COMPUTERWORLD

Empresas com foco em mercados específicos lançam ofertas e campanhas agressivas para concorrer com os maiores nomes do mercado, como SAP, Oracle e IBM.

A Infor, empresa especializada em softwares corporativos, lançou uma campanha para promover seu ERP com o título “Abaixo o grande ERP”. Sem citar nomes de fornecedores, a companhia alega que seus concorrentes apresentam custo total de propriedade mais alto por conta do maior tempo de implementação e pela necessidade de customizações mais intensas.

Embora não afirme quem são os principais concorrentes, fica claro que Oracle e SAP estão na mira da campanha. A meta da empresa é avançar com mais força no mercado de ERP do que as gigantes, por ter um número maior de soluções, cada uma focada para necessidades específicas. Na ponta, teriam tempo curto de implantação, menos trabalho de personalização e, em consequência, maior ganho financeiro.

A campanha da Infor chegará ao Brasil a partir do ano que vem, com foco no segmento das médias empresas. “Os grandes ERPs não conseguem atingir esse público devidamente, embora tenham o discurso de que a solução serve para todo mundo”, afirma o presidente mundial da Infor, Greg Corgan. “Mas nossa ferramenta tem aderência também entre as grandes e brigaremos por elas”.

Quem também briga com as grandes empresas é a Informatica Corporation, mas aposta em um mercado específico, que apresenta forte tendência de crescimento, segundo as principais consultorias: o de integração de dados.

“Ser uma empresa focada em um mercado específico nos dá vantagem competitiva. E é por meio deste mercado que vamos procurar crescer. Foi o que fez a IBM com o mainframe, a Microsoft com o sistema operacional e a Oracle com o banco de dados”, afirma o diretor técnico da Informatica, Delmar Assis.
A empresa pretende reforçar sua posição com o lançamento do produto de integração Informatica 9 que, segundo Assis, possui uma ênfase maior para o departamento de negócios.

A penetração da solução de integração de soluções segue em uma dinâmica diferente em relação à Infor. Ela não necessariamente bate de frente com os ERPs e outras ferramentas de dados dos grandes fornecedores, mas em grande parte das vezes é complementar. A vantagem é que a solução é independente de plataformas, o que melhora a competitividade contra grandes fornecedores com soluções semelhantes.

De acordo com Pedro Bicudo, analista da consultoria TGT Consult, essa dinâmica no setor de tecnologia difere de outros mercados. Enquanto a consolidação ocorre em cima de commodities, há espaço para fornecedores focados em inovação e em novos serviços. “Áreas como gerenciamento de serviços web, redes sociais, cloud computing, sistemas de testes, entre outros, abrem espaço para o crescimento de fornecedores com foco”, afirma. Com os novos segmentos e a agressividade das estratégias das empresas média/grandes, não há conforto para os fornecedores de dezenas de bilhões de dólares.

Das SAP^®-System hat im ECC6.0 über 110.000 Transaktionen. Die Aufgabe eines Rollen-Administrators ist es, alle notwendigen Transaktionen so in Rollen zu packen, dass dem Benutzer nur Rechte zugewiesen werden, die er für seine Arbeit auch benötigt.

Alle Transaktionen sind mehr oder weniger betrieblichen Prozessen zugeordnet.  So gibt es eine Anzahl Transaktionen, die für die Debitoren- und andere für die Kreditorenbuchhaltung zuständig sind.

Um nun zu wissen, welche Transaktion wohin gehört hat Das SAP^® eine Vorauswahl
getroffen, die sich in dem Hauptmenü Das SAP^®-Easy-Access widerspiegelt.

Dieses Menü kann als Ausgangspunkt für die Zuordnung der Transaktionen zu Rollen benutzt werden.
Dabei erhebt sich aber die Frage, wie man dieses Menü aus dem SAP^®-System in eine
EXCEL Datei entladen kann, um mit der Arbeit zu beginnen:

Einen direkten Weg gibt es nicht, und eine entladendes Menü ist ohne aufwendige Programmierung
über den Standard Download zu erhalten. Aber es gibt 1-3 Tricks, um diese Aufgabe zu bewältigen.

Wie dieser Trick funktioniert, können Sie in der Broschüre auf der Seite www.sybeklue.de erfahren.
Weitere Themen werden folgen, siehe Technik zu SAP^® Berechtigungenen

Die Beitreibung von Forderungen ist in der derzeitigen Wirtschaftslage ein sehr wichtiges Thema. SAP ECC6.0 kann mit Hilfe des Financial Supply Chain Management (FSCM) das Inkassomanagement erleichtern.

Die innerhalb von FSCM enthaltene Komponente SAP Collections Management unterstützt bei der Durchführung eines proaktiven Forderungsmanagements.

Mit Hilfe vordefinierter Kriterien können Kunden aus Sicht des Forderungsmanagements bewertet und nach Prioritäten katalogisiert werden. Kundenforderungen werden gemäß diesen Regeln auf Arbeitslisten verteilt. Diese dienen den Forderungs sachbearbeitern des Unternehmens als Grundlage, um die Kunden in der Reihenfolge ihrer Priorität zu kontaktieren und die ausstehenden Forderungen einzuholen.

Die Komponente Collections Management ist vollständig in das Kreditmanagement und die klassische Debitorenbuchhaltung integriert.

Mehr Informationen hierzu können Sie erfragen unter info@coffra.fr.

Mehr zum Financial Supply Chain Management (FSCM)

http://www.sap.com

——————–

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When I first started as an industry analyst in the 1980s IBM software was in dire straits. It was the era where IBM was making the transition from the mainframe to a new generation of distributed computing. It didn’t go really well. Even with thousands of smart developers working their hearts out the first three foresees into a new generation of software were an abysmal failure. IBM’s new architectural framework called SAA(Systems Application Architecture) didn’t work; neither did the first application built on top of that called OfficeVision. It’s first development framework called Application Development  Cycle (AD/Cycle) also ended up on the cutting room floor.  Now fast forward 20 years and a lot has changed for IBM and its software strategy.  While it is easy to sit back and laugh at these failures, it was also a signal to the market that things were changing faster than anyone could have expected. In the 1980s, the world looked very different — programming was procedural, architectures were rigid, and there were no standards except in basic networking.

My perspective on business is that embracing failure and learning from them is the only way to really have success for the future. Plenty of companies that I have worked with over my decades in the industry have made incredible mistakes in trying to lead the world. Most of them make those mistakes and keep making them until they crawl into a hole and die quietly.  The companies I admire of the ones that make the mistakes, learn from them and keep pushing. I’d put both IBM, Microsoft, and Oracle in that space.

But I promised that this piece would be about IBM. I won’t bore you with more IBM history. Let’s just say that over the next 20 years IBM did not give up on distributed computing. So, where is IBM Software today? Since it isn’t time to write the book yet, I will tease you with the five most important observations that I have on where IBM is in its software journey:

1. Common components. If you look under the covers of the technology that is embedded in everything from Tivoli to Information Management and software development you will see common software components. There is one database engine; there is a single development framework, and a single analytics backbone.  There are common interfaces between elements across a very big software portfolio. So, any management capabilities needed to manage an analytics engine will use Tivoli components, etc.

2. Analytics rules. No matter what you are doing, being able to analyze the information inside a management environment or a packaged application can make the difference between success and failure.  IBM has pushed information management to the top of stack across its software portfolio. Since we are seeing increasing levels of automation in everything from cars to factory floors to healthcare equipment, collecting and analyzing this data is becoming the norm. This is where Information Management and Service Management come together.

3. Solutions don’t have to be packaged software. More than 10 years ago IBM made the decision that it would not be in the packaged software business. Even as SAP and Oracle continued to build their empires, IBM took a different path. IBM (like HP) is building solution frameworks that over time incorporate more and more best practices and software patterns. These frameworks are intended to work in partnership with packaged software. What’s the difference? Treat the packages like ERP as the underlying commodity engine and focus on the business value add.

4. Going cloud. Over the past few years, IBM has been making a major investment in cloud computing and has begun to release some public cloud offerings for software testing and development as a starting point. IBM is investing a lot in security and overall cloud management.  It’s Cloud Burst appliance and packaged offerings are intended to be the opening salvo.   In addition, and probably even more important are the private clouds that IBM is building for its largest customers. Ironically, the growing importance of the cloud may actually be the salvation of the Lotus brand.

5. The appliance lives. Even as we look towards the cloud to wean us off of hardware, IBM is putting big bets on hardware appliances. It is actually a good strategy. Packaging all the piece parts onto an appliance that can be remotely upgraded and managed is a good sales strategy for companies cutting back on staff but still requiring capabilities.

There is a lot more that is important about this stage in IBM’s evolution as a company. If I had to sum up what I took away from this annual analyst software event is that IBM is focused at winning the hearts, minds, and dollars of the business leader looking for ways to innovate. That’s what Smarter Planet is about. Will IBM be able to juggle its place as a software leader with its push into business leadership? It is a complicated task that will take years to accomplish and even longer to assess its success.

Em conferência anual, companhia aponta para foco na integração entre redes sociais, ferramentas colaborativas e aplicativos corporativos 

É praticamente inevitável para uma companhia ignorar processos de colaboração, troca de ideias, redes sociais e outras funcionalidades que vieram com o apogeu da web 2.0, ainda que a empresa não tenha aplicado essa realidade ao seu dia a dia. A indústria assiste de perto a esta movimentação ávida para encontrar uma forma de ganhar sua fatia nessa chamada evolução social. E algumas têm conseguido algum sucesso. O Google tem capitalizado com sua plataforma Google Apps que, aos poucos, amplia presença no mercado empresarial e a Salesfoce.com, uma das pioneiras na oferta de programas no modelo software como serviço (SaaS, da sigla em inglês), mostra que está com os dois pés nesta era.

Prova dessa determinação é o lançamento do Salesforce Chatter, apresentado durante o Dreamforce 2009, conferência que a companhia realiza anualmente em São Francisco, Estados Unidos, cidade onde a empresa foi fundada, e que neste ano ocorre entre os dias 17 e 20 de novembro. Trata-se de uma espécie de Google Wave, mas totalmente voltado para o mundo das corporações. Como explica a própria empresa, o Chatter é, ao mesmo tempo, uma aplicação de colaboração corporativa e uma plataforma de desenvolvimento social. Por meio de uma interface aparentemente fácil, o funcionário pode acessar um aplicativo financeiro, observar dicas, criar fóruns, acessar redes sociais compartilhadas.

CEO da Salesforce diz que produtos das rivais são lentos ou complexos e caros 

De acordo com a companhia, os 135 mil aplicativos Salesforce se converterão para a plataforma social. Para Marc Benioff, CEO e chairman da empresa, o produto é uma forma de aproximar os funcionários da empresa, já que essas pessoas passam a acessar ferramentas que encontram fora da companhia e que podem contribuir com o processo de colaboração e inovação. É uma complexa combinação, em tempo real, de ferramentas de redes familiares e aplicativos empresariais dentro de um formato de compartilhamento seguro.

“Não conheço ninguém que discorde que Twitter e Facebook sejam fenômenos e trouxeram novas possibilidades para a indústria com meio bilhão de usuários. Eu uso Facebook e Twitter”, comentou Benioff, sobre a realidade das redes, diante de uma plateia formada por milhares de pessoas (foram 19 mil inscritos) entre analistas, clientes, jornalistas e desenvolvedores. “A mágica é levar a inteligência por meio da rede social. Une conteúdo, aplicativo e pessoas no mesmo espaço. Nas empresas, isso está separado. Por que não levar inteligência para as empresas? Você tem conteúdo por meio de compartilhamento de arquivo, intranet, Lotus Notes; tem aplicativo da Salesforce, Oracle, SAP e tem pessoas que utilizam e-mail, outlook e mensagem instantânea e porque não usar tudo isso junto?”, questionou o CEO da Salesforce.

De acordo com Benioff, a colaboração por meio do Chatter será tão fácil como ocorre no Facebook e os aplicativos “conversarão com o usuário”. Em relação à segurança e privacidade, ele esclareceu que a ferramenta traz funcionalidades que permitem determinar quem tem acesso à determinada apresentação que será compartilhada na rede, quais pessoas podem ingressar em um grupo recém criado. Os filtros funcionam inclusive para os aplicativos.

Logo após a apresentação que também marcou a abertura do evento, Benioff participou de um bate-papo com jornalistas. Ele explicou que a estratégia da companhia está, sobretudo, em criar produtos que possam ser integrados. Mas adiantou que, no caso do Chatter, “o primeiro passo é colocar o produto como a próxima geração de colaboração. Não é um software de rede social, é uma plataforma de colaboração e o segundo passo é diferenciar os produtos como CRM da plataforma de integração.”

Versões atualizadas
Além do lançamento do Chatter, a Salesforce.com apresentou versões atualizadas do Sales Cloud2 e Service Cloud2. Ambos produtos receberam ferramentas colaborativas e integração com redes sociais. Tudo para facilitar o trabalho, melhorar o desempenho das companhias e deixar tudo dentro do conceito integração e colaboração.

No caso do Service Cloud, Benioff avisou que se trata de uma nova geração de serviço ao cliente e apresentou um slide com dado creditado à Frost & Sullivan que, em 2009, a Salesforce terá 55% de market share em CRM no modelo SaaS. “Os contacts center estão desconectados e os clientes estão nas redes sociais. As empresas investem em SAP, Oracle e Microsoft, mas os clientes estão em outros lugares”, provocou o executivo.

O vice-presidente de marketing da companhia, Kraig Swensrud, mostrou que a Dell, por exemplo, adotou o CRM da Salesforce, já nesta nova era e lembrou que os usuários têm, na mesma tela, acesso a todos os canais como telefone, redes sociais, e-mail e site. “O sistema é totalmente integrado. Pode saber de onde e o que as pessoas estão falando. É possível fazer filtros por perfil de clientes ou produtos, por exemplo.”

No se dice nada nuevo si se afirma que el papel que desempeñarán, a mediano plazo, las mini aplicaciones en la gestión de la información, será protagónico.  Dentro de este nueva categoría de aplicaciones, existen dos grandes líderes, por un lado, Google, con la mayoría de sus propuestas, sobre todo Google Wave, que hacen uso intenso de los denominados Google Gadgets y por otro lado, el dispositivo móvil más mediático,  iPhone y sus pequeños programas iPhone Apps.

SAP, lo tiene bastante claro, sabe que en el futuro próximo, los usuarios de las soluciones de negocio requerirán/exigirán una característica: Movilidad, en este sentido esta convencido, que hoy por hoy, las aplicaciones en la nube es a Google, como móvil es a iPhone y ha programado dos seminarios para el 8 y el 15 de diciembre para exponer su posición en estos temas.

Referencia: Información sobre próximos seminarios sobre Google Gadgets & iPhone Apps for SAP

aníbal goicochea

Figured a roundup of reports on / responses to the STL UK crisis might be useful. Reports marked * are largely nothing more than re-runs of the official press release with minimal or no additional comment. No doubt there are a few I’ve missed and more will emerge as the tragedy unfolds — but as I’ve said, I truly don’t think it needs to be a tragedy: despite the sceptics’ voices, I still believe that there are more than enough of us to save the day if only we will stand together.

I may be a tad crazy but I’m not crazy enough to think the entire edifice can be saved intact: it will have to be split up into smaller parts, with local Christian groups pooling resources to support specific branches of Wesley Owen, rebranded and refocused to serve their local communities. Kudos to the Bishop of Willesden, Pete Broadbent: he’s written to clergy in his area to see whether they can do something to keep the Harrow branch open. Do we have similar initiatives elsewhere in the country?

It’s also clear that some very hard questions need to be asked about the SAP implementation: why was it allowed to go so badly wrong? Why was it done as an all-or-nothing no-way-back project? We seem to be looking at some very serious high-level incompetence here and one of the first things whoever takes over the business will need to do is take a long, hard at this — then most likely scrap the system and start again.

An intriguing paragraph in the Civil Society report seems to offer a possible ray of hope for any parts of the business for which no buyer is found:

The corporate finance division of Baker Tilly is marketing the operations of the charity to a number of interested parties and hopes to complete negotiations for the sales or potential closures within the next few weeks. Young said that if buyers are not found for all parts of the business, Biblica may step in and buy the rest, but “ultimately IBS-STL UK will be wound up”.

Looking beyond Wesley Owen for a moment, all the shops that signed up to STL’s ‘Crown Books’ scheme now need to urgently rethink their ops.

Finally for now, for those who may have missed yesterday’s brief note: news has emerged of at least one publisher, Kingsway, pulling their stock out of STL’s Carlisle warehouse, returning it to their HQ in Eastbourne. I have requested further information from Kingsway: what happens, for instance, to retailers’ outstanding orders? No doubt an official announcement will be forthcoming.

Update, 24/11/2009: John Paculabo from Kingsway states:

As we approach certain timelines in our agreement, there are decisions that Kingsway will take irrespective of whether STL find a buyer or not, and currently these relate to foreign distribution.

STL remain our trade distributor, however in the today’s climate this poses a number of questions going forward, needless to say we are aware of thecomutations and possible implications.

I can assure you that Kingsway has not removed all of its stock from STL.

Now to the reports and responses — most recent first, list updated 24/11/2009:

• Imagine 40 Christian Bookstores Hanging in the Balance: STL (UK): Christian Book Shop Talk, 24/11/2009
• Some random thoughts on UK Christian Bookselling: Eddie Olliffe, 24/11/2009
• May you write through interesting times…: Nick Page, 24/11/2009
• Wesley Owen: Hilton Church Blog, 24/11/2009
• IBS-STL an opportunity? Neil Brighton, Distinct Reflections, 21/11/2009
• Church Times – IBS-STL decides to ‘exit the business’: Mike Tea, 20/11/2009
• The fate of books: Chris Walley, 20/11/2009
• Christian Bookshops crisis: Maggi Dawn, 20/11/2009
• ‘Missional Thinking’ about Christian Stores: Christian Retailing, 20/11/2009
• IBS-STL UK up for sale: Christian Retailing, 20/11/2009
• More on IBS-STL: The Bible Society plans to gather the Christian book trade in January: Church Times Blog, 20/11/2009
• Wesley Owen faces closure as IBS-STL decides to ‘exit the business’: Scottish Christian News Monitor, cross posted from Church Times
• IBS-STL decides to ‘exit the business’: Church Times, 20/11/2009
• Christian charity forced to put Wesley Owen on the block: The Bookseller, 20/11/2009
• * Wesley Owen & STL Distribution & Authentic Media – up for sale: New Christian Music, 20/11/2009
• Book giant to sell all UK businesses: Baptist Times, 19/11/2009
• Charity Closing over IT Problems: Agile CIO, 19/11/2009
• From Dream to Nightmare to – where do we go from here? Phil’s Boring Blog, 19/11/2009
• Nostalgia isn’t the source of missional thinking: Simon Jones, A Sideways Glance, 19/11/2009
• STL: Bishop’s Blog, 19/11/2009
• * Bible charity IBS-STL UK puts its commercial side up for sale: Third Sector, 18/11/2009
• Christian book and bible charity IBS-STL UK is looking for a buyer for its commercial operations after a “succession of financial problems”: eChurchWebsites, 18/11/2009
• Nicky Lee seller put on market: Lovereading, 18/11/2009
• * IBS-STL to sell Authentic Media, Wesley Owen: Christian Today, 18/11/2009
• STL UK Operations at Risk: Computer System Blamed: Christian Book Shop Talk, 18/11/2009
• Top-250 Christian charity to close: Civil Society, 18/11/2009
• Wesley Owen/STL/Authentic up for sale: Strangers and Aliens, 17/11/2009
• Farewell Wesley Owen? The Church Mouse, 17/11/2009 | Cross posted on Facebook
• Good Bye Wesley Owen? The Sacred Fish Project, 17/11/2009
• Missional thinking about the high street: Simon Jones, A Sideways Glance, 17/11/2009
• One hundred and fifty jobs at risk at Cumbria Bible Firm: News & Star, Carlisle, 17/11/2009 | Cross posted at Cumberland News
• * STL To Be Sold: Cross Rhythms, 17/11/2009
• The end of Christian Bookshops? Clayboy, 17/11/2009
• Wesley Owen: The end? Ship of Fools, discussion started 17/11/2009
• * IBS-STL UK Announces Plan to Sell UK Operations: Christian Marketplace, 16/11/2009
• * Leading Bible distributor collapses: Religious Intelligence, 16/11/2009
• * Leading Christian Charity IBS-STL UK Announces Plans To Sell Operations Due To Financial Challenges: BiblicalStudies.org.uk, 16/11/2009
• * Leading Christian Charity IBS-STL UK Announces Plans to Sell Operations due to Financial Challenges: Sloppynoodle.com, 16/11/2009
• Send the Light up for sale: Everything Christian, 16/11/2009
• STL, selling up…….: Supersimbo, 16/11/2009
• STL’s UK businesses for sale: Wesley Owen bookshops, Authentic Media, STL Distribution: Church Times Blog, 16/11/2009
• STL UK puts up the ‘For Sale’ sign: who will buy? SPCK/SSG, 16/11/2009
• Wesley Owen for sale: Premier Christian Community, 16/11/2009

Estudie espanol en la escuela y la universidad. No practico mucho, pero me gusta mucho la musica en espanol.

I studied Spanish in school and though I don’t practice much, I like Spanish Music. I also like to check-out the Spanish TV Stations, especially the music videos and concerts.

 On TV, there is SAP (Second Audio Programming) that allows various shows in English to be listened to in Spanish.  I think the Spanish channels should do a “Reverse SAP” and make audio in English available. This might open up a whole new audience to Spanish TV. And I would like it!

-Glenn

founder,

www.glennishere.com

www.glennisgreen.com

planes dentales de descuento



How would you start with SAP Implementation as an administrator?

There is no standard Implementation process, it purely depends on which methodology client have adopted for implementation. Starting from sizing of the servers:

1. Identify the number of users and type of users
2. Design the technical system landscape of servers
3. Do the sizing based on users, documents created.
4. Convert your sizing requirement in to Hardware requiremnet
5. Consider the backup procedure also
6. Then start with the setup of development landscape
7. Define client strategy, transport strategy, User management.
8. Fix the support package levels.
9. Tune the system for performence
10. set up the QA systems
11. Define client copy strategy
12. Setup the PROD systems
13. Apply for Pre Golive report
14. Monitor system of db load
15. Apply post golive report

We are looking for candidates for Lead Consultant / Senior Consultant – SAP SCM GATP for one of our clients, a Leading NASDAQ listed IT Services company.

Write to Srikanth [at] avanceservices [dot] com for more details

Role : Lead consultant/ Senior Consultant
Location : Germany
Compensation : Competitive

Referral Reward – 1000 Euros

There is a referral reward of 1000 Euros on a success fee basis for this role i.e. we will pay this reward if the person you refer is selected for this role, joins this position and meets some basic client obligations in the first 3 months

We will reply to you within 2 business days for any candidates that you recommend and whom we have already spoken to in the past for this role. This referral reward offer is valid only till December 5th -2009

We are looking for candidates for Principal Consultant / Lead Consultant – SAP IS RETAIL with experience in SRS, MAP, POS-DM for one of our clients, a Leading NASDAQ listed IT Services company. This is a permanent position

Write to Srikanth [at] avanceservices [dot] com for more details

Role : Principal Consultant / Lead consultant
Location : Germany
Compensation : Competitive
Permanent Position

Referral Reward – 1000 Euros
There is a referral reward of 1000 Euros on a success fee basis for this role i.e. we will pay this reward if the person you refer is selected for this role, joins this position and meets some basic client obligations in the first 3 months

We will reply to you within 2 business days for any candidates that you recommend and whom we have already spoken to in the past for this role. This referral reward offer is valid only till December 5th -2009

We are looking for candidates for Principal Consultant / Lead Consultant – SAP IS – Utilities for one of our clients, a Leading NASDAQ listed IT Services company.

Write to Srikanth [at] avanceservices [dot] com for more details

Role : Principal Consultant / Lead consultant
Location : Germany
Compensation : Competitive

Referral Reward – 1000 Euros

There is a referral reward of 1000 Euros on a success fee basis for this role i.e. we will pay this reward if the person you refer is selected for this role, joins this position and meets some basic client obligations in the first 3 months

We will reply to you within 2 business days for any candidates that you recommend and whom we have already spoken to in the past for this role. This referral reward offer is valid only till December 5th -2009

We are looking for candidates for Lead Consultant/ Senior Consultant – SAP BI for one of our clients, a Leading NASDAQ listed IT Services company.

Write to Srikanth [at] avanceservices [dot] com for more details

Role : Lead consultant
Location : Germany
Compensation : Competitive

Referral Reward – 1000 Euros
There is a referral reward of 1000 Euros on a success fee basis for this role i.e. we will pay this reward if the person you refer is selected for this role, joins this position and meets some basic client obligations in the first 3 months

We will reply to you within 2 business days for any candidates that you recommend and whom we have already spoken to in the past for this role. This referral reward offer is valid only till December 5th -2009

Brother
Got Me Wrong
Right Turn
Am I Inside
Love Song

Download

Whether or not the possibility of a group buyout for IBS-STL UK will even be considered by Biblica’s Board and Trustees remains to seen. As of this posting I am still awaiting detailed financial statements from the company, without which it is somewhat difficult to even begin to prepare anything remotely resembling a firm proposal for prospective investors to consider. My understanding, however, is that the level of interest from prospective buyers has exceeded Biblica’s expectations and that discussions with some are well underway: at this stage it appears that a consortium such as I have suggested may not be needed.

Nonetheless, in response to several queries, here is a rough guide to how I would envisage a new business taking shape under a trade/community shared ownership model. This is emphatically not a business plan: it is very much preliminary thinking and all input, for, against or otherwise, is very welcome.

• Freedom of speech, including the use of blogs and social media, will be actively encouraged at all levels.
• SAP will be subjected to intense scrutiny and, given the experience to date, most likely scrapped, to be replaced by a tried and tested system licensed from another wholesaler.

Looking at the three divisions…

1. Wesley Owen
The chain itself would cease to exist. The shops would be rebranded and refocused on their local communities, with consortia of local churches and/or other Christian groups each taking responsibility for their own local branch, with an emphasis upon developing the shop as a social/community hub. Branch managers and staff would be responsible for stock selection with each shop aiming to become self-sufficient within a pre-agreed period.

• Please see Matt Wardman’s post New Ways of Being Bookshop and the appendix of related discussions for some ideas on how this might be taken forward.

2. STL Distribution
The distribution division would be owned and operated by its employees, retailers, publishers and other investors working together. My vision would be for it to be run by a democratic board drawn from amongst the investors and answerable to their fellow investors: a genuine shared ownership company operated by the very people for whom it exists.

• To help tackle the debts, I invite publishers to consider writing off some or all of the amounts owed to them in exchange for part ownership.
• Retailers investing in the operation would be offered preferential trade terms.

3. Authentic Media and Paternoster Press
The publishing division would be offered for sale to other Christian publishing houses, possibly splitting into three segments: music, popular books and academic books. I do not expect, however, this to be an issue as I would be surprised if Biblica have not already found a buyer (or buyers) for this division.

Wrapping Up
Thank you to all those who have contributed to the discussions so far: please keep your comments and suggestions coming. As previously stated, this is not a business plan, although I hope that it might form the foundation for one. At present the ball remains in Biblica’s court…

There has been a flurry of discussion around social media and its implication in the last few  months , So I thought it would be good to have some of these arguments laid out in one single post. Social Media has entered every business and industry even, inside the US Intelligence Community, who sorted out their knowledge-sharing problem and a problem with locating expertise—throughout the  bureaucracy of 16 federal agencies—using  simple tools like an intelligence community–wide Wiki and blogging environments among other things

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Social Media and Sales

“My sales people are wasting valuable time on Facebook and Linkedin when they should be selling”: that usual rhetoric many sales managers would say now a days.   Does Social Networking help sales people sell I liked that statement especially since it came from Microsoft executive.  As I have also faced the ire of top management for using social media in my career, . So this report is an eye opener for opponents of social media for sales. Read the Full Article.

LinkedIn insiders know that you can use the site’s information for more than job, sales, and partnering leads – you can find out what others are up to as well. There are downside to using Linkedin last fall an Apple employee revealed that he was managing a team developing a new chip for the iPhone while the information was still secret. . So be careful LinkedIn or any other social tools can bite you back if not used properly.

I would partly agree to the argument that social media and internet created a lot of distractions, but I dont think this is something new, we had distractions in our daily life and in office environments even before theadvent of internet. the only difference now it is easier not to do your job and indulge in something else while you are supposed to be at work when in office.

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Social Media and Influence on Decision Making

Second on my reading list was the study conducted by Don Bulmer (Vice President Global Communications- SAP ) with Society for New Communications Research. Take a look at this in his blogpost  at Social Media’s Impact on Business and Decision Making Everyday Influence blog .  Result of the study concludes that Top execs  are influenced by social networks . The copy of the report is on SNRC website

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Social Media Investments

Third on the reading list was a New Study from Deloitte, Beeline Labs and the Society for New Communications Research Indicates Despite the Recession, 94 Percent of Enterprises Continue to Invest in Online Communities & Social Media  Full Article

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Then there was  presentation by Steven Tylock, on Social networking meets sales , the presentation is on  Microsoft website

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Compliance and Social Media

The Society of Corporate Compliance and Ethics and the Health Care Compliance Association conducted a survey among compliance and ethics professionals in late August 2009 to see what employers are doing about the use of these sites by their employees.

They got back almost 800 responses from their members using an online survey tool.

• 50% of respondents reported that their company does not have a policy for employee online activity outside of the workplace
• Of those companies that do have a policy, 34% include it in a general policy on online usage
• Of those companies that do have a policy, just 10% specifically address the use of social network sites

It would be interesting to see How companies are going to include a clause on their information protection and compliance rules to define what information an employee can add to his linkedin profile during or after his tenure with the organization, especially information related to projects.

For example When an IA rep uses Twitter to send a link to an article from an online magazine, newspaper, or other site to clients and prospects “following” him, that communication is subject to SEC advertising rules. However, Bernstein says that merely sending a link is not advertising—as long as you don’t give your opinion.

A “recommendation” on your Linkedin profile by a client does indeed constitute a testimonial and, thus, violates SEC rules prohibiting RIAs from using client testimonials in advertising.

The SEC will be busy in coming months addressing the many issues posed by advisor use of social media. FDA has already release its framework on use of social media in Drug Marketing.

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Drugs, Heallthcare, FDA and Social Media

The FDA is currently considering how to handle social media, such as SideWiki, Facebook, etc. Companies such as Google, Sermo, and Twitter are playing an increasing role in marketing products to consumers and healthcare professionals, whether our customers like it or not. Technology and Life Sciences companies are pushing the FDA to come up with standards and templates. The following article has some great links to presentations from PhRMA, Google, and even from Pfizer’s Chief Medical Officer.  

Read about Googles pitch to FDA for online Drug Advertisements from the wall street journal

An archived webcast and other details of the FDA  Public Hearing on Promotion of FDA-Regulated Medical Products Using the Internet and Social Media Tools is available at the FDA website

Here what emerged from this hearing

FDA explained in the Federal Register notice that “entities should review any Internet sites sponsored by them for Drug Adverse Event Information, but are not responsible for reviewing any Internet sites that they do not sponsor; however, if they become aware of an Adverse Drug Event on an Internet site that they do not sponsor, they should review the adverse experience and determine if it should be reported to FDA.”

Numerous speakers stated that drug manufacturers are hesitant to fully engage in online social media specifically because they want to avoid learning about potential AEs and the resulting reporting obligations, particularly because the guidance in this area is unclear

Pending further guidance, companies should prepare for further FDA scrutiny of this area by developing compliance
policies to address the challenges of involvement in Internet and social media tools, including but not limited to:
„„policies relating to employee involvement in social media, and in particular statements regarding company products;

„„company involvement in physician and patient-focused social media, including both company-sponsored sites and third-party sites run by third-party organizations (and particularly those receiving manufacturer support through grants or other funding);

„„addressing the challenge of Sidewiki and similar functions that make third-party generated information directly available in conjunction with company websites;

„„updating promotional review policies to ensure consistency with developing FDA approaches to risk communication on the Internet, including sponsored links;

„„policies regarding statements that company-affiliated parties (e.g., investigators, patients) may make on the Internet, which may constitute endorsements or testimonials requiring both review and specific disclosures; and

„„ensuring a consistent and compliant approach to pharmacovigilance with respect to Internet-reported adverse events of Drugs.

I know one company that provides  Content Monitoring, Control & Recording across Web 2.0; User Behavior Reporting over Multiple Modalities, Regulatory Compliance for management and security of Web 2.0 applications such as social networking, blogs, wikis, webmail and social networking sites such as Twitter, Facebook and YouTube instant messaging, and Unified Communications. But at a cost of $9,200, it would be out of reach for individual and SMEs.  Still have a look at the recent press release by factime on its FaceTime’s Unified Security Gateway

Dieser Blog soll Ihnen Informationen über die Techniken bei der Erstellungen Ihres SAP^® Berechtigungskonzeptes geben. Wie schon auf der Homepage www.sybeklue.de erwähnt, soll hier über die Technik nicht über Prüfmethoden der Prüfer gesprochen werden. Zu den Prüfmethoden gibt es genügend Literatur, die ich Ihnen gerne ans Herz lege. Einige dieser Literaturstellen können Sie hier anschauen.

Thema dieses Blogs soll mehr der Technik bzw. dem Doing vorbehalten sein.

Themen wie

• Wie verschaffe ich mir einen Überblick über die Transaktionen der betrieblichen Prozesse?
• Welche Informationen sollten in einem Rollennamen vorkommen?
• Wie dokumentiere ich eine Rolle, damit man die Historie der Änderungen noch erkennen kann?

sollen uns hier beschäftigen.