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Sunday, December 13, 2009

Lower Enterprise Storage Costs: Open Source

Lower Enterprise Storage Costs: Open Source

Two data storage vendors have released new products that they claim can save users a bundle over more traditional storage systems.

Nexenta and ParaScale both use open source software and commodity hardware to lower storage costs for enterprises.

Nexenta uses Sun's (NASDAQ: JAVA) ZFS file system and x86 servers to create enterprise-class storage, while ParaScale uses Linux and commodity hardware to create a "private cloud" of tier 2 file storage.

Along with NexentaStor 2.2, the latest version of Nexenta's unified NAS and SAN solution based on ZFS, the company has also introduced a new software suite, Pomona, that automates provisioning and management of multiple NexentaStor and other storage systems.

NexentaStor 2.2 also includes additional support for both VMware (NYSE: VMW) and Citrix (NASDAQ: CTXS), and the solution supports CIFS, NFS, iSCSI and Fibre Channel protocols.

The latest version also includes stronger database integration with Oracle and MySQL. Data deduplication is also planned soon, thanks to Sun's addition of the data reduction technology to ZFS, and pNFS support is also in the works.

Nexenta claims it can save users 70 to 80 percent over proprietary solutions. The company boasts 13,000 free users and 727 paid users to date.

Enterprise Strategy Group analyst Terri McClure said in a statement that "Efforts like Nexenta's are propelling storage into the 21st century, much like Red Hat and Linux did for the server industry."

Nexenta CEO Evan Powell said the company was founded by the creators of the Open-iSCSI.org project, which is now part of the Linux kernel. They latched onto OpenSolaris as soon as it became available to start Nexenta.org, and from there they moved into selling their software and services to enterprises.

Powell said he isn't worried about the fate of ZFS if the Sun-Oracle (NASDAQ: ORCL) merger ever gets cleared by the European Union.

“Gigantic storage users are using ZFS. It's the best file system on the planet and it's open source. The code and the community will continue even if something happens counter to expectations.”

SAP Launches Sustainability Management App

SAP Launches Sustainability Management App

SAP on Thursday unveiled what it believes is the software industry's most comprehensive and useful green application to date with the launch of SAP BusinessObjects Sustainability Management.

The application, which was developed with the help of some of SAP's (NYSE: SAP) largest and most environmentally conscience customers including Lexmark and Nestle, will give enterprise customers the ability to cull through hundreds of business applications and extract the pertinent sustainability data and consolidate it in one dashboard to manage an organization's overall sustainability program.

Sustainability, which obviously includes environmental responsibility but also incorporates social and economic considerations, is not just something corporations do for good public relations these days -- it's a business imperative.

In October, Walmart (NYSE: WMT), which recorded more than $406 billion in sales last year, threw down the gauntlet to its 100,000-plus suppliers worldwide with the creation of the Walmart Sustainability Index.

The index is designed to provide Walmart and its customers with a single source of data for evaluating the sustainability of the products it sells and, not unintentionally, raises the bar for manufacturers looking to do business with the world's largest retailer.

Along those lines, more and more multinational corporations are voluntarily participating in the Global Reporting Initiative (GRI), a network-based organization that's established the framework for benchmarking organizational performance with respect to sustainable development and commerce.

To meet the demands of the Walmarts of the world -- to say nothing of current and future environmental legislation by local, national and international governments -- companies are faced with the daunting challenge of gathering all their data, like carbon emissions, water consumption, electricity used in the datacenter, and so on. And they have to make sense of it without spending millions in what's still somewhat of an altruistic endeavor.

SAP, which prides itself as the leader among software vendors on the Dow Jones Sustainability Index for three years running, said its new sustainability management application will deliver that data quickly from all the disparate production, sales, manufacturing, HR and health and safety applications running in the enterprise.

"We are so proud of this product," Peter Graf, SAP's chief sustainability officer, said during a conference call Thursday. "It gives companies the ability to truly drive their sustainability and live up to the promises made to their customers, their employees and their management."

The software provides a holistic view of an organization's sustainability indicators and features an easy-to-use interface that streamlines internal and external reporting. SAP officials said it then helps turn data into actionable insight that can be cascaded and executed on throughout an organization, making it easier to track compliance with sustainability strategies across the business.

It includes a library of more than 100 key performance indicators that were jointly developed with Nestle and Lexmark to identify the most important environmental, social and business metrics required to deliver a comprehensive view of an organization's overall sustainability.

Using the business intelligence and analytics features developed by BusinessObjects, the application analyzes these KPIs and provides them in a single snapshot view, so C-level executives can quickly ascertain just how well or how poorly a particular region or business unit is doing in its sustainability efforts.

SAP officials said the application is designed to support SAP and non-SAP business applications and can be used to manually input some data in an organized and structured fashion that keeps all the data fresh and pooled in the appropriate data fields.

"In conversations with our customers, they've told us that [sustainability management] isn't really a voluntary activity," Graf said. "It's a mainstream task and managing it through phone calls and Excel spreadsheets is to expensive."

"The public and governments are putting pressure on them to be accountable," he added. "You have to make sure the information you have is easily retrievable and audited."

As the Walmart Sustainability Index was announced, the retailer made it clear that there was an undeniably competitive element to the program -- it was designed to "create a race to the top," according to a statement at the time from Matt Kistler, Walmart's senior vice president of sustainability.

Along with helping it facilitate the selection of "preferred products," Walmart said it also expects the index to help it track its enormous supply chain, drive product innovation and variety and hold its buyers and suppliers accountable for their impact on the environment and their local communities.

"Sustainability is increasingly mission-critical across the corporate world," said Stephen Stokes, AMR Research's vice president of sustainability and green technologies. "Managing and reporting an organization's sustainable performance via transparent and high quality data collation, analysis, optimization and modeling is a new basis for defining and communicating operational excellence."

Deltek Remains the Master of Its Selected Few Domains

Deltek Remains the Master of Its Selected Few Domains

Deltek Systems, Inc. (www.deltek.com ), the leading provider of enterprise software and solutions for project-based businesses and professional services firms, remains committed to a potentially unique, high level of investment in product development as compared to other software companies. According to Kenneth E. deLaski, Deltek President and CEO, the average public software company only invests approximately 14.5 percent of its revenue in product development and, at 24 percent, Deltek customers should take this as a strong sign that the vendor is deeply committed to continued investment and improvement of each of its product suites for project businesses and professional services firms. Deltek also announced that, once again, it achieved strong profitability and cash flow for fiscal 2002, which reportedly marked the 18th consecutive year of profitability for the company. In addition, the company added more than 300 new customers during the year in a variety of industries including aerospace, construction, engineering, IT services, consulting, architecture, and project-based manufacturing.
Within its marketing and proposal automation product, Deltek has an emerging CRM derivative known as client relationship management, which should help firms (such as accounting practices and law offices), other professional service companies; technical services; and, project-based organizations track client relationships in a more sophisticated manner than referrals or word-of-mouth, which were appropriate during the start-up phases of such companies. Subsequently accessing a client's record in Deltek Vision will also list the client's employees and former employers via hyperlink, enabling users to keep tabs on industry movement and turnover.

In a project-based business, there are no dedicated sales teams on the road chasing and securing new business since most senior partners and project managers bring in their own business and look after their own client portfolio. Consequently, traditional sales calls or consumer internet storefront ordering approaches become inappropriate in these situations. Therefore, the critical element of the client relationship process is to secure new business through proposal development. However, trying to recall the details of relevant past jobs and those who worked on them plus gathering the hard copies of such information from different people can be a nightmare. To that end, Deltek proposal management system allows a contractor to organize projects by various categories such as people, projects, designs, and expertise allowing appropriate information (e.g., resumes, document boilerplates, etc.) to become easily retrievable in the preparation of new proposals. Users can then track the progress of a proposal, share the information with other team members, review similar proposals, and analyze awarded jobs through a product that offers both government and customized commercial proposal generators.

SAS Enterprise Intelligence Platform

SAS Enterprise Intelligence Platform


These impressive analytics also include a diverse set of predictive, descriptive, and statistical analytics software to help decision makers anticipate how their actions will impact the future, and it turns almost every employee into a knowledge worker. SAS 9 also includes the SAS Enterprise Intelligence Platform as a foundation for future SAS horizontal and vertical BI solutions. Other main strands include a broad set of integrated software for data integration through the SAS Enterprise ETL Server; data warehousing through the SAS Intelligence Storage; and portal capabilities, and query, and reporting through the SAS Enterprise BI Server. These offer several UIs the opportunity to improve usability throughout all levels of the enterprise. SAS 9 data integration includes data quality and a common metadata repository for ensuring reliability of information across computing systems. SAS Enterprise ETL Server cleanses and integrates data into a common, usable data store that offers an available, consistent, and verifiable set of answers across the enterprise. In other words, the power behind the SAS 9 platform is tight integration, data quality, common metadata, and centralized management.

At the same time, SAS also announced plans to deliver seven software solutions that will take advantage of the SAS 9 Enterprise Intelligence Platform, to provide organizations with an integrated suite of solutions that addresses many key business challenges. Each of these solutions aims at helping user organizations go beyond BI as they know it, and ensure that more and more people within those companies—from the factory floor to the boardroom—can use the predictive analytics and data management capabilities of SAS. With SAS 9 and its new UIs and capabilities, SAS believes the group of potential users will expand so much that even more than 80 percent of the people in an organization will have access to BI solutions. The seven SAS solutions on the SAS 9 Enterprise Intelligence Platform are

* SAS Customer Intelligence address key areas such as marketing automation, marketing optimization, and customer retention. Designed to give organizations the insights they need to develop and implement smarter customer strategies and maximize customer profitability.

* SAS Risk Dimensions helps financial services firms and energy companies measure and analyze their risks, meet regulatory reporting requirements, and improve capital allocation. Risk Dimensions provide an open, flexible, and extensible environment for data management, risk analysis, and risk reporting. Additionally, SAS has aggressively pursued the opportunity to assist the banking and insurance industries in the pivotal area of risk management. In 2003, it acquired OpRisk Analytics, a provider of operational risk measurement and management solutions, to extend SAS' offerings for both corporate and consumer risk measurement and reporting. SAS also acquired RiskAdvisory, a provider of risk management and consulting software to energy companies. This acquisition has significantly enhanced SAS' ability to offer high-value energy risk management solutions to customers in industries such as oil, gas, and utilities. It also caters to financial services, as banks begin to sell energy into wholesale markets.

* SAS Strategic Performance Management translates company strategy into actions that can be measured and monitored throughout the entire organization. Results are then distributed via the Web to provide employees with the necessary information to analyze, collaborate, and implement strategy. SAS SPM helps executives improve performance while executing their strategic goals by focusing their entire organization on the initiatives and key performance indicators (KPI). KPIs are delivered via a Web browser and built-in filtering and alerts send out a call to action when performance is not meeting targets. Once notified, users can use SAS advanced analytics to discover why performance is not meeting targets, allowing users to take corrective action accordingly.

* SAS Supplier Relationship Management (SAS SRM) addresses procurement and purchasing as a vital link in the supply chain. Through data management and analytics, SAS SRM provides organizations with worldwide insight into suppliers, commodities, and procurement activities. With it, they can better understand their overall supplier landscape, minimize risks associated with suppliers, improve negotiation, and achieve substantial cost savings.

* SAS Activity-Based Management (ABM) integrates existing financial and operational systems to generate cost and profitability business models that support better overall decision-making. SAS ABM delivers advanced business modeling capabilities, a Web-enabled analysis and reporting interface, and data integration tools to retrieve and transform data from virtually any system. It enables strategic and operational decisions that maximize profit, reduce costs, and streamline processes by determining the cost of processes and the profitability of products, customers, and business segments. Built on a Web-based, multi-user, client-server architecture, the product goes beyond typical ABM tools by combining visual business modeling with advanced reporting and analysis, and data management, providing a more complete ABM solution.

* SAS IT Management Solutions helps companies better manage their IT organization and infrastructure and evaluate and control IT usage and costs. Combined with SAS' professional services organization and implementation partners network, these are the solutions that address the entire spectrum of IT services—systems, network, Web services, call centers and phone systems—from the data center to the desktop, across the enterprise and the Internet.

SAS and Action-Oriented Business Processes: Alliances, Partnerships, and Acquisitions

SAS and Action-Oriented Business Processes: Alliances, Partnerships, and Acquisitions


Being a technology leader today does not ensure longevity. Companies must continually reinvent themselves in a way that meets the needs of a rapidly changing market, yet reinvention must be balanced, incorporating the relevant aspects of a company that secured its top position in the first place. SAS Institute delivers business analytics solutions, but has been expanding its presence in certain verticals, and has been making a series of well-thought out acquisitions to sustain its technology leadership.

Part two of the SAS: Striving to Sustain Leadership series.

Leveraging its early 2000's acquisitions like Intrinsic's campaign management and Verbind's interaction management solution, SAS has become a notable marketing automation (MA) player rather than a business intelligence (BI) platform provider per se—other BI pure competitors, except possibly for NCR's Teradata division, will have a time of repeating SAS' feat. SAS and Teradata are be prime examples of technology providers that have initially had a long focus on very scalable BI and datawarehousing (DW) deployments (see SAS Institute Shoots for the Two-Stop-Shop with new Release of Warehouse Administrator and SAS Puts the "E" in "Data"). They have been evolving into true business applications players for some time now by being able to combine their deep analytics and BI solution functionality with certain enterprise applications areas, as seen in the case of MA. This will remain a key feat for these BI vendors as they expand their scope into more action-oriented business processes instead of limiting them to conceptual BI roles. In particular, SAS became a marginal player in the CRM and MA market with its acquisition of Intrinsic in 2001, and the release of SAS Marketing Automation 4 in 2004 gave it some sales traction and market visibility in the space.

To brush up on our knowledge, marketing automation (MA) involves analyzing and automating the marketing process, which includes a proactive strategy for using information and IT in marketing. The ultimate goal is to properly allocating marketing resources to the activities, channels, and media with the best potential return and impact on profitable customer relationships. The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics of market share and penetration. Typical functional components of MA include customer data cleansing and analysis tools, and campaign management systems.

SAS has been able to tackle the market owing to its protracted expertise in predictive analytics, which includes all analytics, both tools and packaged applications, that are more complex in their mathematics than core analytics. Core analytics are those used to define or analyze a current or past state, consisting of both tools and packaged applications that compute frequencies, cross-tabs, query and reporting cubes. Predictive analytics are better capable of determining the probable future outcome of an event, among other uses. For example, one can benefit from the ability to execute marketing campaigns, but it is much more beneficial to be able to identify segments within a customer base where subscriptions will likely be cancelled and the customer possibly goes to the competitor. It is thus more effective to have that predictive capability, and then build a campaign to go after those potentially lost accounts.

APICS Dictionary defines customer relationship management (CRM) as a marketing philosophy based on putting the customer first. In contrast to enterprise resources planning (ERP) back-office information, CRM emphasizes the collection and analyses of information designed for sales and marketing decision support to understand and support existing and potential customer needs, including account management, catalog and order entry, payment processing, credits and adjustments, and other functions.

Leading analysts concur that CRM is a business strategy designed to optimize profitability, revenue and customer satisfaction by organizing the enterprise around customer segments, fostering customer-centric behavior and implementing customer-centric processes. But, the major commercial CRM software application areas include sales force automation (SFA), customer service and support (CSS), call centers, and marketing automation (MA). CRM entails all aspects of interaction a company has with its customer, whether it be sales, marketing or service related. Computerization has also changed the way companies are approaching t

Alliances, Partnerships, and Acquisitions

Alliances, Partnerships, and Acquisitions


Modern BI suites should be able to access and present key business measures for sales, customer service, the supply chain, financials, purchasing, inventory, and many other areas. It should then allow this information to be used as the basis for comparisons, calculations, ratios, and metrics. Users should be able to dynamically combine business measures to derive key performance indicators (KPI), such as product profitability, margin analysis, book-to-bill ratios, return on investment (ROI), and other vital metrics. Typical data that manufacturing enterprises should know about, on a daily basis, include inventory situation, rejected items, throughput, booked sales, order status, on-time shipments, warranty levels, etc. In each of these categories, users may want to get behind the numbers and the trends to discern the root causes or find out what items, regions, channel partners, or customers are involved.

Striving to meet this need, SAS has recently enhanced its demand management module , High Performance Forecasting. High Performance Forecasting is aimed at consumer packaged goods (CPG) manufacturers, and allows users to crunch millions of predictions over hundreds of different stores, locations, or products in short timeframes. The tool is designed for companies with a large number of product stock-keeping units (SKU), which creates a vast number of potential combinations for a forecast. The tool not only looks at historical sales data, but it can also factor in seasonality, holidays, and promotions. The key difference between High-Performance Forecasting and traditional forecasting products is its ability to automate forecasts by embedding so-called "smart defaults" within the data in order to determine the best forecasting model and to pick different forecasts for different models. Up until now, a good forecasting required a savvy analyst to handcraft a forecast, but no human can possibly build a sound forecast for thousands of items.

So far, SAS has a notable track record with its customer profitability projects. Examples of such projects include Auna Group in Spain, Vodacom in South Africa, and One in Austria, whereas SAS Telecommunications Intelligence Solutions are used by many of the world's leading carriers to drive their broader BI efforts. Customers range from Hutchinson 3G in Austria to MTS in Russia and Omnitel in Lithuania. In addition to helping identify customer, product, channel, and tariff profitability, the enhanced SAS Telecommunications Intelligence Solution also includes the following capabilities:

* Customizable telecommunications-specific analytic and reporting components for customer retention, payment risk, cross-sell and up-sell analysis, customer behavior and segmentation to speed implementation and increase ROI.

* Flexible and scalable telecommunications-specific data architecture that supports modular and more rapid implementations for both mobile and fixed line systems.

* Enterprise wide business scorecard with telecommunications-specific KPI that enable a more strategic single view of the enterprise.

In addition to enhancements to products, SAS has also created a strategic alliance with Amdocs, partnered with Aprimo, and acquired Marketmax.

Strategic Alliance with Amdocs

Strategic Alliance with Amdocs


In mid-February SAS and Amdocs (NASDAQ: DOX) announced a strategic alliance that promises to deliver advanced marketing automation (MA) and decision-centric BI solutions to communications service providers (CSP). Amdocs, an Israeli-based, global provider of billing systems, customer care, and support for the communications industry, has revamped its marketing strategy aiming to become a customer relationship management solutions provider offering software and services that encompass the entire customer life cycle—from target, sell, deliver, bill, and support. In this new alliances the two companies seek to give CSPs a better means to track and analyze customer data, offering a solution that will present valuable information dynamically in the operational systems that span the customer life cycle. Ultimately, through this alliance, SAS and Amdocs promise to decrease their customers' total cost of ownership (TOC) while increasing their customers' ROI.

The first offering from SAS and Amdocs is the Customer Profitability and Segmentation solution. It offers augment the ability of CSPs to make and execute decisions by looking at customers' behavioral drivers thereby creating a personalized and differentiated customer experience. Other solutions, such as churn management predictive modeling are also forthcoming. In addition to joint products, SAS will also take over Amdocs' current marketing campaign management application.

Amdocs will encourage dozens of its campaign management clients to migrate to SAS Marketing Automation 4 offering. Customers will also be offered access to SAS Telecommunications Intelligence Solutions. This prepackaged solution has been available since mid-2004 and caters to the distinctive needs of carriers. Marketing Automation 4 incorporates SAS' proven activity-based management (ABM) and gives carriers the ability to identify customers, product, channel, and tariff profitability. Ultimately, this strategic partnership should give customers granular views of cost and profitability for more effective decision-making.

Partnership with Aprimo

Partnership with Aprimo


The most recent tool (and a buzzword) in the world of marketing automation is the emergence of the marketing resource management (MRM) pioneered by Aprimo (www.aprimo.com), an Indianapolis, Indian-based (US), privately-held vendor. Facing shrinking budgets, marketing departments are more accountable for the cost of their activities, and MRM applications are designed to improve the use of marketing resources. They should help marketing professionals to plan ahead for the factors like time for human resources, time for financial resources and responsibilities for different team members at different steps. The focus is on designing and creating a sound marketing strategy, determining the best allocation of marketing budgets, managing marketing skills, and more effectively tracking and supporting marketing processes, such as the marketing collateral creation. MRM combines workflow capabilities for assigning tasks and triggering alerts and knowledge management (KM) to comply with marketing best practices.

Tighter control over the projected budget, the planning, and the execution combined with a myriad of functions from campaign and lead management modules have pushed the limits of MA and that is the reason vendors such as Aprimo and Unica are now referring to their products as enterprise marketing management (EMM) solutions. To that end, Aprimo Marketing 6 is a suite of Web-based software products designed to enhance and work interfaced with existing ERP and CRM systems, as to enable marketing teams to achieve improved execution, gain managerial visibility across the global marketing organization and create more demand for products and services. Aprimo is delivering value to many industry-leading companies, including Bank of America, Alticor, Delta Faucet, Ernst & Young, Merrill Lynch and Pfizer. For more information on Aprimo and Unica, see Can the Market Sustain a Stand-Alone EMM? and Should Uniqueness Vouch For Marketing Automation Niche Players?.

As a result of the demand from their mutual customers, earlier in 2004, SAS and Aprimo announced a partnership to integrate the MRM products within the Aprimo Marketing suite into SAS Marketing Automation 4. The integrated solutions will be immediately available as a SAS offering through its global sales channels. The vendors cite that tightly linking the ability to execute and analyze with the ability to plan and manage should accelerate the marketing optimization cycle and decrease the disruptive time spent moving huge data loads between diverse environments.

The result was SAS' MA suite, comprised of proven customer data management, campaign management (an application used by marketers to design multi-channel marketing campaigns and track the effect of those campaigns, by customer segment, over time), predictive analytics, campaign, and optimization solutions. It also includes Aprimo's marketing planning and budgeting, production management, and marketing asset fulfillment and delivery management applications. The combined offering should give marketing departments an integrated environment to manage and coordinate pertinent marketing programs, activities and related resources.

Marketing Analysis

Marketing Analysis


Strategic moves by SAS Institute (see Part Two of this note) are a response to the requirement that modern business intelligence (BI) suites be able to access and present key business measures for sales, customer service, the supply chain, financials, purchasing, inventory, and many other areas. In addition to these functions, BI suites must also provide the ability to use information building blocks as the basis for comparisons, calculations, ratios, and metrics. Users should be able to dynamically combine business measures to derive key performance indicators (KPI), such as product profitability, margin analysis, book-to-bill ratios, return on investment (ROI), and other vital metrics. Typical data that manufacturing enterprises should know about, on a daily basis, include inventory situation, rejected items, throughput, booked sales, order status, on-time shipments, and warranty levels. In each of these categories, users may want to get behind the numbers and trends to discern the root causes or find out what items, regions, channel partners, or customers are involved.

Part Three of the SAS: Striving to Sustain Leadership series.

For many reasons, SAS's alliance with Amdocs (NASDAQ: DOX) and partnership with Aprimo might be one of the few vendor partnerships where both customers and vendors benefit. By including customer, supplier, and information technology-related (IT) intelligence, SAS has a product functional scope that moves well beyond financial BI solutions to espouse a holistic corporate performance management (CPM) vision. However, the company will still face strong competition in many vertical markets from other leading BI vendors, such as Cognos and Business Objects. We believe SAS could further strengthen its position and enter more vertical markets by espousing a stronger original equipment manufacturer (OEM) or independent software vendor (ISV) partner strategy, which enables third parties to add their vertical, industry-specific experience, and accompanying front-ends and tools to SAS' analytical engine. The resulting packages could be resold into large and mid-market companies in those verticals.

In addition to the ongoing competition from a plethora of traditional BI players, or from statistical package market players, such as Insightful's S-Plus and SPSS, SAS is also facing a new nemesis in Siebel. Siebel designed Siebel Enterprise Analytics from the scratch and with data integration in mind. In two years, this product has grown from a few early adopters to become one of the vendor's fastest-growing, and possibly the largest product lines in 2004.

Needless to say, Siebel has long been a customer relationship management (CRM) archrival to Aprimo in the realm of enterprise marketing management (EMM), but it has also posed challenges to Amdocs in the call center and customer service space within the telecommunication sector. Both Siebel and Amdocs the largest two remaining pure-play CRM vendors and the competition with Amdocs has only intensified after Siebel acquired the billing and customer self-service provider eDocs, in late 2004. Given Siebel's recent intrusion into the BI market, we might even stand to be corrected by calling it a "semi-pure" customer relationship management (CRM) player. In any case, discussion indicates an intrinsic link between CRM and BI, which is possibly best illustrated within the market automation (MA) and customer service and call center markets (see Marketing and Intelligence, Together at Last and Analyze This).

Despite the challenge posed by Siebel and other rivals, SAS' move to build partnerships, especially with Amdocs should meet the growing need of communications service providers (CSP) seeking to build more profitable customer relationships. Until recently, crucial information was locked in Amdocs' disparate systems, such as billing, CRM, orders management, mediation, etc. and given this, CSPs were questioning such systems value. Through the collaboration between Amdocs and SAS, CSPs should now be able to collect this information and derive useful analyses to gauge the climate of the market and the temperament of their clients, and adjust and build services accordingly. Likewise, if successful, the vendors will also find profitability. SAS will be able to strengthen its position in the telecommunications market and extend its functional CRM footprint and Amdocs will be able to drive its MA strategy forward, and justify its new direction to its current customers. For more information see Amdocs Overhauls Its Marketing series, Part Three.

When Customer Relationships Meets Business Intelligence Marketing

When Customer Relationships Meets Business Intelligence Marketing


To compete with leading BI and data warehouse companies and enterprise resource planning (ERP) vendors that are moving into these markets, SAS needs to further open its products to make it easier to employ third-party tools. Also, like Cognos, Hyperion, and Business Objects, SAS should also exploit the current, weaker BI technology position of many ERP vendors to foster relationships with them, rather than viewing them as the adversaries.

SAS may also have to further adjust its business model. Currently, it still primarily provides its software on an outdated mainframe licensing model, deriving over half of its revenues from annual license fees that amount to about one-third of the initial licensing cost of its products. This provides SAS with a steady income, but may not be an attractive option for many prospective customers. SAS should consider moving to a more common enterprise software licensing model with annual support costs in the range of 15 percent of license costs. With its new product, SAS 9, SAS may be showing signs of recognizing that the old model of selling a complex tool kit, and then training its customers' internal staff on the tools, needs to be extended to many levels within the user enterprise. Strong vertical tailoring, more consultancy, and more out-of-the-box functionality to all areas in a business process are other positive signs that should be further exploited by SAS.