With the recession eroding travel budgets, the traditional trade show is in trouble. The trend started five years ago, as the expense of events caused cost-conscious managers to eliminate attendees from their companies who didn’t have a well-defined reason for attending shows. In the last two years, even tighter purse-strings have tamped down attendance even further — and as the events’ attendees dwindle, the number of exhibitors also begins to fall, precipitating a vicious death spiral that has already claimed a number of big-name events.
Of course, the need to meet, learn and engage with others in the same industry still exists. Stepping in to fill that void are companies like Unisfair that provide services to create and host virtual events. Arslaner understands the various aspects of trade events, from the information gathering at booths to the lead-hunting by sales reps; he was vice president of product strategy at Kana Software and held a management role at PeopleSoft before coming to Jamcracker as vice president of marketing. Now, in a similar role at Unisfair, a full-service provider of virtual events, he’s working to show that a virtual show has the same virtues for everyone involved — including sales staff — as a real-world event.
Arslaner talked to Inside CRM about virtual events’ adoption, what they mean for sales reps, and how far a sale can progress in virtual space.
Monday, February 8, 2010
Siemens Announces OpenScape Voice V4
Siemens Enterprise Communications Announces OpenScape Voice V4 with OpenScape Branch for Seamless Voice Across Branch Offices -- Latest version of standards-based voice offering also includes OpenScape Concierge, the industry's first UC-enabled attendant console application
Boca Raton, Fla., February 3, 2010 -- Siemens Enterprise Communications Group (SEN Group), a premier provider of enterprise Relevant Products/Services communications Relevant Products/Services solutions, today announced the availability of OpenScape Voice V4, the next release of SEN Group's award-winning software-based voice solution. The new version features OpenScape Branch and OpenScape Concierge, two capabilities designed to provide new flexible deployment Relevant Products/Services options and improve the customer Relevant Products/Services experience. The complete unified voice solution is designed to lower the total cost of ownership and increase efficiencies across the enterprise by leveraging its data Relevant Products/Services center approach to ease administration and increase scalability.
OpenScape Branch helps deliver scalable, feature-rich communications for cost-conscious customers with multiple branch offices. It allows customers to streamline business communications by extending seamless voice services across all company offices with a SIP Proxy for survivability and a Session Border Controller (SBC) for local SIP trunking connections. It provides for management integration Relevant Products/Services on a common portal for faster and easier installation and integration, and can help reduce audio conferencing costs, call charges and power Relevant Products/Services consumption.
OpenScape Concierge is the industry's first true unified communications (UC) Attendant Console application Relevant Products/Services. OpenScape Concierge extends the benefits of UC beyond desktop users to also support telephone attendants, such as switchboard operators, with real-time UC-based presence status information for contacts across both OpenScape Voice and HiPath 4000 systems. It also supports call queue and corporate directory integration, allowing telephone attendants to more easily direct incoming calls to anyone in the organization.
"Customers such as those in the financial and retail verticals, with multiple branch offices, are looking for ways to upgrade legacy systems to enterprise class, open, IP-based software solutions to improve business processes and stay competitive in the marketplace," said Eve Aretakis, executive vice president of voice and application platforms. "And as enterprises also work within limited budgets, a data center approach like the one offered with OpenScape makes perfect sense. As an open, pure IP solution, it protects the customer's existing investments by overlaying onto existing architecture. It not only takes advantage of industry standards such as SIP and SOA to provide the most innovative voice solutions in the market today, but with almost one million users world-wide, it has been field proven in real customer deployments."
Boca Raton, Fla., February 3, 2010 -- Siemens Enterprise Communications Group (SEN Group), a premier provider of enterprise Relevant Products/Services communications Relevant Products/Services solutions, today announced the availability of OpenScape Voice V4, the next release of SEN Group's award-winning software-based voice solution. The new version features OpenScape Branch and OpenScape Concierge, two capabilities designed to provide new flexible deployment Relevant Products/Services options and improve the customer Relevant Products/Services experience. The complete unified voice solution is designed to lower the total cost of ownership and increase efficiencies across the enterprise by leveraging its data Relevant Products/Services center approach to ease administration and increase scalability.
OpenScape Branch helps deliver scalable, feature-rich communications for cost-conscious customers with multiple branch offices. It allows customers to streamline business communications by extending seamless voice services across all company offices with a SIP Proxy for survivability and a Session Border Controller (SBC) for local SIP trunking connections. It provides for management integration Relevant Products/Services on a common portal for faster and easier installation and integration, and can help reduce audio conferencing costs, call charges and power Relevant Products/Services consumption.
OpenScape Concierge is the industry's first true unified communications (UC) Attendant Console application Relevant Products/Services. OpenScape Concierge extends the benefits of UC beyond desktop users to also support telephone attendants, such as switchboard operators, with real-time UC-based presence status information for contacts across both OpenScape Voice and HiPath 4000 systems. It also supports call queue and corporate directory integration, allowing telephone attendants to more easily direct incoming calls to anyone in the organization.
"Customers such as those in the financial and retail verticals, with multiple branch offices, are looking for ways to upgrade legacy systems to enterprise class, open, IP-based software solutions to improve business processes and stay competitive in the marketplace," said Eve Aretakis, executive vice president of voice and application platforms. "And as enterprises also work within limited budgets, a data center approach like the one offered with OpenScape makes perfect sense. As an open, pure IP solution, it protects the customer's existing investments by overlaying onto existing architecture. It not only takes advantage of industry standards such as SIP and SOA to provide the most innovative voice solutions in the market today, but with almost one million users world-wide, it has been field proven in real customer deployments."
Noble Systems Shows Expanded Market Position
Noble Systems on Track to Double Revenue in Five-Year Span -- Contact center solution provider's growth driven by innovation, acquisitions
Atlanta, GA, February 4, 2010 -- Noble Systems Corporation, a global leader in innovative contact center technology solutions, today announced a projected 2010 revenue total marking a 100 percent increase over 2006 levels. The landmark five-year period points to the company's continued financial stability and expanding market position.
"Our success in recent years has paced the industry and positioned Noble as a true market leader," says Chris Hodges, Senior Vice-President of Sales and Marketing at Noble Systems. "Noble's focus on customer Relevant Products/Services-specific solutions has earned long-term relationships with SMB Relevant Products/Services and enterprise Relevant Products/Services customers. At the same time, our investment in technological innovation such as SIPhony, Noble's newest generation SIP platform, has acted as a catalyst for growth."
The announcement comes at a time when analysts and experts look to the contact center industry as a bright spot in an otherwise gloomy economic landscape. Analyst firm Frost & Sullivan says United States contact center revenue could exceed $29 billion by 2014 while the United States Bureau of Labor Statistics forecasts the customer service Relevant Products/Services representative sector will account for the third-highest number of jobs in the country by 2018.
While the revenue statistic reflects Noble's robust financial growth, the company has also recorded significant gains in market share through organic expansion and the recent acquisition of assets and intellectual property from former competitors Touchstar and TDI/Teledirect.
About Noble Systems
Noble Systems Corporation (NSC) is a global leader in contact center technology solutions, providing innovative products since 1989. Every day, millions of customer contacts are made by agents at 4,000+ client installations worldwide using the award-winning Noble platform for inbound/outbound/blended communications Relevant Products/Services. The scalable, integrated Noble Solution includes advanced ACD and predictive dialing; unified contact processing; and integrated IVR, recording, messaging, quality/monitoring systems, scripting, and real-time reporting and management tools. Based in Atlanta, GA, Noble Systems was the first vendor to offer an open, scalable, fully-distributed platform.
Atlanta, GA, February 4, 2010 -- Noble Systems Corporation, a global leader in innovative contact center technology solutions, today announced a projected 2010 revenue total marking a 100 percent increase over 2006 levels. The landmark five-year period points to the company's continued financial stability and expanding market position.
"Our success in recent years has paced the industry and positioned Noble as a true market leader," says Chris Hodges, Senior Vice-President of Sales and Marketing at Noble Systems. "Noble's focus on customer Relevant Products/Services-specific solutions has earned long-term relationships with SMB Relevant Products/Services and enterprise Relevant Products/Services customers. At the same time, our investment in technological innovation such as SIPhony, Noble's newest generation SIP platform, has acted as a catalyst for growth."
The announcement comes at a time when analysts and experts look to the contact center industry as a bright spot in an otherwise gloomy economic landscape. Analyst firm Frost & Sullivan says United States contact center revenue could exceed $29 billion by 2014 while the United States Bureau of Labor Statistics forecasts the customer service Relevant Products/Services representative sector will account for the third-highest number of jobs in the country by 2018.
While the revenue statistic reflects Noble's robust financial growth, the company has also recorded significant gains in market share through organic expansion and the recent acquisition of assets and intellectual property from former competitors Touchstar and TDI/Teledirect.
About Noble Systems
Noble Systems Corporation (NSC) is a global leader in contact center technology solutions, providing innovative products since 1989. Every day, millions of customer contacts are made by agents at 4,000+ client installations worldwide using the award-winning Noble platform for inbound/outbound/blended communications Relevant Products/Services. The scalable, integrated Noble Solution includes advanced ACD and predictive dialing; unified contact processing; and integrated IVR, recording, messaging, quality/monitoring systems, scripting, and real-time reporting and management tools. Based in Atlanta, GA, Noble Systems was the first vendor to offer an open, scalable, fully-distributed platform.
What is CRM (customer relationship management)?
CRM (customer relationship management) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage customer relationships in an organized way. For example, an enterprise might build a database about its customers that described relationships in sufficient detail so that management, salespeople, people providing service, and perhaps the customer directly could access information, match customer needs with product plans and offerings, remind customers of service requirements, know what other products a customer had purchased, and so forth.
According to one industry view, CRM consists of:
* Helping an enterprise to enable its marketing departments to identify and target their best customers, manage marketing campaigns and generate quality leads for the sales team.
* Assisting the organization to improve telesales, account, and sales management by optimizing information shared by multiple employees, and streamlining existing processes (for example, taking orders using mobile devices)
* Allowing the formation of individualized relationships with customers, with the aim of improving customer satisfaction and maximizing profits; identifying the most profitable customers and providing them the highest level of service.
* Providing employees with the information and processes necessary to know their customers, understand and identify customer needs and effectively build relationships between the company, its customer base, and distribution partners.
Many organizations turn to CRM software to help them manage their customer relationships. CRM technology is offered on-premise, on-demand or through Software as a Service (SaaS) CRM, depending on the vendor. Recently, mobile CRM and the open source CRM software model have also become more popular.
According to one industry view, CRM consists of:
* Helping an enterprise to enable its marketing departments to identify and target their best customers, manage marketing campaigns and generate quality leads for the sales team.
* Assisting the organization to improve telesales, account, and sales management by optimizing information shared by multiple employees, and streamlining existing processes (for example, taking orders using mobile devices)
* Allowing the formation of individualized relationships with customers, with the aim of improving customer satisfaction and maximizing profits; identifying the most profitable customers and providing them the highest level of service.
* Providing employees with the information and processes necessary to know their customers, understand and identify customer needs and effectively build relationships between the company, its customer base, and distribution partners.
Many organizations turn to CRM software to help them manage their customer relationships. CRM technology is offered on-premise, on-demand or through Software as a Service (SaaS) CRM, depending on the vendor. Recently, mobile CRM and the open source CRM software model have also become more popular.
The supplier of chain of Morphs
The supplier of chain of Morphs provisioning in SCEM with the vision of management of answer
The market of applications of the planning of chain of provisioning (SCP) clearly cooled its nail of activity towards end of the year 90. While the suppliers of software of SCP like technologies i2, Manugistics, Adexa, Synquest (maintaining part of Viewlocity), and Logility launched the advantages of the integrated continuations of product, only one minority of the line one, the companies of leading edge bought in the concept and the found successful results. Integrated SCP treats tests to match supply and demand through operations of a company of 'manufacture and of distribution of S. In an environment of make-with-actions, assemble-with-order, and manufacture of configure-with-order, a supplier of application 'the module of planning of S is typically accustomed to support the integrated planning of chain of provisioning, usually of a centralized fashion. In other environments of manufacture, like the make-with-order and the scenarios of build-with-order, integrated SCP is supported by modules of planning of a supplier 'of manufacture of S and establishment of the program of production.
The suppliers of SCP have tried to develop applications to envisage each functional field, and to synchronize planning, so that multiple plans through the company could be simultaneously developed. At the same time, integration with the legacy and the compromise systems of the planning of entrepreneurial resource (ERP) proved to be an advantage with the suppliers of ERP like SAP and Oracle which built their continuations of SCP outside. In spite of the appetite limited for applications of SCP, the suppliers of ERP always find the market to attract because of the differentiation of integration with the execution of chain of provisioning (SCE), the purchase, and the functions of logistics through an architecture of platform established around the compromise treatment.
However, even in today 'world of businesses of S the majority of planning is made independently by each functional organization, having for result of the separate and often contradictory plans for manufacture, the purchase, and the distribution. For an integrated SCP, via an approach of centralized planning, to be most effective, a company needs plans on the level of the company; however, the suppliers of SCP noted that the centralized services of planning are rare, and the majority of the companies miss existing processes or of capacity to adapt new processes of planning to fully benefit from planning integrated from chain from provisioning.
A better approach with centralized and integrated planning is an intermediate way where planning is carried out by entities having of the operations inter-- and will intra particular of company. However, a process of collaboration and a plan of collaboration are established when each organization shares its constraints of resource and suitable information of planning with others. In order to support this type of planning of collaboration, suppliers of SCP openning to the top of their applications to a series of users via the Intranets, Extranet, and the Web. The information flow in an environment of collaboration and division of information SCP is more in conformity with users 'the structures of organization wants and company of real-world.
Now, the suppliers of SCP moved beyond the planning of company to surround the chain of provisioning of totality including/understanding the external business partners. The suppliers of application of SCP developed the functionality to prolong applications beyond the company while allowing business partners to share information and to collaborate. Examples of these possibilities were seen in the developed products of SCP like I2 produced of planner, Logility ' 's Voyager of collaboration of RATE/RHYTHM of S, management of paragon 'continuation of iCollaborate of S, and produced of eSupply-Chain of WebPlan 'of S.
These products were designed to make it possible companies to synchronize their chains of provisioning among business partners of collaboration, rather than by a central model of planning.
Management at present defines final success
Refroidissement of the market of SCP during these last years is seen like identification of imbalance between the investment of company in long-term technologies for the strategic planning of company, the forecasts of product, the approvisonnement strategic one, and the planning of chain of provisioning, against and the execution of go concern. In the future, the companies will depend on Excel, always send, telephone by fax, and metric ad hoc of execution to lead operations of day in day. In a world where the businesses races like the wheel of clock with little volatility above intermediary at the temporal horizons in the long run, integrated SCP can be effective.
Many would discuss, however, that we put 't of phase in a world of businesses which functions like the wheel of clock, and the majority of the companies quickly lack a strategic solution to the answer to volatilities of real-world. Supply and demand of management must be looked with the reality of the inevitable and unforeseeable volatility of chain of provisioning. The ruptures of provisioning and the delays, the changes of order, the changes of forecast, the constraints of new capacity, the dynamic changes of the prices, and much of other variables of real-world can have like consequence the erosion of customer, the preparings of inventory or depreciations, and even the erosion of margin if the operations cannot answer the immediate stimuli of point-of-action of real-world. Unfortunately, these events cannot be established in no outline programme, nor to be addressed by no integrated and centralized solution SCP.
The market of applications of the planning of chain of provisioning (SCP) clearly cooled its nail of activity towards end of the year 90. While the suppliers of software of SCP like technologies i2, Manugistics, Adexa, Synquest (maintaining part of Viewlocity), and Logility launched the advantages of the integrated continuations of product, only one minority of the line one, the companies of leading edge bought in the concept and the found successful results. Integrated SCP treats tests to match supply and demand through operations of a company of 'manufacture and of distribution of S. In an environment of make-with-actions, assemble-with-order, and manufacture of configure-with-order, a supplier of application 'the module of planning of S is typically accustomed to support the integrated planning of chain of provisioning, usually of a centralized fashion. In other environments of manufacture, like the make-with-order and the scenarios of build-with-order, integrated SCP is supported by modules of planning of a supplier 'of manufacture of S and establishment of the program of production.
The suppliers of SCP have tried to develop applications to envisage each functional field, and to synchronize planning, so that multiple plans through the company could be simultaneously developed. At the same time, integration with the legacy and the compromise systems of the planning of entrepreneurial resource (ERP) proved to be an advantage with the suppliers of ERP like SAP and Oracle which built their continuations of SCP outside. In spite of the appetite limited for applications of SCP, the suppliers of ERP always find the market to attract because of the differentiation of integration with the execution of chain of provisioning (SCE), the purchase, and the functions of logistics through an architecture of platform established around the compromise treatment.
However, even in today 'world of businesses of S the majority of planning is made independently by each functional organization, having for result of the separate and often contradictory plans for manufacture, the purchase, and the distribution. For an integrated SCP, via an approach of centralized planning, to be most effective, a company needs plans on the level of the company; however, the suppliers of SCP noted that the centralized services of planning are rare, and the majority of the companies miss existing processes or of capacity to adapt new processes of planning to fully benefit from planning integrated from chain from provisioning.
A better approach with centralized and integrated planning is an intermediate way where planning is carried out by entities having of the operations inter-- and will intra particular of company. However, a process of collaboration and a plan of collaboration are established when each organization shares its constraints of resource and suitable information of planning with others. In order to support this type of planning of collaboration, suppliers of SCP openning to the top of their applications to a series of users via the Intranets, Extranet, and the Web. The information flow in an environment of collaboration and division of information SCP is more in conformity with users 'the structures of organization wants and company of real-world.
Now, the suppliers of SCP moved beyond the planning of company to surround the chain of provisioning of totality including/understanding the external business partners. The suppliers of application of SCP developed the functionality to prolong applications beyond the company while allowing business partners to share information and to collaborate. Examples of these possibilities were seen in the developed products of SCP like I2 produced of planner, Logility ' 's Voyager of collaboration of RATE/RHYTHM of S, management of paragon 'continuation of iCollaborate of S, and produced of eSupply-Chain of WebPlan 'of S.
These products were designed to make it possible companies to synchronize their chains of provisioning among business partners of collaboration, rather than by a central model of planning.
Management at present defines final success
Refroidissement of the market of SCP during these last years is seen like identification of imbalance between the investment of company in long-term technologies for the strategic planning of company, the forecasts of product, the approvisonnement strategic one, and the planning of chain of provisioning, against and the execution of go concern. In the future, the companies will depend on Excel, always send, telephone by fax, and metric ad hoc of execution to lead operations of day in day. In a world where the businesses races like the wheel of clock with little volatility above intermediary at the temporal horizons in the long run, integrated SCP can be effective.
Many would discuss, however, that we put 't of phase in a world of businesses which functions like the wheel of clock, and the majority of the companies quickly lack a strategic solution to the answer to volatilities of real-world. Supply and demand of management must be looked with the reality of the inevitable and unforeseeable volatility of chain of provisioning. The ruptures of provisioning and the delays, the changes of order, the changes of forecast, the constraints of new capacity, the dynamic changes of the prices, and much of other variables of real-world can have like consequence the erosion of customer, the preparings of inventory or depreciations, and even the erosion of margin if the operations cannot answer the immediate stimuli of point-of-action of real-world. Unfortunately, these events cannot be established in no outline programme, nor to be addressed by no integrated and centralized solution SCP.
SAP for the industry of chemicals: Challenges and recommendations of user
As much front time said, SAP AG (NYSE: SAP) ordered during some time in the higher line of the kingdom of chemicals, but competition in the semi-market of chemicals far from non-existent, is given the strong offers of the suppliers such as Oracle, the software of Ross Systems/CDC, Infor, 3i-Infotech, SSI-World, and total ASS. They are only the traditional suppliers of the planning of entrepreneurial resource (ERP) concentrating on the industry of chemicals. There is also a certain number of suppliers of solution of point who supply with several needs suitable for industry. For a course of instruction detailed on the industry of chemicals see thus what 's the business with chemicals?.
Part three of the SAP series for chemicals: A solution packed for companies of Semi-market.
The application software of company of offers of SAP conceived in function the industry of chemicals. For an examination of the approach of SAP to the solutions packed to see the solutions of industry of SAP for companies of Semi-market. For a discussion which is directly concerned with SAP and the industry of chemicals, to see SAP for chemicals: A solution packed for companies of Semi-market, and SAP for the functionality of chemicals.
SAP as a whole, including chemicals IBU from SAP, obviously was fight some hard-with-kill the belief about its complexity, price, rigidity, and so into before-equal with these prconfigures solutions. Recently, the supplier had lodged the following complaints, which slowly gain the credibility (although the prospect customers should continue to dispute SAP for the real validation of principle, and speak to the similar customers of reference):
* Some solutions of industry packed by SAP are children of poster for the success of semi-market: 65 percent of existing customers have less than 1.000 employees, but the belief is that it is only for really large standard.
* SAP packed up returns of high values of drive of solutions often for their customers, with the sale value-based included like critical stage in the process of sales.
* These solutions provide to the customers the expertise and the possibilities of industry (such as the support of process of businesses of industry, the practices, the width of the solutions, and so on) this often greater value of drive than of the competing offers.
But to refute the so-called myths of its cost, complexity, and inflexibility, SAP will have to continue by documenting successful case studies. Without could these well documented and justified positive returns on investment (Kings) or favorable full costs of metric of property (operating burnup), the market still be carried out to believe that this SAP tries to avoid the perception of the market while accentuating has much-speech-with the subject of complaint of an increase of 32 percent of profitability for much of customers of high profile (with the complaint which the operation of SAP was the main cause in (see what are your competitors indicating to you? A case study: SAP 'new publicity campaign of S).
To be right, it appears that in the industry of chemicals, it is probably SAP which made the best efforts not fall into the usual trap from simplification exaggerated from product from semi-market (see that gained solutions of Biscuit-cutter 't cut it with the Semi-market). SAP 'technology flexible of block constitutive of S allows companies of intermediate size to apply and to adapt their solutions and incrmentalement to exploit the potentials of the ERP of mySAP, mySAP CRM, mySAP SCM, biological war of mySAP, and mySAP SRM. The gauge currently covers fifty four constitutive blocks suitable for industry, on the blocks constitutive of many base line. Always, in spite of a choice impressing of possibilities for the industry of chemicals, needs for SAP to fill much more functional gaps, and it is where it can try to convert the independent suppliers of software (suppliers independent of software) into rather allied than leaving them like competitors.
This could be an advantageous occasion for the two parts for the two sides: while the suppliers independent of software can work with SAP rather than being distracted by competition with the giant (where it is difficult to gain in the long run), SAP obtains an aggressive external support of its efforts to quickly fill the gaps in its charts of industry. In this way, its internal resources can be directed to orientated architecture towards the services massive (SOA) - rewriting based of the existing functionality in a nimbler platform of process of businesses. The xApps of SAP combine services and data of Web of the multiple systems, with the platform of technology of SAP NetWeaver providing interworking. They are composed of the software which combines new logical businesses (the packed part) with the functionality borrowed from the preexistent components (the made up part). In practice, a xApp of SAP is an application layer which rests on other applications, which can thus provide a cross-functional process which is of collaboration and integrator.
Since there are almost customers hundred grounds communal between SAP and Lighthammer (before acquisition), and approximately twenties divided customers with Vendavo, is obvious that the customers are favorable to a solution rather narrowly integrated of associated waiting without end the functionality with SAP. Chemicals IBU wants thus to develop and raise an ecosystem for the industry of chemicals which should provide the value to its customers, associates, and SAP. Indeed, the unit of chemicals is one of the first in SAP to control SAP program of the network of value of industry of S ('IVN).
An example of the critical needs for industry that SAP satisfied via association is management of analysis and price of benefit (significance how to control changes of the contract prices with the central order and the direction). The compression of margin and (recently) the comparative analysis of the relative profitability of customer are true exits for the industry of chemicals, and of the tools of analytics of evaluation and support can be used to control the evaluation best and to improve of the margins. For this purpose, SAP partnered with Vendavo, a supplier of the solutions of management software of the prices, to offer a xApp of SAP or a request made up packed of price of SAP of management of evaluation and management of margin called (SAP PMM) by Vendavo which runs on SAP 's NetWeaver (see the Giants applications to support their possibilities of management of evaluation). There are other suppliers with routines of optimization of evaluation, but it is not the current functionality of Vendavo. SAP strongly believes that all the producers of the products (and much of producers of speciality) should start with the management of the prices, whereas only the more complex producers of chemicals of speciality should start with optimization.
On the one hand, Technidata had helped the environmental functionality of health and safety of form (EH&S) during several years, as well as to provide the xApp of SAP for the management of emissions (xEM of SAP), a xApp concerned of SAP for the industry of chemicals. Payments such as the act of fresh air of the USA require companies to reduce emissions, and SAP now provides of this fact a tool which evolves/moves around the processes in real-time to help of the companies of chemicals with conformity. Technidata had also helped to develop a content waiter for SAP EH&S which includes data for more than 200.000 substances.
The continuation of the maintenance of factory of SAP (TOKEN ENTRY) includes modules such as the preventive maintenance, the maintenance of breakdown, and the technical systems structuring, in order to carry out and record activities envisaged and not planned maintenance, including tasks of maintenance and orders of maintenance. SAP will also work towards the true reliability-centered possibilities of maintenance (RCM), which become standard among the manufacturers capital-intensives (see the maintenance led by reliability--By closing the CMMS evaluate Gap ?). The nature connected of nimble manufacture will probably raise possibilities of management of inheritance to one moreover high level, by which the united probes monitor the equipment and to provide the data which can be employed with more exactly envisaged the operation or the ineffective failure, by reducing the possibility of the time of breakdown and the lost production. It is particularly true in the light of Infor 'of recent acquisition of S of the Datastream specialist in management in inheritance of company (EAM). Still, partnering with the tastes of Ivara could come in handy, as with AspenTech or systems of memory to direct access by window for some functional nuggets crafty ones of the chemicals SCM (see the solution packed by planning of chain of provisioning of offers of systems of memory with direct access by window for chemicals), or with a product-focused possible associate of logistics such as the logistics of odyssey.
Part three of the SAP series for chemicals: A solution packed for companies of Semi-market.
The application software of company of offers of SAP conceived in function the industry of chemicals. For an examination of the approach of SAP to the solutions packed to see the solutions of industry of SAP for companies of Semi-market. For a discussion which is directly concerned with SAP and the industry of chemicals, to see SAP for chemicals: A solution packed for companies of Semi-market, and SAP for the functionality of chemicals.
SAP as a whole, including chemicals IBU from SAP, obviously was fight some hard-with-kill the belief about its complexity, price, rigidity, and so into before-equal with these prconfigures solutions. Recently, the supplier had lodged the following complaints, which slowly gain the credibility (although the prospect customers should continue to dispute SAP for the real validation of principle, and speak to the similar customers of reference):
* Some solutions of industry packed by SAP are children of poster for the success of semi-market: 65 percent of existing customers have less than 1.000 employees, but the belief is that it is only for really large standard.
* SAP packed up returns of high values of drive of solutions often for their customers, with the sale value-based included like critical stage in the process of sales.
* These solutions provide to the customers the expertise and the possibilities of industry (such as the support of process of businesses of industry, the practices, the width of the solutions, and so on) this often greater value of drive than of the competing offers.
But to refute the so-called myths of its cost, complexity, and inflexibility, SAP will have to continue by documenting successful case studies. Without could these well documented and justified positive returns on investment (Kings) or favorable full costs of metric of property (operating burnup), the market still be carried out to believe that this SAP tries to avoid the perception of the market while accentuating has much-speech-with the subject of complaint of an increase of 32 percent of profitability for much of customers of high profile (with the complaint which the operation of SAP was the main cause in (see what are your competitors indicating to you? A case study: SAP 'new publicity campaign of S).
To be right, it appears that in the industry of chemicals, it is probably SAP which made the best efforts not fall into the usual trap from simplification exaggerated from product from semi-market (see that gained solutions of Biscuit-cutter 't cut it with the Semi-market). SAP 'technology flexible of block constitutive of S allows companies of intermediate size to apply and to adapt their solutions and incrmentalement to exploit the potentials of the ERP of mySAP, mySAP CRM, mySAP SCM, biological war of mySAP, and mySAP SRM. The gauge currently covers fifty four constitutive blocks suitable for industry, on the blocks constitutive of many base line. Always, in spite of a choice impressing of possibilities for the industry of chemicals, needs for SAP to fill much more functional gaps, and it is where it can try to convert the independent suppliers of software (suppliers independent of software) into rather allied than leaving them like competitors.
This could be an advantageous occasion for the two parts for the two sides: while the suppliers independent of software can work with SAP rather than being distracted by competition with the giant (where it is difficult to gain in the long run), SAP obtains an aggressive external support of its efforts to quickly fill the gaps in its charts of industry. In this way, its internal resources can be directed to orientated architecture towards the services massive (SOA) - rewriting based of the existing functionality in a nimbler platform of process of businesses. The xApps of SAP combine services and data of Web of the multiple systems, with the platform of technology of SAP NetWeaver providing interworking. They are composed of the software which combines new logical businesses (the packed part) with the functionality borrowed from the preexistent components (the made up part). In practice, a xApp of SAP is an application layer which rests on other applications, which can thus provide a cross-functional process which is of collaboration and integrator.
Since there are almost customers hundred grounds communal between SAP and Lighthammer (before acquisition), and approximately twenties divided customers with Vendavo, is obvious that the customers are favorable to a solution rather narrowly integrated of associated waiting without end the functionality with SAP. Chemicals IBU wants thus to develop and raise an ecosystem for the industry of chemicals which should provide the value to its customers, associates, and SAP. Indeed, the unit of chemicals is one of the first in SAP to control SAP program of the network of value of industry of S ('IVN).
An example of the critical needs for industry that SAP satisfied via association is management of analysis and price of benefit (significance how to control changes of the contract prices with the central order and the direction). The compression of margin and (recently) the comparative analysis of the relative profitability of customer are true exits for the industry of chemicals, and of the tools of analytics of evaluation and support can be used to control the evaluation best and to improve of the margins. For this purpose, SAP partnered with Vendavo, a supplier of the solutions of management software of the prices, to offer a xApp of SAP or a request made up packed of price of SAP of management of evaluation and management of margin called (SAP PMM) by Vendavo which runs on SAP 's NetWeaver (see the Giants applications to support their possibilities of management of evaluation). There are other suppliers with routines of optimization of evaluation, but it is not the current functionality of Vendavo. SAP strongly believes that all the producers of the products (and much of producers of speciality) should start with the management of the prices, whereas only the more complex producers of chemicals of speciality should start with optimization.
On the one hand, Technidata had helped the environmental functionality of health and safety of form (EH&S) during several years, as well as to provide the xApp of SAP for the management of emissions (xEM of SAP), a xApp concerned of SAP for the industry of chemicals. Payments such as the act of fresh air of the USA require companies to reduce emissions, and SAP now provides of this fact a tool which evolves/moves around the processes in real-time to help of the companies of chemicals with conformity. Technidata had also helped to develop a content waiter for SAP EH&S which includes data for more than 200.000 substances.
The continuation of the maintenance of factory of SAP (TOKEN ENTRY) includes modules such as the preventive maintenance, the maintenance of breakdown, and the technical systems structuring, in order to carry out and record activities envisaged and not planned maintenance, including tasks of maintenance and orders of maintenance. SAP will also work towards the true reliability-centered possibilities of maintenance (RCM), which become standard among the manufacturers capital-intensives (see the maintenance led by reliability--By closing the CMMS evaluate Gap ?). The nature connected of nimble manufacture will probably raise possibilities of management of inheritance to one moreover high level, by which the united probes monitor the equipment and to provide the data which can be employed with more exactly envisaged the operation or the ineffective failure, by reducing the possibility of the time of breakdown and the lost production. It is particularly true in the light of Infor 'of recent acquisition of S of the Datastream specialist in management in inheritance of company (EAM). Still, partnering with the tastes of Ivara could come in handy, as with AspenTech or systems of memory to direct access by window for some functional nuggets crafty ones of the chemicals SCM (see the solution packed by planning of chain of provisioning of offers of systems of memory with direct access by window for chemicals), or with a product-focused possible associate of logistics such as the logistics of odyssey.
Technology's Role in Strategic Human Resources
Most chief executive officers (CEOs) are challenging their human resources (HR) departments to make more strategic contributions to the organization. With HR traditionally viewed as a cost center, it is often difficult to know precisely what that means. CEOs, who are focused on growth, earnings, and shareholder returns, want HR to support corporate business objectives and to have the necessary data to support business decisions. These roles are necessarily integrated with HR's responsibility to ensure that there are qualified and satisfied workers when and where they are needed. The way to fulfill these roles is through process excellence, integrated HR systems, and accurate and actionable data from all HR departments. When these elements come together, HR can have a tremendous and meaningful impact on the bottom line.
It sounds like a lot to ask, but these demands are achievable today. And the HR department doesn't have to go it alone. There are technologies and service providers that can help move HR from the administrative rut, free up manpower for strategic tasks, and employ business intelligence capability to align HR with desired business outcomes.
The Role of Outsourcing
Human resources outsourcers play a critical role. Companies often choose to work with outsourcers to gain access to the latest technologies without having to make the associated capital investment. At most enterprises where HR functions have been outsourced, the initial tier of value is well-established. Processes are standardized and employee interactions are professionalized. Transactions are faster, more user-friendly, and less costly. As employee programs continually become more complex and difficult to administer, outsourcing consistently delivers high levels of service.
But it's that next critical tier where advanced HR outsourcing technologies are delivering strategic leverage by gathering and combining fragmented data from discrete vertical HR systems. When data from various departments is integrated into a reliable, consistent source of centralized information, HR can make better-informed and more strategic business decisions daily. The impacts of HR programs and practices can be assessed, and critical insights into the workforce revealed.
Sophisticated analytics can measure how HR systems and programs affect employee behavior and influence customer behavior (for example), ultimately impacting financial results and corporate growth. Companies are beginning to see that reducing HR administrative costs is only the tip of the iceberg. A new priority is to employ the technologies that provide data and analysis, in order to realize the savings that lie in HR.
For example, your time and attendance program tracks worker hours and absences, and is the entry process for generating payroll. A separate program handles short-term and long-term disability payments. Both of these systems are important. But viewed separately, they reinforce HR's traditional administrative role. An outsourcing solution that combines information from both systems and employs business intelligence functionality delivers a human asset management program that tracks absenteeism, peak work periods, and turnover. Now your data shows impacts on labor costs, overtime, and the amount of money spent on temps and employee replacement. This business intelligence can be used to closely align the workforce with long-term labor needs, manage absence and labor utilization, and thereby reduce operating costs.
Training, staffing, and recruiting programs can be linked in beneficial ways, too. There are lots of technology tools that enable prospective employees to submit resums online. But does your HR department use that information beyond the recruiting process? By integrating prospective employee data and skill sets against the company's development plan and training programs, qualified individuals can be "pipelined" into the organization over time, and existing staff can be educated. This ensures more strategic hiring decisions from the outside, and better use of existing personnel.
Succession planning is another key area where HR outsourcing can provide strategic value. For example, if a company has a 10 percent turnover rate, and it typically takes 30 days to fill a job, what does that mean for its staffing at any given point in time? It means the company is nearly one percent understaffed at all times. In an organization of 50,000 employees, that's 400 workers not meeting deadlines or producing, which negatively impacts customer satisfaction.
In that same scenario, add in the ramp-up time required for new hires to fill the open slots, and the "downtime" could be as much as sixty days per opening. Factor in absenteeism, short- and long-term disability, sabbaticals, maternity and paternity leave, job sharing, and other benefits, and the staffing levels are likely to be much lower than imagined. Using business intelligence technologies and analytics allows HR departments to better see and manage what is really happening with staffing levels, and predictive measurements can help plan more accurately for the normal ebbs and flows of business.
Selecting the Right Outsourcing Provider
As important as deciding to outsource HR functions, however, is selecting the right partner. Partnering with an HR provider is a critical business decision, and should be considered with the same due diligence as a merger or joint venture. Companies should be culturally compatible and share a common vision.
An outsourcing partner's service framework and delivery model should be engineered to meet your requirements, and there should be a clear definition of the scope of services and defined service levels. The objectives of outsourcing should be translated into service-level agreements so performance can be measured against stated expectations. Most large enterprises will want a full-service provider rather than one that handles just one element (such as payroll). References should be checked, and the provider should demonstrate capabilities in full-spectrum HR outsourcing (and have the financial backing to be around for the long term).
Remember, working with an outsourcer is not about giving up control. Rather, it is about finding the best ways to deliver quality service, impact organization economics, and provide the data that aligns the HR department with business outcomes.
It sounds like a lot to ask, but these demands are achievable today. And the HR department doesn't have to go it alone. There are technologies and service providers that can help move HR from the administrative rut, free up manpower for strategic tasks, and employ business intelligence capability to align HR with desired business outcomes.
The Role of Outsourcing
Human resources outsourcers play a critical role. Companies often choose to work with outsourcers to gain access to the latest technologies without having to make the associated capital investment. At most enterprises where HR functions have been outsourced, the initial tier of value is well-established. Processes are standardized and employee interactions are professionalized. Transactions are faster, more user-friendly, and less costly. As employee programs continually become more complex and difficult to administer, outsourcing consistently delivers high levels of service.
But it's that next critical tier where advanced HR outsourcing technologies are delivering strategic leverage by gathering and combining fragmented data from discrete vertical HR systems. When data from various departments is integrated into a reliable, consistent source of centralized information, HR can make better-informed and more strategic business decisions daily. The impacts of HR programs and practices can be assessed, and critical insights into the workforce revealed.
Sophisticated analytics can measure how HR systems and programs affect employee behavior and influence customer behavior (for example), ultimately impacting financial results and corporate growth. Companies are beginning to see that reducing HR administrative costs is only the tip of the iceberg. A new priority is to employ the technologies that provide data and analysis, in order to realize the savings that lie in HR.
For example, your time and attendance program tracks worker hours and absences, and is the entry process for generating payroll. A separate program handles short-term and long-term disability payments. Both of these systems are important. But viewed separately, they reinforce HR's traditional administrative role. An outsourcing solution that combines information from both systems and employs business intelligence functionality delivers a human asset management program that tracks absenteeism, peak work periods, and turnover. Now your data shows impacts on labor costs, overtime, and the amount of money spent on temps and employee replacement. This business intelligence can be used to closely align the workforce with long-term labor needs, manage absence and labor utilization, and thereby reduce operating costs.
Training, staffing, and recruiting programs can be linked in beneficial ways, too. There are lots of technology tools that enable prospective employees to submit resums online. But does your HR department use that information beyond the recruiting process? By integrating prospective employee data and skill sets against the company's development plan and training programs, qualified individuals can be "pipelined" into the organization over time, and existing staff can be educated. This ensures more strategic hiring decisions from the outside, and better use of existing personnel.
Succession planning is another key area where HR outsourcing can provide strategic value. For example, if a company has a 10 percent turnover rate, and it typically takes 30 days to fill a job, what does that mean for its staffing at any given point in time? It means the company is nearly one percent understaffed at all times. In an organization of 50,000 employees, that's 400 workers not meeting deadlines or producing, which negatively impacts customer satisfaction.
In that same scenario, add in the ramp-up time required for new hires to fill the open slots, and the "downtime" could be as much as sixty days per opening. Factor in absenteeism, short- and long-term disability, sabbaticals, maternity and paternity leave, job sharing, and other benefits, and the staffing levels are likely to be much lower than imagined. Using business intelligence technologies and analytics allows HR departments to better see and manage what is really happening with staffing levels, and predictive measurements can help plan more accurately for the normal ebbs and flows of business.
Selecting the Right Outsourcing Provider
As important as deciding to outsource HR functions, however, is selecting the right partner. Partnering with an HR provider is a critical business decision, and should be considered with the same due diligence as a merger or joint venture. Companies should be culturally compatible and share a common vision.
An outsourcing partner's service framework and delivery model should be engineered to meet your requirements, and there should be a clear definition of the scope of services and defined service levels. The objectives of outsourcing should be translated into service-level agreements so performance can be measured against stated expectations. Most large enterprises will want a full-service provider rather than one that handles just one element (such as payroll). References should be checked, and the provider should demonstrate capabilities in full-spectrum HR outsourcing (and have the financial backing to be around for the long term).
Remember, working with an outsourcer is not about giving up control. Rather, it is about finding the best ways to deliver quality service, impact organization economics, and provide the data that aligns the HR department with business outcomes.
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