proceedit 20110819 companys presentation for partners eng dol
DESCRIPTION
Presentation of proceedit\'s business modelTRANSCRIPT
“the BPM process factory”
Versión 02 Company's Presentation for Partners 1
Company’s Presentationfor Partners
“the BPM process factory”
Collaboratively manufacturing and marketing
of “prêt-a-porter” BPM Processes,
Connectors and Vertical Software Solutions
“the BPM process factory”
Contents
BPM & BPMSBPM MarketproceeditVersión 02 Company's Presentation for Partners 2
“the BPM process factory”
Company's Presentation for Partners 3Versión 02
BPM & BPMS
Change of Paradigm – Functional Issues
ThirdParty
ThirdParty
ThirdParty
External ApplicationsExternal Applications
Employees
FunctionTraditional
OrganizationExtended
Organization
Focused on Register of Transactions Focused on Procedures Support
Internal Applications
Process
Str
uct
ure
d C
om
munic
ati
on
Non S
truct
ure
d C
om
munic
ati
on
Supervisors
BPMSExternalized
Users
ExternalUsers
Third Parties
Internal Users
Invited Users
Internal Applications
“the BPM process factory”
Company's Presentation for Partners 4Versión 02
BPM & BPMS
Change of Paradigm – Conceptual Issues
Characteristic Traditional Organization Extended Organization
Structure Tree Mash
Functional Areas Closed Open
Operative Assignation Functional Responsibility Actor en Processes
Operative Unit Transaction Procedimiento
Driver of Information Document Task
Information Flow Vertical and Manual Horizontal and Automated
Data Structure Only one Data and Relations Base. Unique Data.
Several Bases of: Classifications, Entities, Relations, Attributes, Events and Status; synchronized among
them trough a Unified Knowledge Base and its corresponding connectors
Application of Polices Orders Business Rules
Actors Heads, Employees and Third PartiesSupervisors, Internal, Externalized and Third Parties
Employees, Anonyms Guests, Third Parties
Actors’ Control Physical Presence Results measured by KPI’s
Supervising Function Signature of each Document Exceptions Resolution
Calendar / Time Table Per Site Personalized for each Employee
Operative Schedule 8 hours/day, 5 days/week 24 hours/day, 7 days/week
Actors’ Situation Fixed at Sites Mobile
Relational Model By Imposition Collaborative
BPMS
“the BPM process factory”
BPM & BPMS
Definitions - BPM & BPMS
Versión 02 Company's Presentation for Partners 5
BPM =Business Process
Management
BPMS =Business Process
Management Suite
ConceptMethodology
ToolTechnology
1.970+
2.000+
“the BPM process factory”
BPM & BPMS
Definitions - BPO & BAM
Versión 02 Company's Presentation for Partners 6
BPO =Business Process
Operation
BAM =Business Process
Monitoring
ManagementWork
Tool Supervision
“the BPM process factory”
BPM & BPMS
Definitions - BPM Process
Technological Implementation on a BPMS Platform of a business procedure established by applying the BPM Methodology which, once invoked:
1. Interacts with Actors and Systems, by means of Personal Tasks, Automated Tasks and Connectors to other applications,
2. Generates actions and manages data and metadata, transactions, documents and KPI’s and,
3. Is monitored by KPI’s which, once having been analyzed, permit its automation.
Versión 02 Company's Presentation for Partners 7
“the BPM process factory”
Supervision
Operations
Technological Consultancy
Elements BusinessConsultancy
BPM & BPMS
5 Steps for BPM Processes Deployment
Versión 02 Company's Presentation for Partners 8
BPM
BPMS
Working Procedures
BPM Process Classes
BPO BPM Process Instances
BAM KPI’s from Instances
Actors
Systems
Personal Tasks
Automated Tasks
Connectors
Documents
Establish
Monitoring
Develop
OperateActions
Transactions
KPI’s
Optimize
1
2
3
4
5
Data and MetaData
“the BPM process factory”
Company's Presentation for Partners 9Versión 02
Transactional Applications
BPMS Platformsand BPM Processes
BPM & BPMS
BPM & BPMS = Heard of the Organization
External Collaborative
Users
Internal Transactional
Users
SupervisoryUsers
Third Party Users
ExtendedOrganization
ExternalizedOrganization
Third Parties Management
Collaborative Applications
Thir
d P
art
y A
pplic
ati
ons
Busi
ness
Info
rmati
on
Applic
ati
onsDocuments and MetaData
Data and Relations
BPMS
Internal Collaborative Users
Externalized Transactional Users
Bases de Datos Relacionales
BI, …
CRM, ERP, SCM, RRHH, …
ERP, SCM, …
BPMS Platforms
e-commerce
Zona Cloud
Documental Bases
Office, OCR, Outlook, Exchange, Web, Intranet, Extranet, …
“the BPM process factory”
BPM & BPMS
BPM & BPMS Functions
Procedural Motor
CommunicationBus
2
User’s Unified Interface
3
Operates the business procedures, sending tasks to the actors at the right time and execute automated tasks and connectors against the involved internal and external systems
Transports Data and Documents among the different Actors and Systems involved in the Working Procedures
Provides a single interface for collaborative work to the users of any organization
1
Versión 02 Company's Presentation for Partners 10
“the BPM process factory”
Versión 02 Company's Presentation for Partners 11
BPM & BPMS
BPM Processes Examples
There are a huge number of distinct business procedures and therefore BPM processes an organization can operate. We could talk about tens in micro companies, hundreds en small companies, thousands in big companies and Public Administration and tens of thousands in Corporations. Among the most common BPM processes in any organization, we could cite: Registration of Project Working Hours.
Planning, Launching and Monitoring Activities.
Entry, Register and Standardised Revision of Incoming Documents.
Edition, Revision, Approval, Distribution and Standardised Register of Outgoing Documents.
Storage and Distribution of Incoming and Outgoing Documents.
Management of Decisions by Consensus.
Management of Products and Services Items and Redaction of Offers to Customers.
Management of Orders from Customers.
Management of Orders to Suppliers.
Billing Clients for Products and Services Provided.
Entry, Processing and Automated Recording of Accounting Documents.
Management and Recording of Salary Advances and Justification of Travel Expenses.
Management of Complaints.
Application and Control of Holiday Days.
Organisation and Monitoring of Meetings.
Management of Shared Resources.
“the BPM process factory”
Versión 02 Company's Presentation for Partners 12
BPM & BPMS
BPMS versus ERP, SCM, DMS & CRM
BPMS is a completely new technology (for most of the softare vendors it’s available since only three or four years ago) and distinct, we could say opposite, to which ERP’s*, SCM’s*, DMS’s* & CRM’s* are based on; and to the different collaborative applications used by companies; not only in its technical conception, but also in the way it interacts with users.
With respect to the applicable scenarios and concrete functions of the BPMS technology, we could summarize them in the following phrase:
* ERP = Enterprise Resource Planning; SCM = Supply Chain Management; DMS = Document Management Systems; CRM = Customer Relationship Management.
“All which with technologies as ERP, SCM, DMS and CRM is highlycomplex to automate, if not infeasible due to its elevated implantationcost, it is solved with BPMS on a natural way, in less time, with lessinvestment, highest sustainability and achieving a biggest users’satisfaction”.
“the BPM process factory”
Transactions
Versión 02 Company's Presentation for Partners 13
BPM & BPMS
Process versus Transaction
Task 1 Task 2 Task 3 Task … Task … Task … Task … Task … Task … Task n
Transaction 1
Actors >
Process >Actions
Documents
Documents TransactionsData
Drivesthe Action!
BPMS
Registersthe Past
ERP
Saves theDocuments
DMS
“the BPM process factory”
BPM Market
A Good Question
Why we talk so much about BPM?
1. Cash Flow. Each BPM Process correctly developed and deployed generates an enormous jet of Net Cash Flow for the End User.
2. Business. It is a huge potential business for the IT Industry.
Versión 02 Company's Presentation for Partners 14
“the BPM process factory”
Company's Presentation for Partners 15Versión 02
BPM Market
Savings Implementing BPM - A real Case
Project Data
Sector: Automotive Auxiliary Industry
Employees: 8.000 Named / 2.000 Concurrent
Processes: 100 BPM Processes to be Deployed in 5 years
Effort: 100.000 hours (Client + Consultancy + Implantation)
5 years Profitability Criteria ValueMUS$ %
US$ perHour Process Employee
Total Cost of Ownership (TCO) 27,8 100 277,5 277.517 3.469
Accumulated Operative Savings (AOS) 45,4 164 453,9 453.856 5.673
Accumulated Net Cash Flow (ANCF) 17,6 64 176,3 176.339 2.204
Net Present Value (NPV) al 15 % rate 6,9 25 69,4 69.379 867
Internal Rate of Return (IRR) 53 %
Return on Investment (ROI) 40 months
“the BPM process factory”
Company's Presentation for Partners 16Versión 02
BPM Market
Potential BPM Business
As an average,5 BPM Processesper Organization
1.000 hours / BPM Process
As an estimation, there are in the World, approximately, 65.000.000Organizations potentialy users of BPM
90,2 US$ Trillions
277.500 US$ TCO / Process
325.000.000BPM Processesto be deployed
180 Millionsof man-years
0,50 % of theWorld Population
28,7 % of the Global GDP
0,9 BPM Processes / year /100 inhabitants
5 years fordeployment
5 years fordeployment
5 years fordeployment
57,3US$ Trillions
176.300 US$ NCF / Process
18,2 % of the Global GDP
5 years fordeployment
“the BPM process factory”
BPM Market
Potential Market Volume
Most probably, the development and deployment of BPM Processes is one of the IT business with the highest potential of the past years, if not the highest:
1. 65.000.000+ potential End Users.
2. 100.000+ distinct BPM Processes.
3. 500+ Processes/End User to implement.
Versión 02 Company's Presentation for Partners 17
“the BPM process factory”
BPM Market
Barriers and Brakes
1. Huge Investment. A huge investment in consulting services, licenses, systems, maintenance and support is required.
2. High Effort. A long time and effort is required for the transmission of business knowledge and its transcription on a technological support.
3. Lack of Expertise. There is a lack of trained experts in BPM in its two aspects, Business Consulting and Technology Consulting.
4. Fear of Risk. Fear of financial risk for a technology failure or an incorrect implementation.
5. Resistance to Change. Fear of the implications for change in how to manage the Organization (break the comfort of the routine, jobs obsolescence, chock after showing the real workload, change of responsibilities, collaborative model, ...).
Versión 02 Company's Presentation for Partners 18
“the BPM process factory”
proceedit A Second Good Question
Why to pay more than 1,60* US$ per hour of effort** and per concurrent internal user, for the development of yours BPM Processes?
Versión 02 Company's Presentation for Partners 19
* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily
currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx
** Total man-hours effort applied to the Development and/or Standardization of the BPM Process, Connector and/or Software Vertical Solution.
“the BPM process factory”
proceedit
Our Answer
proceedit, an innovative multinational cluster, co-developing and co-distributing BPM Processes, Connectors and Vertical Software Solutions, together with our Partners-Shareholders and End Users, sharing and applying a common business model:
a. BPM Process Factory + ours Development & Standardization Programs.
b. 300+ BPM Process Corporative Catalogue.
c. try & buy and try & lease business approach.
d. 1,60 US$/hour/CIU, an affordable Product License Price.
e. 10 % Royalty return for our Customers.
Versión 02 Company's Presentation for Partners 20
“the BPM process factory”
proceedit Our 3 Principles
1. Collaborative Development.
2. Standardization.
3. Reutilization.Versión 02 Company's Presentation for Partners 21
“the BPM process factory”
proceedit
An Innovative Collaborative Model
Versión 02 Company's Presentation for Partners 22
proceedit
CatalogueFactory & Programes
Customers
Partners -Shareholders
Customers
Partners -Shareholders
30+ Shareholders
300+ BPMProcesses
Co-development
Co-distribution
“the BPM process factory”
proceedit Our Easy Business Model 1 > 2 > 3
try & buyor
try & lease
1,60 US$* per hour of effort & per concurrent internal user
2
10 % Royalty for Customer!
3
No commitment= No risk
Affordable& Scalable
Fair &Self-payable
1
Versión 02 Company's Presentation for Partners 23
* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at
August 12, 2.011. See daily currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx
“the BPM process factory”
BPM Process Factory
proceedit
BPM Process Factory & Developing Program
ProposesRequirements
Customer ADeveloper
Partner
GO
Analysis +Approximate
Budget
Customer A
proceeditPartner A
Development & Tests
Customer A
GO
End
CustomerBuys Licenses+ Maintenance
Contracts SaaSor Cloud
Computing End
Operates theProcesses and
ConnectorsORGO
OK
End
End
AnalyzesRequirements
try & buy
try & lease
1,60 US$/hour/CIU*
1
try buy or lease
9 %/month
proceeditPartner A
Customer’s Commitment Line !!!
Versión 02 Company's Presentation for Partners 24
* Concurrent Internal User
“the BPM process factory”
ReutilizationDevelopment
proceedit BPM Process Cataloging & Standardization
Customer A
proceedit& Partner A
Proceedit’s BPM Processes,
Connectors & Vertical Software
Solutions Catalogue
BPM ProcessDevelopment
proceedit& Partner B
BPM ProcessCustomization &Standardization
Customer B
Versión 02 Company's Presentation for Partners 25
“the BPM process factory”
BPM Process Factory
proceedit BPM Process Reutilization
proceeditPartner B
Presents the BPM Process
Customer B
GO
End
CustomerBuys Licenses+ Maintenance
Contracts SaaSor Cloud
Computing
Operates theProcesses and
ConnectorsOR
OK End
buy or lease
1
proceeditPartner B
BPM Processand Connectors Customization
Customer B
GO
End
try
BPM Process Original
Developer
Customer A
AND
AND
try & buy
try & lease
AND
Royalty
15 %
10 %
1,60 US$/hour/CIU*
9 %/month
Customer’s Commitment Line !!!
Versión 02 Company's Presentation for Partners 26
* Concurrent Internal User
“the BPM process factory”
Company's Presentation for Partners 27
SustainableCompetitiveAdvantage
Versión 02
proceedit No More Barriers & Brakes
EndUser
proceedit’sModel BPMProcesses
ApplyingBPMS
Technologies
TraditionalModel BPMProcesses
SustainableCompetitiveAdvantage
FinalCustomer
High InvestmentBig EffortLack of ExpertiseFear to RiskResistance to Change
try & buytry & lease1,60 US$/hour/CIU*10 % Royalty
???
!!!
???
* Concurrent Internal User
&
&
“the BPM process factory”
Company's Presentation for Partners 28Versión 02
SustainableCompetitiveAdvantage
proceedit 8 Advantages for our End Users
“0” Risk
“0” Investment
Access Models: “try & buy”, “try & lease” and “pay & use”
80 % Savings
Self-Financing
Suistanability
Access Model “try & lease”
1,60 US$ per Hour of Effort and per Concurrent Internal User
10 % Royalty
Anticipation
+ KnowledgeMultinational Cluster BPM Processes, Connectors and Vertical Software Solutions Catalogue
BPM Processes, Connectors and Vertical Software CatalogueFlexible BPMS MetaTechnology
Multinational ClusterBPM Processes, Connectors and Vertical Software Solutions CatalogueFlexible BPMS MetaTechnology
End User
Proceedit’sModel
1
2
3
4
5
6
7
Flexibility81,60 US$ per Hour of Effort and per
Concurrent Internal User“try & lease” Access Model
“the BPM process factory”
Company's Presentation for Partners 29Versión 02
SustainableCompetitiveAdvantage
proceedit 8 Advantages for our Partners
“0” Barriers
+ Resources
Access Models: “try & buy”, “try & lease” and “pay & use”
+ Markets
Recursive Business
Sustainability
Sustainability ServicesAccess model “try & lease”
Multinational Cluster
+ Products
+ Knowledge
Multinational Cluster BPM Processes, Connectors and Vertical Software Solutions Catalogue
BPM Processes, Connectors and Vertical Software Solutions CatalogueIntegrated Technological Architecture
Multinational Cluster BPM Process, Connectors and Vertical Software Solutions CatalogueStandardization ProgramPost-Sales Centralized Support
Multinational Cluster’s Partners
Proceedit’sModel
1
2
3
4
5
6
7
Retorns8
Commercial SupportBPM Process FactorySaaS & Cloud Computing Platform
Contributions on KindPurchase of ServicesLeads GenerationBPM Process and Connectors FactorySales Margins or Discounts15 % Royalties and Dividends
“the BPM process factory”
Company's Presentation for Partners 30Versión 02
proceedit
Differential Savings: Traditional vs proceedit
Project Data
Sector: Automotive Auxiliary Industry
Employees: 8.000 Named / 2.000 Concurrent
Processes: 100 BPM Processes to be Deployed in 5 years
Effort: 100.000 hours (Client + Consultancy + Implantation)
5 years Profitability CriteriaTraditional proceedit Differential
MUS$ % MUS$ % MUS$ %
Total Cost of Ownership (TCO) 27,8 100 13,1 100 -14,7 -53
Accumulated Operative Savings (AOS) 45,4 164 45,4 345 0,0 0
Accumulated Net Cash Flow (ANCF) 17,6 64 32,3 245 14,7 83
Net Present Value (NPV) al 15 % rate 6,9 25 16,2 123 9,3 133
Internal Rate of Return (IRR) 53 % 266 % 213 % 402
Return on Investment (ROI) 40 months 16 months -24 month -60
“the BPM process factory”
Company's Presentation for Partners 31Versión 02
proceedit
Potential BPM Business – proceedit’s Model
As an average,5 BPM Processesper Organization
500 hours / BPM Process
As an estimation, there are in the World, approximately, 65.000.000Organizations potentialy users of BPM
42,7 US$ Trillions
131.500 US$ TCO / Process
325.000.000BPM Processesto be deployed
90 Millionsof man-years
0,25 % of theWorld Population
13,5 % of the Global GDP
0,9 BPM Processes / year /100 inhabitants
5 years fordeployment
5 years fordeployment
5 years fordeployment
104,7US$ Trillions
322.300 US$ NCF / Process
33,1 % of the Global GDP
5 years fordeployment
“the BPM process factory”
Company's Presentation for Partners
Savings
Investment
Effort
proceedit’s ModelTraditional Model
Versión 02 32
proceedit Potential BPM Business – Differential
0,25 % of theWorld Population
13,5 % of the Global GDP
33,1 % of the Global GDP
0,50 % of theWorld Population
28,7 % of the Global GDP
18,2 % of the Global GDP
50 %
53 %
182 %
“the BPM process factory”
proceedit
Our Capabilities
Robustness: a 3+ MUS$ capital company supporting our activities.
Power: 30+ partners-shareholders BPM focused, collaborating in a multinational cluster.
Knowledge: 300+ “prêt-a-porter” BPM Processes, Connectors and Vertical Software Solutions in our Catalogue.
Experience: 300.000+ accumulated hours on BPM Processes, Connectors and Vertical Software Solutions development and deploying.
Capacity: BPM process factory, capable to develop on any BPMS Platform that Customer would prefer.
Versión 02 Company's Presentation for Partners 33
“the BPM process factory”
Company's Presentation for Partners 34Versión 02
proceedit
Distribution Channels
proceedit
MultinacionalCluster’sPartners
try & buy
Licenses AcquisitionMaintenance & Support ServicesConsulting Services
ISP’s &
Telco’s
Sales & On-lineServices Web (end of 2.012)
try & lease pay & use
Application SaaS ServicesApplication & Systems SaaS Cloud Computing Services
Cloud Computing Services
DistributorsISP’s and Telco’sFinancersCollectivesEnd Users
Software VendorsDevelopersImplementersIntegratorsConsultants
Ch
an
nels
Mod
els
“the BPM process factory”
proceedit
Partner’s Categories & Investment Levels
AssociatedPartner*
PreferredPartner*
Legend:
Cash Investment (>=25 %)
Kind Investment (<= 75 %)
>= 2.800 US$
>= 70.000 US$
* See details of conditions & rights applicable to each Partner Category in our document: “Multinational Cluster – Partners and Contributions”
• Know-how• Consultancy & Technological Services• BPM Processes, Connectors & Vertical
Software Solutions• Software Licenses• Hardware Equipment• Goodwill• Company’s Shares or Participations
Minimum Investment Level for Next Capital Increase
Basic Partner*
>= 14.000 US$
Minimum Investment Level for Next Capital IncreaseMinimum Investment Level for Next Capital Increase
Versión 02 Company's Presentation for Partners 35
“the BPM process factory”
proceedit Our Challenge and Compromise
1. All Products: To Develop and Deploy any class of BPM Processes, Connectors and Vertical Software Solutions,
2. Fair Pricing: With a License Price of 1,60 US$* per hour of effort** and concurrent internal user,
3. Any Technology: On any BPMS Platform and complementary applications customer chooses,
4. No Risk: Without forcing our Customers to take any risk or compromise and,
5. Pay Back: Paying them back a 10 % royalty for the reutilization of the products we have developed for them.
Versión 02 Company's Presentation for Partners 36
* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily
currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx
** Total man-hours effort applied to the Development and/or Standardization of the BPM Process, Connector and/or Software Vertical Solution.
“the BPM process factory”
proceedit But, in a Few Words, How Is It Possible?
Because we anticipate the scale effect, as the development cost of the BPM Processes as well as the cost of the operative infrastructure needed for its use is distributed between many clients, not only the present users but also the future ones (!).
Believe us, … there’s no other secret. Well, there is one more: removing the hidden costs thanks to the outsourcing of the application and systems via Cloud Computing service.
Versión 02 Company's Presentation for Partners 37
“the BPM process factory”
Company's Presentation for Partners 38Versión 02
Feel free to contact us
We are at your disposal in case you desire more information or you have already decided to co-develop BPM Processes, Connectors and Vertical Software Solutions together with our Multinational Cluster:
David Duran Rocha
Business Development - Area Manager – North America
Phone number (USA): +1 (305) 496 8261
Phone number (Spain): +34 695 47 03 61
Skype: david.duran.rocha
email: [email protected]
Office address: 1221 Brickell Avenue, suite 1540
Miami, FL, 33131, USA
“the BPM process factory”
Company's Presentation for Partners 39Versión 02
Feel free to contact us
We are at your disposal in case you desire more information or you have already decided to co-develop BPM Processes, Connectors and Vertical Software Solutions together with our Multinational Cluster:
Josep Cos
Managing Director
Phone number (Spain): 0034 933 906 706
Phone number (Spain): 0034 660 193 163
Skype: jmcos.proceedit
email: [email protected]
Office address: Caponata 13, At. 4ª - 08034 Barcelona - Spain
“the BPM process factory”
Versión 02 Company's Presentation for Partners 40
Thanks
Thanks for your Attention!