So the truth is, because you have new challenges, you plan for how to solve this. 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 what’s my need right now.

These These are what hurts you, but you have to think or you have to vision where you will be in five years and what are the challenges that potentially can be to make sure that the ERP itself that you’re selecting potentially can solve it. It doesn’t mean that you need to implement that day one, but at a certain point, you will need that. 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, and this will keep on going. And that’s why you’re seeing an infinite loop over here. But essentially the point is just this is normal and related to the fact that the company is growing. So it’d 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, now that we know that basically it’s going to be a continuous process, let’s look at what happens when you have a standard process where it’s a consultant that is involved and there’s no learning tools, nothing in the side.

Basically, every time you need, you have that standard typical approach of saying, well, it’s support, or you got a new need, goes back to professional services, and that’s all. Let’s look here from a budget standpoint. You can see dollars over here, you can see over, and the X axis is time. So essentially, your budget, you say first year is going to be a lot of expenses because I purchase a software. And then after, it’s going to be support, so that’s planned. I know I need to give that much. So this is your budget. What happens is you start first three, four months, you start to learn the system. At a certain point, you’re ready to deploy it and go like, you can see that now, costs are increasing over here because it’s a more emotional emotional step, right? Or it’s one step that is very intense. At a certain point, you’re in stabilization mode. You still need some services, but not so much, so it’s quite stable. But then comes new challenges, and then you acquire, again, the consultant, learn, you will deploy, and then new challenges comes and on. And you can see that, or you can easily see that it comes very fast that you’re overgoing or you’re going over over what you had budgeted.

Typically, this is the standard model. What it says is that the more you grow, the more knowledge you need or the more capacity, function, features, call it the way you want, you need, the more you pay. This This is normally a friction sum. It’s not frictionless. Let’s go into… We thought about it and we worked on how can we improve this and make sure that we don’t have the same typical journey and figure out how to solve those elements. I’m going to focus again after implementation. You can see here, professional services closing. Of course, the support line where you will ask for technical demands, product, it’s in there, it exists. That’s normal. You can have issues. You’ll want to report them. It makes sense that it stays there. Different tools, by the way, that are there from a support perspective. You So if you’re under support, you have a service level agreement, and there’s a ticket follow-up portal for giving you visibility towards where you are. These are the tools that support our idea. With that being said, what we decided to add, the first thing is we created what they call an education service.

Their function is simple, is to provide you with visibility and accessibility to knowledge. So that’s why you’re saying if there’s usage or processes questions, this is where it goes. So essentially, when you ask a question, automatically, you’ll be directed to the education services if it’s related to processes. Their mission, again, is to provide easy accessible knowledge for you. So the way they do that from a tool perspective is genius Academy, the self-learning platform. We’ll see that in a moment. But on top of this, they offer a service that essentially you can three times a week just log in with several additional companies. You get there, you ask your questions if you have. It’s a senior consultant that is there, easy to answer. And this way you make sure to have your answer on the spot without having to wait two, three, four weeks for reaching someone that is somewhere else. So it’s really We’re going to be there. Additionally, what we’ve added also is there’s a need for… I forgot. Sorry about that. I forgot to translate that line over here. It’s my bad. So I will read it in English in a Second, but essentially, we’ve added also a Department of Customer Success.

This has been maybe the last two years that it was started, two years and a half, I should say. But essentially, the goal or the main focus of that department is really making sure that you reach your goal, that your evolution as you evolve is well managed, that you can grow. Essentially, the way we do this is by having business reviews with you, defining 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 and be on various topics. And finally, of course, provide you with what’s new in the industry. So really, when I was talking about proactivity, the intent about this department here is really to come and reach out to you and say, Hey, are we on the right track? Is there something? What’s 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 right here, self-learning platform, business reviews, success plan. These are the three tools that we’re going to look at at the moment. So if we recap easily, education service, their mission, making sure that the answer you’re looking for is accessible.

For the support, now, they really can core focus on the issues that are technical, making sure that the answer they give is precise. And And of course, the mission of the customer success is really to say, You know what? Each customer is not exactly the same. They have different goals, they have mission. Understanding where you want to go and what’s your specificities is quite important for us. So Essentially, this is how we behave as your life. Those three departments have a mission to make sure that your life is easier, that you’ll find the information yourself. Again, jumping in the tools, we’re going to look at three. Let’s start by the one from Education Service. It’s called genius Academy, the self-learning platform. Just going to recap on the philosophy. What you see here, it’s essentially, they call that the learning pyramid. But Essentially, what it shows is that there’s passive teaching methods. For example, when you’re just in, there’s someone that gives you a class, you essentially retain 5% of what you will see. It’s called It’s really a passive method. And the intent or the goal is really to move towards what’s called a participatory teaching method, where essentially, you will retain most of what is being done, whether it’s by group discussion, by practice or else.

So this is quite an important genius academy. There’s exercise. The intent is really for you to practice, so just to remember. So reaching out that 75 % of retain. On top, when we were talking about the in teams, where you can reach, ask your question. This is with many other companies. You arrive, you ask your question, someone else, sometime interject, ask a question. It gives a discussion. Those group discussion allows us or allows you to reach a better, let’s see, level of knowledge. Essentially, this is the philosophy. How do we translate that? Well, now you see the Genius Academy. We’re going to go through the different functionalities. You’ll see it’s pretty… I’m going to do that maybe three, five minutes, but essentially, you’ll see what we’re trying to achieve or everything we’re trying to achieve with your planning. First thing, of course, it goes with the implementation. My implementation path here gives you a structured way and a detailed way of saying, Hey, you need to first do that course, then this training, then after move to the second one and on. First thing that we have. Of course, as we’ve mentioned, the implementation is one thing.

But then after a new challenges comes in, This is where we arrive to the bite size learning. So this, instead of having to go from a full implementation review, yesterday, I was not using the material planning. Today, I need to use it because today, knowing if I have the material for this job is important because I have so many that I cannot afford to start, stop, start, stop on the shop floor. Well, you can go bite by bite. So essentially just saying, I’m going to just focus on that MRP, 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 the sales are always arrived with the special deals where there’s a different clause and you’re arriving and say, Oh my God, how will I manage that into 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 how are the best method in terms of doing to this. So that’s the third thing that we’re trying to make sure is that if you arrive to something that we couldn’t have discussed before because we didn’t even imagine it could happen, can I find the information?

That’s the point. Of course, we talked about employee turnover just a little bit earlier. Personal-based path, essentially what it shows is, let’s say, if you’re hiring an accounting clerk, for example, well, you can pick the accounting one, the accounting personal that path, and essentially we’ll show him exactly what are the different sequence of learning that he needs to make and also training in order to be ramped up. Essentially, what people typically do is to include those personal their base path into the onboarding process of their new employees. And the intent, simple, is that you guys, again, have a very specific knowledge towards a product that you do, towards engineering that you do and things. But The system itself is on… It’s something that is needed, but it’s on the side. It’s something that you don’t necessarily know as much or you don’t like to train people on that, let’s say. So essentially, the intent here is really for you to have the knowledge properly defined. You can give that to your new employee and he learns by himself. Last thing, of course, we talked about the bytes by bytes. This is normal for the core more features, but there’s more advanced features.

Let’s say tomorrow you want to use a product configurator, for example. There’s more knowledge to gain. It’s more than just saying, I’m going to listen to an hour video. There is classes that is being given by the education services that are really… Sometimes it’s three, four, five, six, seven, eight sessions of three, four, five hours, essentially, to bring you at a level of knowledge so you can, for example, build your own product configurator. So for advanced And your classes are there. Of course, if you need an advice, told you the canteens, the ask the expert three times a week, an hour, it’s part of it. You go and you ask. Intent, again, is just to avoid that typical journey where people will say, Hey, I need a Consultant, Oh, let me find one. Oh, but they’re all in a project. Let’s figure out who can be there. Oh, it’s going to take two weeks. We’re trying to remove that and say, Those sessions, they’re planned, they’re there. You arrive, you arrive with your question, you get your answers. And lastly, but surely, of course, I told you that an important milestone or something that is nice for us is that we’re now 125 employees.

While the truth is the major or the team that has the most people is our dev team. Lots of new features that are coming with the different releases. So all the information is there. So again, the academy, what’s the philosophy? It’s simple. It’s to put there all the information laid out properly in terms of what are the the new challenges you have or if you have a new employee or else, you can find the information directly from here and without necessarily relying on someone or have to wait for someone to come back to you. So when you think about it, we talked about how a consultant, an ERP consultant, functionalities or the typical way was going over budget quite fast. Well, the intent is simple, is that with the academy itself, because it’s just With a standard fee and a recurring fee over years, you can see that essentially the cost, the intent is to decrease those costs, those needs for an ERP consultant because the academy provides you with self-learning tools and also consulting advices as part of the tool, so you can just grow as you can without having necessarily to pay and pay for people for services.

So that’s it. I’m going now as a customer success, you can see words in French, words in English. That’s normal, right? That’s a customer success logo, essentially. That’s bilingual. But essentially, the reason I’m going there is just to move you down to the two other tools I wanted to discuss, which are business reviews and, of course, the customer success plan. I don’t know for customers that have been with us, perhaps you’ve done business review at the moment with the customer success managers. Yes or no? I don’t know. But if it’s not the case, 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 a success, and And what does that mean? It means that basically you guys have objectives. It has a target that you want to reach out, want to make sure that we’re there in order to reach that out. Essentially, we’re doing that one to four times a year, according to It can be more. The truth is, it can be more. But typically, at least we want to make sure to chat once a year, make sure that we’re all on the same page and that everything moves forward.

It is with normally the champion of the system and also potentially the C-suite, the direction. The reason being is simple, is that the elements that are going to be discussed into those meetings, the first thing we’re going to assess is, how’s it going with the system? Is there elements that are struggles? Is there elements that are slowing you down for growing? So that’s the system out there. Second thing that we’re going to look at is the enterprise vision in five years. Basically, what are your objectives? What are you trying to reach? 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 and say, All right, these are the steps we need to go through in order for this to happen. This, by the way, can implicate new features. It can involve things that you were not using that now you need to use, et cetera, et cetera. There’s many things. We’ll see that in the success plan in the next page. That’s the intent, right?

On top, of course, providing you with a bit of where are we going. The point about this is simple, is that you guys can do… Sometimes we believe we’re well aligned, but when we haven’t met for a year, it could happen that sometimes we went just sideways a little. So what we’re trying to see is, all right, is it going the proper way? Do we need we adjust. And for this, for us to deliver to you where we’re going, what’s our vision, what we’re trying to achieve makes you aware if we’re going in the same way or in the same as you are. And of course, the last intent is to get feedback from you on the product and also the services. So how is it going with support? How is it going with customer success and all of the different services we offer? So These are the business reviews. The reason I’m talking about that is simple is that this is not typical for all software provider, I believe. I personally know it’s personal, but we believe that this is important and you need to make sure that we’re aligned together. The end result normally of those business reviews is simple, is 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, the company is mine. I’m Dave. It’s Dave Equipment Company. Essentially, 75 employees, 12 engineers. We manufacture a large oven for heat treatment. We We have for the moment, we’re at eight million of revenues. But basically, I’m looking to retire in three years. Based on that, I’m seeing that the main struggle we have, and today, the most important thing is to create coordination and the connection 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 the proper priorities, and this We’re at eight million revenues, but in three years, when I retire, I want to be at 20 million. This is my vision. This is where I want to go. But in order to do this, it seems like the production department are not working on the proper priorities. It’s funny how much hours they do, but we don’t deliver a DM. 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 on the 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. Example. In terms of a milestone, we discussed together. Then what we want to do is we want to first start by deploying the shop floor on the floor in order We’re going to look for employees to be able to declare their time, but also declare the progression, letting know all of 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 shelf floor, we target that by end of 2022. After 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. Because for now, it goes on the shelf floor, just moves paper left and right, and this creates a mess on the floor. So the second thing we’re going to do, and that’s for mid-2023, essentially we’re trying to say, all right, now the person is going to properly align the priorities, and this will translate into the shop floor properly aligned.

The third thing, and that’s for 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, let’s say, nesting components that are quite crucial for us. It goes fast, it nests, it returns the cost. I want to integrate that. That’s for end of 2023. So these are the typical plan that we end What 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? If how those milestones are achieved. For example, when we’re saying, first thing is because every department are going to be aligned, we’re saying, well, the time to deliver for a project should be quicker. Because we’re working on the proper priority, we should be able to say from receiving of the sales order up to delivery, that throughput should be quicker. Second thing is because, again, we’re working on the property, we should have less whip ongoing. Of course, when revenue increases, WIP will increase. But in terms of the ratio in between the WIP and the delivery, we want to have a WIP reduction.

Basically, the quote quantity by individual is going to be how we’re going to measure that. We define ourselves as success metrics, as you can see there. These are the targets. These are the objectives. Normally with that plan, we’re able to just come out. Our right would say, All right, here’s what we believe could be a budget. You can put that into your your strategic meeting and even budget that. And then we move ahead and then have a plan. Again, the point about this is to create alignment towards what you truly believe is needed or what’s your objectives 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. If I would I want to conclude really quickly, I would say those elements, but essentially the ERP is really the central focus, but because it’s not part of your core specialities or core assets on your end, it’s normal that it’s tough. But it must not fall because if it falls, the shop floor stops or the shop stops. So it’s important that we stay close as partners.

The second thing I want to say is it doesn’t It makes sense to say, I’ve implemented genius, then it stops. The truth is part of your growth will become new challenges, and those challenges will create discussion between you and I. So it does make sense that we, again, stay together. If you’re in the ERP selection process, by the way, for new customers, just want to say that’s up to you. But for me, it seems crucial not to look only at the product itself, but also at everything Everything that is related to POS implementations. Those services, for me, they’re unique. And that uniqueness, I think, adds a lot of value towards making sure that you will reach what you truly want in 5, 10, 15 And we’re really working on this as well as the next year’s. Just wrapping up quickly, right? Genius Education Services mandate 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 your partner. The genius customer success, it’s really to make sure that we understand your objectives. And if there’s rocks on the road, if there’s things that are bumpy, we want to make sure to just remove those bumps, making sure that the write is the smoothest possible for you to reach out your objectives.

I don’t know if you have questions, by the way, but it’s If you have, please ask them. I have one that says, why does my genius academy not show the case-based learning tab? This is a good question. If you can, because now I’m just seeing anonymous, Mr. Tandy, I don’t see your name, sir. If you don’t mind, just write me an email at my email here. I’m going to make sure to follow if there’s a reason. I’m going to find that should be an issue, sir, but it’s possible normally to show it. So I don’t know if there’s additional questions on your end. I know, by the way, 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 towards what we’re trying to achieve. And that was the main goal. Secondly, just so you know, when you’ll quit that webinar, there’s supposed to be a survey that’s going to be sent out to you. If please Please take two 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 never do that again. This was the worst webinar I’ve ever seen, and that’s fine. I need to know that for just not looking full twice, at least. But on the opposite end, it could be, No, we like those topics. So essentially, we’re trying to improve. For us, we’re trying to have, let’s say, a webinar a month, mostly, except for when there’s vacations. So please take two 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, rest of the week. And if there’s anything, please reach out direct to me or to customer success. It be a pleasure for us to answer you. Thank you very much all. Bye bye..