Wednesday, August 18, 2010

What's Your Global Market Price?

"The United States has nothing to fear from commercial engagement with the rest of the planet."

Who said this?

Alexander Hamilton, the first Secretary of the Treasury of the United States, and probably the one individual most responsible for the financial and commercial system we have lived under for over 220 years. He went on to say, "The maxims of the United States have hitherto favored a free intercourse with all the worlds. They have conceived that they had nothing to fear from the unrestrained competition of commercial enterprise and have only desired to be admitted to it upon equal terms".

Interestingly, at the start of this United States, there was a fierce raging debate between the Federalists—George Washington, Hamilton, Adams, etc.—, and the Republicans—Jefferson, Madison, and later on Monroe—, on the kind of economic system we should have.

Jefferson, a quasi anarchist, who while in Washington's cabinet actually was a seditionist, met secretly with the French, behind Washington's back, to try and promote his various causes. Washington, always the statesman, tried to get Jefferson to work with the rest of his cabinet. The battle was so hostile that Jefferson later resigned from the cabinet. Jeffersonian doctrine basically held an anti-British tone, but more importantly, favored an agrarian's society (he was a large slave and land holder), versus Hamilton's manufacturing and commerce orientation.

So fierce was this divide that by 1804, while Jefferson was president, a succession and revolt from the union was being secretly plotted—by the North!

I give you this bit of history to point out an obvious fact. This is still the issue!

World Trade Contention Issues are About Your Salary

OK, you are tired of this bit of history, but if you look at the huge contentious issues of today these economic issues rule.

Global trade advocates WTO, IMF, etc., tell the various countries that they have to open up their markets to global price levels. Many of the developing nations are having a hard time with this concept. But let's take it a bit closer to home.

Home Depot announces the creation of ten thousand jobs—great news—with starting salaries at $7.00 to $20.00 an hour. The same basic price for workers in India and China—except that they are doing manufacturing to computer programming at those prices.

If you make $14, 560 a year from Wal-Mart or Home Depot, you are considered at the poverty level in the US. Yet this salary is a bonanza in many other parts of the world.

The discussion is that once China lets their currency float, their prices will go up ... but we think that is a false assumption. First, India and China still have massive unemployment and a huge poverty base. And there would be huge unrest in China (something to be avoiding at all costs) if more of these unemployed are not brought into the working world—at some level. In addition, there are still global labor markets that are still willing to work for less—Vietnam, Thailand, etc.

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http://www.technologyevaluation.com/research/articles/what-s-your-global-market-price-17570

Sendmail Matures

Vendor Genesis

In 1981, Eric Allman developed sendmail to route messages between disparate mail systems. Two years later, in 1983, sendmail version 4.2 was shipping with 18 different vendor UNIX systems. The product was primarily "open-source" coding, which allowed system administrators to add whatever custom configurations deemed necessary. This "open-source" code allowed sendmail to gain a strong following, which has continued to the present day. In 1991, Eric Allman unified the sendmail development volunteers and released the enhanced version of sendmail via FTP in 1992. Six years later, in March of 1998, Eric Allman and Greg Olson formally launched Sendmail, Inc. The company is privately held. The company was successfully launched with $18M (USD) is venture capital funding. By the end of the 1999 fiscal year, Sendmail, Inc. had acquired 1600 new commercial clients, resulting in both strong product and services sales. In 1999 Sendmail, Inc derived 62% of its income from product sales, and 38% from services. From a channel perspective, 68% of Sendmail, Inc.'s sales were direct, the remaining 32% was derived through channel sales. Some of Sendmail, Inc.'s clients include AMD, Pfizer, Mail.com, Lucent, Nortel, GTE, Charles Schwab and many others.

Sendmail, Inc.'s business is based upon two key components, Mail Routing and Mail Hosting. Sendmail is available for all versions of UNIX and Microsoft Windows NT platforms and accounts for 75% of the Internet's Message Transfer Agents (MTA). In a corporate environment, sendmail typically resides in two areas: 1) behind the firewall routing Inbound and Outbound Internet mail between the primary mail servers, and 2) at the firewall to route mail over the Internet. The most commonly used mail servers interacting with sendmail in a corporate environment are Lotus Notes, Novell GroupWise and Microsoft Exchange.

Vendor Strategy and Trajectory

Sendmail is continuing to target corporate environments through implementation of complimentary message routing solutions to enhance the existing collaborative messaging environment. Over 50% of Sendmail Inc.'s new sales are generated from Fortune 5000 companies, with the remaining 40% emanating from ISPs and ASPs. Sendmail, Inc. will continue to develop its channel sales through existing partners such as Merisel as well as expanding its solution provider presence.

Sendmail is developing partnerships in the Unified Messaging arena to enable the company to continue its momentum in the collaborative corporate and Internet space, with some of its partners including Trend Micro, Brightmail, VSI and Messaging Direct. The components Sendmail is targeting include Content Management, Subscription Mailing Systems, Internet Document Management and Unified Messaging. We expect additional partners to be announced as part of Sendmail Inc.'s new product release and announcement scheduled for February 7th, along with increased sendmail functionality. Sendmail Inc. will continue to provide open-source code to the user community and will derive revenue from both commercially-enhanced products and commercial support and professional services for the commercial products. Support options can be obtained on an incremental or per issue basis, ranging from incident based support to enhanced on-site support, which has been particularly popular in the ISP space.

Vendor Strengths

Sendmail's strengths lie in its Message Routing and Message Hosting Services. Sendmail's reliability and security have become well known to network administrators over the last ten years. Sendmail's built in anti-spam features and enhanced security make sendmail an ideal choice as a mail routing agent between a corporate firewall and a collaborative messaging environment. The Sendmail for NT version offers the POP3 mail hosting capabilities that were acquired from Checkpoint, allowing both ISPs and corporations greater flexibility in mailbox implementations. The cost of Sendmail is extremely appealing with an Microsoft NT POP3 implementation of $4,995 (USD) for 5,000 mailboxes. The UNIX servers are priced competitively and processor based, with the first processor costing $895 (USD) and each additional costing approximately $395 (USD). Sendmail, Inc. has expanded its market by recognizing the need for NT based solutions and implementing it. Sendmail has also moved away from a strict command line interface (with the exception of open-source code) by providing a quick and simplified shrink-wrapped installation package.



source

http://www.technologyevaluation.com/research/articles/sendmail-matures-15180/

IFS Glows Amidst The Mid-Market Gloom

Event Summary

On August 24, IFS AB (XSSE:IFS), a Swedish mid-market enterprise applications vendor, reported upbeat results for the second quarter of fiscal 2001 amidst a prevailing gloom within the Tier 2 & 3 vendors. After four consecutive losing quarters, IFS was pleased to report Q2 2001 profits of ~$2 million after net financial items, compared with a loss of ~$10 million for the corresponding period in 2000 (See Figure 1). Total revenue increased by 62% to ~$84 million, compared with ~$52 million for Q2 2000. License revenue was up a whopping 82% to ~$40 million, compared with ~$22 million a year ago.

Figure 1.

This positions IFS as the fifth largest ERP provider during the second quarter in terms of license sales, while the company occupied the first position in terms of the fastest total and license revenue growth, stealing thereby the thunder from recently ebullient SAP and PeopleSoft. More important, the growth has been almost completely organic, as no significant acquisitions were made during the past 12 months.

Furthermore, IFS North America reported earnings of ~$2 million and is now IFS' largest market with 35% of total sales. The contract won from General Electric was the largest in the company's history and was of multifaceted paramount importance. GE Engine Services (GEES) has selected IFS software to run its 60 worldwide Maintenance, Repair, and Overhaul (MRO) facilities. GE will also market the application to airline and independent MRO providers. The multi-million dollar agreement will start with a deployment for 4,500 users. GE will then market the application to commercial airline maintenance facilities.

Also recently, an agreement has been signed concerning deeper technological and commercial collaboration with ABB. ABB has also acquired 3.7% of IFS, which represents 1.8% of the voting rights, through a direct share issue valued at roughly $10 million. The investment by ABB New Ventures strengthens an existing technical and commercial alliance between ABB and IFS. For more than a year, IFS has been developing ways to integrate its business software with ABB's Industrial IT platform. ABB signed an agreement with IFS in January to resell IFS Applications components. In the long term, cross licensing of system components between the companies might decrease research and development costs for both partners.

Bengt Nilsson, president and CEO of IFS, said, "The positive earnings trend is a result of strong license sales, especially during the second quarter. The market for business applications has grown 10%. Thanks to a strong product, we have succeeded in taking market share and increasing sales despite tight cost controls and fewer personnel. The orders from General Electric and General Dynamics and the partnership alliance agreements with General Electric and ABB are vital steps in our strategy to become a market leader in selected segments and thereby improve margins in the long term. We are pleased by the confidence shown in IFS and by the help from our partners in increasing our market share."

Towards the end of 2000, IFS initiated an action plan to strengthen the board, management, financing, profitability, and cash flow, which has been implemented. It is expected to have positive effects in the form of cost reduction in excess of ~$18 million during the current year compared with the cost level during the fourth quarter of 2000. However, the measures to reduce costs and improve cash flow have yet to produce their full effect and will be intensified and scrutinized during the remainder of the year. In its outlook for the rest of the year, IFS expects continued cost containment rationalization coupled with further growth to result in improved earnings for the rest of 2001. To that end, the product development will be more sharply focused on refining functionality, particularly within specific industry segments that are of strategic interest for IFS and its premium partners.




source
http://www.technologyevaluation.com/research/articles/ifs-glows-amidst-the-mid-market-gloom-16481/

Ten Key Legal Concerns in E-Commerce Ventures and Contracts

Why Care About Contracts?

The rapid pace of e-commerce development has generally left the legal system struggling to keep up and gasping for breath. In much the same way as companies doing e-commerce must invent new business procedures and rules, the legal system is trying to adapt existing laws to fit new settings where it is simply unclear how these laws will apply.

The e-commerce legal tool of choice is the contract. If parties can agree how matters will be handled and capture that agreement in a written contract, they can, in a meaningful way, establish the rules that will govern their arrangements. In other words, these contracts can provide some degree of certainty even in the rapidly changing arena of e-commerce law. We can also expect that as legislatures and judges try to catch the law up to developments in e-commerce, they will look at successful methods and practices as models.

Today, there is a premium placed on negotiating contracts that adequately cover the likely scenarios that will arise out of an e-commerce relationship, to the extent that those scenarios can even be predicted. For example, "application service providers," were largely unknown even a year ago and novel e-commerce arrangements and relationships are announced on a regular basis.

Think of a "co-branding" venture where one party handles backend supply and fulfillment, the other party operates the front-end web site, and both parties outsource hosting and other services to third parties. Spice up that arrangement with corporate structures that include separate e-commerce entities, subsidiaries or joint venture relationships, and the notion of a "short," "simple," or even "standard" contract really does not make much sense. In fact, unlike traditional legal documents such as residential real estate contracts, it is difficult to point to a "standard" contract for e-commerce arrangements. You might even have several different types of contracts with different parties in any given e-commerce venture.

Given the importance of contracts in the e-commerce arena, you will want to know what to look for and what to think about when launching your e-commerce venture. While this article obviously will not discuss every issue, I have highlighted ten key legal concerns that you should consider in your e-commerce ventures and contracts.

Nail Down Your Domain Name

Do you have a "dot-com" name upon which you can build a brand presence? In e-commerce, brand often means everything. The domain name system was not designed to handle either today's volume of name requests or the issues raised by domain name selection. In simplest terms, domain names are registered on a first-come, first-serve basis. Problems are largely resolved through a dispute resolution system that lacks history and, at times, consistency.

You might find that your company's name, or something confusingly similar, has been registered by someone who now wants to sell the name back to you at a high price. This practice is now known as cybersquatting. There are now laws against this practice and actions that can be taken to get "your" domain name in that scenario. In another example, the domain name you want for your e-commerce business may be taken, leaving you with the choice of either changing the name you will use or purchasing the domain name you want from its owner at whatever price the market will bear.

There is a substantial interplay between trademark law and the use of domain names. You will want to obtain the domain names that you want and secure them through a combination of practical and legal methods, including the use of trademarks. Some of those methods of protection should be addressed by contractual provisions that govern the use of the name and any related trademarks. Something to watch out for: If your web host or developer registers your domain name for you, make sure that you, rather than the host or developer, is listed as the owner on the registration. Also, clarify who will have responsibility for renewing domain name registrations so you do not lose a domain name.

Demand Definitive Developer Contracts

Not even lawyers like long contracts, but, given the complexity of issues that can be raised in a web development arrangement, you will want to think carefully when balancing the desire for brevity with the need for adequate protection. Most companies seem to be having third party developers, rather than employees, develop e-commerce sites. There are many benefits of this approach, including reducing the time-to-market of your e-commerce site. The downside is you are transferring a lot of responsibility for your e-commerce strategy to an outside party.



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http://www.technologyevaluation.com/research/articles/ten-key-legal-concerns-in-e-commerce-ventures-and-contracts-16262/

Acquisitions Fuel Vendor Growth in the Enterprise Applications Field

Both SSA Global and Infor continue to grow through the acquisition of companies that extend the scope of their offerings. New Vendor Acquisition Strategies in the Enterprise Applications Field and The Impact of the "Assembler Strategy" in the Enterprise Applications Field began an examination of these acquisitions. We continue by examining Infor's acquisition of Formation Systems and Geac.

This is Part Five of the six-part series The Enterprise Applications "Arms Race" To Be Number Three. Parts One to Four were published April 24 to April 27.

This is part of a comparative analysis of SSA Global and Infor, two contenders in the fierce ongoing competition to be number three (after SAP and Oracle) in the world of enterprise resource planning (ERP) vendors. See The Enterprise Applications "Arms Race" To Be Number Three for background information and a discussion of vendor similarities. Also see Contributing to the Rejuvenation of Legacy Systems in the Enterprise Resource Planning Field. The other leading contender is Lawson Software. For a detailed discussion of Lawson, see 'New' Lawson Software's Transatlantic Extended Enterprise Resource Planning Intentions.

Infor Acquires Formation Systems

Infor cites continued organic growth, license revenue from new customers, and install base cross-selling and up-selling as key growth drivers for the group. The company is also betting on expansion outside the North America and Germany strongholds, into the UK and other key markets such as the Asian Pacific region and China. A potentially expanded footprint in the realms of product lifecycle management (PLM) or enterprise asset management (EAM) should also contribute to the top line. To that end, in August 2005, Infor announced that it had acquired Formation Systems, a privately-held provider of PLM solutions exclusively for process manufacturing companies. This acquisition further strengthens Infor's broad product portfolio for process industries. Formation Systems has since joined the Infor Process Manufacturing Group, which is led by Hermann Stehlik (vice president [VP] and general manager [GM]), and which continues to operate in Southborough, Massachusetts (US).

As a leading provider of PLM solutions for the food and beverage, home and personal care, and specialty chemical industries, Formation Systems should significantly enhance Infor's capability to integrate, streamline, and manage the entire process of product development. For ten years, the company has provided PLM software solutions to high-profile process manufacturers, and has built a highly skilled and dedicated workforce having a deep knowledge of PLM best practices in the vertical markets they serve. Thus, the acquisition of Formation Systems supports Infor's vertical strategy, and should establish the combined company as a global leader in providing solutions with an integrated PLM system to selected process manufacturing industries.

For a more detailed discussion of process manufacturing ERP, see Preparing for Product Development in Process Manufacturing.

Many regulatory bodies have renewed their focus on product compliance, and the Formation Systems acquisition confirms the trend towards PLM functionality becoming an essential element of an enterprise application portfolio. It also confirms that industry-specific functionality is increasingly critical to buyers of enterprise applications. Naturally, regulatory requirements vary according to the industry, as do many other PLM requirements (for more information see PLM is an Industry Affair—Or Is It?).

While product design rules engines may eventually be retrofitted to apply across several vertical industries, the tricky makeup of recipes/formulae and security mandates will require a deep understanding of process manufacturing requirements. Consequently, defining and formulating recipe-based products requires industry-tailored solutions to adequately allow product development. The Optiva product suite from Formation Systems features strong formula management capabilities which might give Infor a differentiating value proposition when selling to prospective customers in process manufacturing, as well as the ability to up-sell and cross-sell to a larger installed customer base. Infor and Formation Systems customers may mutually benefit by gaining the opportunity to standardize on a single broad process solution for all their process ERP, supply chain planning (SCP), supply chain execution (SCE), corporate performance management (CPM), and PLM needs.

The centerpiece of the suite is Optiva Workbench, which accelerates product development by supporting design collaboration with suppliers on formulas and specifications, as well as by providing the visibility needed for fully using existing information to avoid unnecessarily "reinventing the wheel." Other modules in the Optiva product suite, such as Optimization (for constraint-based formulating), Requirements Management, and Specifications Management, are designed to capitalize on the data management features of Workbench (see Formation Systems Pioneers Product Design Collaboration For The Process Industries). Also widely deployed are integrated packaging management (from the primary pack to the pallet), integrated label content management, product performance, safety and efficiency testing, material safety data sheets (MSDS) and hazard label generation, nutritional and nonconformance analysis modeling integrating laboratory information management systems (LIMS) assay results, integrated stage gate, and portfolio management. Capabilities such as parametric searches, visual comparisons, material usage restrictions, best practices feedback, and role-based modeling are used from concept to launch.

In its


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http://www.technologyevaluation.com/research/articles/acquisitions-fuel-vendor-growth-in-the-enterprise-applications-field-18520/

Microsoft to Add "Encore" Functionality to MBS Great Plains 8.0 Part Two: Market Impact

On April 27, Microsoft Corporation's (NASDAQ: MSFT) Microsoft Business Solutions (MBS) division announced the acquisition of accounting products from a Winnipeg, Manitoba, Canada-based vendor Encore Business Solutions, Inc. that could be critical to the success of customers and partners in the public sector. The acquisition includes Encore's not-for-profit accounting products and the inter-company payables management and requisition management modules currently sold by MBS under an original equipment manufacturer (OEM) agreement with Encore. Namely, the only modules that have been OEM-ed so far have been the purchase order enhancements and cash flow management functionality, but these are not a part of the NFP solution.

The Encore acquisition has merits both in terms of figures and numbers, and of "philosophical/existential" reasons. Namely, although many have regarded MBS as an unquestionable leader due to its indisputable mind share, because of its parent company's technological prowess and pervasiveness, at least on the desktop level, Sage Group/Best Software will remain the small-to-medium applications market leader for some time in terms of inexorable numbers that determine the market share-based leader. Namely, Sage/Best's latest acquisitions of ACCPAC and Softline have created a company with over $1 billion (USD) in expected revenues, over 4 million users, and nearly 20,000 reselling and software development partners. If one is to juxtapose these against the MBS' approximately $0.6 billion in revenues, and its "only" over 0.27 million customers, and "only" over 6,000 partners, any debate about who the current leader is should cease for the time being.

Indeed, the combined Sage conglomerate still has the largest channel and market share in almost all small-to-medium enterprise (SME) categories (such as, entry level accounting products, small business solutions, contact management/CRM, especially within non-profit businesses, etc.) via its well-crafted strategy to both develop and acquire a very complementary slew of best-of-breed products and to develop interoperability and a reasonably smooth upward migration path within its portfolio. This "customer for life" mantra seems to have resulted in a rare persistent organic growth these days, and one should expect a similar rationale with ACCPAC and Softline's offerings. The vendor has long been posting profits and growth, and the biggest reason for this would be its prudent strategy of acquiring complementary products that lend themselves to cross-selling (including, FAS and ACT! to Peachtree customers, or Abra HR/Payroll, FAS and SalesLogix to MAS customers) and upward migration (for example from Peachtree to MAS 90 to MAS 500).

To be fair, MBS has PWA Group, FRx, and Forestar products somewhere in its fold through the once independent Great Plains Software which acquired these respective HR, financial reporting/consolidation, and fixed asset functionalities, but it still has the four, largely competing flagship ERP/accounting product lines. Even though FRx products seem to have been successfully cross-sold and integrated into almost all four of MBS' ERP products (and even into the dozens of ERP product from other vendors including Best Software, see FRx Poised to Permeate Many More General Ledgers), it has not been the case with other potential add-on products, like MBP or Forestar. Also, while Best is benefiting royally by mostly cultivating its large install base, MBS' and SAP Business One's emphasis on hunting for new licenses in an all-but-stalled economy has had a limited success so far.

Hence, one should not be surprised by MBS' recent and more upbeat results. These have come, in a great part, from up-selling so-called "surrounding" applications like Microsoft Business Network (MBN), Microsoft Demand Planner, and Microsoft Business Portal to its existing ERP users (see Microsoft Keeps on Rounding- up Its Business Solutions). However, a modest, single digit percentage of growth lately is by far insufficient to sustain Microsoft's lofty goal of ballooning MBS' operations to a $10 billion (USD) entity by 2010, which is nearly twenty times its current size and which would require annual growth rates of circa 60 percent. Thus, any acquisition that is not of a disruptive nature (such as imposing yet another ERP product assimilation and integration in an already "crowded house") makes sense, and one should expect many similar lateral acquisitions of ISVs with complementary products.

This is Part Two of a three-part note.

Part One detailed recent events.

Part Three will cover challenges and make user recommendations.

Public and Nonprofit Sector Markets

The Encore acquisition should bring the two former partners' complementary product offerings even closer and should enlarge opportunities within the public and nonprofit sectors under the Microsoft umbrella. The products' technologies are quite compatible and so the products' integration will not be terribly complex, if it is to be complex at all. Public sector and government agencies and nonprofit organizations have similarities in the fact that both require fund accounting and management capabilities, and have complex financial reporting requirements that are quite different from commercial, for-profit financial accounting.

For instance, dozens of separate government agencies in one state will logically use dozens of different formats to prepare their separate financial reports, but some standardization of the fiscal procedures and reporting structures may be needed when all these are sent to the US Department of Labor (DoL). Still, not-for-profit and government sectors differ at least by the fact that government agencies, ranging from the local police, school or transportation authority (via water or any other utility) to an expansive federal division, are funded by tax revenue, grants, and service revenues (where applicable), as opposed to individual or corporate donors as in the case of nonprofit businesses. Also, the public sector logically reports to regulatory authorities and taxpayers instead of to major donors, which is in the case of profit organizations.

Even so, many recent circumstances have rendered the nonprofit and public sector accounting markets as both a land of opportunity and of challenges. Accordingly, a slew of not-for-profit software vendors ranging from unavoidable Best Software, via the likes of Accufund, Executive Data Systems, Fund E-Z Development, and Intuit Fundware, Serenic Software, to stalwart Blackbaud, and their value-added resellers (VARs), have been penetrating the nonprofit and government markets. Meanwhile, MBS has so far not been exactly the forerunner in that segment. For a detailed discussion of these markets see Non-Profits and Public Sector: The Latest Hot Market.




source
http://www.technologyevaluation.com/research/articles/microsoft-to-add-encore-functionality-to-mbs-great-plains-8-0-part-two-market-impact-17382/

Geac Computer Corporation Limited manufactures, services, and rents systems, hardware, and enterprise applications to large and small organizations wo

Geac Computer Corporation Limited manufactures, services, and rents systems, hardware, and enterprise applications to large and small organizations worldwide. Geac is the largest Canadian and one of the largest and most successful international software companies. Its solutions are specifically designed for the critical needs of users in the banking industry, hospitality markets (restaurants and hotels), newspaper publishing, public safety, property management & real estate, and libraries.

Geac is also a best-of-breed provider of mainframe and client/server cross industry solutions for financial administration and human resources (HR) functions, and enterprise resource planning (ERP) applications for manufacturing, distribution, and supply chain management. Founded in 1971, with headquarters in Markham, Canada, Geac has been experiencing a steady growth over the last decade. It has been a publicly traded company on the Toronto Stock Exchange since 1983, with revenues of Can$793.2 million in fiscal 1999.

Geac has grown from a small company focused on libraries and banking/financing in the early 1990s, to an applications software giant with more than 5,200 employees with 90 offices in 18 countries. Through its growth-by-acquisition strategy, the company has increasingly expanded its range of solutions targeting vertical industries. Over the last five years, Geac has acquired in excess of 40 companies around the world.

As a result of its acquisition of Dun & Bradstreet Software in 1996, Geac formed its SmartEnterprise Solutions division, which provides mid- to large-sized enterprises with advanced best-of-breed financial, procurement, human resources and business intelligence solutions. Its multiple platform client/server 'SmartStream', mainframe 'E' Series and 'M' Series, and SQL product suites enable organizations to streamline business processes and enhance information access throughout their enterprises.

Geac's purchase of UK-based ERP software maker JBA International in 1999 has nearly doubled the company's size. With the addition of JBA, Geac is expected to surpass US$1 billion in revenue and occupy the 4th largest ERP vendor position.

Geac serves its worldwide base of more than 30,000 customers in more than 40 countries through direct sales, support, and affiliate locations worldwide. The company operates throughout the world, and as such segments its revenues geographically. In 1999, 68% of total revenues came from the USA and Latin America, 18% from Europe, 7% from Canada, and 7% from Australasia. The large majority of Geac's revenues are derived from maintenance and professional services (76%), with the rest coming from the actual sale and licensing of software and hardware products.

We expect acquisitions to continue to form an integral part of Geac's overall growth strategy, and the company to continue to be a leading global consolidator of mission critical applications in distinct niches within industrial, commercial and government sectors.




source
http://www.technologyevaluation.com/research/articles/geac-computer-corporation-mastering-growth-by-acquisitions-15193/

Geac Computer Corporation: Mastering Growth by Acquisitions

Geac Computer Corporation Limited manufactures, services, and rents systems, hardware, and enterprise applications to large and small organizations worldwide. Geac is the largest Canadian and one of the largest and most successful international software companies. Its solutions are specifically designed for the critical needs of users in the banking industry, hospitality markets (restaurants and hotels), newspaper publishing, public safety, property management & real estate, and libraries.

Geac is also a best-of-breed provider of mainframe and client/server cross industry solutions for financial administration and human resources (HR) functions, and enterprise resource planning (ERP) applications for manufacturing, distribution, and supply chain management. Founded in 1971, with headquarters in Markham, Canada, Geac has been experiencing a steady growth over the last decade. It has been a publicly traded company on the Toronto Stock Exchange since 1983, with revenues of Can$793.2 million in fiscal 1999.

Geac has grown from a small company focused on libraries and banking/financing in the early 1990s, to an applications software giant with more than 5,200 employees with 90 offices in 18 countries. Through its growth-by-acquisition strategy, the company has increasingly expanded its range of solutions targeting vertical industries. Over the last five years, Geac has acquired in excess of 40 companies around the world.

As a result of its acquisition of Dun & Bradstreet Software in 1996, Geac formed its SmartEnterprise Solutions division, which provides mid- to large-sized enterprises with advanced best-of-breed financial, procurement, human resources and business intelligence solutions. Its multiple platform client/server 'SmartStream', mainframe 'E' Series and 'M' Series, and SQL product suites enable organizations to streamline business processes and enhance information access throughout their enterprises.

Geac's purchase of UK-based ERP software maker JBA International in 1999 has nearly doubled the company's size. With the addition of JBA, Geac is expected to surpass US$1 billion in revenue and occupy the 4th largest ERP vendor position.

Geac serves its worldwide base of more than 30,000 customers in more than 40 countries through direct sales, support, and affiliate locations worldwide. The company operates throughout the world, and as such segments its revenues geographically. In 1999, 68% of total revenues came from the USA and Latin America, 18% from Europe, 7% from Canada, and 7% from Australasia. The large majority of Geac's revenues are derived from maintenance and professional services (76%), with the rest coming from the actual sale and licensing of software and hardware products.

We expect acquisitions to continue to form an integral part of Geac's overall growth strategy, and the company to continue to be a leading global consolidator of mission critical applications in distinct niches within industrial, commercial and government sectors.




source
http://www.technologyevaluation.com/research/articles/geac-computer-corporation-mastering-growth-by-acquisitions-15193/

Clarus –Sprinting or Going the Distance?

Clarus Corporation (NASDAQ: CLRS) announced the addition of strategic sourcing capabilities to its ClarusAuctions product. ClarusAuctions is a hosted (i.e., ASP) B2B trading service that supports twelve different kinds of auction. The enhanced capabilities in version 2.1 include:

* Support for wireless access via phone and PDA

* The addition of weights to the evaluation of RFQs. With this feature sellers can apply weights to the individual items on an RFQ when determining which response best meets their needs.

* The ability to create a private branded auction within the public ClarusAuctions site; access can be limited through secure encrypted access keys

* The capability for bidders to remain anonymous

Clarus also announced a number of new customers for its Clarus eMarket digital marketplace. Clarus eMarket enables direct buyer-to-seller connectivity, without the central hub associated with other marketplace solutions, such as those from Ariba and Commerce One. It is the first Windows 2000-based digital marketplace framework, and is built upon Microsoft's latest technologies. The new marketplace customers include:

* AvidXchange.com, a commercial real-estate site that will also use ClarusAuctions

* HispanB2B, which is designed to provide Hispanic-owned businesses access to the Fortune 500

* LabBook, which provides access to genomic data

* Wachovia, a financial services provider that is building a procurement service that it will use internally and make available to its corporate customers

* VerticalCity, a builder of online communities targeted to vertical content

Market Impact

Just over one year ago Clarus divested itself of its entire ERP business and dedicated itself to becoming an e-commerce company. The effect on revenues of giving up the ERP business makes Clarus look almost like a startup. Figure 1 shows the company's actual quarterly revenues, compared to the pro forma revenues taking only the e-commerce business into account. The Figure also shows comparable numbers for Ariba (NASDAQ: ARBA) and Commerce One (NASDAQ:CMRC).

Figure 1. Quarterly Revenues





source
http://www.technologyevaluation.com/research/articles/clarus-sprinting-or-going-the-distance-16176/

Tuesday, August 17, 2010

Essential ERP – Current Market Trends – Part II

This is the second part of an extended note on the current market trends for Enterprise Resource Planning.

The growth of ERP has been a direct result of the fierce global competition, short product life cycles, highly distributed operations, and information-driven management that characterize today's business environment. The vast majority of companies have always hoped to purchase an information system as a product, not as a collection of technologies, components and services. Leading ERP vendors have been successful so far because they have been attempting to build such a product.

A typical ERP system today offers broad functional coverage; vertical industry extensions; a robust technical architecture; training, documentation, implementation and process design tools; product enhancements; global support and an extensive list of software, services, and technology partners. While it is not a system-in-a-box yet, the gap between its desired and actual features is becoming smaller every day.

Pressures on ERP vendors (discussed in the TEC Technology Note Essential ERP - Current Market Trends - Part I) lead us to believe that the following trends in the ERP market are the direct consequence of vendors' attempts to 1) resolve current ERP functional and/or technological deficiencies, and/or 2) expand software sales both within their existing and potential customer bases, particularly in the lower-end of the market.

About This Note

The ERP Market Trends covered in the TEC Technology Note Essential ERP - Current Market Trends - Part I are:

1. ERP Functional Scope Expansion
2. Sharper Vertical Focus
3. Flexibility Enabled by Adaptable Architecture

The ERP Market Trends covered in this note are:

4. Web- and E-commerce Enablement of ERP Systems
5. Intensified Market Merger & Acquistion Activity
6. Advent of Application Hosting Services

4) Web- and E-commerce Enablement of ERP Systems

Indisputably, one of the most significant trends in the ERP market today is the advent of e-business. No industry remains unaffected by the changes created by the explosive development of the Internet. As the reality of enabling seamless web-based collaboration between companies and their customers and suppliers becomes more of a reality each day, ERP applications are poised to play a pivotal role.

The concept of e-commerce is not really new to ERP: electronic data interchange (EDI) and electronic funds transfer (EFT) have been a part of ERP applications in varying forms for years, and are now in the process of being redefined (and given a makeover at the same time) to embrace the Internet and Web. The focus of EDI, EFT, and e-commerce in general is on transactions, which is something that traditional ERP applications excel at handling.

While extending these transactions beyond the corporate walls to the world of the Web poses its own set of challenges - namely, maintaining transaction integrity and security - the real challenge for ERP is enabling intelligent collaboration between companies and their customers and suppliers. This is the notion of e-business, of which e-commerce and its transactional focus play a role. Traditional ERP applications have so far proven inadequate in this new world of e-business because their primary focus has been on automating internal processes and coordinating transactions, not on enabling external collaboration between a business and its constituents. However, this is rapidly changing as the notion of extended ERP takes hold. Extended ERP takes a different view of the world, and has been promoted by most of the major ERP vendors in the form of two emerging application areas:





source
http://www.technologyevaluation.com/research/articles/essential-erp-current-market-trends-part-ii-15720/



Software as a Service Is Gaining Ground

One does not have to closely watch the enterprise applications market to realize that the hosted delivery model is enjoying a new glorified, (or reinvented, if you prefer) status. Referred to as on-demand, utility computing, or software as a service (SaaS) delivery approaches, hosting has not only achieved buzzword status overnight, but the concept has been gaining ground through real deployments. Hosting was once known as application service provider (ASP), which has negative connotations stemming from the "dot.com propaganda, boom and bust," but this term is being replaced by these other, "sexier" terms (which are also quite possibly better value propositions). Industry giants (and some thought-leaders, which are not necessarily large vendors yet) are spending significant marketing dollars vouching for this old concept reborn.

Although there are subtleties and even distinct differences separating these terms and their associated business models, the various hosting flavors are all variations of the same market. New business models, markets, and providers are taking advantage of Internet-based technologies and standards to provide solutions based on the notions of standardization, interoperability, software component reuse, and automation. These terms describe a shift away from traditionally heavily customized (and supposedly unique) packaged software suites, owned and managed by user enterprises, which were expensive and time-consuming to develop, implement, and maintain (see The "Joy" of Enterprise Systems Implementations), and toward standardized, componentized, common, and lower cost software services sourced (and even cancelled) at will from service providers.

Whether referred to as hosted services, ASP services, SaaS, utility computing, or software on-demand, the idea is basically the same: instead of buying and installing expensive and pesky packaged enterprise applications, users can simply access applications over a network, with an Internet browser being the only absolute necessity. Thus, often there is no software and hardware to buy per se, since the application is used over the Internet and is paid for through a subscription or supported by a third party, such as an advertiser. Advertising-based software offerings emerged several years ago in the form of Web e-mail and Web calendaring. More recently, advertisers have realized that Web-based software applications are just another type of digital content that can be used to reach a targeted audience, and companies such as Google, Yahoo!, and Microsoft, are refining their capabilities to target users with context-based advertisements.

Shift to Hosted Models

Burned by negative experiences deploying unwieldy packaged software suites on their premises, users are now wiser and more assertive. Increasingly, they are demanding software that is easy to purchase, easy to consume, and has tangible payback or return on investment (ROI). For users, their purchasing demands have almost become akin to retail purchases that can be made via credit cards. Rather than spending millions of dollars on software before seeing any inkling of ROI, users have started to demand a performance-based, shared risk model of software provision. The licensing and delivery of enterprise software products is therefore undergoing a fundamental shift from traditional upfront fees for perpetual licenses to incremental, per transaction, pay as you go (PAYG), or even success-based pricing. These are becoming popular alternatives, especially for small businesses and startups that do not have the same, large information technology (IT) budgets as larger, established companies. Companies can acquire software for a lower entry cost and pay for more only as their business expands (see Trends in Delivery and Pricing Models for Enterprise Applications: Pricing Options).

Though the price of hardware is decreasing and becoming more affordable, a major predicament remains: enterprise software applications, such as complex enterprise resource planning (ERP), supply chain management (SCM), product lifecycle management (PLM), and customer relationship management (CRM) systems, are often too expensive and too intricate for small companies to govern. While they can afford the necessary hardware, they do not have the IT staff and infrastructure required to support a major enterprise application. Relatively cheaper solutions are now becoming widely available, and vendors are addressing their customers' desire to use technology as needed. Users do not want to buy entire software packages or infrastructure when, typically, only a small percentage of the overall capability is used. User enterprises have also become more agile, requiring more flexibility in IT delivery and usage, as well as licensing and payment structures, and vendor business models. In the enterprise applications space, many customers are moving away from large upfront licensing contracts (with ongoing maintenance fees), to one that is variable, based on usage, and defined by a subscription-based relationship bundling the entire offering. There might also be a financial advantage to having the software be an expense rather than capital, which will depreciate over time.

A slew of recent moves by the most prominent contemporary market players may be another sign of enterprise applications' slow but ongoing evolution to SaaS, on-demand, and related hosted models. The market may be experiencing the beginning of the end of traditional user-based licensing on the customer's premises for a given period of time and product version. The vast majority of business application software vendors still generate most of their revenues by selling their software licenses (via compact discs [CDs] or similar physical media gadgets) based on the number of named or concurrent users or seats or on the number of processing hardware units (and sometimes on a per module basis, though this is often based on an unnecessary "wall-to-wall", "all you can eat" functional scope). Revenues are also derived from accompanying implementation services, post-implementation service, and support and maintenance, which are priced as a percentage (or more often as multiples) of these software license fees.

This model might be wearing out its welcome on both the vendor and customer side. For one, it tends to be cyclical, since vendors first sell their present product versions into the market, and then sell subsequent upgrades. Logically, sales revenue should peak after each major upgrade or product release, and then drop until the next one (on average every twelve to eighteen months). This creates a cyclical, yet erratic revenue stream, which, in turn, creates cyclical, volatile stock prices (for public vendors) and also has other business performance-related ramifications. Bundled with this is the inability of licensed, on-premise, packaged software to keep up with ever-evolving "best industry practices", since traditional packaged software is largely stuck in revolving major release cycles. These cycles require most of the research and development (R&D) effort to be spent on building and testing compatibility for operating systems (OS), databases, application servers, and other platforms.

On the other hand, many user companies are unhappy with the rigidity of the model, especially in terms of the tiresome and endless upgrade process, and maintenance fees that keep creeping up. This, coupled with the non-standard pricing, leaves them wondering what kind of deal they have gotten (and particularly whether they are paying for functionality they will not use any time soon). To put this into perspective: how often do we buy a lifetime's worth of snacks and coffee during one trip to the grocery store? Such shelfware comes in many forms, such as products that are acquired but never used, or modules that are bought as part of an entire suite. They are modules that were once bought to fulfill a function that no longer exists in the business, for whatever reason; and capabilities that have become redundant as they are replaced by new software applications. Though these gratuitous capabilities are hardly ever used, they still require license and maintenance fees. SaaS gives users the option of buying software applications as appetizers, which are far more sensible portions that satisfy a need. It decreases software bloat, and is far more kind to the IT system's "waistline". For more information, see Application Erosion: Eating Away at Your Hard Earned Value .




source
http://www.technologyevaluation.com/research/articles/software-as-a-service-is-gaining-ground-18452/

The Players of Software-as-a-Service Business Models and Finding the Best Value Propositions

More Examples of a Software As a Service Business Model

The growing success of Salesforce.com's on-demand service for customer relationship management (CRM) software begs the question whether the software-as-a-service model is suitable for other applications. It seems that the model is amendable to other applications that are frequently outsourced. This includes HR/payroll; financial and procurement management; and business-to-consumer (B2C) e-commerce/product catalogs including dynamic pricing models, customer loyalty groups, targeted sales promotions, and other sophisticated sales tactics. Integration with other supply chain applications that do not necessarily require a large, internal team of sales support people may also find potential. The same can be said of businesses that rely on globalization, Web-based collaboration, distributed order management (DOM), and even the politically unpopular manufacturing outsourcing. These are all realities for many growing companies that keep installed fulfillment locations near various, global located manufacturing sites. Using these centers avoids the need to send inventory to a central location and instead enables drop-shipments as needed.

Some applications simply seem to lend themselves to the hosted model, such as international trade logistics (ITL) and global trade management (GTM), which, due to their widespread nature cannot efficiently work the other way. GTM can be defined as all the activities around managing the life cycle of trade across domestic and international order, logistics, and settlement activities that improve operating efficiencies and working capital. In particular, the global import/export procure-to-pay and order-to-cash processes entails a number of activities, including source suppliers/customers; process purchase/sales order; insure goods; issue/receive letter of credit; finance trade; arrange shipping; create trade documents; customs compliance export/import; send/receive goods; send/receive invoice; reconcile; and initiate/receive payment. On a more granular level, these activities belong to the order, finance, ship, and settle sub-processes.

In any case, many of these can only be efficiently fulfilled through a Web-based hosted solution, priced per transaction. The average global trade cycle of order through to settlement is 120 days, whereas a comprehensive hosted GTM solution, like the one from the industry leader TradeBeam, might reduce this cycle by an average of 12 days improving users' cash flow by 10 percent or so. In this case, such potential is possible because of the upbeat vendor's acquisition of over twenty GTM/ITL-related applications during the last few years, which it has since been rewritten. The most recent was the acquisition of the ITL specialist Open Harbor, which, like its new parent is an ASP built for on-demand Web services developed on an n-tier architecture. For more information, see International Trade Logistics Challenge Automated Global E-Trading.

Additionally, Ultimate Software, a leading provider of Web-based payroll and workforce management solutions, offers its UltiPro Workforce Management suite through a hosting model named Intersourcing, for either a one-time license fee or for a per user, per month fee. Marketed as licensed software, it is also a co-branded offering under the "Powered by UltiPro" brand for business service providers (BSP). Hosted through Intersourcing, UltiPro gives organizations the best of both in-house and outsourced HRMS/payroll advantages. Features include complete access to critical employee data, a Web portal for managers and employees to access company-related activities, reporting, and business intelligence (BI) and analytics tools for executive decision-making and comprehensive HRMS/payroll functionality—all with no additional requirement for in-house IT support. Ultimate Software provides all the hardware and system software, hosts UltiPro at a world-class data center, and upgrades and maintains the system.

Another example of an application using the on-demand model is Arena Solutions, which has long offered the industry's only on-demand product lifecycle management (PLM) solution. Unlike client/server applications, which are costly and cumbersome to deploy, Arena PLM is delivered over the Internet as a fairly secure, rapidly deployed service, for a substantially lower total cost of ownership (TCO). Arena enables outsourcing, increases operational efficiencies, and speeds time-to-market for a number of product manufacturers that manage multiple parts and suppliers. The major attraction is the price of $1,000 (USD) per user per year, or for viewing capabilities only $200 (USD) per user, per year. For a user company with a mix of between 1015 users, the total price is about $1,000 to $1,500 (USD) per user, per month. This, plus a seemingly fast implementation, appears to compare well with conventional PLM systems. Additionally, there is the option of deploying a restricted user workgroup system at an even cheaper cost. The vendor is offering the first twelve months free of use for enabling fairly secure and easy collaboration for distributed engineering development groups and supply chains anywhere, anytime—and without the cost and complexity of conventional PLM implementations. With almost no risk, no IT assets to buy or employ, and with only some PLM consultancy required to help prospective customers get the best out of their engineering data, one may begin to understand why this "pay as you go" service has grown by a few hundred percent annually to date.




source
http://www.technologyevaluation.com/research/articles/the-players-of-software-as-a-service-business-models-and-finding-the-best-value-propositions-17873/

Stalled Oracle Fumbling For A Jump-Start Kit Part 2: Event Summary Continued

P.J. Jakovljevic - April 15, 2002

Event Summary Continued

In its quest to further embellish its E-Enterprise suite, Oracle will bolster a new portal, wireless capabilities, business intelligence (BI), workflow features, new Business Objects for Java, and improved support for industry standards and competitive offerings. Oracle plans to introduce Wireless Internet self-service applications for non-PC devices in an upcoming release of its 11i Suite that will enable customers to receive B2B exchange information, handle urgent approvals and receive alerts. It also plans to enable the use of industry standard tools such as Dreamweaver to code self-service pages and build common reusable components as it evolves the suite into an object-oriented programming platform. Oracle also plans to implement a common application architecture based on Java Server Pages (JSPs) as the successor to its own PL/SQL application architecture. One Business Component for Java (employee benefits) has already made its way into 11i suite.

Oracle also unveiled a new portal development kit at JavaOne show at the end of March that aims to blur the line between portlets and emerging Web services. The developer kit, which works with the portal framework built into Oracle's 9i Application Server, should allow users build portlets out of existing Java Server Pages (JSPs) or Web services. This convergence of Web services and portlet standards, should let Java developers build portlets based on the SOAP and XML architecture they are using to build Web services. The new architecture uses Java and J2EE for core business logic, and XML infrastructure to deliver the app to the end user-whether they are portlets, Web services, or wireless content. In addition to the portal product, Oracle is rolling a new "micro" edition of its J2EE developer tools focused on wireless applications. Oracle is also making a preview version of its Oracle 9i Application Server supporting J2EE 1.3 available to developers at the show.

This is Part 2 of a 4-part note on recent developments at Oracle.

Part 1 began the summary of recent events.
Part 3 begins a discussion of the Market Impact.
Part 4 makes User Recommendations.

Addressing the AS Market

Having faced stiff competition in the database market Oracle has also set its sights on the prosperous application server (AS) market. It was the only bright spot in the last quarter, as this part of business grew 35%. Although late to market, the recent 9iAS enhancements in terms of Java 2 Enterprise Edition (J2EE) compliance, Web Services support, and integration to other Oracle products, should increase Oracle's opportunity, especially in its database shops. Also, Oracle's strategy of providing tools and support to members of its development network as free downloads, may promote its applications server sales.

As Oracle has long needed to embrace more closely the emerging Web services in order to close the gap behind IBM and Microsoft, and to use it as an advantage to further open its applications, the next release of Oracle9i Application Server will fully embrace such Web standards as XML, UDDI, and SOAP. It will also support ebXML and RosettaNet, the supply chain integration schema, but for multi-solutions communications, applications might require more multi-step processes. Therefore, Oracle will support interoperability between services developed with its technology and .NET services using Microsoft's framework, but only up to a point. Oracle will call out to .NET services and, vice versa, .NET can call into Oracle's, but Oracle will not support consumer-oriented services like Microsoft's promulgates HailStorm services and Passport authentication. Also, Oracle sanctions Java and does not support Microsoft's C#. However, Oracle does support WSDL for building applications and wrapping them in interfaces.

Oracle ASP




source
http://www.technologyevaluation.com/research/articles/stalled-oracle-fumbling-for-a-jump-start-kit-part-2-event-summary-continued-16634/


Lawson Software-IPO and Several Acquisitions After Part Four: Strengths Continued

P.J. Jakovljevic - November 10, 2003
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Lawson Software-IPO and Several Acquisitions After Part Four: Strengths Continued
P.J. Jakovljevic & Lou Talarico - November 10, 2003

Strengths Continued

Until very recently, Lawson Software, Inc. (NASDAQ: LWSN) has cruised as a leader in the mid-to-high end market for financial management, human resources (HR), professional services automation (PSA), e-procurement, and retail distribution applications by continually betting on the following few creeds of success:

1. Adequately broad footprint

2. Architectural astuteness

3. Industry-tailored solutions

4. Hosting approach


2) Architectural Astuteness

As mentioned earlier, Lawson has long embraced a layered, flexible, open, Web-based, and XML-accessible product architecture, with the idea of support for ever changing technology standards. A good example was its early delivery of visionary, Web-addressable (with server-based application logic and a data structure that could be referenced and executed via a URL) and componentized products (using Active Object Repository) that exhibit an open architecture and a support for a wide range of platforms (using Business Component Integrator (BCI)), well in advance of much larger and more noisy competitors.

Lawson has long been promoting its Self-Evident Applications (SEA) initiative (since 1996), with the idea to simplify the learning curve required by users, featuring Lawson Portal (a default role-based Web user interface) and navigational tools. The underpinning of Lawson's technologies have long been SEA, which is the concept of delivering application functionality to light-client, browser-based desktops. While conventional client/server applications are form- or transaction-driven, the Self-Evident (recently renamed into Self-Service) Applications are information based, which means that users can view them on dynamic and personalized Web pages, with minimal training requirements. Another product component that was released at the end of 1990s, LAWSON INSIGHT II Open Component Solutions, allowed users to access, view, and interact with enterprise information using one of the following technologies: Java, Microsoft ActiveX, Lotus Domino, or Javascript/HTML.

The Lawson product architecture has since further evolved and is currently composed of the following:

The Web Services component includes Lawson Portal and Internet Object Services (IOS), which are key components for deploying Lawson applications via the Internet. The component was devised to provide physical and logical separation as well as multi-level integration. Lawson Portal provides a single point of navigation through which users can access information from disparate sources, including Lawson core business applications, third party applications, Internet sites, and other miscellaneous data sources. Furthermore, businesses can customize the preconfigured user interfaces by using extensions to tailor solutions to meet their specific requirements. Lawson Portal enables a wide distribution of information to users based on their roles in an organization, while controlling access to data and can be configured by other enterprise portal products. Internet Object Services provides the connection between Lawson and the Internet, and manages the communication between Lawson's browser-based interfaces and Lawson applications and databases. Internet Object Services delivers user requests to Lawson applications and responds with results to users.





source
http://www.technologyevaluation.com/research/articles/lawson-software-ipo-and-several-acquisitions-after-part-four-strengths-continued-17106/

Ten Key Legal Concerns in E-Commerce Ventures and Contracts

Why Care About Contracts?

The rapid pace of e-commerce development has generally left the legal system struggling to keep up and gasping for breath. In much the same way as companies doing e-commerce must invent new business procedures and rules, the legal system is trying to adapt existing laws to fit new settings where it is simply unclear how these laws will apply.

The e-commerce legal tool of choice is the contract. If parties can agree how matters will be handled and capture that agreement in a written contract, they can, in a meaningful way, establish the rules that will govern their arrangements. In other words, these contracts can provide some degree of certainty even in the rapidly changing arena of e-commerce law. We can also expect that as legislatures and judges try to catch the law up to developments in e-commerce, they will look at successful methods and practices as models.

Today, there is a premium placed on negotiating contracts that adequately cover the likely scenarios that will arise out of an e-commerce relationship, to the extent that those scenarios can even be predicted. For example, "application service providers," were largely unknown even a year ago and novel e-commerce arrangements and relationships are announced on a regular basis.

Think of a "co-branding" venture where one party handles backend supply and fulfillment, the other party operates the front-end web site, and both parties outsource hosting and other services to third parties. Spice up that arrangement with corporate structures that include separate e-commerce entities, subsidiaries or joint venture relationships, and the notion of a "short," "simple," or even "standard" contract really does not make much sense. In fact, unlike traditional legal documents such as residential real estate contracts, it is difficult to point to a "standard" contract for e-commerce arrangements. You might even have several different types of contracts with different parties in any given e-commerce venture.

Given the importance of contracts in the e-commerce arena, you will want to know what to look for and what to think about when launching your e-commerce venture. While this article obviously will not discuss every issue, I have highlighted ten key legal concerns that you should consider in your e-commerce ventures and contracts.

Nail Down Your Domain Name

Do you have a "dot-com" name upon which you can build a brand presence? In e-commerce, brand often means everything. The domain name system was not designed to handle either today's volume of name requests or the issues raised by domain name selection. In simplest terms, domain names are registered on a first-come, first-serve basis. Problems are largely resolved through a dispute resolution system that lacks history and, at times, consistency.

You might find that your company's name, or something confusingly similar, has been registered by someone who now wants to sell the name back to you at a high price. This practice is now known as cybersquatting. There are now laws against this practice and actions that can be taken to get "your" domain name in that scenario. In another example, the domain name you want for your e-commerce business may be taken, leaving you with the choice of either changing the name you will use or purchasing the domain name you want from its owner at whatever price the market will bear.

There is a substantial interplay between trademark law and the use of domain names. You will want to obtain the domain names that you want and secure them through a combination of practical and legal methods, including the use of trademarks. Some of those methods of protection should be addressed by contractual provisions that govern the use of the name and any related trademarks. Something to watch out for: If your web host or developer registers your domain name for you, make sure that you, rather than the host or developer, is listed as the owner on the registration. Also, clarify who will have responsibility for renewing domain name registrations so you do not lose a domain name.




source
http://www.technologyevaluation.com/research/articles/ten-key-legal-concerns-in-e-commerce-ventures-and-contracts-16262/

Acquisitions Fuel Vendor Growth in the Enterprise Applications Field

Both SSA Global and Infor continue to grow through the acquisition of companies that extend the scope of their offerings. New Vendor Acquisition Strategies in the Enterprise Applications Field and The Impact of the "Assembler Strategy" in the Enterprise Applications Field began an examination of these acquisitions. We continue by examining Infor's acquisition of Formation Systems and Geac.

This is Part Five of the six-part series The Enterprise Applications "Arms Race" To Be Number Three. Parts One to Four were published April 24 to April 27.

This is part of a comparative analysis of SSA Global and Infor, two contenders in the fierce ongoing competition to be number three (after SAP and Oracle) in the world of enterprise resource planning (ERP) vendors. See The Enterprise Applications "Arms Race" To Be Number Three for background information and a discussion of vendor similarities. Also see Contributing to the Rejuvenation of Legacy Systems in the Enterprise Resource Planning Field. The other leading contender is Lawson Software. For a detailed discussion of Lawson, see 'New' Lawson Software's Transatlantic Extended Enterprise Resource Planning Intentions.

Infor Acquires Formation Systems

Infor cites continued organic growth, license revenue from new customers, and install base cross-selling and up-selling as key growth drivers for the group. The company is also betting on expansion outside the North America and Germany strongholds, into the UK and other key markets such as the Asian Pacific region and China. A potentially expanded footprint in the realms of product lifecycle management (PLM) or enterprise asset management (EAM) should also contribute to the top line. To that end, in August 2005, Infor announced that it had acquired Formation Systems, a privately-held provider of PLM solutions exclusively for process manufacturing companies. This acquisition further strengthens Infor's broad product portfolio for process industries. Formation Systems has since joined the Infor Process Manufacturing Group, which is led by Hermann Stehlik (vice president [VP] and general manager [GM]), and which continues to operate in Southborough, Massachusetts (US).

As a leading provider of PLM solutions for the food and beverage, home and personal care, and specialty chemical industries, Formation Systems should significantly enhance Infor's capability to integrate, streamline, and manage the entire process of product development. For ten years, the company has provided PLM software solutions to high-profile process manufacturers, and has built a highly skilled and dedicated workforce having a deep knowledge of PLM best practices in the vertical markets they serve. Thus, the acquisition of Formation Systems supports Infor's vertical strategy, and should establish the combined company as a global leader in providing solutions with an integrated PLM system to selected process manufacturing industries.

For a more detailed discussion of process manufacturing ERP, see Preparing for Product Development in Process Manufacturing.

Many regulatory bodies have renewed their focus on product compliance, and the Formation Systems acquisition confirms the trend towards PLM functionality becoming an essential element of an enterprise application portfolio. It also confirms that industry-specific functionality is increasingly critical to buyers of enterprise applications. Naturally, regulatory requirements vary according to the industry, as do many other PLM requirements (for more information see PLM is an Industry Affair—Or Is It?).

While product design rules engines may eventually be retrofitted to apply across several vertical industries, the tricky makeup of recipes/formulae and security mandates will require a deep understanding of process manufacturing requirements. Consequently, defining and formulating recipe-based products requires industry-tailored solutions to adequately allow product development. The Optiva product suite from Formation Systems features strong formula management capabilities which might give Infor a differentiating value proposition when selling to prospective customers in process manufacturing, as well as the ability to up-sell and cross-sell to a larger installed customer base. Infor and Formation Systems customers may mutually benefit by gaining the opportunity to standardize on a single broad process solution for all their process ERP, supply chain planning (SCP), supply chain execution (SCE), corporate performance management (CPM), and PLM needs.

The centerpiece of the suite is Optiva Workbench, which accelerates product development by supporting design collaboration with suppliers on formulas and specifications, as well as by providing the visibility needed for fully using existing information to avoid unnecessarily "reinventing the wheel." Other modules in the Optiva product suite, such as Optimization (for constraint-based formulating), Requirements Management, and Specifications Management, are designed to capitalize on the data management features of Workbench (see Formation Systems Pioneers Product Design Collaboration For The Process Industries). Also widely deployed are integrated packaging management (from the primary pack to the pallet), integrated label content management, product performance, safety and efficiency testing, material safety data sheets (MSDS) and hazard label generation, nutritional and nonconformance analysis modeling integrating laboratory information management systems (LIMS) assay results, integrated stage gate, and portfolio management. Capabilities such as parametric searches, visual comparisons, material usage restrictions, best practices feedback, and role-based modeling are used from concept to launch.

In its entirety, the Optiva suite speeds up the product development lifecycle by easing collaboration, facilitating access to supply information, and managing product testing and the other tasks that precede a commercial release. Combining process PLM with process ERP can produce a unified sample management solution that allows product samples to be shipped in the same manner as commercialized products. Furthermore, combining process PLM with process-oriented supply chain solutions can provide unique recipe optimization capabilities that evaluate current inventory to develop least-cost or best-fit formulations, thereby accelerating the new product introduction (NPI) process and achieving globally compliant products with lower development costs and a shorter time to world markets. It is thus no small wonder that Coca-Cola Co., Akzo Nobel, Gillette Co., GE Plastics, Campbell Soups, and over forty other process manufacturing clients (several of them are also Infor customers) are on the vendor's roster of high-profile process manufacturing clients.

The downside, however, is that Optiva, despite deep and broad collaborative product data management (PDM) functionality, is not yet a full-fledged PLM suite, since it is missing important pieces like strategic sourcing, product configuration, portfolio management, shop floor integration, and regulatory compliance for multiple industries (both discrete and process). For more information on what constitutes a full-fledged PLM system, see Critical Components of an E-PLM System and The Many Faces of PLM.

In fairness, Optiva integrates sourcing and extends traditional strategic sourcing, to meet process industries' specific requirements and to drive significant material cost and cost avoidance savings. Strategic sourcing applications are nonetheless limited to total spend analysis, and lack pervasive content management. With Optiva, companies like RPM have a purchasing action component that not only analyzes total spend across more than twenty companies having multiple ERP packages, but also more accurately projects cost, time, and risks involved in material and vendor rationalization. This automated business process thus helps refine the business case, since once a project is approved and resources are apportioned, executive management has insight into trade-off decisions and achieved cost savings.



source
http://www.technologyevaluation.com/research/articles/acquisitions-fuel-vendor-growth-in-the-enterprise-applications-field-18520/

Microsoft to Add "Encore" Functionality to MBS Great Plains 8.0 Part Two: Market Impact

P.J. Jakovljevic

Market Impact

On April 27, Microsoft Corporation's (NASDAQ: MSFT) Microsoft Business Solutions (MBS) division announced the acquisition of accounting products from a Winnipeg, Manitoba, Canada-based vendor Encore Business Solutions, Inc. that could be critical to the success of customers and partners in the public sector. The acquisition includes Encore's not-for-profit accounting products and the inter-company payables management and requisition management modules currently sold by MBS under an original equipment manufacturer (OEM) agreement with Encore. Namely, the only modules that have been OEM-ed so far have been the purchase order enhancements and cash flow management functionality, but these are not a part of the NFP solution.

The Encore acquisition has merits both in terms of figures and numbers, and of "philosophical/existential" reasons. Namely, although many have regarded MBS as an unquestionable leader due to its indisputable mind share, because of its parent company's technological prowess and pervasiveness, at least on the desktop level, Sage Group/Best Software will remain the small-to-medium applications market leader for some time in terms of inexorable numbers that determine the market share-based leader. Namely, Sage/Best's latest acquisitions of ACCPAC and Softline have created a company with over $1 billion (USD) in expected revenues, over 4 million users, and nearly 20,000 reselling and software development partners. If one is to juxtapose these against the MBS' approximately $0.6 billion in revenues, and its "only" over 0.27 million customers, and "only" over 6,000 partners, any debate about who the current leader is should cease for the time being.

Indeed, the combined Sage conglomerate still has the largest channel and market share in almost all small-to-medium enterprise (SME) categories (such as, entry level accounting products, small business solutions, contact management/CRM, especially within non-profit businesses, etc.) via its well-crafted strategy to both develop and acquire a very complementary slew of best-of-breed products and to develop interoperability and a reasonably smooth upward migration path within its portfolio. This "customer for life" mantra seems to have resulted in a rare persistent organic growth these days, and one should expect a similar rationale with ACCPAC and Softline's offerings. The vendor has long been posting profits and growth, and the biggest reason for this would be its prudent strategy of acquiring complementary products that lend themselves to cross-selling (including, FAS and ACT! to Peachtree customers, or Abra HR/Payroll, FAS and SalesLogix to MAS customers) and upward migration (for example from Peachtree to MAS 90 to MAS 500).

To be fair, MBS has PWA Group, FRx, and Forestar products somewhere in its fold through the once independent Great Plains Software which acquired these respective HR, financial reporting/consolidation, and fixed asset functionalities, but it still has the four, largely competing flagship ERP/accounting product lines. Even though FRx products seem to have been successfully cross-sold and integrated into almost all four of MBS' ERP products (and even into the dozens of ERP product from other vendors including Best Software, see FRx Poised to Permeate Many More General Ledgers), it has not been the case with other potential add-on products, like MBP or Forestar. Also, while Best is benefiting royally by mostly cultivating its large install base, MBS' and SAP Business One's emphasis on hunting for new licenses in an all-but-stalled economy has had a limited success so far.

Hence, one should not be surprised by MBS' recent and more upbeat results. These have come, in a great part, from up-selling so-called "surrounding" applications like Microsoft Business Network (MBN), Microsoft Demand Planner, and Microsoft Business Portal to its existing ERP users (see Microsoft Keeps on Rounding- up Its Business Solutions). However, a modest, single digit percentage of growth lately is by far insufficient to sustain Microsoft's lofty goal of ballooning MBS' operations to a $10 billion (USD) entity by 2010, which is nearly twenty times its current size and which would require annual growth rates of circa 60 percent. Thus, any acquisition that is not of a disruptive nature (such as imposing yet another ERP product assimilation and integration in an already "crowded house") makes sense, and one should expect many similar lateral acquisitions of ISVs with complementary products.

This is Part Two of a three-part note.

Part One detailed recent events.

Part Three will cover challenges and make user recommendations.

Public and Nonprofit Sector Markets

The Encore acquisition should bring the two former partners' complementary product offerings even closer and should enlarge opportunities within the public and nonprofit sectors under the Microsoft umbrella. The products' technologies are quite compatible and so the products' integration will not be terribly complex, if it is to be complex at all. Public sector and government agencies and nonprofit organizations have similarities in the fact that both require fund accounting and management capabilities, and have complex financial reporting requirements that are quite different from commercial, for-profit financial accounting.

For instance, dozens of separate government agencies in one state will logically use dozens of different formats to prepare their separate financial reports, but some standardization of the fiscal procedures and reporting structures may be needed when all these are sent to the US Department of Labor (DoL). Still, not-for-profit and government sectors differ at least by the fact that government agencies, ranging from the local police, school or transportation authority (via water or any other utility) to an expansive federal division, are funded by tax revenue, grants, and service revenues (where applicable), as opposed to individual or corporate donors as in the case of nonprofit businesses. Also, the public sector logically reports to regulatory authorities and taxpayers instead of to major donors, which is in the case of profit organizations.

Even so, many recent circumstances have rendered the nonprofit and public sector accounting markets as both a land of opportunity and of challenges. Accordingly, a slew of not-for-profit software vendors ranging from unavoidable Best Software, via the likes of Accufund, Executive Data Systems, Fund E-Z Development, and Intuit Fundware, Serenic Software, to stalwart Blackbaud, and their value-added resellers (VARs), have been penetrating the nonprofit and government markets. Meanwhile, MBS has so far not been exactly the forerunner in that segment. For a detailed discussion of these markets see Non-Profits and Public Sector: The Latest Hot Market.




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http://www.technologyevaluation.com/research/articles/microsoft-to-add-encore-functionality-to-mbs-great-plains-8-0-part-two-market-impact-17382/

Yet Another Branding Debacle (This Time, It's ERP for Services)

For many software users and vendors, enterprise resource planning (ERP) systems are well-known software solutions that deal with the many facets of manufacturing. Some industry-standard classifications of ERP solution suites suggest as much: discrete, engineer-to-order, distribution, mixed-mode, and process manufacturing—each of these categories addresses the broad scope of activities essential to the production of various types of goods and the processes involved in getting them to the buyer.

However, it may not be clear to many users (or more importantly, potential users) how the name "ERP for services" relates to the scope of this solution’s functionality.

So how do you know if ERP for services is your ticket to managing your resource needs? And what functionalities do fall under the rubric of "ERP for services"? And, if your business is in the services sector, is the selection process for ERP for services more difficult than that of other ERP suites? If there are any hurdles involved in choosing ERP for services software, you need to know how high those hurdles are, and how your company can jump over them without tripping up and falling on its face.

ERP for … Which Services, Exactly?

Organizations in the services industries provide their clients with billable services rather than manufactured goods, and they are generally involved in project-based activities. Service organizations include but are not exclusive to

* educational and charitable organizations
* transportation
* media and telecommunications
* utilities
* commercial enterprises such as restaurants, and other businesses providing recreation and amusement
* organizations involved in health care and social assistance
* financial and legal organizations, including insurance, real estate, banking, and investment
* IT services providers and IT consultants

Organizations in service industries generally do not need to acquire and allocate vast inventories such as ore, lumber, carrageenan, or copper wire. But attention to resources, and their availability, is no less important to the services sector. Cost, people, and time are the key resources that businesses in services industries need to consider when determining their requirements, in order to provide the highest possible quality of service—and the highest possible level of profit.

Service organizations must manage and track all expenses related to time and people in order to remain profitable (or, in the case of not-for-profit organizations, so that they can stay within budget). To manage people, time, and finances, ERP for services solutions target the functional needs of two streams of service organizations: those that are project-based, or those that are transaction-based.

Project-based service organizations or professional services organizations need diverse project management functionalities as well as other front- and back-office capabilities. Transactional service companies have little or no need for project management capabilities, and would be better served by solutions with back- and front-office functionalities that address the companies' industry-specific needs.

* Accounting modules help address back-office financial management needs, including budgeting, financial analysis, reporting, compliance, and general ledgers.
* Customer relationship management (CRM) solutions can include opportunity management, enterprise marketing automation (EMA), campaign management, partner relationship management, customer service and support, customer accounts, sales management, and sales analytics, to help meet the needs of transactional services organizations.
* Human resources (HR) functionalities deal with the people and staffing needs of both project- and transactional-based services industry organizations. These HR functionalities may include hiring, skills set and competency mapping, project tracking, and training.
* ERP for services marketed for either project- or transaction-based companies may also support functionalities from business intelligence (BI) software, document management systems (DMSs), as well as security features for document or data management or for Internet-based functionality.

Jeepers, Creepers—Where’d You Get Those Functionalities?

"ERP for services" may resist being pinned down for another reason: the dreaded "brand creep." This phenomenon, which involves a product's gradual shift from one branding image or identity to a new one, can also be called "product scope creep," "feature creep," or even "featuritis," depending on the software programming or design or the marketing situation in question (in the IT industry, the evocative "software bloat" has been used to describe a similar phenomenon).

ERP for services, a relatively new addition to the ERP spectrum, has been "creeping" into the picture as some traditional ERP vendors are making efforts to appeal to non-manufacturing markets. One example can be found in Oracle, a well-known ERP vendor: the vendor now offers its E-Business Suite, as well as the JD Edwards EnterpriseOne and PeopleSoft applications, to meet the diverse demands of services industries.

ERP for services may seem, to the uninitiated buyer, like an unwieldy agglomeration of functionalities from ERP and from project portfolio management for professional services automation (PPM for PSA). ERP for services is not a rebranding of either traditional ERP solutions or of PPM for PSA. The functionalities of the solution suites, however, are easily confused—and not always clearly branded. This makes it all the more important that prospective buyers of ERP for services solutions take sufficient time to research vendors and solutions, as well as to determine the needs of their companies from both internal and industry perspectives.

So, what is the real difference between ERP for services and PPM for PSA? To summarize, both PPM for PSA and ERP for services provide functionality in three key areas: CRM, financials or accounting, and HR. ERP for services is more or less an ERP for manufacturing suite, without the manufacturing functionality (such as bills of materials [BOMs], manufacturing processes and flow, and manufacturing projects). In ERP for services solutions, these manufacturing functionalities are replaced with project management and project portfolio management (PPM) capabilities, particularly for solutions that are meant to address project-based service organizations. How exactly PPM for PSA differs from its alleged "rebrand," ERP for services, may have as much to do with what a given vendor wants to offer as with any qualities or characteristics inherent to the solution itself.

Additional reason why it’s crucial that you know exactly what your business requires from a solution—and that you carefully compare solutions to see which one best meets your selection criteria.

Is an ERP for Services "Best of Breed" Really Just a Badly-behaved Mongrel?

Depending on the vendor's target market, the functionalities in an ERP for services solution may cater to a specific services industry. How many features or functionalities come from a given back- or front-office module or suite—for example, whether an ERP for services solution includes all possible modules or functionalities from CRM, or is limited to a few (sales process management, lead management, or client contract management)—may also be at the vendor's discretion. Generally, solutions that are very broad in scope and that come prefabricated with a specific set of modules or functionalities are implemented "out of the box." Essentially, users take what they get, whether or not they really need every single functionality the solution offers.

Some buyers or users have attempted to "find their way out of the box," so to speak, by combining best-of-breed modules into a composite solution (whether it consists of one or many modules). Users can pick and choose modules or functionalities from amongst the offerings of any vendor on the market, and implement those modules or functionalities piecemeal, or integrate them with a legacy system. Users particularly concerned with a solution meeting the specific needs of their industries often opt for this best-of-breed approach.

However, the term "best of breed" may also be misleading. For many unsuspecting potential buyers, "best"—as a superlative—denotes the highest-quality or most successful software (the "breed") available. Vendors using "best of breed" to market any product lines no doubt like this misconception, as it allows their products to be construed as better than every other solution available. Potential software buyers should be aware that "best-of-breed" does not exist in isolation, and does not (in fact, cannot) exist independently of a business's needs—which is to say that "best" really refers to the solution that is best for a given user, and not the solution that is the best for all users. Any organization, in the services industry or any other, has far too many criteria for one solution to suit its needs perfectly.

But increasingly, vendors are getting wise to these selective—and increasingly select—user audiences. Approximately eight or ten years ago, vendors started providing what were then called (and are still sometimes called) pre-integrated solutions, claiming they provided disparate functionalities in one trim and easily implemented package. Pre-integrated solutions resemble the best-of-breed composites in their appeal to the specificity of an industry, but provide the convenience of an out-of-the-box implementation (at least, in so far as the time that doesn't need to be spent choosing modules or functionality).




source:
http://www.technologyevaluation.com/research/articles/yet-another-branding-debacle-this-time-it-s-erp-for-services-19538/




Epicor Software Corp.: Completing Painstaking "e"Volution Part 1: About Epicor

Vendor Genesis

Geac Computer Corporation Limited manufactures, services, and rents systems, hardware, and enterprise applications to large and small organizations worldwide. Geac is the largest Canadian and one of the largest and most successful international software companies. Its solutions are specifically designed for the critical needs of users in the banking industry, hospitality markets (restaurants and hotels), newspaper publishing, public safety, property management & real estate, and libraries.

Geac is also a best-of-breed provider of mainframe and client/server cross industry solutions for financial administration and human resources (HR) functions, and enterprise resource planning (ERP) applications for manufacturing, distribution, and supply chain management. Founded in 1971, with headquarters in Markham, Canada, Geac has been experiencing a steady growth over the last decade. It has been a publicly traded company on the Toronto Stock Exchange since 1983, with revenues of Can$793.2 million in fiscal 1999.

Geac has grown from a small company focused on libraries and banking/financing in the early 1990s, to an applications software giant with more than 5,200 employees with 90 offices in 18 countries. Through its growth-by-acquisition strategy, the company has increasingly expanded its range of solutions targeting vertical industries. Over the last five years, Geac has acquired in excess of 40 companies around the world.

As a result of its acquisition of Dun & Bradstreet Software in 1996, Geac formed its SmartEnterprise Solutions division, which provides mid- to large-sized enterprises with advanced best-of-breed financial, procurement, human resources and business intelligence solutions. Its multiple platform client/server 'SmartStream', mainframe 'E' Series and 'M' Series, and SQL product suites enable organizations to streamline business processes and enhance information access throughout their enterprises.

Geac's purchase of UK-based ERP software maker JBA International in 1999 has nearly doubled the company's size. With the addition of JBA, Geac is expected to surpass US$1 billion in revenue and occupy the 4th largest ERP vendor position.

Geac serves its worldwide base of more than 30,000 customers in more than 40 countries through direct sales, support, and affiliate locations worldwide. The company operates throughout the world, and as such segments its revenues geographically. In 1999, 68% of total revenues came from the USA and Latin America, 18% from Europe, 7% from Canada, and 7% from Australasia. The large majority of Geac's revenues are derived from maintenance and professional services (76%), with the rest coming from the actual sale and licensing of software and hardware products.

We expect acquisitions to continue to form an integral part of Geac's overall growth strategy, and the company to continue to be a leading global consolidator of mission critical applications in distinct niches within industrial, commercial and government sectors.



http://www.technologyevaluation.com/research/articles/epicor-software-corp-completing-painstaking-e-volution-part-1-about-epicor-16345/
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