The strategic movements by the institute of SAS (see the part two of this note) are an answer to the condition that the modern continuations of business intelligence (BI) can reach and present to principal measurements of businesses to sell, the service to the customers, the chain of provisioning, finances, the purchase, the inventory, and much of other sectors. In addition to these functions, the BI continuations must also provide the capacity to employ the blocks constitutive of information as bases for comparisons, calculations, reports/ratios, and the metric one. The users should be able to combine measurements of businesses dynamically to derive the indicators from principal execution (KPI), like the profitability of product, the analysis of margin, the relationship between the value of the book and the value of the market, the return on investment (KING), and any other metric essential. The typical data that the companies of manufacture should know, daily, include the situation of inventory, the articles rejected, the exit, the sales reserved, the statute of order, forwardings of active period, and the levels of guarantee. In each one of these categories, the users can want to obtain behind the numbers and the tendencies to distinguish the main causes or to discover which articles, areas, channel partners, or the customers are implied.
Part three of SAS: Efforts to support the series of control.
For much of reasons, alliance of SAS of S with Amdocs (Nasdaq: DOX) and association with Aprimo could be one of some associations of supplier where the customers and the suppliers profit. By including the customer, the supplier, and the technology-related intelligence of information (IT), SAS has a functional range of product which moves well beyond the financial BI solutions to embrace a vision of holistic corporation of the management of output (CPM). However, the company will always face with the strong competition on much of vertical markets of other BI leading vendors, such as Cognos and Business Objects. Us believe that SAS could further to reinforce its position and to reach markets more vertical while embracing manufacturer of material more strong (OEM) or strategy independent of associated of supplier of software (supplier independent of software), which makes it possible the thirds to add their experiment vertical and suitable for industry, and to accompany by the before-ends and the tools at SAS with the analytical engine. The packages while resulting could be resold in companies of large and semi-market in these verticals.
In addition to competition continues of a plethora of traditional BI players, or statistical players of the market of package, such as perspicacious 's S-Plus and SPSS, SAS faces also with a Nmsis news in Siebel. Siebel designed the company Analytics de Siebel of the scratch and with the integration of data to the spirit. In two years, this product developed of some first adopteurs to become one of the supplier 's more with rapid growth, and probably of the largest products in 2004.
Useless to say, Siebel was a long time a management of report/ratio of customer (CRM) archrival with Aprimo in the kingdom of the management of the marketing of company (EM), but it also launched challenges in Amdocs in the center of telephone attention and the room of service to the customers in the sector of telecommunications. Siebel and Amdocs the largest two remaining suppliers pure-play of CRM and competition with Amdocs only intensified after Siebel acquired the eDocs of supplier of self-service of invoicing and customer, towards the end of 2004. Siebel given 's recent intrusion in the BI market, we could even hold us to be corrected by calling it player of has semi-pure of customer annual report (CRM). In any case, the discussion indicates an intrinsic bond between CRM and BI, which is probably better magazine in the markets of the automation of the market (my) and the service to the customers and the telephone center of attention (see marketing and the intelligence, together finally and analyze this).
In spite of the challenge posed by Siebel and other rivals, SAS movement to establish associations, particularly with Amdocs should meet the need growing for the service providers of communications (CSP) seeking to draw up more advantageous reports/ratios of customer. Until recently, crucial information was closed with key in Amdocs disparate systems, such as the invoicing, the CRM, the management of orders, the mediation, etc and given this, CSPs called into question such a value of systems. By collaboration between Amdocs and SAS, CSPs should now be able to collect this information and to derive from the useful analyses to measure the climate of the market and the temperament of their customers, and adjusts and establishes services consequently. In the same way, if succeeded, the suppliers will also find profitability. SAS will be able to reinforce its position on the market of telecommunications and to prolong its print of functional steps and Amdocs of CRM will be able to lead its strategy of my ahead, and justifies its new direction with its current customers. For more information to see the revisions of Amdocs its series of sale, the part three.
To compete with principal companies of BI warehouse and data and suppliers of the planning of entrepreneurial resource (ERP) which enter these markets, SAS must further open its products to facilitate it to use third tools. Moreover, like Cognos, Hyperion, and Business Objects, SAS should also exploit the current location and weaker of BI technology of much of suppliers of ERP to stimulate relationship with them, rather than viewing they as adversaries.
SAS can also have adjusting further its economic model. Currently, it provides always mainly its software on an out-of-date model of authorization of central processing unit, deriving more half of its incomes of the yearly rentals which rise approximately with a third of the initial costs of authorization of its products. This provides at SAS an regular income, but can not be an attractive option for many prospect customers. SAS should plan to move with a more common model of authorization of software of company with annual costs of support in the range of 15 percent of costs of licence. With its product, SAS 9, SAS can show signs to identify that the old model to sell a toolkit complexes, and then to train its customers 'personal intern on the tools, needs to be prolonged with many levels within the company for user. To conceive in function vertical extremely, more consultation, and more functionality of outside-of-the-box all the sectors in a process of businesses are other positive signs which should be still exploited by SAS.
Part three of SAS: Efforts to support the series of control.
For much of reasons, alliance of SAS of S with Amdocs (Nasdaq: DOX) and association with Aprimo could be one of some associations of supplier where the customers and the suppliers profit. By including the customer, the supplier, and the technology-related intelligence of information (IT), SAS has a functional range of product which moves well beyond the financial BI solutions to embrace a vision of holistic corporation of the management of output (CPM). However, the company will always face with the strong competition on much of vertical markets of other BI leading vendors, such as Cognos and Business Objects. Us believe that SAS could further to reinforce its position and to reach markets more vertical while embracing manufacturer of material more strong (OEM) or strategy independent of associated of supplier of software (supplier independent of software), which makes it possible the thirds to add their experiment vertical and suitable for industry, and to accompany by the before-ends and the tools at SAS with the analytical engine. The packages while resulting could be resold in companies of large and semi-market in these verticals.
In addition to competition continues of a plethora of traditional BI players, or statistical players of the market of package, such as perspicacious 's S-Plus and SPSS, SAS faces also with a Nmsis news in Siebel. Siebel designed the company Analytics de Siebel of the scratch and with the integration of data to the spirit. In two years, this product developed of some first adopteurs to become one of the supplier 's more with rapid growth, and probably of the largest products in 2004.
Useless to say, Siebel was a long time a management of report/ratio of customer (CRM) archrival with Aprimo in the kingdom of the management of the marketing of company (EM), but it also launched challenges in Amdocs in the center of telephone attention and the room of service to the customers in the sector of telecommunications. Siebel and Amdocs the largest two remaining suppliers pure-play of CRM and competition with Amdocs only intensified after Siebel acquired the eDocs of supplier of self-service of invoicing and customer, towards the end of 2004. Siebel given 's recent intrusion in the BI market, we could even hold us to be corrected by calling it player of has semi-pure of customer annual report (CRM). In any case, the discussion indicates an intrinsic bond between CRM and BI, which is probably better magazine in the markets of the automation of the market (my) and the service to the customers and the telephone center of attention (see marketing and the intelligence, together finally and analyze this).
In spite of the challenge posed by Siebel and other rivals, SAS movement to establish associations, particularly with Amdocs should meet the need growing for the service providers of communications (CSP) seeking to draw up more advantageous reports/ratios of customer. Until recently, crucial information was closed with key in Amdocs disparate systems, such as the invoicing, the CRM, the management of orders, the mediation, etc and given this, CSPs called into question such a value of systems. By collaboration between Amdocs and SAS, CSPs should now be able to collect this information and to derive from the useful analyses to measure the climate of the market and the temperament of their customers, and adjusts and establishes services consequently. In the same way, if succeeded, the suppliers will also find profitability. SAS will be able to reinforce its position on the market of telecommunications and to prolong its print of functional steps and Amdocs of CRM will be able to lead its strategy of my ahead, and justifies its new direction with its current customers. For more information to see the revisions of Amdocs its series of sale, the part three.
To compete with principal companies of BI warehouse and data and suppliers of the planning of entrepreneurial resource (ERP) which enter these markets, SAS must further open its products to facilitate it to use third tools. Moreover, like Cognos, Hyperion, and Business Objects, SAS should also exploit the current location and weaker of BI technology of much of suppliers of ERP to stimulate relationship with them, rather than viewing they as adversaries.
SAS can also have adjusting further its economic model. Currently, it provides always mainly its software on an out-of-date model of authorization of central processing unit, deriving more half of its incomes of the yearly rentals which rise approximately with a third of the initial costs of authorization of its products. This provides at SAS an regular income, but can not be an attractive option for many prospect customers. SAS should plan to move with a more common model of authorization of software of company with annual costs of support in the range of 15 percent of costs of licence. With its product, SAS 9, SAS can show signs to identify that the old model to sell a toolkit complexes, and then to train its customers 'personal intern on the tools, needs to be prolonged with many levels within the company for user. To conceive in function vertical extremely, more consultation, and more functionality of outside-of-the-box all the sectors in a process of businesses are other positive signs which should be still exploited by SAS.
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