Erp Software Sales- Iipm,delhi

ERP SOFTWARE SALES AND MARKET ANALYSIS

PREPARED BY: SHOUBHAGYA RANJAN MAHAKUD

IIPM, NEW DELHI

NAME OF COMPANY: SUNDELTA TECHNOLOGIES (P) LTD.

CONTENTS SL.NO. 1 2 3 4 5 6 7

ABOUT SUNDELTA TECHNOLOGIES (P) LTD

UNDERSTANDING ERP SOFTWARE ERP VENDORS SALES PROCEDURE B TO B MARKETING CORE ERP MODULE FRAGMMENTATION LEARNING FROM SUMMER TRAINING AND SUGGESTIONS

ABOUT: SUNDELTA TECHNOLOGIES (P) LTD.

Sundelta Technologies Private Limited is an ERP based software solution provider. It is working in design and development of all types of ERP based Modules on Dot Net and Java Technologies. Presently, we have 250 employees working towards achieving the vision of the organization. Over fifty business consultants associated across India and relationship with twenty-five institutions giving access to experts in diverse areas including general management, quality, human resources, law, finance, engineering and technology, information technology, marketing, mass communication, sociology and other business areas. Supported by Sun Life foundation, a registerd public charitable trust. A professionally qualified team is launching never seen before initiatives to develop culture of purposeful and successful entrepreneurship, improve industrial performance, generate large scale employement oppurtunities and make life of maximum number of people across the world. Sun Business Entrepreneur, an innovative scheme of Sundelta Technologies to bring unemployed not so educated people across length and breadth of the country into employement zone with potential to earn much more than MNC BPO Executives. Supported by Enterpreneur Factory, an innovative concept to be delivered jointly with Sun Life Foundation to nurture entrepreneurs, we are going to change industry dynamics. Key differentials of: • • • • • •

Core Competency in ERP Based Application Generalized & Specialized ERP Products Structured & Well Defined Approach for Product Development Focusing on Product Research & Developmement Well Organized Special Skills, Technologies Processes Cost Advantage due to Competitive Pricing

Domain expertise in: • • • • • •

Expertise in ERP Based Application Website & Webportal Development Management Software Solutions Developing Client Based Solutions Information Technology/Knowledge Management

Core Technologies of SunDelta Technologies : Dot Net Technology • • • • • •

IDE-DOT Net Framework 2.0 ASP .Net 2.0 ADO .Net 2.0 C# .Net 2.0 Crystal Report 10 Web Server-IIS Server

Database • •

Java Technology • • • • • •

Scripting Language

SQL Server Oracle 9i

•

Designing • • •

Dream Weaver Photoshop CS3 Flash 9.0

ERP Modules: • • • • • • • • • •

J2EE Framework 2.0 Structs Framework EJB IDE-Net Beans 5.5 Web Server- Tomcat5.5 JBOSS Sever

Accounting, Costing & Finance Human Resource Management System Marketing & Sales Management Distribution Channel Management Order Management Purchase Management Project Management Contract Management Maintenance Management Manufacturing Management

Products: • • • • • •

Education Management System Retail Management System Real estate Management System Hospital Management System Manufacturing Management System Facility Management System

Java Script

Services: • • • • • • • •

Application Development Web Designing/Develoment Human Resource Management Web Services Supply Chain Management Enterprise Resource Management Customer Information Center Customer Relationship Management

UNDERSTANDING ERP SOFTWARE:

Enterprise resource planning (ERP) systems attempt to integrate several data sources 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. The two key components of an ERP system are a common database and a modular software design. A common database is the system that allows every department of a company to store and retrieve information in real-time. Using a common database allows information to be more reliable, accessible, and easily shared. Furthermore, a modular software design is a variety of programs that can be added on an individual basis to improve the efficiency of the business. This improves the business by adding functionality, mixing and matching programs from different vendors, and allowing the company to choose which modules to implement. These modular software designs link into the common database, so that all of the information between the departments is accessible in real time. ORIGIN OF THE TERM: The initials ERP originated as an extension of MRP (material requirements planning then manufacturing resource planning). ERP systems now attempt to cover all basic functions of an enterprise, regardless of the organization's business or charter. Nonmanufacturing businesses, non-profit organizations and governments now all utilize ERP systems. To be considered an ERP system, a software package must provide the function of at least two systems. For example, a software package that provides both payroll and accounting functions could technically be considered an ERP software package. However, the term is typically reserved for larger, more broadly based applications. The introduction of an ERP system to replace two or more independent applications eliminates the need for external interfaces previously required between systems, and provides additional benefits that range from standardization and lower maintenance (one system instead of two or more) to easier and/or greater reporting capabilities (as all data is typically kept in one database). Examples of modules in an ERP which formerly would have been stand-alone applications include: Manufacturing, Supply Chain, Financials, Customer Relationship Management (CRM), Human Resources, Warehouse Management and Decision Support System.

MRP vs. ERP — Manufacturing management systems have evolved in stages over the past 30 years from a simple means of calculating materials requirements to the automation of an entire enterprise. Around 1980, over-frequent changes in sales forecasts, entailing continual readjustments in production, as well as the unsuitability of the parameters fixed by the system, led MRP (Material Requirement Planning) to evolve into a new concept : Manufacturing Resource Planning (or MRP2) and finally the generic concept Enterprise Resource Planning (ERP). Overview: Some organizations — typically those with sufficient in-house IT skills to integrate multiple software products — choose to implement only portions of an ERP system and develop an external interface to other ERP or stand-alone systems for their other application needs. For example, one may choose to use human resource

management system from one vendor, and the financial systems from another, and perform the integration between the systems themselves. This is very common in the retail sector where even a mid-sized retailer will have a discrete Point-of-Sale (POS) product and financials application, then a series of specialized applications to handle business requirements such as warehouse management, staff rostering, merchandising and logistics. Ideally, ERP delivers a single database that contains all data for the software modules, which would include: Manufacturing: Engineering, Bills of Material, Scheduling, Capacity, Workflow Management, Quality Control, Cost Management, Manufacturing Process, Manufacturing Projects, Manufacturing Flow Supply Chain Management: Inventory, Order Entry, Purchasing, Product Configurator, Supply Chain Planning, Supplier Scheduling, Inspection of goods, Claim Processing, Commission Calculation Financials: General Ledger, Cash Management, Accounts Payable, Accounts Receivable, Fixed Assets Projects: Costing, Billing, Time and Expense, Activity Management Human Resources: Human Resources, Payroll, Training, Time & Attendance, Rostering, Benefits Customer Relationship Management: Sales and Marketing, Commissions, Service, Customer Contact and Call Center support Data Warehouse and various Self-Service interfaces for Customers, Suppliers, and Employees Enterprise Resource Planning is a term originally derived from manufacturing resource planning (MRP II) that followed material requirements planning (MRP). MRP evolved into ERP when "routings" became a major part of the software architecture and a company's capacity planning activity also became a part of the standard software activity.[citation needed] ERP systems typically handle the manufacturing, logistics, distribution, inventory, shipping, invoicing, and accounting for a company. Enterprise Resource Planning or ERP software can aid in the control of many business activities, like sales, marketing, delivery, billing, production, inventory management, quality management, and human resource management. ERP systems saw a large boost in sales in the 1990s as companies faced the Y2K problem in their legacy systems. Many companies took this opportunity to replace their legacy information systems with ERP systems. This rapid growth in sales was followed by a slump in 1999, at which time most companies had already implemented their Y2K solution.

ERPs are often incorrectly called back office systems indicating that customers and the general public are not directly involved. This is contrasted with front office systems like customer relationship management (CRM) systems that deal directly with the customers, or the eBusiness systems such as eCommerce, eGovernment, eTelecom, and eFinance, or supplier relationship management (SRM) systems. ERPs are cross-functional and enterprise wide. All functional departments that are involved in operations or production are integrated in one system. In addition to manufacturing, warehousing, logistics, and information technology, this would include accounting, human resources, marketing, and strategic management. ERP II means open ERP architecture of components. The older, monolithic ERP systems became component oriented. EAS — Enterprise Application Suite is a new name for formerly developed ERP systems which include (almost) all segments of business, using ordinary Internet browsers as thin clients.

Before Prior to the concept of ERP systems, it was not unusual for each department within an organization to have its own customized computer system. For example, the human resources (HR) department, the payroll department, and the financial department might all have their own computer systems. Typical difficulties involved integration of data from potentially different computer manufacturers and systems. For example, the HR computer system (often called HRMS or HRIS) would typically manage employee information while the payroll department would typically calculate and store paycheck information for each employee, and the financial department would typically store financial transactions for the organization. Each system would have to integrate using a predefined set of common data which would be transferred between each computer system. Any deviation from the data format or the integration schedule often resulted in problems.

After ERP software, among other things, combined the data of formerly separate applications. This simplified keeping data in synchronization across the enterprise, it simplified the computer infrastructure within a large organization, and it standardized and reduced the number of software specialties required within larger organizations. Best Practices Best Practices were also a benefit of implementing an ERP system. When implementing an ERP system, organizations essentially had to choose between

customizing the software or modifying their business processes to the "Best Practice" function delivered in the vanilla version of the software. Typically, the delivery of best practice applies more usefully to large organizations and especially where there is a compliance requirement such as IFRS, Sarbanes-Oxley or Basel II, or where the process is a commodity such as electronic funds transfer. This is because the procedure of capturing and reporting legislative or commodity content can be readily codified within the ERP software, and then replicated with confidence across multiple businesses who have the same business requirement. Where such a compliance or commodity requirement does not underpin the business process, it can be argued that determining and applying a Best Practice actually erodes competitive advantage by homogenizing the business as compared to everyone else in the industry sector. Implementation: Because of their wide scope of application within a business, ERP software systems are typically complex and usually impose significant changes on staff work practices. Implementing ERP software is typically not an "in-house" skill, so even smaller projects are more cost effective if specialist ERP implementation consultants are employed. The length of time to implement an ERP system depends on the size of the business, the scope of the change and willingness of the customer to take ownership for the project. A small project (e.g., a company of less than 100 staff) may be planned and delivered within 3-9 months; however, a large, multi-site or multi-country implementation may take years. To implement ERP systems, companies often seek the help of an ERP vendor or of third-party consulting companies. These firms typically provide three areas of professional services: consulting, customization and support. Data migration is one of the most important activities in determining the success of an ERP implementation. Since many decisions must be made before migration, a significant amount of planning must occur. Unfortunately, data migration is the last activity before the production phase of an ERP implementation, and therefore receives minimal attention due to time constraints. The following are steps of a data migration strategy that can help with the success of an ERP implementation: 1. 2. 3. 4. 5. 6.

Identifying the data to be migrated Determining the timing of data migration Generating the data templates Freezing the tools for data migration Deciding on migration related setups Deciding on data archiving

Process preparation ERP vendors have designed their systems around standard business processes, based upon best business practices. Different vendor(s) have different types of processes but they are all of a standard, modular nature. Firms that want to implement ERP systems are consequently forced to adapt their organizations to standardized processes as opposed to adapting the ERP package to the existing processes. Neglecting to map current business processes prior to starting ERP implementation is a main reason for failure of ERP projects. It is therefore crucial that organizations perform a thorough business process analysis before selecting an ERP vendor and setting off on the implementation track. This analysis should map out all present operational processes, enabling selection of an ERP vendor whose standard modules are most closely aligned with the established organization. Redesign can then be implemented to achieve further process congruence. Research indicates that the risk of business process mismatch is decreased by: • • •

linking each current organizational process to the organization's strategy; analyzing the effectiveness of each process in light of its current related business capability; understanding the automated solutions currently implemented.

A disadvantage usually attributed to ERP is that business process redesign to fit the standardized ERP modules can lead to a loss of competitive advantage. While documented cases exist where this has indeed materialized, other cases show that following thorough process preparation ERP systems can actually increase sustainable competitive advantage.

Configuration Configuring an ERP system is largely a matter of balancing the way you want the system to work with the way the system lets you work. Begin by deciding which modules to install, then adjust the system using configuration tables to achieve the best possible fit in working with your company’s processes. Modules - Most systems are modular simply for the flexibility of implementing some functions but not others. Some common modules, such as finance and accounting are adopted by nearly all companies implementing enterprise systems; others however such as human resource management are not needed by some companies and therefore not adopted. A service company for example will not likely need a module for manufacturing. Other times companies will not adopt a module because they already have their own proprietary system they believe to be superior. Generally speaking the greater number of modules selected, the greater the integration benefits, but also the increase in costs, risks and changes involved. Configuration Tables – A configuration table enables a company to tailor a particular aspect of the system to the way it chooses to do business. For example, an organization can select the type of inventory accounting – FIFO or LIFO – it will employ

or whether it wants to recognize revenue by geographical unit, product line, or distribution channel. So what happens when the options the system allows just aren’t good enough? At this point a company has two choices, both of which are not ideal. It can re-write some of the enterprise system’s code, or it can continue to use an existing system and build interfaces between it and the new enterprise system. Both options will add time and cost to the implementation process. Additionally they can dilute the system’s integration benefits. The more customized the system becomes the less possible seamless communication becomes between suppliers and customers.

Consulting Services Many organizations did not have sufficient internal skills to implement an ERP project. This resulted in many organizations offering consulting services for ERP implementation. Typically, a consulting team was responsible for the entire ERP implementation including planning, training, testing, implementation, and delivery of any customized modules. Examples of customization includes additional product training; creation of process triggers and workflow; specialist advice to improve how the ERP is used in the business; system optimization; and assistance writing reports, complex data extracts or implementing Business Intelligence. For most mid-sized companies, the cost of the implementation will range from around the list price of the ERP user licenses to up to twice this amount (depending on the level of customization required). Large companies, and especially those with multiple sites or countries, will often spend considerably more on the implementation than the cost of the user licenses -- three to five times more is not uncommon for a multi-site implementation.

Customization Services Customization Services involves any modifications or extensions that change how the out-of-the-box ERP system works. Customizing an ERP package can be very expensive and complicated. Some ERP packages are not designed to support customization, so most businesses implement the best practices embedded in the acquired ERP system. Some ERP packages have very generic features, such that customization occurs in most implementations. It is also often possible to extend the standard ERP package by purchasing third party software to provide additional functionality. Customization work is usually undertaken as bespoke software development on a time and materials basis. Customization can be further classified into: Core system customization or custom extensions in custom libraries Core system customization is where customers

change the software vendors’ proprietary code. This means that the software will no longer be supported by the vendor for the particular function that was customized as the code would be modified to the customers need. The customers IT department will then normally support the code in-house or subcontract a consulting organization to do so. Custom extensions are where a customer build bolt on custom applications that run parallel to the standard system i.e. custom extended applications. Modules that are extended but core code not changed remain supported but the extensions will have to be supported by the customers IT department or subcontracted consulting organization.

Maintenance and Support Services Maintenance and Support Services involves monitoring and managing an Operational ERP system. This function is often provided in-house using members of the IT department, but may also be provided by specialist external consulting and services companies.

Advantages In the absence of an ERP system, a large manufacturer may find itself with many software applications that do not talk to each other and do not effectively interface. Tasks that need to interface with one another may involve: • • • • • •

Design engineering (how to best make the product) Order tracking from acceptance through fulfillment The revenue cycle from invoice through cash receipt Managing interdependencies of complex Bill of Materials Tracking the 3-way match between Purchase orders (what was ordered), Inventory receipts (what arrived), and Costing (what the vendor invoiced) The Accounting for all of these tasks, tracking the Revenue, Cost and Profit on a granular level.

Change how a product is made, in the engineering details, and that is how it will now be made. Effective dates can be used to control when the switch over will occur from an old version to the next one, both the date that some ingredients go into effect, and date that some are discontinued. Part of the change can include labeling to identify version numbers. Some security features are included within an ERP system to protect against both outsider crime, such as industrial espionage, and insider crime, such as embezzlement. A data tampering scenario might involve a disgruntled employee intentionally modifying prices to below the breakeven point in order to attempt to take down the company, or other sabotage. ERP systems typically provide functionality for implementing internal controls to prevent actions of this kind. ERP vendors are also moving toward better integration with other kinds of information security tools.

Disadvantages Problems with ERP systems are mainly due to inadequate investment in ongoing training for involved personnel, including those implementing and testing changes, as well as a lack of corporate policy protecting the integrity of the data in the ERP systems and how it is used. Disadvantages • • • •

•

• • • •

•

Customization of the ERP software is limited. Re-engineering of business processes to fit the "industry standard" prescribed by the ERP system may lead to a loss of competitive advantage. ERP systems can be very expensive leading to a new category of "ERP light" solutions ERPs are often seen as too rigid and too difficult to adapt to the specific workflow and business process of some companies—this is cited as one of the main causes of their failure. Many of the integrated links need high accuracy in other applications to work effectively. A company can achieve minimum standards, then over time "dirty data" will reduce the reliability of some applications. Once a system is established, switching costs are very high for any one of the partners (reducing flexibility and strategic control at the corporate level). The blurring of company boundaries can cause problems in accountability, lines of responsibility, and employee morale. Resistance in sharing sensitive internal information between departments can reduce the effectiveness of the software. Some large organizations may have multiple departments with separate, independent resources, missions, chains-of-command, etc, and consolidation into a single enterprise may yield limited benefits. The system may be too complex measured against the actual needs of the customer.

ERP VENDORS: ERP Vendors by Revenue: The largest vendors worldwide in 2005 according to Gartner Dataquest: Market share 2005 according to Gartner Dataquest

1

SAP

Revenue Market share (million $) (%) 4726 28.7

2

Oracle Applications

1674

10.2

3

The Sage Group

1221

7.4

4

Microsoft Dynamics

616

3.7

5

SSA Global Technologies 464

2.8

SL.NO. Vendor

Vendors of popular ERP software include (sorted roughly according to worldwide ERP related revenue):

SAP

Revenue (Native currency) 9.4 billion EUR

Oracle Applications

14.38 billion USD 14380.0

2006

Infor Global Solutions

2.1 billion USD

2100.0

2006

The Sage Group

935.6 GBP

1832.0

2006

44.2 billion USD

44200.0

2006

Unit 4 Agresso

352.6 EUR

million

465.2

2005

Lawson Software

390.776 USD

million

390.8

2006

Epicor

384.1 USD

million

384.1

2006

Visma

1,907 NOK

million

305.5

2005

Industrial and Financial Systems (IFS)

288 million USD 288.0

2005

QAD

225 million USD 225.0

2006

NetSuite

67.2 million USD 67.2

2006

ABAS Software

45 million EUR

62.6

2006

Ramco Systems

2,648 million INR 60.1

2006

Vendor

Microsoft Dynamics Business Solutions)

(Formerly

Microsoft

million

Revenue (million $) 12401.4

Year 2006

SIV.AG

14.2 million EUR 18.7

DELHI BASED ERP VENDORS: All India Online Private Limited Creative Sparx Solutions Escosoft Unisoft Technologies Sanchitech Vision Nxt Technologies Cosmic Softech Ltd (Cites) Ramco Systems Limited Sentinel Software Solutions Pvt Ltd Merino Services Limited Us Tech Solutions Ventures Hrd Centre Sambhav Pvt Ltd Praneel Technologies Hre Source Maia Intelligence Newgen Software Technologies Ltd Credence Technologies Limited Accenture Services Pvt. Ltd. Wipro Infotech Dip Software Solutions Shriram Value Services Pvt Ltd Infinite Computer Solutions (I) Pvt Ltd Boler Consulting Pte Ltd Sap India Pvt. Ltd. Digisol Technologies Pvt Ltd Sampoorna Computer People Corporate Solutions E-Milestones

Hexaware Doxo India Creatios Infoway ITC Infotech Oracle People Strong Wipro Lobo Hindsoft 3eManagement Consultants Webdrivers Solutions Pvt Ltd

unknown

Artech India Pvt Ltd Infeon Global Solutions Novo It Consultants &

SALES PROCEDURE: Current trends in sales: • • • • • •

Intense Foreign Competition Higher Customer Expectations Customer’s are empowered with more knowledge Emerging Technologies Innovative ways of reaching out to the customers Controlling Costs

Different selling situations: • • • • • • • •

Amount of Communication Degree of Negotiation Time Involved Number of Visits required Number of People present during the interactions Degree of Co-ordination Standardised Vs. Customised Customer’s awareness about the product

Process:

PROSPECTING

PRE-CALL PLANNING

OPENING A CALL

DEVELOPING A CALL

PRESEATATION AND DEMONSTRATIONS

HANDLING OBJECTIONS

NEGOTIATING

CLOSING THE SALE

FOLLOW-UP

PRE-CALL PLANNING: 1) Product point of view is a important factor in software selling where the prime producer has to check the value of his product in the prevailing market .The producer can check the value and need of his own product from the market itself so that for gaining market share the prime producer can think to develop marketing plans to achieve the most required revenue. The product demand in the other terms can be realized after analyzing the demand of similar type of product; the segment.The seller has to realize the importance of his own product from various marketing environmental factors that is associated directly or indirectly for sales. 2) Past data is also an important prospect for generalizing the concept behind sales. Past data mostly concerned with the past activities and facts based on sales, which can provide the necessary information regarding the past sales of particular product for the same nature of problem. Sales person derives a clear picture near him after going through the past data that these are the situations where the sales became weak and for that the remedy which was taken was successful or not can be understood. The result behind the past data is that the sales person aware himself what to do and what not to do. The important aspect can be understood like that when at past the same product lunched in the market then what happened so that similar mistakes cannot be reloaded. 3) Prevailing competitors in the same market where the sales is going to take place. To understand and gather information regarding the competitors in the market and t heir selling pattern really affects a lot. The competitor’s strategy is considered to be an important one as the competitors comes up with new ideas or product s for making their sales dynamic. The competitor’s information is important one for selling the product in the market. So, that one can change according to the activities of the performance of the competitor. 4) The price of product that is going to be sold in the market. The price may be reliable on not reliable for many consumers. To check whether the reliable segment is more of not reliable segment is more depending upon that the price of product can be fixed by keeping the minimum revenue 5) The present suppliers of ERP products. 6) Working capability of the ERP product. 7) Who are past vendors and reason for not supporting the organisation. 8) Whether they purchase all the modules from the producer or only single modules from ERP vendor.

9) Sales promotion activities conducted by the different companies for making their sales effective is one of the important information which can help the seller to adapt the competitive edge promotional techniques for adequate retention and attention of customers. 10) Type of business that the organization is carrying ( core/diversified). 11) Organization size, manpower and hierarchy. 12) What are the software’s currently they are using and are they interested for business process reengineering?

B TO B MARKETING: The sales of SunDelta Technologies Limited based on B TO B selling. The b to b selling process is the core selling process adapted for ERP software sales. Business Marketing is the practice of organizations, including commercial businesses, governments and institutions, facilitating the sale of their products or services to other companies or organizations that in turn resell them use them as components in products or services they offer, or use them to support their operations. Also known as industrial marketing, business marketing is also called business-to-business marketing, or B2B marketing, for short. (Note that while marketing to government entities shares some of the same dynamics of organizational marketing, B2G Marketing is meaningfully different.) A B2C sale is to an individual. That individual may be influenced by other factors such as family members or friends, but ultimately it’s a single person that pulls out their wallet. A B2B sale is to an organization. And in that simple distinction lies a web of complications that differ because of the organizational nature of the sale and which vary widely by firmographic (i.e., “demographic” for segmenting businesses) such as business size, location, industry and revenue base. The pricing of B2C products doesn’t change very much from store to store. Pricing of B2B products, however, are often different for every buyer and every sale. Products in the B2B world are less standardized, and pricing can be very dependent on just who the buyer is. The price is determined on the basis of numerous factors and specifications, all of which take significant time to calculate and add greatly to selling costs. Corporate brands are usually more important to B2B buyers than product brands. While practical purchase criteria drive product selection, (i.e. product performance, capabilities, price), the value B2B buyers place on the corporate brand drives and completes the actual purchase decision. The risks and implications of making or failing to make the appropriate purchase decision are usually high for B2B buyers. Therefore, B2B prospects conduct more research, seek more information, evaluate references, and research alternative products, manufacturers, solutions, and providers. Most business purchases have multiple parties in the purchasing organization influencing the decisionmaking process. Therefore, you must identify and reach multiple parties in multiple tiers within the prospect’s organization with messaging that resonates to each individual’s interests and concerns—for example, the "economic buyer" concerned with ROI, the "technology buyer" concerned with performance, and the “end-user” concerned with ease of operation. For many B2B organizations, the “seller-to-end-user” relationship is not exclusive or direct. Complex networks of key publics require different channel strategies relevant and appropriate to each channel member’s level of involvement. In addition to end-users, many B2B companies must also market to distributors, dealers, independent representatives, outside consultants, specifiers, and supply-chain partners, to name just a

few. Unlike sales to consumers, B2B marketing doesn’t happen through tightly controlled, highly crafted communications vehicles like television commercials or other mass media. One-to-one customer relationship building, through personal interaction, demands sophisticated sales management and an educated, knowledgeable, trained staff whose words and actions are aligned with corporate brand objectives. B2B purchasers often look to third party influencers for opinions, insight, consultation, or referrals. B2B sellers must market to and through industry experts, trade organizations, trade shows, trade publications, peer organizations, and other third party channels. B2B purchasers use information from these sources to support and help sell their purchase recommendations.

The marketing mix is affected by the B2B uniqueness which include complexity of business products and services, diversity of demand and the differing nature of the sales itself (including fewer customers buying larger volumes). Because there are some important subtleties to the B2B sale, the issues are broken down beyond just the original 4 Ps developed by McCarthy B2B Marketing Strategies

B2B Branding B2B branding is different from B2C in some crucial ways, including the need to closely align corporate brands, divisional brands and product/service brands and to apply your brand standards to material often considered “informal” such as email and other electronic correspondence.

Product (or Service) Because business customers are focused on creating shareholder value for themselves, the cost-saving or revenue-producing benefits of products and services are important to factor in throughout the product development and marketing cycles.

People (Target Market) Quite often, the target market for a business product or service is smaller and has more specialized needs reflective of a specific industry or niche. Regardless of the size of the target market, the business customer is making an organizational purchase decision and the dynamics of this, both procedurally and in terms of how they value what they are buying from you, differ dramatically from the consumer market. There may be multiple influencers on the purchase decision, which may also have to be marketed to, though they may not be members of the decision making unit.

Pricing The business market can be convinced to pay premium prices more often than the consumer market if you know how to structure your pricing and payment terms well. This price premium is particularly achievable if you support it with a strong brand.

Promotion Promotion planning is relatively easy when you know the media, information seeking and decision making habits of your customer base, not to mention the vocabulary unique to their segment. Specific trade shows, analysts, publications, blogs and retail/wholesale outlets tend to be fairly common to each industry/product area. What this means is that once you figure it out for your industry/product, the promotion plan almost writes itself (depending on your budget) but figuring it out can be a special skill and it takes time to build up experience in your specific field. Promotion techniques rely heavily on Marketing Communications strategies (see below).

Place (Sales & Distribution) The importance of a knowledgeable, experienced and effective direct (inside or outside) sales force is often critical in the business market. If you sell through distribution channels also, the number and type of sales forces can vary tremendously and your success as a marketer is highly dependent on their success.

B2B Marketing Communications Methodologies The purpose of B2B marketing communications is to support the organizations' sales effort and improve company profitability. B2B marketing communications tactics generally include advertising, public relations, direct mail, trade show support, sales collateral, branding, and interactive services such as website design and search engine optimization. The Business Marketing Association is the trade organization that serves B2B marketing professionals. It was founded in 1922 and offers certification programs, research services, conferences, industry awards and training programs.

Positioning Statement An important first step in business to business marketing is the development of your positioning statement. This is a statement of what you do and how you do it differently and better and efficiently than your competitors.

Developing your messages The next step is to develop your messages. There is usually a primary message that conveys more strongly to your customers what you do and the benefit it offers to them, supported by a number of secondary messages, each of which may have a number of supporting arguments, facts and figures.

Building a campaign plan Whatever form your B2B marketing campaign will take, build a comprehensive plan up front to target resources where you believe they will deliver the best return on investment, and make sure you have all the infrastructure in place to support each stage of the marketing process - and that doesn't just include developing the lead - make sure the entire organization is geared up to handle the inquiries appropriately.

Briefing an agency A standard briefing document is usually a good idea for briefing an agency. As well as focusing the agency on what's important to you and your campaign, it serves as a checklist of all the important things to consider as part of your brief. Typical elements to an agency brief are: Your objectives, target market, target audience, product, campaign description, your product positioning, graphical considerations, corporate guidelines, and any other supporting material and distribution.

Measuring results The real value in results measurement is in tying the marketing campaign back to business results. After all, you’re not in the business of developing marketing campaigns for marketing sake. So always put metrics in place to measure your campaigns, and if at all possible, measure your impact upon your desired objectives, be it Cost Per Acquisition, Cost per Lead or tangible changes in customer perception.

PRODUCT DESCRIPTION: (THE CORE ERP MODULE FRAGMENTATION) WHAT ARE THE VARIOUS MODULES IN ? 1. PURCHASE 14. MEMORANDUM RECORDS 2. SALES 15. ENGINEERING 3. MARKETING 16. HR & PAYROLL PRODUCTION PLANNING & 4. GATE 17. CONTROL 5. STORES 18. ACCOUNTS 6. RECEIPT STORE 19. PRODUCTION 7. ISSUE STORE 20. TOOL ROOM 8. DISPATCH STORE 21. MAINTENANCE 9. INVENTORY 22. QUALITY ASSURANCE 10. EXCISE 23. STANDARD ROOM 11. BUDGETING 24. SECRETARIAL RECORDS 12. COSTING 25. MANAGEMENT CONSOLE MANAGEMENT INFORMATION 13. FIXED ASSETS 26. SYSTEMS

PURCHASE FUNCTIONALITY: Enquiry Pad Comparative Form Purchase Order Data Flow Diagram Raw Material Engineering Material Reports SALES AND MARKETING FUNCTIONALITY: Flow Chart Data Flow Diagram Forms Order Processing Form Credit Note Debit Note Sale Invoice

Reports Policies Discount Policies Advertise Policies Credit Policy PRODUCTION FUNCTIONALITY: Production Planning Production Scheduling Bill Of Material Mixing of Raw Material • Intermix • Extruder/Calender activity sheet • Curring Quality Checking Final Finish Activity Suplicing press activity sheet Packing of several finished goods DFD of production Category of raw material Reports QUALITY FUNCTIONALITY: Raw Material Test Register Of raw material Reports DISPATCH FUNCTIONALITY: Dispatching Sale Invoicing Reports HUMAN RESOURCE FUNCTIONALITY: Register of Leave Leave form DFD List of Employee Employee Master Gratuity record regarding employee Maintains of records regarding

provident fund and pension Recruitment Process Maintain salary of all employee Salary Calculation Form DFD of salary Distribution Outstation Duty Form Employee (Personal particular)Form Performance Appraisal Form Attendence Form Plant Accident Form Investigation against accident Form Reports STORE FUNCTIONALITY: Unload Counting Weighing Access/Shortage Note for Admin Store Entry of stock MSRN (Material Store Receive/Rejected Note) Material Issue Note Flow Of Store Reports FINANCE FUNCTIONALITY: Introduction Voucher Journal Cash book Bank book Ledger Sub ledger Trial Balance Balance sheet Flow Functionality of Voucher Entry Cash Records Forms Cash Voucher Bank Voucher Journal Voucher

Purchase Voucher Sale Voucher Employee Salary Detail Collection Detail Form Check Bounce Detail Form Transport Detail Form Process of making Voucher Data Flow Diagram of Bill Clarence Collection Collection process Flow Data Flow Diagram of Cash inflow Expense process flow account Head office account Salary structure DFD of salary distribution PF ESI Loan Gratuity Transport Finance Introduction Flow List of Reports

Human resource module: The Human Resource module contains form of the complete Human Resource activity. This module shall capture the following details • Employee master • Leave and Attendance Modules • Payroll Modules • PF Modules • Income Tax Modules • Training Modules • Indian Human Resources management Recruitment Process: The module shall contain facility to capture the recruitment related details. This include: • Monitoring of requirement activity • Capture the Details of scale related to employee

• • • • •

Details of employee recruitment information Details of nature of job etc Details of Employee transfer from department to department etc Capture the Details of department Capture the details of employee posting

Promotion Management: The promotion management module shall contain facility to capture the promotion related requirement related to employee. This include: • Details of employee Increment Process • Details of employee Decrement Process • Details of employee Promotion Process • Capture the Promotion Date • Details of employee Retirement Process Attendance & Leave Management: The Leave management module shall contain facility to capture the Leave details related to employee. This include: • Define the various types of leaves • Facility to create leave and send for approval • Capture the details of leave and approve leave Tracking of employee Leaves Information whether they are applicable for encashment or not if the employees do not take his leaves before the end of year. Employee Management (Tracking of Employee information): The Leave management module shall contain facility to capture employee related activity. This include: Capture the employee personal details like Employee Name Father’s /Husband Name Designation Location / sub location etc. Capture the Employee Qualification details Generation of Employee Id Card Details of Leave Details Tracking of Attendance Tracking of Employee Work Details Payment and Wages Details Deduction details etc Final Details etc

Training Module: Organizations Providing Training

Yearly list of Training offered and attended Wing / Div/ Section wise beneficiary staffs list List of trainings / Staffs attended Cost involved/ analysis over trainings Report of Training Hospital Management System (HMS) System Overview Document Overview Notation Conventions Abbreviations Other Reference Main Modules Involved in the School Automation Login Creation Reference Login Id Deletion User Rights Transfer Change Pasword Active/Inactive User Report Create Institution Department Master OPD Master Reference Ward Type Ward Master Reference Store Master Patient Registration Module Overview Patient Registration Module Description Reference Output Patient Search Patient Information Modification

Patient Admission Reference Output MRD Module Overview Admitted Patient Report Birth Report Death Statistics Of Patient Patient Discharge Statics Statics Of Medico-Legal Cases New Patient Registration Statistics OPD Statistics Of Patient Operation Report Patient History Report For Physiotherapy OPD Module Overview Patient OPD Registration OPD To OPD Transfer Doctor Examination and Treatment Procedure View Previous OPD Details Cross Consultation Inverstigation and Test Recommend For Admission Ward Birth Registration Still Birth Registration Reference Death Registration Reference Output Death Commentary Reference

Output Discharge Summery Reference Doctor Order Nursing Details BP, TEMP, Pulse, Respiratory Patient Intake/Output Laboratory Process Sample Collection Register Pharmacy Medicine Master Create Medicine Category Create Medicine Generic Name Create Medicine Form Create Medicine Packaging Code New Drug Introduction Create GRN For Pharmacy Regerence Pharmacy Bill Summery Report Pharmacy Detail Stock Report Report For Expiry Medicine Favourte Medicine Report For Pharmacy Indent Report For Medine Return Pharmacy/Report Return Medicine To Vendor Pharmacy Stock Report Help Desk Feed-Back Form Feedback Report OT MODULE Anesthesia Record Anasthetist's Report Operation Gradation Operation Register

Material Used For Operation Endoscopy Register Billing Module Category Master (Billing) Sub Category Master (Billing) Rate Master For Services (Billing) Services For In Patient Advance Payment Collection Report Accounts Management System (AMS) Introduction & Objective of the Financial Accounting

Management System

Finance is the backbone of the organization. It not only regulates the function of any organization but also influences and controls budget planning and monitoring. Accurate maintenance and prompt analysis of the financial data is very essential to keep track of the incomes and expenses, so that the allocated budgets would be spent appropriately. Being a web based software it facilitates Axis’s clients to access it from anywhere in the world. The essence of the financial accounting software is to meet the requirements of the finance department by incorporating the features to organize, maintain and analyse the financial data by gathering ins and outs of money flow. Axis’s software diligently processes the financial data, organizes the financial data and attentively monitors the flow of money for better decision making and planning. Hence, this software cannot only best fit into the finance department of the university but also can be integrated into the Management Information System (MIS) of the university.

Input Documents • Masters • Bill Entry • Receipts • Payments • Vouchers • Data Management Output Documents • Reports • Master Reports • Transaction Reports

• • • • • •

Bill Reports Receiprt Reports Payment Reports Voucher Reports Misc Reports MIS Reports

Introduction & Objective of the Payroll System Payroll Management System is veryuser-friendly, and easy-to-use software, customized to serve the Accounts department of any organization. The software allows authorized users to define pay scale applicable for the employees, and the formula to calculate pay. It maintains leave status, applicable pay scales, loans and advances taken by the employees, status of the employees etc. and considers these parameters while generating pay slip. Arrears can be calculated, leaves can be updated, EMI for loan payment has to be entered and can be re-defined by entering the revised value. Input Documents • • • • •

Masters Salary Arrears Loan Data

Output Documents • Reports • Master Reports • Salary Reports • Arrear Reports • Loan Advance Reports • Misc Reports • MISReports School Management System (SAS): Main Modules Involved in the School Automation Student Information Total No. of Students One time monthly fee structure Fee submission Reuse feature of deleted

Management

Defaulter List DayBook MonthBook Library Management Examination Management Time-Table Creation Support Windows Network Six user level security Privileges given to administrator account Automatic Backup Restore from backup file Illegal Password Monitor Examination Module (Exclusive Class Wise) Security, Backup and Restore Tools: Six user level security Privileges given to administrator account Automatic Backup Restore from backup file Illegal Password Monitor System Requirements for School Management System: Pentium III or above processor 128 MB RAM CD ROM (for installation purpose only) Printer (Dot Matrix printer support) Windows 98 SE and above Operating System Windows LAN for multiuser environment (optional) College Automation System (UAS) Modules • • • • • • • • • •

Admission or Registration Student Administration Exams & Result Analysis Time scheduling / Time table generation Library management Promotion and Alumni Fee management Staff administration and Payroll Asset Management / Inventory Hostel / Mess Management

• • • •

Transport management (optional) Promotion and Alumni Financial Accounting Question Bank

University Automation System (UAS) Payroll Management System

» Admin/Registrar Module: contains login details, Admin can define super user, senior user, admin users.And admin can restrict the accessiblity of software for particular user. » Staff Management: Personal Information, Qualification, additional Qualification, Pay Details, Attendence. Employee Sepration, Transfer,Nature of Job, Post, Scale, Department,Designation, Joining date, Retirement date Allowance( Basic, DA, HRA, CA, Medical, Special, etc.)Deductions( PF, Prof Tax, TDS, LIC, Welfare, other deductions) » Accounts Module: BalanceSheet Profit & Loss Journal Voucher, Payment Voucher, (cheque or cash ) Cash Book, Bank Book, Consolidated, Cash Book, etc. Ledger ( user can add/delete the heads) Projected Budget Revised Budget and Variance of Budget Cash Flow Statement. » Establisment Module: Leave Application & approval Casuval Leave, E.L., Medical Leave No. Of Leaves Permitted and Used Carry Forward / Encashment of Leaves Promotion & Promotion date Increment & Increment Date » Examination Module:

Reciept

Voucher

Allocaion of Centre, Allocation of Roll No. Name of Exam, Max Marks, Min Marks, aggregate marks. Performance and Report » Student Management: Student Registration Information Personal Information Qualification D.O.B. Address UserId/Password Attendance » Admission Management: Date of Admission, Enrollment No. Application Form Course Name, Course Type, Course Year Date of Leaving » Dak Management Module: Inward Register Distribution Register Outward Register Dispatch Register » Admin Module: Supplier Order Stock Received Stationary Requisition / Approval Bill Verification of Supplier Items Issue to Employee Lease Agreement Property monitoring Transport Requisition / Approval Transport Bill Verification Meeting (Agenda, action taken, Expenses)

CRM: Customer Management Systems improve interaction, efficiency and effectiveness when acquiring, supporting, selling and managing customers. CRM benefits companies to benefit from marketing campaigns, faster sales cycle and improved customer service. For over a decade companies have used CRM to meet challenges like competitive business, innovation and advanced resource utilizations. A 360 degree view of customer interaction history ensures consistent customer communication and raises customer satisfaction. It also allows businesses to detect early warning signs of competitive advances. Aspects of CRM There are basically three aspects of CRM which can each be implemented in isolation from each other: Operational CRM- automation or support of customer processes that include a company’s sales or service representative Collaborative CRM- direct communication with customers that does not include a company’s sales or service representative (“self service”) Analytical CRM- analysis of customer data for a broad range of purposes Operational CRM Operational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database as and when required. One of the main benefits of this contact history is that customers can interact with different people or different contact “channels” in a company over time period without having to repeat the history of their interaction each time. Consequently, many call centers and BPOs use some kind of CRM software to support their call centre agents. Collaborative CRM Collaborative CRM encompasses the direct interaction with customers. This can include a variety of channels, such as internet, email, automated phone (Automated

Voice Response AVR). It can generally be equated with “self service”. The objectives of Collaborative CRM can be broad, including cost reduction and service improvements. Analytical CRM Analytical CRM analyses customer data for a variety of purposes including Design and execution of targeted marketing campaigns to optimise marketing effectiveness Design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention Analysis of customer behaviour to aid product and service decision making (e.g. pricing, new product development etc.) Management decisions, e.g. financial forecasting and customer profitability analysis Prediction of the probability of customer defection (churn). Analytical CRM generally makes heavy use of predictive analytics.

LEARNING FROM SUMMER TRAINING: • • • • •

Got the knowledge of ERP software & its different modules Got experience in cold calling Interacted with atleast 1oo professionals of different fields Learned the cycle of sale How to deal with people

SUGGESTIONS: PRODUCTMass Mailing Solution (MMS) Today’s market is highly competitive and the winner is always a company with the best customer communication and service. It is real tough to provide constant and upto-date communication with your clients, but the rewards are tremendous. It does not matter if you have a small scale business or a big company; communication has always been a problem. Imagine you have a new product with less Advertisement budget it is not at all feasible to call every individual and promote your product, services or concept. Bulk mailing or mass mailing is a tool that can be always used with minimum expenses to promote and highlight the product or services that you wish to. By following these processes you give a shape to your requirements in terms of targeted clients and industry. The cost for the complete affair is far less than what is required for a general promotion, even a road show eventually targeting the most lucrative client in most audacious way. Content Management System (CMS) A Content Management System(CMS) is a software system used for content management. CMS are deployed primarily so that large number of contributor can use it. The content may include computer files, images, audio files, electronic documents and web content. CMS make these files available within organization, as well as over the web. A CMS use gives organization control over publication of a large body of documents and other content. Best example of Web Content Management is Wikipedia which is based on a wiki, which is a particular type of CMS. A web content management system is a content management system with additional features to make the task easy to publish web content to web sites. It facilitates one to assign roles and responsibilities to different content categories or types.The Web content management system offers many options, as one can use a standard template, copy an existing page or go for a complete makeover. Most importantly, Web pages created by the Web content management system are static and there is no dependence on the Website database for generating volatile pages. The new pages, therefore, load lightning fast. Best of all, the Web content management system lets you make all the changes yourself by logging on to a password-protected admin panel and following very simple instructions featured on a user-friendly interface. Just click to upload and the changes will be immediately reflected on the live site. SUGGESTION BASED ON SALES FORCE: 1. Proper sales force training 2. On field training based on sales of softwares for copporates. 3. Motivate sales force by giving full support 4. Have a quality product through professional consulting 5. Use best practices to run business 6. Effective communication b/w department

** COULD YOU SUGGEST SOME OTHER PROPOSAL TO MOTIVATE SALES PERSONNEL ACHIEVE THEIR SALES TARGETS ? GIVE YOUR REASONS WITH DETAILS OF THE PROPOSAL AS TO HOW WOULD IT BE BETTER ? ANSWER : Non-Monetary Motivation Recognition •

Recognize everyone

•

Recognize publicly

•

Record the recognition

•

Involve top management

•

Make it personal

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Don’t use negative recognition

•

Put the winner in the center

Non-Monetary Motivation • Award- is physical evidence that the receiver can take home and show friends, family, and peers – Personal and fit the occasion

•

–

Distinctive

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Show that the individual level of achievement is consistent with the organization’s goals

– Can be honorary job titles – Special communications – Newsletters • Articles or news features about special efforts made • Pictures of the top salespeople • Spot for award recognition – Individual letters/special telephone calls

COMPANIES COVERED FOR ERP SOFTWARE:

ERP MEANS LONG TERM BUSINESS