clextra features benefits
DESCRIPTION
clextra Features & Benefits PPTTRANSCRIPT
Enterprise Framework to ensure Stakeholder(s)
Investments are safe and Investor Interests are
maximised.
“Everything else is jargon”
Consultant(s) & Expert(s) Individual(s) OR Firm(s)
The Firm!
The Software Enable, Tools Suite, Product & Platform.
Business Model(s), Methods, Systems, Workflow, Process, Standards, Systems & Campaigns.
In a Nutshell
1. Focus on Strategic and Tactical rather than Operational.
2. Functional Integration
3. Knowledge Management, Options of Business Models, Select a Global Best Practice
4. Open Architecture; Linux / unix and Open.
5. Biological design. 6. Low Total Cost of Ownership;
Quick Return on Investment. 7. Works with lower PC
Penetration.
8. Project Management
9. MACS
1. VisionMission alignment, Execution, Monitoring and Efficacy of Decisions.
2. NOT Modular, nor limited to HR, Finance, Sales, Marketing, Delivery, Logistics etc. No dependency on IT and Techies.
3. Not just data, Software and IT.
4. Work with existing investments in IT. Less dependency on the Consulting Big Boys with improved security and control.
5. Focus specific – extremely flexible. 6. TCO of 30% and less than Global
Competition. 7. Lower costs; Bridge the digital Divide
with a flatter and leaner organisation with a dis appearing Corporate Ladder.
8. Large Multiple Complex Collaborative Projects – Controlling Risk
9. Effective Management Accounting and Control System.
Benefits Features
Management Accounting & Control System (MACS)
Financial Accounting Management Accounting Audience External stockholders, creditors,
tax authorities Internal workers, managers and executives.
Purpose Report on past performance to external parties; contracts with owners and lenders.
Inform internal decisions made by employees and managers, feedback and control on operating performance.
Timeliness Delayed historical Current, future oriented. Restrictions Regulated; rules driven by
generally accepted accounting principles and government authorities.
No regulations. Systems and information determined by management to meet strategic, tactical and operational needs.
Type of Information
Financial measurement only Financial plus operational and physical measurements on processes, technologies, suppliers, customers and competition.
Nature of Information
Objective, auditable, reliable, consistent, precise.
More subjective and judgemental, valid, relevant and accurate.
Scope Highly aggregate. Report on entire organisation.
Dis-aggregate; drill-down; information on local decisions and action.
Trying to describe A. MACRO …. Category.
q It’s a KM Tool. (Knowledge Management) q ERP. q BI. (Business Intelligence and Business Modeling). q DSS. (Decision Support System)? q SI. (Systems Integration) Tool? q Software for Software? OR Framework for Consulting? q SaaS. (Software as a Service). q New Economy Information Management Tool? q Decision Execution System.
B. Micro … q MODULAR – Functional …
• HRPMS. Finance. Sales. Logistics. HeadOffice q MODULAR – Area …
• Documentation. Management; Sales Incentives Management; PMS; q MODULAR – Services …
• Endofday Consolidation; PostdatedCheque Management; Performance Appraisal; Assessments; Verification System; Risk Metrics System; Cardholder database System …
q MODULAR – Industry … • TeleComm.; Education; Retail; Agro. Manufacturing;
q MODULAR – Digital Content Delivery.
Business Models
1. Product. • Servercentric N Managers X users License. • Select from 60+ Modules, 500+ Features. • Pay for what you use – Use what you pay for.
2. SaaS; ASP OR Software on Demand • Captive or Shared; VPN or Internet Deployed. • Per transaction or Per month usage.
3. Consulting or Practice i. Business Model. Strategy Alignment. Programme
Priorities. ii. Product selection, configuration & deployment to
meet Model or Programme. iii. Managed Services. (Fixed or variable, Staffing, out
sourced and related options).
Quantity of Features
As of Sep 2011
Your focus
MACS = Management Accounting & Control System, Finance HR = Human Resources CIS = Customer, Supplier, Distributor and/or Retailer Information System CRM = Marketing, Sales, Customer Support & Quality Assurance. After Market Services. SCM = Procurement, Purchase, Warehousing, Logistics, Inventory, BillofMaterials PLM = Capacity, Plan, Make or Buy, In and Field Stocking, Installed Base, AfterMarket potential PIE = Workflow, Documentation, Process Improvement, Cycletime reduction, Cost Controls.
MACS HR CIS CRM SCM PLM PIE 1 IT and ITES A A A 2 Manufacturing A A A A A A A 3 Trading A A A A A A A 4 Agriculture A A A A A A 5 Aviation A A A A A A A 6 Education A A A A 7 Retail A A A A A A 8 TeleComm. A A A A A A A 9 Convergence A A A A A 10 Banking/Insurance A A A A A A
• Different purposes at different times; depending on the Market circumstances
and Current Internal needs. Example our ‘Top 3’ priorities this Quarter …
• Like a newspaper; you read only what you want, when you want it and what
concerns you that day. Everyone gets the same daily.
• Imagine … if the Team can can use different parts of the multipurpose tool
at the same time ... 1. Flexibility Key
Benefit
2. Disruptive Technology
Finance Mfg.Delivery
Field Forces Logistics
Suppliers & Customers
Management
HR IT
Culture A
HR IT
Finance Mfg.Delivery
Field Forces Logistics Suppliers &
Customers
Management
Culture B
Finance Mfg.Delivery
Field Forces Logistics
Suppliers & Customers
Management HR IT
New Economy Culture C
3. Focus on FOCUS
Fix the Complexity
Do it Better
Do it Cheaper
Operational Efficiency
Transformation Less
More
DEGREE OF
COMPL
EXITY
OBJECTIVES
Do it Differently
Key Bene
fit 1. People. Performance vs Behaviour.
2. Collaborative Communications. 3. Asset and Investment
Performance Management. 4. Cash. 5. Balanced Scorecard.
i. Financial Perspective. ii. External Customers Perspective. iii. Internal Perspective. iv. Learning & Growth.
6. Process Improvement. 7. Documentation Management &
Controls. 8. Content availability. Training
Administration & Learning Goals.
9. Motivation, Incentives, Reward & Recognition.
10. Identifications, Authorisation & Security. (Plastic Cards).
11. Risk Practices with measures and Metrics.
4. TCO of 30% to 5%
MNC Product or ERP 1. Infrastructure / Hardware
1. Server(s). 100 2. Client(s). 100 3. Connectivity 100 4. Bandwidth. 100
2. Software 1. Server Licenses. 100 2. Client Licenses. 100
3. ServicesSupport 1. Time to Deploy. 100 2. PersonMonths. 100 3. PersonHour Rates. 100 4. Other Support Costs. 100
TOTAL 1000
clextra System & Solution 1. Infrastructure / Hardware
1. Server(s). 50 2. Client(s). 5 3. Connectivity 80 4. Bandwidth. 40
2. Software 1. Server Licenses. 30 2. Client Licenses. 15
3. ServicesSupport 1. Time to Deploy. 30 2. PersonMonths. 10 3. PersonHour Rates. 20 4. Other Support Costs. 20
TOTAL 300
Comparated to Global Competitors …. TCO = Total Cost of Ownership
Key Bene
fit
Hardware Systems Software Application Software Information
5. Better Value for money TRADITIONAL. The BIG WAY … •… Highend Computing 50% •… Microsoft 30% •… SAP or Oracle 15% •… THEN WHAT? 5%
The clextra WAY … •… Minimal Computing 40% •… Unixlinux. Open Source. 5% •… clextra 5% •… INFORMATION FOCUS. 50%
Key Bene
fit
* Given the same $$$ budget or Expenditure. ** Focus on Know-how from Information and Technology .
6. Enterprise Information 1. Focus on Corporate Information
… vs Individual Power. 2. Behavioural aspects of
Information Acquisition and Dissemination. Human endeavour, values, lifestyles.
3. Differentiate between ‘Data’, ‘Information’ and ‘Knowhow’.
4. The essence of ‘Knowledge’ is in ‘Applying it’ – Confucius.
5. Information Focus. Information Priority. Information Cost. Return on Information.
6. Intellectual Property. Patents, Copyrights, Trademarks, Trade secrets …
7. Information paradox. “Information at the clickofa button” is a myth and a reality.
8. Control. Central vs Distributed. 9. Risk. Information to manage …
Key Bene
fit
7. Open Technology
1. Linux (unix) based. 2. Import and Export data easily. 3. Integrate with any other Applications including our
Competitors. 4. Designed groundup for the Internet. 5. ServerSide. Potential to upgrade to any
technology in PC, Clients, Mobile, AutoID or future gadget access.
6. Selfsufficiency. Not dependent on the Big5, EY, PWC, Microsoft’s, SAP’s, Oracles and the IBM’s of this world.
7. Client licenses a factor of load (NOT users). 8. Bridging the Digital Divide even within your Firm.
Key Bene
fit
8. Less dependence on Traditional IT. • Throw out the Techie Cartel. • Focus on your corecompetence. • Build Internal Functional Knowhow. • Know and Listen to Customers. • Listen and engage your Colleagues.
Key Bene
fit
Protect existing investments in IT infrastructure
• clextra requires lower computing server AND clients than MS Windows based Microsoft, SAP, Oracle etc.
• Server based architecture requires Thinner Clients and Client licenses.
• Optimised for low bandwidth utilisation. • Integration with existing Applications. • Export / Import using CSV and Spreadsheets.
CxO focus … not the CTO
9. Not just Software
I. Data, Information, Analytics, Patterns to Know How. II. Process & Method for workflow. III. Best Practice Options. IV. Business Models options. V. Content Management options. VI. Guru OR Expert advice implementation. VII. Export / Import from any other Software. VIII. Integrate with devices and gadgets. IX. Variety of PAYMENT options in the clextra Chain. X. FOCUS on Customers’ Customer(s)
Key Bene
fit
10. It s just a tool but!!! 1. It’s got Diagnostics to test the health of your Enterprise. 2. It’s got Best Practice options to select the optimal treatment
of THE disease in your Enterprise. 3. Helps select a Focus and Priority, to ensure a focus on the
Treatment that YOU and I select. 4. User definable Automation levels – 1% to 100% to
implement your Business Rules. 5. It has Monitoring and Assessment tools to ensure that the
desired course is followed AND/OR decide a course is not working and to change this course.
Not just … … but
Content Acquired or Disseminated Knowledge
Taxonomy Of any list Structured Unstructured
Syllabus Systematic Method
of Learning.
Focus Six Sigma. Grill Feature. Information Costing.
Inventory Dimensioning. Financial Metrics. Risk Factors.
Ranking & Rating.
Virtual Storage Any multimedia File i3S Methodology
Physical Storage Library Science
Museum Cataloging Dewey Decimal OR Library
of Congress
Structured Systems
Programming Software Programs Databases & Tables
Instances etc.
Grouping Of assets Of things Of people Geography Demography Psychography
Search Structured Storage Structured Retrieve
Bibliography
Project Management JobsOrders
TasksActivities Workflow Cycles
Cash Chart of Accounts Metrics & Ratios Risk Management
Ownership Digital Rights Usage Tracking
Security * Integrity * Sharing
Key Bene
fit
11. New Economy Design 1. Internet and clextra
• Always on. Interactive. Lowcost. 2. Mobile and clextra
• ServerSide. Future Client access. • Anywhere. Secure. Payment. • PLUS cards. Authentication and ID.
3. Functions and clextra • Finance – People need cash, use cash, manage cash. • Sales – Some people need things; other people have things; People match
these people. • Purchase – People need things; People know where to get it. • Manufacturing or Delivery – People use things to make things; People
make quality things or shoddy things. • Risk Management
4. People and clextra • People work for people; People achieve things; People manage risk. • People are human beings. Idiosyncrasies, fear, greed … beliefs, values.
5. Business and clextra • Business Models. Global Engagement. Local challenges. • Extreme Competition.
Key Bene
fit
12. Enhance your ERP
1. Understanding the importance of change management.
2. Picking software before deciding on Business Process.
3. Fine tuning ERP to exactly match your business.
4. Underbudgeting for training. 5. Embracing a ‘bigbang’ whole
company approach. 6. Giving shortshrift to vendor
selection. 7. Keeping legacy systems alive. 8. Fragmenting development by
department or location. 9. Allowing apathy (or not my job) at
the Top. 10. Relying on your new ERP for
conventional Management Reporting. 11. Trusting ‘open systems’ promises
from the ERP interfaces. 12. Assuming ERP is a project with a
finite timetable.
1. Change Management using clextra .
2. We offer Business, IT and Management Consulting first.
3. We agree. .
4. Cost of training is MUCH lower. 5. We agree.
. 6. Do not think big names such as SAP,
Oracle, Microsoft are …. IT. 7. Keep your USEFUL systems alive. 8. Develop and Prioritise by Integrated
Functionality. 9. You are the top. Make everyone a
part of the nonapathy. 10. Use clextra as a Management
Accounting and Control Tool instead. 11. clextra is designed, ‘Open’ and will
stay ‘Open’. 12. We agree.
.
clextra View Marion’s 12 obstacles Key
Benefit
13. Enterprise Convergence
Middleware
Camera Stations Surveillance Camera(s)
Server Centric
Front-end Browser
Thin-Client(s) PC s
Display Signage Interactive Kiosks
Devices RFID
Smartcard
Mobile SMS-WAP
Handheld(s)
Key Bene
fit
14. Enterprise Application(s) Integration
Models, Options, Methods, Roles
Competency Maps.
Individual Performance Assessment, Measurement & Management
electronic Distribution System
Self Service
Audit, Records and
Archival System
Integrated Enterprise Information
1. Increase Revenue
2. Reduce Expenses
3. Communicate Better
4. Employee Know how
TEAM Performance Assessment, Measurement & Management
Internet Browserbased
24x7x365 Remote
Multilocation
Workflow
Management Accounting & Control System
Decision Taking
Execution Monitoring
Key Bene
fit
15. Unique amongst ERP likes
1. ONLY functionally integrated. 2. Does NOT require ABAP (or other Programming knowledge). 3. Does NOT require BPR. (Business Process Reengineering).
Can be configured and adapted to your Process. 4. Flexible and adaptable. Nothing is frozen over time. Change
configurations; reduce or increase usage; include or exclude modules.
5. DO NOT be bogged down by ISO (and other timewasting standards or process and AUTOMATION of the RIDICULOUS).
6. Makes a real difference on a Quarterly Changes to adapt to market realities and your Business BottomLine.
7. Quicker, easier, cheaper and more easily deployed than ANY OTHER ERP in the global market.
8. A catch you need to have SMART people to do this.
Key Bene
fit
16. No B.P.R.
1. Business Process Reengineering is a prerequisite for any other major ERP.
2. The claim … its done before; we know best; it’s the best practice; this is how to do it; we’ll tell you; do it this way. Our way.
3. This saves THEM costs; time and and they earn MONEY lots of CASH if you adapt.
4. If you get a 100% your way; then you are buying BESPOKE, CUSTOM software, unique to you NOT a product.
5. clextra is the ONLY ERP that ALLOWS you to configure the ERP to your BUSINESS PROCESS and way of working.
6. You ONLY have to learn how to use the Software.
17. Structured and Systemic Data
1. By default and forced into Information Analysis, a Methodology, Work Flow and/or Best Practice in ANY modules.
2. Structured and Systemic method of ‘Geography’. eg. inKAblrANNW04. 13 character coding.
3. Mapping and Artworks 2 x 100 (any further number) of P_NNN or L_NNN visuals.
4. EPC, GPS and coord Fields. 5. Teams of 10 x 7 x max(26). 6. Structured and Systemic method of Multimedia (ANY media –
Text, Video, Audio, Visual) file using the GiCA MBSP system, for upload, storage, retrieval, Ownership, Access, Sequencing, Usage.
7. Households of Demographic, Psychographics Groups. 8. Financial and/or Management Account Heads. 9. Campaigns. 10. Subscriptions Options. 11. Socket programming access for automation. 12. 10’s of 100’s Supported Global Best Practices and Functional
Models include. 13. Financial and Risk Metrics, Ratios etc. for ANY and ALL data.
18. Finance Focus (Finance-4 Maps) 1. Increase Revenue
1. Identify, recognise and reward your most effective SalesPersons.
2. Know more about your most profitable customers.
3. Better PriceLists Management. Allow for currency fluctuation, demand and supply etc.
4. Leverage the Internet. Implement an eCatalogue.
5. Centralised Order Acceptance. 6. Collect cash effectively. 7. In a Pareto 8020 ‘lateral focus’ on
the 80% and NOT just the obvious 20%.
8. It’s really the incremental the last 5% that could be 50% of YOUR PROFIT.
9. Metrics and Math driven.
2. Reduce Expenses
1. Identify, recognise and reward your Best Performers.
2. Know more about the Suppliers who give you the best Return on Investment. (ROI)
3. Compute and know the Total Cost of Ownership (TCO) of every Asset.
4. Know the ‘Risk Metrics’ of every area of your Business.
5. Identify and focus on the ONE thing from last years Expenses.
6. Task and empower a keyperson with this.
7. This person with this task needs information, drilldown and oneclick decision making options.
8. Pull out the next blade.
3. People Growth
1. Identify, recognise and reward your most talented Employee(s).
2. What exactly is a person doing 8 hours a day?
3. People work for people – people do not work for organisations. Who is each reporting to?
4. Rewards and additional responsibility must come from the Immediate Superior.
5. Recongition from the Senior Leaders in the firm. You climb but on the shoulders of giants.
4. Collaborative Communications
1. Identify, recognise and reward your most effective Leaders.
2. Most ‘execution’ globally fails due to a lack of focus on teams. Execution is all about collaboration and delivery by a team.
3. Enterprise must have a stateofthe art technology and a framework that allows teams to collaborate.
4. A singlebee can only do so much. What are the other bees in THAT hive doing?
5. A single hive can excel – how many hives do you have? Does the colony thrive because of it?
6. Talent and QueenBees have to be managed and nurtured – however with the Enterprise and Community purpose constantly in focus.
KEY TAKE-AWAYS
1. Networking. Resource(s) Sharing. (Physical and Virtual). 2. No prerequisite for BPR (Business Process Reengineering). 3. Internet (and browser) enabled. 24x7x365 anytime, anyplace. 4. Enterprise Productivity NOT Individual Productivity. 5. Everything is a Project. With a start and finish. Has risks. 6. Not just a Tool … Best Practice; Processes and Methodologies;
Enterprise Models; Business Rules; Know how AND Systems. 7. Finance everywhere. It’s all about moneyhoney; Cash is king. 8. TOP to BOTTOM. Strategic Planning; Tactical Decision—Making
AND Operational Execution. 9. HORIZONTAL & VERTICAL – Manufacturing; HR; Finance;
Marketing; Sales; Logistics; Automating ICT Automation; Agro.; Healthcare; BIFS; Infrastructure; Education …
10. Cost reduction due to Open Source technologies. Lower (TCO) Total Cost of Ownership. Quicker Return on Investment. (ROI)
11. Revenue increase due to improved People Relationships – Investors, Staff, Customers, Suppliers & Wellwishers.
12. No need for Programmers and expensive Techies. 13. Time to DEPLOY is quicker, faster and cheaper than any other ERP. 14. IMPORT – EXPORT Integration with ANY Legacy Application. 15. Interface with Automation, Devices, Field Equipment, Mobile
Scope of Supply
DATA. Raw Data? Information? Know how? Intelligence?
MODELS. Your, Our OR Market Process, Methods, Metrics, Norms or Rules of Business
IT Needs Hosting, Firewalls, OS,
Web Servers, Databases, Tools & Integration
Components
CONSULTING.
CONTENT. Crash MBA. TQPM. Process.
Psychology.
Expertise Spread for Success
Hardware 20%
Software 65%
Services 15%
No BPR Admin. Usage 38% 12% 50%
Pricing Models (options)
1. Standard Licensing++ Instead of enduser licenses we have a Serverside licensing; making
the TCO much lower. Supply will be on a fullyloaded Server. Usually internal / Intranet
2. Monthly Subscription (Software as a Service) Monthly subscription for predefined ‘menu’ of hardware availability
+ systems software + software applications + clextra Modules + business models + consulting + support + services. Usually online with regional or global SECURE availability.
3. Transaction Billing Pay per use. For each transaction eg. HR periodic Performance
appraisal; Insurance Claim; Security Verification check; Documentation Storage & Retrieval .. etc. Usually with near SECURE open login based availability.
4. Business Alliance ICT is an integral part and heartheat of you business. Outsource this
as a Managed Service partner. We’ll take ALL or SOME of your costs … we can form a timebound JV or LLP/LLC. A percentage of your Revenue or Expenses is ours.
All I want is a simple system.
1. “If you pay peanuts you get monkeys”. Don’t get ‘sapped’ nor ‘confused with oracular diatribe’.
2. Go for the Big’un … provided it has these : 1. A central anytime, anywhere location for Planning and
Managing Multiple Projects. 2. The ability for Users and Project Teams to update their
own Tasks Status. 3. Notification to Project Managers and Workers when
Tasks parameters are changed with clear reasons why and when Tasks are complete.
4. The ability to share all related notes and Project Documents on Tasks and Projects.
5. Visibility accountability, responsibilities, authority, priorities and risks across Multiple Projects.
Further
1. Corporate website … http://edgevalue.com 2. Product website … http://clextra.com 3. Send us an email … [email protected] 4. Call us on hand phone … 919845061870 5. Contact a Channel Partner or Consultant nearyou … 6. Available on request …
ü Case Studies. ü Customers over 2, 5 and 20 years. ü Business Models Supported. ü Functional Range of Modules. ü Verticals or Horizontals ü List of Partners / Consultants ü Geographical coverage.
7. Service Models & Support 8. Commercial Options as Enduser, Intermediary or
Investor/Partner.
Partnership Brands
1. Our Software Platform
2. Method (Options)
3. Training Suite.
4. All_India SupportServices.
5. India & Global Consortium
21/09/2011
http://www.edgevalue.com http://www.clextra.in
[email protected] © JAN 1999 62 B Modi Residency, Millers Road
Benson Town Bangalore 560 046 INDIA
Phone : 91 (india) 80 (bangalore) 2595 0059 Cellphone : 98450 61870