erp software sales- iipm,delhi

8/14/2019 Erp Software Sales- Iipm,Delhi

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ERPSOFTWARESALES AND

MARKETANALYSIS

PREPARED BY:

SHOUBHAGYA RANJAN MAHAKUD

IIPM, NEW DELHI


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NAME OF COMPANY: SUNDELTA

TECHNOLOGIES (P) LTD.


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CONTENTS

SL.NO.

1 ABOUT SUNDELTATECHNOLOGIES (P) LTD

2 UNDERSTANDING ERPSOFTWARE

3ERP VENDORS

4 SALES PROCEDURE

5 B TO B MARKETING

6 CORE ERP MODULEFRAGMMENTATION

7 LEARNING FROM SUMMERTRAINING AND SUGGESTIONS


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ABOUT:SUNDELTA

TECHNOLOGIES

(P) LTD.


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Sundelta Technologies Private Limited is an ERP based software solutionprovider. 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 towardsachieving 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, engineeringand technology, information technology, marketing, mass communication, sociology andother business areas. Supported by Sun Life foundation, a registerd public charitable

trust. A professionally qualified team is launching never seen before initiatives to developculture of purposeful and successful entrepreneurship, improve industrial performance,

generate large scale employement oppurtunities and make life of maximum number ofpeople across the world. Sun Business Entrepreneur, an innovative scheme of Sundelta

Technologies to bring unemployed not so educated people across length and breadth ofthe 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


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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

Java Technology

J2EE Framework 2.0

Structs Framework EJB IDE-Net Beans 5.5

Web Server- Tomcat5.5 JBOSS Sever

Database

SQL Server

Oracle 9i

Scripting Language

Java Script

Designing

Dream Weaver

Photoshop CS3 Flash 9.0

ERP Modules:

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


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Services:

Application Development Web Designing/Develoment

Human Resource Management

Web Services Supply Chain Management Enterprise Resource Management

Customer Information Center Customer Relationship Management


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UNDERSTANDING ERP SOFTWARE:


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Enterprise resource planning (ERP) systems attempt to integrate several datasources and processes of an organization into a unified system. A typical ERP system

will use multiple components of computer software and hardware to achieve theintegration. 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 amodular 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 databaseallows 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 basisto improve the efficiency of the business. This improves the business by adding

functionality, mixing and matching programs from different vendors, and allowing thecompany to choose which modules to implement. These modular software designs link

into the common database, so that all of the information between the departments isaccessible 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 allbasic functions of an enterprise, regardless of the organization's business or charter. Non-

manufacturing businesses, non-profit organizations and governments now all utilize ERPsystems.

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 andaccounting 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 independentapplications eliminates the need for external interfaces previously required between

systems, and provides additional benefits that range from standardization and lowermaintenance (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-aloneapplications include: Manufacturing, Supply Chain, Financials, Customer Relationship

Management (CRM), Human Resources, Warehouse Management and Decision SupportSystem.


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MRP vs. ERP Manufacturing management systems have evolved in stages

over the past 30 years from a simple means of calculating materials requirements to theautomation of an entire enterprise. Around 1980, over-frequent changes in sales forecasts,

entailing continual readjustments in production, as well as the unsuitability of theparameters fixed by the system, led MRP (Material Requirement Planning) to evolve into

a new concept : Manufacturing Resource Planning (or MRP2) and finally the genericconcept Enterprise Resource Planning (ERP)

.

Overview:

Some organizations typically those with sufficient in-house IT skills tointegrate 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 theirother application needs. For example, one may choose to use human resource


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management system from one vendor, and the financial systems from another, andperform 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 softwaremodules, which would include:

Manufacturing:Engineering, Bills of Material, Scheduling, Capacity, Workflow Management,

Quality Control, Cost Management, Manufacturing Process, ManufacturingProjects, 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, BenefitsCustomer Relationship Management:

Sales and Marketing, Commissions, Service, Customer Contact and Call Centersupport 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 acompany'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 theirlegacy 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 Y2Ksolution.


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ERPs are often incorrectly called back office systems indicating that customersand the general public are not directly involved. This is contrasted with front office

systems like customer relationship management (CRM) systems that deal directly withthe 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 areinvolved in operations or production are integrated in one system. In addition to

manufacturing, warehousing, logistics, and information technology, this would includeaccounting, 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, thehuman 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 differentcomputer manufacturers and systems. For example, the HR computer system (often

called HRMS or HRIS) would typically manage employee information while the payrolldepartment would typically calculate and store paycheck information for each employee,

and the financial department would typically store financial transactions for theorganization. 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 dataformat or the integration schedule often resulted in problems.

After

ERP software, among other things, combined the data of formerly separateapplications. This simplified keeping data in synchronization across the enterprise, it

simplified the computer infrastructure within a large organization, and it standardized andreduced 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


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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 fundstransfer. This is because the procedure of capturing and reporting legislative orcommodity 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 thebusiness process, it can be argued that determining and applying a Best Practice actually

erodes competitive advantage by homogenizing the business as compared to everyoneelse in the industry sector.

Implementation:

Because of their wide scope of application within a business, ERP softwaresystems are typically complex and usually impose significant changes on staff work

practices. Implementing ERP software is typically not an "in-house" skill, so evensmaller 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 thebusiness, 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 anddelivered 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 orof 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 significantamount of planning must occur. Unfortunately, data migration is the last activity before

the production phase of an ERP implementation, and therefore receives minimal attentiondue to time constraints. The following are steps of a data migration strategy that can help

with the success of an ERP implementation:

1. Identifying the data to be migrated2. Determining the timing of data migration

3. Generating the data templates4. Freezing the tools for data migration

5. Deciding on migration related setups6. Deciding on data archiving


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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 butthey 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 toadapting 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 processanalysis 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 ERPvendor 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 businesscapability;

understanding the automated solutions currently implemented.

A disadvantage usually attributed to ERP is that business process redesign to fit thestandardized ERP modules can lead to a loss of competitive advantage. While

documented cases exist where this has indeed materialized, other cases show thatfollowing 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 modulesto install, then adjust the system using configuration tables to achieve the best possible fit

in working with your companys processes.

Modules - Most systems are modular simply for the flexibility of implementingsome functions but not others. Some common modules, such as finance and accounting

are adopted by nearly all companies implementing enterprise systems; others howeversuch 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 alreadyhave their own proprietary system they believe to be superior. Generally speaking thegreater 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


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or whether it wants to recognize revenue by geographical unit, product line, ordistribution channel.

So what happens when the options the system allows just arent good enough? At

this point a company has two choices, both of which are not ideal. It can re-write some of

the enterprise systems code, or it can continue to use an existing system and buildinterfaces between it and the new enterprise system. Both options will add time and costto the implementation process. Additionally they can dilute the systems integration

benefits. The more customized the system becomes the less possible seamlesscommunication 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 ERPimplementation. Typically, a consulting team was responsible for the entire ERP

implementation including planning, training, testing, implementation, and delivery of anycustomized modules. Examples of customization includes additional product training;

creation of process triggers and workflow; specialist advice to improve how the ERP isused 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 onthe level of customization required). Large companies, and especially those with multiple

sites or countries, will often spend considerably more on the implementation than the costof 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 howthe 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 toprovide 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 orcustom extensions in custom libraries Core system customization is where customers


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change the software vendors proprietary code. This means that the software will nolonger 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 thennormally support the code in-house or subcontract a consulting organization to do so.

Custom extensions are where a customer build bolt on custom applications thatrun parallel to the standard system i.e. custom extended applications. Modules that areextended 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 anOperational 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 servicescompanies.

Advantages

In the absence of an ERP system, a large manufacturer may find itself with manysoftware applications that do not talk to each other and do not effectively interface. Tasksthat 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 anold 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 versionnumbers.

Some security features are included within an ERP system to protect against bothoutsider crime, such as industrial espionage, and insider crime, such as embezzlement. Adata tampering scenario might involve a disgruntled employee intentionally modifying

prices to below the breakeven point in order to attempt to take down the company, orother sabotage. ERP systems typically provide functionality for implementing internal

controls to prevent actions of this kind. ERP vendors are also moving toward betterintegration with other kinds of information security tools.


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Disadvantages

Problems with ERP systems are mainly due to inadequate investment in ongoingtraining for involved personnel, including those implementing and testing changes, aswell 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 companiesthis 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, linesof responsibility, and employee morale.

Resistance in sharing sensitive internal information between departments canreduce the effectiveness of the software.

Some large organizations may have multiple departments with separate,

independent resources, missions, chains-of-command, etc, and consolidation intoa single enterprise may yield limited benefits. The system may be too complex measured against the actual needs of the

customer.


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ERP VENDORS: ERP Vendors by Revenue:

The largest vendors worldwide in 2005 according to Gartner Dataquest:

Market share 2005 according to Gartner Dataquest

SL.NO. VendorRevenue

(million $)

Market share

(%)

1 SAP 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

Vendors of popular ERP software include (sorted roughly according to worldwide ERP

related revenue):

Vendor

Revenue

(Native

currency)

Revenue

(million

$)

Year

SAP 9.4 billion EUR 12401.4 2006

Oracle Applications 14.38 billion USD 14380.0 2006

Infor Global Solutions 2.1 billion USD 2100.0 2006

The Sage Group935.6 million

GBP

1832.0 2006

Microsoft Dynamics (Formerly Microsoft

Business Solutions)44.2 billion USD 44200.0 2006

Unit 4 Agresso352.6 millionEUR

465.2 2005

Lawson Software390.776 millionUSD

390.8 2006

Epicor384.1 million

USD384.1 2006

Visma

1,907 million

NOK 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


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SIV.AG 14.2 million EUR 18.7 unknown

DELHI BASED ERP VENDORS:

All India Online PrivateLimited Hexaware

Creative Sparx Solutions Doxo India

Escosoft Creatios Infoway

Unisoft Technologies ITC Infotech

Sanchitech Oracle

Vision Nxt Technologies People Strong

Cosmic Softech Ltd

(Cites)

Wipro

Ramco Systems Limited Lobo

Sentinel Software

Solutions Pvt Ltd

Hindsoft

Merino Services Limited 3eManagement

Consultants

Us Tech Solutions Webdrivers

Ventures Hrd Centre Solutions Pvt Ltd

Sambhav Pvt Ltd

Praneel Technologies

Hre Source

Maia Intelligence

Newgen Software

Technologies Ltd

Credence TechnologiesLimited

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


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Artech India Pvt Ltd

Infeon Global Solutions

Novo It Consultants &

SALES PROCEDURE:

Current trends in sales:

Intense Foreign Competition

Higher Customer Expectations Customers 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

Customers awareness about the product


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Process:

-

OPENING A CALL

PRESEATATION AND

DEMONSTRATIONS

HANDLING

OBJECTIONS

FOLLOW-UP


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PRE-CALL PLANNING:

1) Product point of view is a important factor in software selling where the primeproducer 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 gainingmarket 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 afteranalyzing 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 isassociated 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 providethe 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 themarket 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 heirselling pattern really affects a lot. The competitors strategy is considered to be an

important one as the competitors comes up with new ideas or product s for making theirsales dynamic. The competitors information is important one for selling the product in

the market. So, that one can change according to the activities of the performance of thecompetitor.

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 notreliable 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 fornot supporting the organisation.

8) Whether they purchase all the modules from the producer or only single modulesfrom ERP vendor.


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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 thecompetitive 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 softwares currently they are using and are they interested for businessprocess reengineering?


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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. BusinessMarketing is the practice of organizations, including commercial businesses,

governments and institutions, facilitating the sale of their products or services to othercompanies 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 industrialmarketing, business marketing is also called business-to-business marketing, or B2B

marketing, for short. (Note that while marketing to government entities shares some ofthe 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 its a single person that pulls out theirwallet. 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 varywidely by firmographic (i.e., demographic for segmenting businesses) such as business

size, location, industry and revenue base.

The pricing of B2C products doesnt 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 andspecifications, all of which take significant time to calculate and add greatly to sellingcosts. 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 tomake the appropriate purchase decision are usually high for B2B buyers. Therefore, B2B

prospects conduct more research, seek more information, evaluate references, andresearch alternative products, manufacturers, solutions, and providers. Most business

purchases have multiple parties in the purchasing organization influencing the decision-making process. Therefore, you must identify and reach multiple parties in multiple tiers

within the prospects organization with messaging that resonates to each individualsinterests and concernsfor example, the "economic buyer" concerned with ROI, the

"technology buyer" concerned with performance, and the end-user concerned with easeof operation. For many B2B organizations, the seller-to-end-user relationship is not

exclusive or direct. Complex networks of key publics require different channel strategiesrelevant and appropriate to each channel members level of involvement. In addition to

end-users, many B2B companies must also market to distributors, dealers, independentrepresentatives, outside consultants, specifiers, and supply-chain partners, to name just a


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few. Unlike sales to consumers, B2B marketing doesnt happen through tightlycontrolled, 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. B2Bpurchasersoften look to third party influencers for opinions, insight, consultation, or referrals. B2Bsellers 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 thesales 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 original4 Ps developed by McCarthy

B2B Marketing Strategies

B2B Branding

B2B branding is different from B2C in some crucial ways, including the need toclosely align corporate brands, divisional brands and product/service brands and to apply

your brand standards to material often considered informal such as email and otherelectronic 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 areimportant 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 ofthe 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 arebuying 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 theymay not be members of the decision making unit.


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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, informationseeking and decision making habits of your customer base, not to mention the vocabulary

unique to their segment. Specific trade shows, analysts, publications, blogs andretail/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 almostwrites 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 relyheavily 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 distributionchannels 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 tacticsgenerally include advertising, public relations, direct mail, trade show support, sales

collateral, branding, and interactive services such as website design and search engineoptimization. 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 ofyour positioning statement. This is a statement of what you do and how you do it

differently and better and efficiently than your competitors.


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Developing your messages

The next step is to develop your messages. There is usually a primary messagethat conveys more strongly to your customers what you do and the benefit it offers tothem, 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 oninvestment, 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 surethe 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. Aswell as focusing the agency on what's important to you and your campaign, it serves as achecklist 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, campaigndescription, 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, youre not in the business of developing marketing campaignsfor 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 PerAcquisition, Cost per Lead or tangible changes in customer perception.


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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

4. GATE 17.PRODUCTION PLANNING &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

13.FIXED ASSETS 26.MANAGEMENT INFORMATIONSYSTEMS

PURCHASEFUNCTIONALITY:

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


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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 CheckingFinal 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


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provident fund and pension

Recruitment Process

Maintain salary of all employee

Salary Calculation Form

DFD of salary Distribution

Outstation Duty FormEmployee (Personal particular)Form

Performance Appraisal Form

Attendence Form

Plant Accident Form

Investigation against accident Form

Reports

STORE

FUNCTIONALITY:

UnloadCounting

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 sheetFlow

Functionality of Voucher

Entry Cash Records

Forms

Cash Voucher

Bank Voucher

Journal Voucher


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Purchase Voucher

Sale Voucher

Employee Salary Detail

Collection Detail Form

Check Bounce Detail Form

Transport Detail FormProcess 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 accountSalary 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 Resourceactivity. 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 recruitmentrelated details. This include:

Monitoring of requirement activity

Capture the Details of scale related to employee


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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 tocapture 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 LeavesInformation whether they are applicable for encashment or not if the employeesdo not take his leaves before the end of year.

Employee Management (Tracking of Employee information): The Leave managementmodule shall contain facility to capture employee related activity. This include:

Capture the employee personal details like

Employee Name Fathers /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


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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 CreationReference

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


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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


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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


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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 anyorganization but also influences and controls budget planning and monitoring. Accuratemaintenance 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 Axiss clients to access it from anywhere in the

world.

The essence of the financial accounting software is to meet the requirements of thefinance department by incorporating the features to organize, maintain and analyse the

financial data by gathering ins and outs of money flow. Axiss software diligentlyprocesses 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 bestfit 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


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Bill Reports Receiprt Reports

Payment Reports

Voucher Reports

Misc Reports

MIS Reports

Introduction & Objective of the Payroll System

PayrollManagement System is veryuser-friendly, and easy-to-use software, customizedto 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 generatingpay 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 Management

Output Documents

Reports Master Reports Salary Reports Arrear Reports

Loan Advance Reports Misc Reports

MISReports

School Management System (SAS):

Main Modules

Involved in the

SchoolAutomation

Student Information

Total No. of Students

One time monthly fee structure

Fee submission

Reuse feature of deleted


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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


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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, otherdeductions)

Accounts Module:

BalanceSheet

Profit & Loss

Journal Voucher, Payment Voucher, Reciept 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:


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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)


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CRM:

Customer Management Systems improve interaction, efficiency and effectiveness when

acquiring, supporting, selling and managing customers. CRM benefits companies tobenefit 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 raisescustomer 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

companys sales or service representative

Collaborative CRM- direct communication with customers that does not include

a companys 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 thedatabase as and when required.

One of the main benefits of this contact history is that customers can interact withdifferent 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 caninclude a variety of channels, such as internet, email, automated phone (Automated


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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 CRMAnalytical CRM analyses customer data for a variety of purposes including

Design and execution of targeted marketing campaigns to optimise marketingeffectiveness

Design and execution of specific customer campaigns, including customeracquisition, 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 profitabilityanalysis

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


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SUGGESTIONS:

PRODUCT-

Mass Mailing Solution (MMS)

Todays market is highly competitive and the winner is always a company withthe best customer communication and service. It is real tough to provide constant and up-to-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 alwaysbeen 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 theseprocesses 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 theweb. 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 awiki, 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 contentto 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 canuse 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 andthere 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 letsyou 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 toupload 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 consulting5. Use best practices to run business

6. Effective communication b/w department


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** 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

Dont 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

Show that the individual level of achievement is consistent with theorganizations 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


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COMPANIES COVERED FOR ERP SOFTWARE:


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ERP MEANS LONG TERM BUSINESS