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	<title>enterprise-resource-planning &amp;laquo; WordPress.com Tag Feed</title>
	<link>http://en.wordpress.com/tag/enterprise-resource-planning/</link>
	<description>Feed of posts on WordPress.com tagged "enterprise-resource-planning"</description>
	<pubDate>Tue, 01 Dec 2009 02:49:55 +0000</pubDate>

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<title><![CDATA[Is your Business Experiencing Change? Can TFG4000 software help?]]></title>
<link>http://globalinventorysoftware.wordpress.com/2009/11/29/is-your-business-experiencing-change-can-tfg4000-software-help/</link>
<pubDate>Sun, 29 Nov 2009 16:26:47 +0000</pubDate>
<dc:creator>globalinventorysoftware</dc:creator>
<guid>http://globalinventorysoftware.wordpress.com/2009/11/29/is-your-business-experiencing-change-can-tfg4000-software-help/</guid>
<description><![CDATA[I was in the computer business long before the inception of home and personal computers. Computers w]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>I was in the computer business long before the inception of home and personal computers. Computers were once enormous machines that took up whole rooms and were used to accomplish one thing for businesses: compute. I don’t have to tell you how far we’ve come in the past decades. Afterall, if you are reading this, we are connecting in a whole new way, and with the touch of a button, you can essentially learn everything you’d ever want to know about me and my company, The Fredrick Group (TFG).</p>
<p>We at TFG not only evolve with the trends, but are actually responsible for creating many of them with our forward-thinking software experts. They devise software applications oftentimes long before businesses express a need for such solutions. In fact, that’s the way a lot of people describe our TFG4000 software.</p>
<p>They may engage The Fredrick Group to solve one problem such as inventory management, but are surprised to find that TFG4000 will also efficiently streamline their other operations. What started out as a desire to solve one problem ends with a completely integrated and easy-to-use operating system that marries and manages all aspects of a manufacturing business!  We built TFG4000 to be an affordable and all-inclusive solution designed to meet manufacturers’ needs. TFG4000 was designed for use on most database systems and is both accurate and easy to use. It’s always guaranteed to work, and our applications are actually designed to minimize users’ errors!</p>
<p>If your business is morphing and you need to get a grip on your sales orders, purchasing, work orders, inventory, warehouse, or material scheduling, why not consider one system that does it all in an easy-to-use and data-protected format?</p>
<p>I’m Fran Whitehead, President of The Fredrick Group, and I take pride in anticipating your needs and far exceeding your expectations. I’l like to hear how your business is changing and what systems you have in place to accommodate those changes.</p>
<p>Does your system save you time, money, and frustration? If not, please check out our free trial software at www.tfg4000.com</p>
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<title><![CDATA[Must read Readwriteweb's Enterprise 2.0: Study Shows Adoption is Real]]></title>
<link>http://fredzimny.wordpress.com/2009/11/25/enterprise-2-0-study-shows-adoption-is-real-readwriteenterprise/</link>
<pubDate>Wed, 25 Nov 2009 05:54:10 +0000</pubDate>
<dc:creator>fredzimny</dc:creator>
<guid>http://fredzimny.wordpress.com/2009/11/25/enterprise-2-0-study-shows-adoption-is-real-readwriteenterprise/</guid>
<description><![CDATA[Found at http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_sourc]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><a href="http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&#38;utm_medium=feed&#38;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&#38;utm_content=Google+Reader">Found at http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&#38;utm_medium=feed&#38;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&#38;utm_content=Google+Reader</a></p>
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<div id="submeta" class="grey">Written by <a href="http://www.readwriteweb.com/enterprise/author/alex-williams-1.php">Alex Williams</a> / November 24, 2009  4:36 PM          /<br class="clear" /></div>
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<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/Microsoft%20Word%20-%20Framework%20for%2020%20Adoption%20v6.doc%20-%20Powered%20by%20Google%20Docs-thumb-150x144-10937.jpg" alt="Microsoft Word - Framework for 20 Adoption v6.doc - Powered by Google Docs.jpg" width="150" height="144" />When you look at Enterprise 2.0, you can see the hype pretty clearly but what is not so evident is how social computing efforts are faring within <a class="zem_slink" title="Corporation" rel="wikipedia" href="http://en.wikipedia.org/wiki/Corporation">corporations</a> and large organizations.</p>
<p>That&#8217;s what&#8217;s striking about the report from the <a href="http://www.20adoptioncouncil.com/Blog/">2.0 Adoption Council</a>. The group did a web survey of its 100 members with 77 responding. That may seem like a small number to use for any quantifiable conclusion about the state of Enterprise 2.0. But the people who responded <a class="zem_slink" title="Lead" rel="wikipedia" href="http://en.wikipedia.org/wiki/Lead">lead</a> or help lead Enterprise 2.0 efforts at some of the largest organizations in the world. Thirty-four percent of the respondents work for companies with more than 10,000 employees.  Twenty-five percent work for organizations that have more than 100,000 employees.</p>
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<p>These people have solid footing into how social enterprise technologies are being adopted.</p>
<p>Let&#8217;s get to to the results:</p>
<h2>Manufacturing Has Surprising High <a class="zem_slink" title="Adoption" rel="wikipedia" href="http://en.wikipedia.org/wiki/Adoption">Adoption</a></h2>
<p>It&#8217;s not surprising to see <a class="zem_slink" title="High tech" rel="wikipedia" href="http://en.wikipedia.org/wiki/High_tech">high tech</a> companies as leading the way in uses of Enterprise 2.0 technologies. But it&#8217;s interesting that manufacturing businesses are proving to be adopters. These are companies with roots deep in the <a class="zem_slink" title="Industrialisation" rel="wikipedia" href="http://en.wikipedia.org/wiki/Industrialisation">industrial age</a> that are showing that they see it as important to bring social computing into the work of its employees.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%206%20of%2021%29-thumb-600x417-10925.jpg" alt="State of E20 Adoption Q409.pdf (page 6 of 21).jpg" width="600" height="417" /></p>
<h2>No Surprise About Early Adoption</h2>
<p>It should be no surprise that Enterprise 2.0 is still in the <a class="zem_slink" title="Early adopter" rel="wikipedia" href="http://en.wikipedia.org/wiki/Early_adopter">early adopter</a> phase.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%207%20of%2021%29-thumb-600x376-10927.jpg" alt="State of E20 Adoption Q409.pdf (page 7 of 21).jpg" width="600" height="376" /></p>
<h2>Budgets Are Healthy</h2>
<p>Budgets are less than $500,000 in most organizations but 52 percent of the respondents have budgets between $500,000 and $5 milliion.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%2016%20of%2021%29-thumb-600x348-10935.jpg" alt="State of E20 Adoption Q409.pdf (page 16 of 21).jpg" width="600" height="348" /></p>
<h2>Projects Are Well Under Way</h2>
<p>Enterprise 2.0 is not just a concept any more but a reality in the enterprise with 34 percent saying they have multiple projects underway. We are curious about five percent having Enterprise 2.0 technologies fully ingrained into their work places. These must be more service oriented companies that do not rely on deeply entrenched technologies like <a class="zem_slink" title="Enterprise resource planning" rel="wikipedia" href="http://en.wikipedia.org/wiki/Enterprise_resource_planning">ERP software</a>.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%208%20of%2021%29-1-thumb-600x414-10929.jpg" alt="State of E20 Adoption Q409.pdf (page 8 of 21)-1.jpg" width="600" height="414" /></p>
<h2>Who&#8217;s Driving The Efforts</h2>
<p>We often use terms like &#8220;groundswell,&#8221; to describe the phenomena around social <a class="zem_slink" title="Computer software" rel="wikipedia" href="http://en.wikipedia.org/wiki/Computer_software">applications</a> in the <a class="zem_slink" title="Consumer" rel="wikipedia" href="http://en.wikipedia.org/wiki/Consumer">consumer</a> world. In the enterprise, it&#8217;s a different story. Adoption is often user driven but management is dictating a lot of the efforts.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%2011%20of%2021%29-thumb-484x462-10931.jpg" alt="State of E20 Adoption Q409.pdf (page 11 of 21).jpg" width="484" height="462" /></p>
<h2>ROI is Hard To Define</h2>
<p>The one weakness that Enterprise 2.0 faces is the abstractness of its <a class="zem_slink" title="Rate of return" rel="wikipedia" href="http://en.wikipedia.org/wiki/Rate_of_return">return on investment</a>. It&#8217;s important to note, though, that 55 percent of the respondents are very satisfied with their Enterprise 2.0 efforts. Another 26 percent of respondents are somewhat satisfied.</p>
<p><img src="http://www.readwriteweb.com/enterprise/assets_c/2009/11/State%20of%20E20%20Adoption%20Q409.pdf%20%28page%2014%20of%2021%29-thumb-416x326-10933.jpg" alt="State of E20 Adoption Q409.pdf (page 14 of 21).jpg" width="416" height="326" /></p>
<h2>Conclusion</h2>
<p>To be continued at</p>
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<p><a href="http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&#38;utm_medium=feed&#38;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&#38;utm_content=Google+Reader">Read more at http://www.readwriteweb.com/enterprise/2009/11/the-realities-of-the-enterpris.php?utm_source=feedburner&#38;utm_medium=feed&#38;utm_campaign=Feed%3A+readwriteweb+%28ReadWriteWeb%29&#38;utm_content=Google+Reader</a></p>
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<title><![CDATA[Will SAP become a Minority Investor in Software AG? Perhaps…]]></title>
<link>http://hgumbel.wordpress.com/2009/11/18/will-sap-become-a-minority-investor-at-software-ag-perhaps%e2%80%a6/</link>
<pubDate>Wed, 18 Nov 2009 12:26:29 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/18/will-sap-become-a-minority-investor-at-software-ag-perhaps%e2%80%a6/</guid>
<description><![CDATA[Since about July, rumours have been around that SAP would buy Software AG. Since then, Software AG’s]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Since about July, rumours have been around that SAP would buy Software AG. Since then, Software AG’s stock has gone up consistently:</p>
<p>Source: <a class="aligncenter" title="Software Stock Chart" href="http://aktien.onvista.de/snapshot.html?ID_OSI=8615307&#38;PERIOD=3#chart" target="_blank">http://aktien.onvista.de/snapshot.html?ID_OSI=8615307&#38;PERIOD=3#chart</a></p>
<p><a href="http://aktien.onvista.de/snapshot.html?ID_OSI=8615307&#38;PERIOD=3#chart"></a>For SAP, this could present an option to merge its NetWeaver investments with Software AG’s portfolio (mainly with the IDS and WebMethods parts) and Software AG would get access to an &#8220;execution engine.&#8221;</p>
<p>From SAP’s perspective, middleware is an enabler for selling applications and a source of high complexity. It is not a major contributor to license or maintenance revenue. A vendor like Software AG has a very different view: middleware was always a main focus and the business model is well understood.</p>
<p>For current and future Software AG customers a full takeover would not be a totally positive message. For them, two points matter:</p>
<ul>
<li>technical expertise and product features, and</li>
<li>independence.</li>
</ul>
<p>Middleware is used to integrate applications from diverse sources. With SAP as the sole owner, this extremely important aspect is likely to be biased in favor to SAP’s application portfolio. This is not just speculation: the very limited independence IDS enjoyed proves it and the fact that SAP lost all its OEM-customers after the acquisition of TopTier shows it, too.</p>
<p>On the other hand, SAP has strong ties with Software AG: IDS process management technology is used in many areas, including the SAP SolutionManager and the Business Connector, still in broad use in SAP’s installed base, contains WebMethods technology now owned by Software AG.</p>
<p>Software AG is doing quite well and may become acquired one day by a vendor like Oracle, Microsoft or IBM.  That could pose a potential problem for the other software company down the &#8220;Autobahn&#8221; as it might increase SAP’s exposure.</p>
<p>Although denied by Software AG’s majority owner, the Software AG Foundation (SAGST), a potential solution might lie in SAP becoming a minority investor thus securing a certain influence without eliminating Software AG’s role as a largely independent middleware vendor.</p>
<p>Middleware – especially BPM-middleware – is becoming increasingly important: for SAP users, it is a way to bridge into a more flexible world that unites their SAP-backbone with the plethora of modern solutions that promise higher agility and lower dependency. To venture into this new territory, customers have to be sure that they buy neither from one of the titans nor from vendors with an uncertain financial future. In this light, any investment from SAP (or any other titan) into Software AG beyond a minority investment is not in their best interest.</p>
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<title><![CDATA[SAP’s Endorsed Business Solutions – Another Source of License Revenue]]></title>
<link>http://hgumbel.wordpress.com/2009/11/13/sap%e2%80%99s-endorsed-business-solutions-%e2%80%93-another-source-of-license-revenue/</link>
<pubDate>Fri, 13 Nov 2009 16:59:52 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/13/sap%e2%80%99s-endorsed-business-solutions-%e2%80%93-another-source-of-license-revenue/</guid>
<description><![CDATA[SAP’s ecosystem, built over almost 20 years, is arguably one of the richest in the ERP market. Initi]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>SAP’s ecosystem, built over almost 20 years, is arguably one of the richest in the ERP market. Initially built to ease pressure on SAP’s development and implementation resources, the focus has shifted over time. When the SAP partners learned how lucrative the market around SAP’s software was (initially, SAP claimed that this market was ten times bigger than SAP’s business), they were eager to maximize this opportunity, sometimes inflating projects beyond the wildest estimates.</p>
<p>SAP, too, has found multiple ways to leverage the unbroken interest of its partners. Multiple levels of certification, requiring costly renewals at regular intervals, joint marketing largely financed by partners, and sponsoring arrangements for customer events all created pleasant revenue streams for SAP.</p>
<p>A few years ago, SAP added another component: the Endorsed Business Solutions. To the customer, they look like the platinum level of partner products. And, indeed they are. SAP receives between 40 and 50% of license revenue for these products. Another cool way to make money – and, even better, it is booked as license revenue.  I am not sure if SAP can pride itself on inventing this construct – but it certainly shows that the idea of getting a bigger share of wallet does not stop at the border of SAP’s own portfolio.</p>
<p>What does SAP do in return for receiving this money? Run marketing campaigns? Give technology to these partners? Include the product in bids? Not really. In some cases, a little marketing happens, usually initiated by a creative SAP account representative. In many cases though, this money is just paid by the partners to make sure that SAP will not get in their way.</p>
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<title><![CDATA[Are you Smarter than TFG4000?]]></title>
<link>http://globalinventorysoftware.wordpress.com/2009/11/13/are-you-smarter-than-tfg4000/</link>
<pubDate>Fri, 13 Nov 2009 04:30:38 +0000</pubDate>
<dc:creator>Scott Dunn</dc:creator>
<guid>http://globalinventorysoftware.wordpress.com/2009/11/13/are-you-smarter-than-tfg4000/</guid>
<description><![CDATA[Purchasing, sales and work orders, inventory and warehouse management, maintenance, and materials sc]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Purchasing, sales and work orders, inventory and warehouse management, maintenance, and materials scheduling, oh my!</p>
<p>It’s hard to be in command of all of your company’s processes. Are you confident you have your fingers on the pulse your business’ operations and having accurate stats waiting for you at the push of a button? Business management down to the minute detail can be a nightmare, especially in times of cut-back or growth, changes in the labor force, introduction of new products, or systematic changes in the way you perform operations.</p>
<p>We want to challenge your system and ask you, “Are you smarter than TFG4000?”</p>
<p>Here’s a simple test:</p>
<p>Do you know how many items are currently in your inventory?</p>
<p>Is your inventory adequate to meet your current manufacturing needs without being overbought in any area?</p>
<p>Do you know the total cost of your inventory right now?</p>
<p>Do you know the number of Item X’s that you have outstanding for your Sales Orders?</p>
<p>How did your current system fare? Is there some room for improvement? The TFG4000 software line has different levels to meet your needs, depending upon the size and goals of your business. Our TFG4000 Standard Edition is geared for businesses that employ up to ten people. It supports up to five users and is a great management system for newbies who want to streamline their operations from day one. The TFG4000 Professional Edition is designed for more users and accommodates larger businesses.</p>
<p>Regardless of your company’s current size or future plans, the great thing about the design of the entire TFG4000 suite is it’s ability to adapt seamlessly with any changes in your business.  Additionally, the cost structure of TFG4000 is on scale with your business use, so there’s no paying for functions, users and features you do not need.</p>
<p>And about that test&#8212;if you answered “No” or “I don’t know” to any of those questions, you know the drill!<br />
Read aloud: “My current system is ______ and it is NOT smarter than TFG4000,” and click the order button now.  Remember, we are so confident you’ll love our management software, we’ll offer you a 30-day free trial to see for yourself!</p>
<p>Read aloud: “My current system is ______ and it is NOT smarter than TFG4000,” and click the order button now.</p>
<p>Remember, we are so confident you’ll love our management software, we’ll offer you a 30-day free trial to see for yourself!</p>
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<title><![CDATA[Infor macht den ERP-Einstieg leichter]]></title>
<link>http://sigmachemnitz.wordpress.com/2009/11/11/1119/</link>
<pubDate>Wed, 11 Nov 2009 12:33:07 +0000</pubDate>
<dc:creator>sigmachemnitz</dc:creator>
<guid>http://sigmachemnitz.wordpress.com/2009/11/11/1119/</guid>
<description><![CDATA[Häufig schrecken Unternehmen vor einer Einführung eines ERP Systems zurück, da sie ein hohes Kostenr]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><img src="http://www.sigma-chemnitz.de/pic/infor_erp_ln_faststart.jpg" style="float:left;margin-right:20px;">Häufig schrecken Unternehmen vor einer Einführung eines ERP Systems zurück, da sie ein hohes Kostenrisiko fürchten. Dem stellt sich jetzt der Anbieter Infor und hat kürzlich sein <strong>Fast Start Programm für Infor ERP LN</strong> vorgestellt. Ziel ist die schnelle Amortisierung der ERP-Investition innerhalb des verfügbaren Budgetrahmens.</p>
<p>Mit der Erfahrung von tausenden Installationen enthält Infor ERP LN Fast Start vordefinierte Vorlagen für Geschäftsrollen und Geschäftsprozesse, deren Schwerpunkt auf zentralen Benutzerfunktionen und -prozessen liegt, die im gesamten Fertigungsbereich gängig sind. Der Kunde bekommen so alles, was Fertigungsbetriebe mit wenig Zeit und begrenztem Budget benötigen, um reibungslos ein erstklassiges ERP zu implementieren. Aufgrund der Skalierbarkeit von Infor ERP LN ist der Kunde nun auch dazu in der Lage, sein Unternehmen zu einer multinationalen, mehrsprachigen Umgebung mit mehreren Standorten und Währungen zu erweitern.</p>
<p>Alle Informationen zu Infor ERP LN und dem Möglichkeiten erhalten Sie bei der <a href="http://www.sigma-chemnitz.de" target="_blank"><strong>SIGMA Chemnitz GmbH</strong> <img src="http://sigmachemnitz.wordpress.com/files/2008/08/link.jpg" alt="link" title="link" width="12" height="13" class="alignnone size-full wp-image-10" /></a> als langjähriger Infor-Partner für ERP- und PDM-Lösungen.</p>
<p>Weitere Informationen speziell zum Fast Start Programm von Infor finden Sie auch <a href="http://www.sigma-chemnitz.de/pic/PDF/Infor_erp_ln_faststart.pdf" target="_blank">hier <img src="http://sigmachemnitz.wordpress.com/files/2008/08/link.jpg" alt="link" title="link" width="12" height="13" class="alignnone size-full wp-image-10" /></a>.</p>
<p><span style="font-size:10px;color:#999999;">Abbildung: Infor</span></p>
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<title><![CDATA[Must read! Why Process Barfs on Social from Pretzel Logic - Enterprise 2.0]]></title>
<link>http://fredzimny.wordpress.com/2009/11/09/must-read-why-process-barfs-on-social-from-pretzel-logic-enterprise-2-0/</link>
<pubDate>Mon, 09 Nov 2009 05:48:02 +0000</pubDate>
<dc:creator>fredzimny</dc:creator>
<guid>http://fredzimny.wordpress.com/2009/11/09/must-read-why-process-barfs-on-social-from-pretzel-logic-enterprise-2-0/</guid>
<description><![CDATA[Found at http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social from Sameer A Pateel ZDN]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><a href="http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social">Found at http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social</a></p>
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<h2><a href="http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social/">from Sameer A Pateel<br />
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<p><a href="http://www.pretzellogic.org/wp-content/upload/PumpkinBarfing3.jpg"><img style="display:inline;border-width:0;margin:0 10px 5px 0;" title="PumpkinBarfing3" src="http://www.pretzellogic.org/wp-content/upload/PumpkinBarfing3_thumb.jpg" border="0" alt="PumpkinBarfing3" width="204" height="453" align="left" /></a> ZDNet Blogger and eternal pragmatist, <a class="zem_slink" title="Dennis Howlett" rel="homepage" href="http://www.accmanpro.com/">Dennis Howlett</a> is at it again. As a follow up to his original “<a href="http://blogs.zdnet.com/Howlett/?p=1228">Enterprise 2.0: What a Crock</a>” post and an attempt by a panel at the Enterprise 2.0 conference to respond to his contention, he validates his original argument, <a href="http://blogs.zdnet.com/Howlett/?p=1463">saying</a>:</p>
<blockquote><p>What I find staggering is that despite the panel’s general acknowledgment that ‘it is early days’ they have no clear answers for solving the problems that Enterprise 2.0 evokes. If this is the best that industry can put forward then forget it. There are far bigger problems to solve like correctly managing the workforce in times of <a class="zem_slink" title="Financial crisis" rel="wikipedia" href="http://en.wikipedia.org/wiki/Financial_crisis">economic crisis</a>, smoothing out lumpy <a class="zem_slink" title="Supply chain" rel="wikipedia" href="http://en.wikipedia.org/wiki/Supply_chain">supply chains</a>, beating down on data center costs or just getting <a class="zem_slink" title="Enterprise resource planning" rel="wikipedia" href="http://en.wikipedia.org/wiki/Enterprise_resource_planning">ERP</a> to deliver the benefits that were intended and which have consumed billions of IT spend dollars.</p></blockquote>
<p>Given how the discussion on Enterprise 2.0 plays out on the blogosphere as well as at conferences, you really can’t objectively argue with this statement. In fact, Ill go further: The ‘Its the early days’ argument just doesn’t stand up. No different from the plethora of consumer services that we all use (<a class="zem_slink" title="Twitter" rel="homepage" href="http://twitter.com/">Twitter</a> et al), first impressions are lasting impressions in the enterprise setting as well. As participants, we make up our minds very early about the usefulness of a program, <a class="zem_slink" title="Technology" rel="wikinvest" href="http://www.wikinvest.com/industry/Technology">technology</a> or service. And so if intent, incentive, context and usability are not hard coded into the effort from the get go, its never going to have the required <a class="zem_slink" title="Credibility" rel="wikipedia" href="http://en.wikipedia.org/wiki/Credibility">street credibility</a>, no matter how much time and money you throw at adoption.</p>
<p>And if you can’t shake fact that Dennis often sports an ERP-colored lens, a fresh eye provided by <a class="zem_slink" title="VentureBeat" rel="homepage" href="http://www.venturebeat.com">Venturebeat</a> reporter Anthony Ha also results in a <a href="http://digital.venturebeat.com/2009/11/04/enterprise-2-0-advocates-launch-vague-defense-that-industry-is-not-a-crock/">similar</a> conclusion.</p>
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<p><a href="http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social">To be continued at http://www.pretzellogic.org/2009/11/08/why-process-barfs-on-social</a></p>
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<title><![CDATA[Extending SAP with BPM-Environments – an Option for All, including SAP!]]></title>
<link>http://hgumbel.wordpress.com/2009/11/05/extending-sap-with-bpm-environments-%e2%80%93-an-option-for-all-including-sap/</link>
<pubDate>Thu, 05 Nov 2009 12:10:08 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/05/extending-sap-with-bpm-environments-%e2%80%93-an-option-for-all-including-sap/</guid>
<description><![CDATA[About two years ago, I was contacted by a leading vendor of hospital supplies to help him with his S]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><strong><span style="font-weight:normal;">About two years ago, I was contacted by a leading vendor of hospital supplies to help him with his SAP agreements. I learned a few, very interesting things. In his preparations for his SAP-shopping tour he had re-assessed his business model. Result: he converted most of his standard products into services where he felt that he could better face emerging competition from low cost countries. When trying to map the new offerings and the related processes on his SAP system, it turned out that the estimated life time of his new offerings could very well be shorter than the time required to turn his SAP installation around.</span></strong></p>
<p>He then started to look into BPM environments and found that he could come to the desired solution much quicker and, more importantly, was able to better control and change the new processes. Cost was also much lower (due to very intense competition the initial price tag of the project fell by 85%!). He also found that the maintenance he had to pay for the tools was a steal compared to what he paid for SAP – and, even better, no maintence for the new applications he created out of this environment.</p>
<p>When it came to interfacing the new world with his SAP backbone, he hit, of course, the issue of the infamous &#8220;technical user.&#8221;  At this point, he tried to get SAP to understand the situation.</p>
<p>The then SAP account manager was an old friend of mine (he has since left SAP). He had no idea about the business situation of his customer. Instead, he was concentrating on finding ways to sell more SAP licenses. His search was not successful.</p>
<p>The customer asked SAP to have a workshop with him hoping that SAP would better understand the situation and show him, what SAP’s new &#8220;Galaxy&#8221; offering could do. That was my advice – and it did not work. SAP declined, chickening out. The deal went to a pure play BPM vendor.</p>
<p>This situation is not untypical. All of the hospital supplies vendors in Germany have gone through very similar situations since. There is a rapidly emerging understanding among SAP users that agility and change enablement can be achieved best by extending SAP (and other legacy) environments with BPM. At our conference, Sapience2009, Jan Baan, one of the &#8220;fathers of ERP&#8221;,  will explain how he arrived at the idea of the BOP (business operations platform). His vision is among the most complete in the industry – as many watchers and critics have attested. He will explain, why classical IT has developed into such a millstone and how to regain agility without jeopardizing governance and compliance. Do not miss out!</p>
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<title><![CDATA[SAP is reassessing BPM]]></title>
<link>http://hgumbel.wordpress.com/2009/11/05/sap-is-reassessing-bpm/</link>
<pubDate>Thu, 05 Nov 2009 12:05:28 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/05/sap-is-reassessing-bpm/</guid>
<description><![CDATA[Although SAP was slow (and for a while, even totally incapable) of understanding the power of BPM as]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Although SAP was slow (and for a while, even totally incapable) of understanding the power of BPM as a whole (although Henning Kagermann individually had grasped the potential a few years ago without having impacted SAP’s approach broadly – his Business Process Platform remained largely foilware), it seems that the topic is &#8220;on&#8221; right now.</p>
<p>Earlier this year, Ernie Gunst, who now is on an extended medical leave and not likely to return, started to look for better ways to control SAP’s internal processes. He also wanted to arm SAP for a more rapid pace of change. Big surprise: he did not seem to care much about SAP’s own offerings. Ferri Abolhassan, Ernie’s old sidekick, must have told him about an IDS spin off, jcom1 (motto: &#8220;feel the flow&#8221;) whose product was used by Audi in an SAP environment.</p>
<p>Now, a few months later, SAP appears to be looking at BPM more broadly. They are looking at (at least)</p>
<ul>
<li>Jcom1</li>
<li>Cordys</li>
<li>TIBCO</li>
<li>Intallio</li>
<li>Aris</li>
</ul>
<p>I very much welcome this as it could change SAP’s view of the world (I’ll control my optimism until we see the results). If SAP itself feels the pain of being confined by a rigid software suite, it might help to convince them that a more liberal integration policy and a different set of products is required. The one-stop-shopping paradigm is not a good fit for a world that is inherently heterogeneous.</p>
<p>Should we be patient and wait until SAP tells us what to do? Not at all. Get the best for your business from whoever supplies it. In the end, competition will sort it out – but you must give competition room. Discover the potential of BPM for your own good and learn how to leverage your SAP investment in such an environment before your own competition does.</p>
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<title><![CDATA[More on Maintenance in Germany and Austria: SAP’s latest Salvo of "Love Letters"   ]]></title>
<link>http://hgumbel.wordpress.com/2009/11/05/more-on-maintenance-in-germany-and-austria-sap%e2%80%99s-latest-salvo-of-%e2%80%9elove-letters%e2%80%9c/</link>
<pubDate>Thu, 05 Nov 2009 12:01:36 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/05/more-on-maintenance-in-germany-and-austria-sap%e2%80%99s-latest-salvo-of-%e2%80%9elove-letters%e2%80%9c/</guid>
<description><![CDATA[Last week, SAP sent out letters to all of its Austrian and German customers that still are on standa]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Last week, SAP sent out letters to all of its Austrian and German customers that still are on standard maintenance (see earlier blog post on SAP’s new customer loyalty program). As announced and expected, SAP has based this on two statistical indices published by the German Federal Bureau of Statistics. One is the index for wages in the distribution sector and the other index covers income development in the banking and insurance sector. SAP has never applied these indices before although apparently all standard licence agrrements in Germany and Austria since 2000 have had this clause. Maintenance will increase to 20.7% for all agreements dated 2000 and earlier. Agreements closed in 2008 will carry an increase of  .315%.</p>
<p>Customers can cancel their maintenance agreement by December 31st within 2 weeks after receiving the &#8220;love letter.&#8221; Customers who receive service through SAP partners can cancel within 4 weeks after ther partner has received said letter.</p>
<p>I think that this is much too short. Given the complexity of the matter and the time required to assess alternatives, customers should write to SAP protesting against this short deadline reserving the right to cancel later. I am not a legal expert (have a look at our agenda for Sapience 2009 – there will be one up in Boston) but I think that this at least would send a strong signal to SAP. If you cancel, SAP will insist that you go to enterprise support. I have heard that SAP in this case may charge enterprise support for one year backwards.</p>
<p>There are a 2 more options: your maintenance agreement will cancel automatically if you do not pay the bill you will receive in January. Check your agreement for details. If you want to do this, then check your options with RiminiStreet (yes, you are right – they will be in Boston at Sapience2009, too).</p>
<p>If your installation gets service from an SAP partner, then you also should talk to them about a discount. They have a margin that allows them to be more flexible than SAP is. The margin depends on the status of the partner and may help you to get short-term relief allowing you to gain think time for more far reaching plans.</p>
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<title><![CDATA[What Every BA Should Know about Software as a Service]]></title>
<link>http://rezaulhaque.wordpress.com/2009/11/03/technology-every-ba-sould-know-software-as-a-service/</link>
<pubDate>Tue, 03 Nov 2009 22:35:32 +0000</pubDate>
<dc:creator>MoreThan140Chars</dc:creator>
<guid>http://rezaulhaque.wordpress.com/2009/11/03/technology-every-ba-sould-know-software-as-a-service/</guid>
<description><![CDATA[I&#8217;m a Business Architect (BA)&#8211;I don&#8217;t need to know technology, you say. Not true, ]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><img class="alignright size-thumbnail wp-image-334" title="saas" src="http://rezaulhaque.wordpress.com/files/2009/11/saas.jpg?w=150" alt="saas" width="150" height="95" />I&#8217;m a Business Architect (BA)&#8211;I don&#8217;t need to know technology, you say. Not true, as a BA, knowing the advantages and the disadvantages of a technology will help you craft a better business solution.</p>
<p>Software as a Service (SaaS), discussed briefly in the <a title="Cloud Computing" href="http://rezaulhaque.wordpress.com/2009/11/02/technology-every-ba-should-know-cloud-computing/#more-298" target="_self">Cloud Computing post</a> is a model of software deployment whereby a provider licenses an application to customers for use as a service on demand, example, <a title="Salesforce.com" href="http://www.salesforce.com/" target="_blank">Salesforce.com</a>.<!--more--></p>
<p>SaaS often takes advantage of <a title="SOA" href="http://rezaulhaque.wordpress.com/2009/10/27/what-every-ba-should-know-software-development-soa/" target="_self">Service Oriented Architecture</a> to enable software applications to communicate with each other.</p>
<p>Gartner&#8217;s 2008 survey of 333 enterprises in the US and UK found a low-level of approval from SaaS customers, describing overall satisfaction levels as &#8220;lukewarm&#8221;. Respondents who had decided against SaaS cited high cost of service, difficulty with integration, and technical requirements.</p>
<p>SaaS attraction is its  faster deployment times, lack of upfront licensing cost, and an out-of-the-box business model. According to Gartner, the largest usage of applications delivered as a service is in Customer Relationship Management (CRM), methods that companies use to interact with customers. The SaaS implementation companies should shy away from are Enterprise Resource Planning (ERP), a system that is used to manage resources of a business. Because, the very thing that makes it attractive (the canned business model), is also the thing that makes it unattractive (it is less customizable).</p>
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<title><![CDATA[Top Ten Reasons to Attend Sapience2009 in Boston in December]]></title>
<link>http://hgumbel.wordpress.com/2009/11/02/top-ten-reasons-to-attend-sapience2009-in-boston-in-december/</link>
<pubDate>Mon, 02 Nov 2009 14:10:25 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/11/02/top-ten-reasons-to-attend-sapience2009-in-boston-in-december/</guid>
<description><![CDATA[1. Cut your SAP maintenance into half 2. Say goodbye to costly and disruptive upgrades 3. Reduce the]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><!--StartFragment--><span style="font-family:Calibri, Verdana, Helvetica, Arial;">1. Cut your SAP maintenance into half<br />
2. Say goodbye to costly and disruptive upgrades<br />
3. Reduce the cost and time of necessary upgrades by 50%<br />
4. Win big in your negotiations &#8211; learn how to work the market and to leverage the recession before Q4 is over!<br />
5. Get rid of shelfware<br />
6. Understand the legal implications of license and maintenance agreements<br />
7. Before you negotiate: understand alternatives, learn about your options<br />
8. Beyond ERP and SAP: get prepared for the future and the restart of the economy<br />
9. Leverage open source in your SAP environment &#8211; and learn how to control it<br />
10. Check the cloud out &#8211; and understand the power and the economics of your new options</span></p>
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<title><![CDATA[A Good Time to Buy SAP Licenses (and, if you like, from their Competition)]]></title>
<link>http://hgumbel.wordpress.com/2009/10/29/a-good-time-to-buy-sap-licenses-and-if-you-like-from-their-competition/</link>
<pubDate>Thu, 29 Oct 2009 17:24:37 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/29/a-good-time-to-buy-sap-licenses-and-if-you-like-from-their-competition/</guid>
<description><![CDATA[I do not have high hopes for a Q4 that gets SAP on track again.  Customers, however, that absolutely]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>I do not have high hopes for a Q4 that gets SAP on track again.  Customers, however, that absolutely need more SAP software, can get good deals: SAP will be more flexible than ever. Avoid being inundated with shelfware and do not give up old agreements lightly.</p>
<p>I hear from SAP’s competitors that SAP is pushing very aggresively into lower and lower midmarket tiers. The discounting that takes place affects the whole market – good time for buyers.</p>
<p>But please – do not rush and sign too quickly. The vendors will accept signed agreements until December 31st, end of business day. Get experts involved such as NET(net) to help you get the best deal. Want to know more? Come to Sapience2009 in Boston. Steve Zolman, CEO NET(net) will present on how to do it and also on legal aspects. I bet that you can easily buy a bunch of conference tickets from the savings you will achieve&#8230;</p>
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<title><![CDATA[SAP’s Q3 Numbers, Planned Layoffs and Léo’s Future]]></title>
<link>http://hgumbel.wordpress.com/2009/10/29/sap%e2%80%99s-q3-numbers-planned-layoffs-and-leo%e2%80%99s-future/</link>
<pubDate>Thu, 29 Oct 2009 17:22:07 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/29/sap%e2%80%99s-q3-numbers-planned-layoffs-and-leo%e2%80%99s-future/</guid>
<description><![CDATA[I do not want to say much about SAP’s numbers – they are plain terrible and show what pipeline drain]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>I do not want to say much about SAP’s numbers – they are plain terrible and show what pipeline drain and  disgruntled customers can do to your business. Even though, SAP steadfastly denies having any plans for more layoffs in 2010. Difficult to see how SAP can hang on to the margin projections in a time of declining revenue without layoffs. Most cost cutting potential is by reducing personnel expenses. Salary cuts might be the last option for SAP if sales do not pick up radically.</p>
<p>There are a lot of rumours in Waldorf about Léo’s contract extension due in May. Many say that it will not be extended. Some say that the search for a successor is already on. Did I hear names? Yes, I did – and I was very surprised to hear that Wendelin Wiedeking, once Porsche’s CEO, was supposedly in the race.</p>
<p>An interesting idea – Wendelin Wiedeking was by far the most expensive manager in Germany. SAP pays its executives good money – but this is far in excess of what they get. Wendelin Wiedeking is a tough manager and he likes to gamble. He reached out for Volkswagen and almost got it. Once he fixes SAP, he might want to buy Microsoft or Google. Who knows. Do I believe that this will happen? No – but it is fun to hear it.</p>
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<title><![CDATA[Migrations and Upgrades – a Few Controversial Thoughts]]></title>
<link>http://hgumbel.wordpress.com/2009/10/28/migrations-and-upgrades-%e2%80%93-a-few-controversial-thoughts/</link>
<pubDate>Wed, 28 Oct 2009 22:18:44 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/28/migrations-and-upgrades-%e2%80%93-a-few-controversial-thoughts/</guid>
<description><![CDATA[SAP, its partners, and also a few tool vendors would like you to migrate ASAP to ECC 6.0. Problem is]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>SAP, its partners, and also a few tool vendors would like you to migrate ASAP to ECC 6.0. Problem is that such a migration does not automatically yield tangible benefits for users. Hence the reluctance to do it. Increasingly we find additional factors like the disruptive nature of such an endeavour. Large installations with round the clock oprations requirements have very restricted windows for such exercises. Some customers, such as Airbus in Germany, have only one such window per year (in this case, the Easter holidays) and even that is going away: since Airbus produces in China, there is a requirement to have the system up even during these few days.</p>
<p>SAP suggests doing a technical upgrade first and a functional migration at some time later – or never. Their main goal is to get customers current so that the number of versions under maintenance is reduced, thereby slightly lowering their cost for maintenance &#8212;  the old versions are rock solid. More important, is getting customers ready to purchase new add-ons that are not available for past versions – from SAP. Third party suppliers of add-ons are far more flexible.</p>
<p>We recommend taking a broader view and make an upgrade decision part of an extended planning exercise that focusses less on the technical chores and more on the business SAP customers are running. It is yourBusiness.com and not mySAP.com.</p>
<p>It should be conducted after a lifecycle analysis – after all, you ought to know where to head to before you get moving.</p>
<p>RiminiStreet, on the other hand, has a radically different approach: no migrations any more. They promise to supply break fixes and legally required updates without the customer ever having to go to a new version. What a great idea – huge savings are possible. Half the maintenance – no migrations. Typically, migrating to newer software versions and releases can cost as much as the annual maintenance bill. Occasionaly, you will even have to upgrade your license, as conventional software vendors need license income. I bet that SAP is thinking very hard about this option given their declining license business. At this point I think that there is no room for exercising this option.</p>
<p>Panaya, an Israeli company, has a novel solution for speeding up migrations, reducing the risk and lowering the cost dramatically. They combine a &#8220;service from the cloud&#8221; approach with a highly standardized methodology and intensive analysis. Customers are increasingly warming up to this and initial reservations about an external organization access to the customers jewels are quickly fading – the savings are just too tempting. Hard to see why SAP themselves did not have such a great idea.</p>
<p>So – should you migrate or shouldn’t you? Can you combine these approaches or are they mutually exclusive? Best, you find the answers for yourselves. Attend Sapience2009 in Boston, get the views of the analysts on this and talk to RiminiStreet and Panaya. Kick the tires – and speak with peers that have practical experience. Only a few days left to get the early bird rate – register today!</p>
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<title><![CDATA[ERP Software für den Mittelstand]]></title>
<link>http://erpsoftwaresystem.wordpress.com/2009/10/28/erp-software/</link>
<pubDate>Wed, 28 Oct 2009 19:19:26 +0000</pubDate>
<dc:creator>erpsoftwaresystem</dc:creator>
<guid>http://erpsoftwaresystem.wordpress.com/2009/10/28/erp-software/</guid>
<description><![CDATA[Die ERP Software von godesys ist speziell für mittelständische Unternehmen konzipiert worden. Ganz b]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Die <a href="http://www.godesys.de">ERP Software</a> von godesys ist speziell für mittelständische Unternehmen konzipiert worden.</p>
<p>Ganz besonders gut spielt sie ihre Stärken in kundenorientierten Unternehmen aus Handel, Fertigung und Dienstleistung aus, die durch Kundenbindung und integrierte Servicekonzepte Mehrwert und signifikante Wettbewerbsvorteile erlangen.</p>
<p>Das gilt auch für branchenspezifische Anforderungen, denn die können dank der integrierten SO: Enterprise Technologie einfach abgebildet werden und bleiben auch bei Updates erhalten.</p>
<p>Die godeys <a href="http://erp-software.sitebob.de/">ERP Software für den Mittelstand</a> unterstützt Sie in den Bereichen Rechnungswesen, Materialwirtschaft, Vertrieb, Auftrag und Faktura, Logistik, Personal, Produktion, Service-Management und eBusiness. Der modulare Aufbau gestattet eine Ausrichtung Ihrer Geschäftsprozesse nach Ihren unternehmensspezifischen Bedürfnissen.</p>
<p>Die <a href="http://www.godesys.de">ERP Software</a> von godesys ist speziell entwickelt für mittelständische Unternehmen und  prozess- und praxisorientiert.</p>
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<title><![CDATA[TFG and our Little Black Books of Burgeoning Technology]]></title>
<link>http://globalinventorysoftware.wordpress.com/2009/10/27/tfg-and-our-little-black-books-of-burgeoning-technology/</link>
<pubDate>Tue, 27 Oct 2009 15:30:07 +0000</pubDate>
<dc:creator>Scott Dunn</dc:creator>
<guid>http://globalinventorysoftware.wordpress.com/2009/10/27/tfg-and-our-little-black-books-of-burgeoning-technology/</guid>
<description><![CDATA[Let me ask you a question about the role technology has played in your life over the years. What did]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Let me ask you a question about the role technology has played in your life over the years. What did you do 25 years ago when you wanted to call someone?</p>
<p>Likely you needed to be physically at your house or locate a public telephone (typically attached to a wall!), look up a telephone number, and spin your fingers around a rotary dial for each digit. If they were not home, you would need to call back at a later time to communicate your message.</p>
<p>Today, we can be anywhere in the world and simply pull a cell phone from our pockets, press one or two functions, and instantly communicate with people or leave them a message.</p>
<p>The end result of both methods is the same, but the system has changed to provide us with more efficient ways to accomplish what is essentially the same task. Which decade is your business operating in? Are you still using a rotary phone approach to accomplish tasks that would be better handled with cellular phone technology?</p>
<p>The Fredrick Group, Inc. has worked for decades to help businesses effectively execute their process of operations. We began by supporting IBM&#8217;s ERP, COPICS, and SynNova software applications for a number of years and boldly acquired the intellectual property and business rights, and &#8220;little black books&#8221; of manufacturing from IBM.</p>
<p>In the world of technology, this is our goose that lays golden eggs.</p>
<p>TFG expanded the base models that were developed by IBM’s international engineering talents into strategic software. We re-designed them to answer the call of small and mid-sized businesses who needed newer and more effective operating systems as much as the big guys, but without the hefty price-tags or need for extensive training to understand and operate the software.</p>
<p>The programs TFG developed from IBM’s little black book modules translate into easy-to-use software that companies can implement to create faster, more accurate, and more efficient operations. Programs such as our TFG4000  manage quality control, data tracking, inventory monitoring, ordering, processing and shipping&#8212;all of the internal processes that businesses currently use but would benefit from improving upon. Implementing software management systems in business today is like ripping the rotary phone from the wall and replacing it with a sleek, new cell phone. Our customers often wonder how they ever did without this revolutionary technology that simplifies their operations and saves them so much time and money!</p>
<p>And all of this was derived from IBM&#8217;s operational blueprint of manufacturing practices that they originally published in 1973! Just like the evolution of the cellular technology from the rotary dial, The Fredrick Group has been able to master business management software in the same way. Imagine how much of that core technology we&#8217;ve been able to build upon&#8211;adding speed, convenience, and versatility to keep up with today&#8217;s evolving marketplace. It&#8217;s thrilling for us to make history like this. We invite you to become a part of it.</p>
<p>What level is your business operating on? Would you like to test-drive what a system upgrade could mean for your business? We invite you to try TFG4000 for a full month with no cost or obligation. Find your fully functional free trial at <a title="Our website" href="http://www.tfg4000.com" target="_blank">TFG4000</a> and tell us what you think. Listening to the people who use our products day in and out is what makes TFG’s products the preferred choice of small to medium-sized business owners. We’re here to help you implement systems that will catapult you to the next level and we value your feedback!</p>
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<title><![CDATA[ENTERPRISE RESOURCES PLANNING]]></title>
<link>http://icwai.wordpress.com/2009/10/27/enterprise-resources-planning/</link>
<pubDate>Mon, 26 Oct 2009 22:19:32 +0000</pubDate>
<dc:creator>icwai</dc:creator>
<guid>http://icwai.wordpress.com/2009/10/27/enterprise-resources-planning/</guid>
<description><![CDATA[Enterprise Resource planning has become a powerful tools in the hands of management for effective us]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Enterprise Resource planning has become a powerful tools in the hands of management for effective use of resources and improve efficiency of an enterprise. In today’s rapidly changes in business environment every organizations has to face new market, New standard for quality assurance, New competitions increasing customer expectation.</p>
<p>As a result of which the business enterprise are in a constant need of receiving and re-engineering there process in order to survive and  grow under competitive environment. With the advent of innovations has lead to development of ERP package which were originally targeted at manufacturing industries. In the recent year this has been extended to all business industries covering whole manufacturing function like:</p>
<p><strong>Manufacturing</strong></p>
<p><strong>Material management</strong></p>
<p><strong>Sales and distribution</strong></p>
<p><strong>Logistic management</strong></p>
<p><strong>Maintaince management</strong></p>
<p><strong>Human recourses management</strong></p>
<p><strong>Finance</strong></p>
<p><strong>Strategic and operational planning:</strong></p>
<p>There are popularly known ERP packages are:</p>
<p><a href="http://www.sap.com/index.epx" target="_blank"><strong>SAP AG</strong></a></p>
<p><a href="http://www.oracle.com/index.html" target="_blank"><strong>Oracle Corporation</strong></a></p>
<p><strong>People soft</strong></p>
<p><strong>J.D Add words</strong></p>
<p><strong>Baan</strong></p>
<p><strong>Intenta {Sweden)</strong></p>
<p><strong>S.S.A(System Software Associate, Inc, USA</strong></p>
<p>The reason for accepting ERP system replacing their old business system are as follows :</p>
<ul>
<li>Improve business performance through optimum utilization of resources.</li>
<li>Reducing in manufacturing cycle time by integrated planning process.</li>
<li>Better customer support  in fast changing  in market condition .</li>
<li>Better cost control mechanism by  the way of accurate costing systems</li>
<li>Enhanced efficiency in control through feed back information and online access</li>
<li>Establishment of decision support system etc</li>
</ul>
<p><strong>SELCTION OF AN ERP PACKAGE:</strong></p>
<p>There are many ERP package available in the market analyzer all the packages for choosing the right one is a time consume process. The followers common criteria for selection for a package.</p>
<ul>
<li>How best the package fits the requirement of the company</li>
<li>Provision for accommodating the changes in the system</li>
<li>Reliability of vendor</li>
<li>Change hard ware and skill requirement</li>
<li>Cost of the package and budgets</li>
</ul>
<p><strong>Business Modules in an ERP Package:</strong></p>
<p>All ERP package contains a set of Modules. These modules are related to different functional areas like finance, manufacturing, Productions planners, Material Management Sellers and distributions and soon.</p>
<p><strong>Finance Models</strong>:<span style="text-decoration:underline;"> </span></p>
<ul>
<li>
<ul>
<li>
<ul>
<li>Financial        Accounting.</li>
<li>Investment        Management.</li>
<li>Controlling</li>
<li>Treasury</li>
</ul>
</li>
</ul>
</li>
</ul>
<p><strong>Manufacturing Module:</strong></p>
<ul>
<li>
<ul>
<li>
<ul>
<li>Material        &#38; Capacity Planning</li>
<li>Repetitive        manufacturing</li>
<li>Engineering        data Management</li>
<li>Cost        Management</li>
<li>Quality        Management</li>
<li>Configuration        Management</li>
</ul>
</li>
</ul>
</li>
</ul>
<p><strong>Human Recourse Module</strong>:</p>
<ul>
<li>Personnel Management</li>
<li>Organizational Management</li>
<li>Payroll Accounting</li>
<li>Time Management</li>
</ul>
<p><strong>Material Management Modules:</strong></p>
<ul>
<li>
<ul>
<li>
<ul>
<li>Material        Procurement Planning</li>
<li>Purchasing</li>
<li>Inventory        Management</li>
<li>Material        Inspection</li>
</ul>
</li>
</ul>
</li>
</ul>
<p><strong>Sales and Distribution Modules:</strong></p>
<ul>
<li>
<ul>
<li>
<ul>
<li>Master        data Management</li>
<li>Order        Management</li>
<li>Warehouse        Management</li>
<li>Shipping</li>
<li>Billing</li>
<li>Pricing</li>
<li>Sales        Support</li>
<li>Transportations</li>
<li>Foreign        Trade</li>
</ul>
</li>
</ul>
</li>
</ul>
<p>&#160;</p>
<p>&#160;</p>
<p>&#160;</p>
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<title><![CDATA[An expensive victory for SAP: SAP closes deal with Siemens]]></title>
<link>http://hgumbel.wordpress.com/2009/10/22/an-expensive-victory-for-sap-sap-closes-deal-with-siemens/</link>
<pubDate>Thu, 22 Oct 2009 12:41:35 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/22/an-expensive-victory-for-sap-sap-closes-deal-with-siemens/</guid>
<description><![CDATA[You&#8217;ve certainly read about it in the press: Siemens cancelled SAP maintenance a few months ag]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>You&#8217;ve certainly read about it in the press: Siemens cancelled SAP maintenance a few months ago. And now, it seems, SAP has been able to fix the situation. Did anything change? Who won?</p>
<p>Let&#8217;s look at the few details that are in the public domain:</p>
<ul>
<li>SAP now has Global Enterprise Agreement with Siemens</li>
<li>The term of this agreement is 3 years</li>
<li>Instead of paying a little over 35 million Euro per year for SAP maintenance, Siemens now pays 18 million (SAP denies that number – but it must be in that ballpark)</li>
<li>SAP included MaxAttention – a value of at least another .5 million</li>
<li>SAP agrees to extend maintenance to at least some of the Siemens customizations</li>
</ul>
<p>I also hear that Siemens was able to get shelfware off maintenance – extremely important these days as many organizations reduce users and find that they have functions and components on the bill that are not used. Typical for such agreements, engine-based pricing is likely to be excluded or fixed at a nominal level for the term of the agreement.</p>
<p>In short, this looks very much like SAP adopting RiminiStreet’s pricing and conditions.  Siemens gets the customer support representatives (hence MaxAttention) and support for customizing (RiminiStreet does that too). The clear winner here is Siemens – congratulations, a wonderful contribution to their bottom line! My old (and first) employer is setting a new standard for successful CIOs – makes me feel proud.</p>
<p>The three year term shows that Siemens is pursuing a new application strategy with shorter review cycles. This reflects the strong desire of Siemens not to be fettered by an application vendor when transiting to new business models. Siemens must up its readiness for change and that requires eliminating obstacles such as lock-in policies of application vendors.</p>
<p>Is Siemens an exception? Not at all – there are plenty of customers having very similar issues. Siemens is just a pioneer, a hero who is now a full year ahead of the pack. I am sure that many large customers are carefully studying the case that may easily have kicked off a change in the software industry as a whole.</p>
<p>Where does that leave RiminiStreet? First, it appears, RiminiStreet will get some business from Siemens allowing for the build up of more SAP expertise. Siemens tested RiminiStreet’s ability for months in parallel to SAP support and in cooperation with Siemens IT-Services (they have a long track record of very good SAP expertise servicing both Siemens and many other SAP-customers) and was satisfied with the results. Siemens knows that competition is essential and, in order to keep the attained advantage, must be sustainable. Three years down the road RiminStreet may get a bigger slice. Who knows.</p>
<p>There have been doubts about RiminiStreet’s ability to serve such large organisations. True, they do not have an SAP track record with large accounts yet. That can change very quickly:</p>
<ul>
<li>SAP is laying off staff and has plans to lay off another 6000 in Q1/2010</li>
<li>Large SAP customers have to downsize on all fronts</li>
<li>The lack of new implementation projects makes SAP experts available from many SAP partners</li>
</ul>
<p>These effects should help RiminiStreet sufficiently to get the ressources required – experienced SAP veterans that compare favourably with the young and less experienced technicians in SAP’s Indian and Chinese labs.</p>
<p>Meanwhile, SAP is doing its best to impress the world saying that it services all SAP solutions Siemens uses and that it has, indeed, broadened the relationship with its key customer. Well, that leaves room for interpretation. Siemens has swapped some of its unused licenses for SRM, part of a deployment plan that was developed two years ago – nothing unusual. The SAP press statement does not say whether all users in all installations that belong to Siemens are now under SAP maintenance nor does it cover Siemens entities that do not carry a Siemens name. Careful wording to make sure that Siemens does not appear as a  reference for RiminiStreet – for now.</p>
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<title><![CDATA[Alternative Maintenance: How to Proceed     ]]></title>
<link>http://hgumbel.wordpress.com/2009/10/20/alternative-maintenance-how-to-proceed/</link>
<pubDate>Tue, 20 Oct 2009 18:39:39 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/20/alternative-maintenance-how-to-proceed/</guid>
<description><![CDATA[The aspects of alternative maintenance are truly fascinating and it will transform the market in man]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>The aspects of alternative maintenance are truly fascinating and it will transform the market in many ways. There are developments under way that are nothing short of sensational – as sensational as Granada’s entry was into the hardware maintenance market causing Digital to change dramatically and very similar to what has happened with automobile maintenance. Locking in customers frequently works but it has a price and it will become outright costly for the monopolist once customers find a way to break out. In a society that is based on competition that is certain to happen.</p>
<p>I have been approached by several customers who wanted to look into this matter. Some have quite naive views and think that they can switch providers like they switch gas stations. It does not work that way at all.</p>
<p>What looks like a simple act of saving actually is quite a strategic matter requiring significant preparation. Here is what you need to do:</p>
<p>-        Create an application roadmap for the next five years. Sounds hard, but look at the snail’s pace customers are moving in the ERP market.</p>
<p>-        Determine if you really need ongoing access to SAP’s innovations. Chances are that you do not – the piles of shelfware in user shops are indicative.</p>
<p>-        Scrutinize the results of your past one-stop-shopping policy for results that have limited your ability to innovate with first class products.</p>
<p>-        Work on an SOA strategy based on broadly accepted interfaces (note that I try to avoid the term &#8220;standard&#8221;).</p>
<p>-        Prepare for parallel support from Rimini Street (at this point the only real alternative in the SAP space)</p>
<p>-        Start the parallel run 6 months before you have to give notice to SAP – 8 months are even better.</p>
<p>Most maintenance contracts renew at the turn of the year. You have to give notice 3 months before that. That means that it is about time to start thinking about the timing. At the same time, I suggest that you appear on Rimini Street’s radar as a potential client – they are growing fast and will have to build up more capacity.</p>
<p>Can you revise your decision to go with alternative maintenance? Not really, but you may after, say, five years contemplate buying all your licenses again as a &#8220;new&#8221; customer receiving the appropriate bridal discount. As time goes by, this may become less likely to happen as SAP will become legacy or even vintage over time. You will develop more interest in newer applications – not a bad thing to happen forthose who are out to get into new business practices.</p>
<p>Many SAP customers may be tempted to use Rimini Street only as a tool to knock down SAP’s prices. That is a valid procedure – but, mind you, it will continue to work only if competition to SAP continues to increase. Fighting a monopoly means working the market. That works best if non-SAP providers get significant business and build a quality track record.</p>
<p>If you come to Sapience2009, it may be just the right time to kick off your alternative maintenance agenda. We can help you right there – the vendor, the analysts, and&#8230; check back frequently for agenda updates.  (http://www.sapience2009.com)</p>
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<title><![CDATA[Sharing and Connecting with The Fredrick Group, Inc.]]></title>
<link>http://globalinventorysoftware.wordpress.com/2009/10/19/sharing-and-connecting-with-the-fredrick-group-inc/</link>
<pubDate>Mon, 19 Oct 2009 23:55:54 +0000</pubDate>
<dc:creator>globalinventorysoftware</dc:creator>
<guid>http://globalinventorysoftware.wordpress.com/2009/10/19/sharing-and-connecting-with-the-fredrick-group-inc/</guid>
<description><![CDATA[You probably don’t know us, but our computer code has likely affected you in some very important way]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>You probably don’t  know us, but our computer code has likely affected you in some very important ways over the life of your business.</p>
<p>We’d like to take a moment to formally introduce you to The Fredrick Group, Inc. (TFG) and share with you the ways we keep businesses running at peak performance. TFG was founded in 1995 to support Enterprise Resource Planning (ERP) software developed by IBM’s global engineering team. Realizing the potential in the products we were serving, TFG purchased and expanded the intellectual property and business rights from IBM in 1999.</p>
<p>Our first ten years with the prestigious COPICS, SynNova, and CAPOSS programs presented TFG with unlimited potential. IBM spent years having their engineers write the little black books of computer-based business management systems. Now with their map of formulas and our field experts, the possibilities have become endless. Employing experts with over 125 years of combined experience, we developed a host of products designed to help businesses of all sizes manage their inventory, purchasing processes, ordering systems, work orders, warehouse facilities, and their maintenance schedules.</p>
<p>TFG’s products are continually updated to meet the needs of our clientele. While the business concepts of manufacturing have not changed much over the years, the process of managing and effectively executing the process has improved dramatically thanks to new technologies.</p>
<p>Over the course of our blogs, we’ll introduce you to the numerous systems we’ve devised to help businesses operate competitively, efficiently, and smoothly. We’ll share client stories to demonstrate real examples of how day-to-day operations are affected in a business setting. Most importantly, we’ll interact with you to learn about your business needs. TFG believes staying in touch with our end users is imperative to great customer service and future product development.</p>
<p>The one thing you may find surprising about  TFG is that we blow the old adage “you get what you pay for” right out of the water. We’re pleased to provide this top-of-the-line technology at an unbeatable price so everyone, big or small, can take advantage of effective business management software. We believe you won’t find a better system out there&#8212;at any dollar amount. But don’t take our word for it.</p>
<p>We invite you to test drive TFG4000 for 30 days with no cost or obligation. Simply log on to www.tfg4000.com to download your fully functional free trial.</p>
<p>And please, introduce yourself to us and tell us about your business. Even as an international company, we like to make it comfortable for people to contact us and share their needs, suggestions, and business concerns.</p>
<p>We look forward to connecting with you via our social media forums to share valuable information and learn more about you. We&#8217;ll see you back here where next time we’ll discuss the secrets in our Little Black Books!</p>
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<title><![CDATA[Using ILINX to Integrate with ERP Systems]]></title>
<link>http://productsandsolutionsforecm.wordpress.com/2009/10/16/using-ilinx-to-integrate-with-erp-systems/</link>
<pubDate>Fri, 16 Oct 2009 23:15:39 +0000</pubDate>
<dc:creator>andre109</dc:creator>
<guid>http://productsandsolutionsforecm.wordpress.com/2009/10/16/using-ilinx-to-integrate-with-erp-systems/</guid>
<description><![CDATA[Enterprise Resource Planning Systems (ERPs) integrate all data and processes of an organization into]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>Enterprise Resource Planning Systems (ERPs) integrate all data and processes of an organization into a unified system. A typical ERP system will use multiple components of computer software and hardware to achieve the integration. A key ingredient of most ERP Systems is the use of a unified database to store data for the various system modules. Most ERP Systems implementation require the standardization of business processes to match the system modules. Although this standardization is difficult during the first implementation, upgrades are quick and relatively inexpensive because of the standardized processes and modules. The process improvements this type of standardization enables are substantial. An imaging system allows you to bring this standardization of processes to your document handling.</p>
<p><a href="http://www.ilinxcapture.com/index.htm">ILINX</a> Integrate is designed to complement a wide variety of enterprise systems. One of the biggest uses of <a href="http://www.ilinxcapture.com/index.htm">ILINX</a> is to provide imaging or document management functionality as a &#8216;bolt-on’ to existing ERP platforms. When the system integration is done right, most users do not even know they are using <a href="http://www.nexusecm.com/index.htm">ILINX</a> Integrate.  It simply appears as if every needed document is stored right in the ERP system. </p>
<p>In addition to the ROI provided by the imaging itself, it also allows the most basic business processes to be enhanced through workflow applications. Enterprise Resource Planning (ERP) provides financial software that facilitates sharing information within the company whereby all departments or divisions can see what is transpiring elsewhere in the company. ERP provides transparent information management so that every division is apprised of events as they happen.</p>
<p>Integrating ERP with document imaging technologies using <a href="http://www.ilinxcapture.com/index.htm">ILINX</a> power and transform a business into a dynamic enterprise.  To learn more about how <a href="http://www.ilinxcapture.com/index.htm">ILINX</a> products can enhance your current solution, please register for <a href="http://www.nexusecm.com/index.htm">Nexus</a>.</p>
<p>&#160;</p>
<p>Andrea Latham, CDIA+</p>
<p>Inside Sales</p>
<p><strong>ImageSource, Inc.</strong></p>
<p>Phone 360.943.9273</p>
<p><a href="http://www.imagesourceinc.com/">www.imagesourceinc.com</a></p>
<p><a href="http://twitter.com/home/?status=Using ILINX to Integrate with ERP Systems+http://tinyurl.com/ygl6nlw" target="_blank"><img class="alignnone size-full wp-image-179" title="Share on Twitter" src="http://productsandsolutionsforecm.wordpress.com/files/2009/10/twitter3.png" alt="Share on Twitter" width="168" height="64" /></a></p>
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<title><![CDATA[SAP: SOA-compatible Pricing? Time to live up to expectations]]></title>
<link>http://hgumbel.wordpress.com/2009/10/15/sap-soa-compatible-pricing-time-to-live-up-to-expectations/</link>
<pubDate>Thu, 15 Oct 2009 15:01:48 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/15/sap-soa-compatible-pricing-time-to-live-up-to-expectations/</guid>
<description><![CDATA[For countless years SAP has been promoting SOA (previously called eSOA) positioning itself as open a]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>For countless years SAP has been promoting SOA (previously called eSOA) positioning itself as open and the ideal partner for seamless integrations.</p>
<p>While SAP always had a number of (often confusing) integration interfaces, its SOA offerings developed over time initially lagging significantly behind contenders like IBM.  In the heyday of NetWeaver, SAP invested significantly into closing this gap. Technically speaking, a lot of progress was made wherever this was possible without getting into the way of older solutions like WebDynpro.</p>
<p>Open the price list and you won&#8217;t find much openness.  SAP is penalizing integration in an attempt to discourage customers from best-of-breed approaches. What upsets users most is the construct of the &#8220;technical user.&#8221;  Originally intended to defend SAP against the use of multiplexing programs that would circumvent the named user model, it now is used extensively in cases where customers use third party software (such as CRM) in conjunction with SAP. Thus, customers have to license a &#8220;technical user&#8221; to interface with the ERP-backbone in addition to each user of the third party solution.</p>
<p>This can be very costly. Case in point: an internationally operating company with 35,000 service engineers collects time sheets once a week from each engineer, processes them off-line and then transfers the data into SAP for generating invoices. SAP has been on the back of this customer for years asking for $400/user for such data transfer. The customer was able to strike a number of &#8220;moratoria&#8221; by licensing more SAP software – without solving the issue once and for all.</p>
<p>Compare this with SAP’s SOA marketing messages. For as long as pricing is used to squeeze out other solutions and to lock customers in, it is difficult to attribute credibility to SAP’s role as a SOA player. Large customers with a lot of clout (in particular those that are renegotiating their agreements now) are very well able to get this source of constant aggravation off the table. For smaller customers this presents a challenge – but it is worth pursuing. Fight the lock in – and secure your options!</p>
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<title><![CDATA[T-Systems takes over SAPHosting]]></title>
<link>http://hgumbel.wordpress.com/2009/10/08/t-systems-takes-over-saphosting/</link>
<pubDate>Thu, 08 Oct 2009 10:22:18 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/08/t-systems-takes-over-saphosting/</guid>
<description><![CDATA[After about 10 years of soul searching, SAP has finally decided to pull out of the hosting and outso]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p>After about 10 years of soul searching, SAP has finally decided to pull out of the hosting and outsourcing business. The original goals of this endeavor were:</p>
<ul>
<li>Gain experience on the costs of operation</li>
<li>Developing best practises for service providers</li>
<li>Influence the product development process to improve the      suitability of SAP products for hosting and outsourcing</li>
<li>Host beta-versions of new SAP products to improve time-to-market</li>
<li>Help partners and customers during the implementation process by      providing the development environment scaling it gradually up until      production capability was reached</li>
</ul>
<p>Of these goals, only the last goal was achieved beyond the shadow of a doubt. The hope to develop this business into the directions of both SaaS and BPO was never fulfilled. It remained an illusion.</p>
<p>Why did this happen? First and foremost, SAP’s margin aspirations are just not attainable – a 30% margin in a hosting business is way out (especially, if it is burdened with SAP’s high cost of manpower and the need to pay for licenses at par with other system houses). Secondly, all hosting, outsourcing, and SaaS offerings start with investments creating negative cash flow way before a single Euro hits SAP’s accounts. Thirdly, there are partners competing with better cost structures that bring more business and frequently were irritated about SAP’s own hosting business. And, finally – SAP is primarily focused on selling licenses and, as of late, maintenance. SAPHosting never had the sales force it deserved.</p>
<p><strong>Bottom line:</strong> the financial analysts will like this move. Not too many customers will dislike it. But SAP will be missing out on an opportunity to have continuous first hand insight into what it takes to actually tame the beast. That could have been turned into an edge over competition and a source of true COO improvements – too bad it did not happen. But, maybe, SAP did not even want to get smart about this. Ferri Abolhassan, up until recently SAP EVP EMEA, and now at the helm of T-Systems, can show his old employer what to make out of it.</p>
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<title><![CDATA[SAP Maintenance: All or Nothing]]></title>
<link>http://hgumbel.wordpress.com/2009/10/05/sap-maintenance-all-or-nothing/</link>
<pubDate>Mon, 05 Oct 2009 11:05:41 +0000</pubDate>
<dc:creator>hgumbel</dc:creator>
<guid>http://hgumbel.wordpress.com/2009/10/05/sap-maintenance-all-or-nothing/</guid>
<description><![CDATA[SAP (like Oracle) has so far refused steadfastly to accept partial maintenance cancellations. While ]]></description>
<content:encoded><![CDATA[<div class='snap_preview'><p><strong><span style="font-weight:normal;">SAP (like Oracle) has so far refused steadfastly to accept partial maintenance cancellations. While this is (from the vendor’s point of view) quite understandable, it can lead to very unpleasant situations that are not without legal issues.</span></strong></p>
<p>Case in point: a recent insolvency in Germany. A mid-sized company filed for insolvency and failed to revive the troubled enterprise. There are still orders that must be served but in a few months the lights will be out.</p>
<p>Most of the 350 users of their SAP system are gone. Only about 50 are left and, of course, the HR-system is required to pay the residual staff. Closer to year end, a few legal updates will have to be fitted to the SAP-HR-installation.</p>
<p>The administrator, in an attempt to make sure that staff can be paid, asked SAP to accept a partial maintenance cancellation for 300 seats – very appropriate especially in light of the upcoming increase for standard support.</p>
<p>SAP refused to accept the partial cancellation. Either you cancel in full or you pay in full. Under German law, the maintenace bill ranks way lower than salaries in an insolvency. SAP, however, has apparently found a way to circumvent this. The customer, while not requiring maintence for the 300 empty seats, needs the legal updates to pay his workers. If he does not pay them, he has to shut down immediatedly. Paying full maintenance, on the other hand, may mean that he may have to shortchange his workers in favor of SAP. This is clearly not what the lawmakers had in mind.</p>
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