PROJECT REPORT ON

ERP SELLING

IN

PARANAV SYSTTECH PRIVATE LIMITED

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT

OF

MASTER OF MANAGEMENT STUDIES

BY

ABHAY BHARAT CHOUDHARY

ROLL NO 2013020

MMS-II (SEM III)

YEAR 2013-2015

LALA LAJPATRAI INSTITUTE OF MANAGEMENT

MAHALAXMI, MUMBAI – 400034

APPENDIX 1

PROJECT REPORT ON
 ERP SELLING

IN
PARANAV SYSYTTECH PRIVATE LIMITED

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT

OF

MASTER OF MANAGEMENT STUDIES

BY

ABHAY BHARAT CHOUDHARY

ROLL NO 2013020

MMS-II (SEM III)

YEAR 2013-2015

LALA LAJPATRAI INSTITUTE OF MANAGEMENT

MAHALAXMI, MUMBAI – 400034

APPENDIX 2

SUMMER INTERNSHIP PROJECT

This is to certify that Abhay Bharat Choudhary, a student of “Lala Lajpatrai
Institute of Mangement, Mumbai” undertook a project on
“ERP SELLING For PSPL” at PSPL.
Mr. Abhay Bharat Choudhary successfully completed the project under the
guidance of Mr. Tushar Naik (Head – Marketing & sales). He is sincere and
hard working student with pleasant manners.

We wish all success in him future endeavors.

Signature with date
Mr.Tushar Naik
Head-Marketing And Sales
PRANAV SYSTTECH PRIVATE LIMITED

SUBMITTED BY

ABHAY BHARAT CHOUDHARY

ROLL NO – 2013020

MMS – II (SEM III)

YEAR 2013-2015
 APPENDIX 3

Certificate

This is to certify that the project work titled “ERP SELLING” is a summer
internship work carried out by Mr. ABHAY BHARAT CHOUDHARY.

The project was completed for “PRANAV SYSTTECH PRIVATE

LIMITED”, under the guidance of MR. TUSHAR NAIK

I further certify that the said work has not been submitted in the part or in full, to
any other University.

Date: 31st August 2013

_____________ ____________________

Dr. GOWRI SHANKAR Dr V.B. Angadi

Project Guide Director,

Lala Lajpatrai Institute of

Management
 APPENDIX 4

DECLARATION

I, Mr. ABHAY BHARAT CHOUDHARY, student of Lala Lajpatrai Institute

of Management of MMS II (Semester III) hereby declare that I have completed
the summer internship project on CORPORATE SELLING AND
FEEDBACK with (PRANAV SYSTTECH PRIVATE LIMITED) in the
Academic Year 2013-2015. The information submitted is true & original to the
best of my knowledge.

ABHAY BHARAT CHOUDHARY

 APPENDIX 5

ACKNOWLEDGEMENT

At the outset of this project, I would like to express my profound thanks to a few
people without whose help, completion of this project would not have been
possible.

First and foremost, I would like to express sincere thanks to PRANAV

SYSTTECH PRIVATE LIMITED for giving me this opportunity to work with
them.

The list is endless but to name a few special people, I would like to thank
MR.SACHIN LOKANDE (CEO & MD) for being extremely supportive and
guiding me throughout my internship and giving me constant motivation and
expert advice.

I would also like to thank the entire OPERATION & MARKETING for
providing me their precious time and making this internship a successful learning
experience.

I am very grateful to Dr. Angadi, Director of Lala LajpatRai Institute of

Management, for giving me the opportunity to do this project in PRANAV
SYSTTECH PRIVATE LIMITED. My sincere thanks to Dr. GOWRI
Shankar for her valuable guidance and advice in completing this project.
I would also like to thank Dr. GOWRI Shankar sir for being an excellent mentor
and helping me whenever I approached him/her.

Last but not the least; I take pride in thanking my parents Mr.Bharat Choudhary
and Mrs. Asha Choudhary, siblings and friends for their much valued support.

APPENDIX 6
 EXECUTIVE SUMMARY

PSPL, India’s premier information enabling and integration has received the
ISO 9001:2000 certified specifies requirement for a quality management system
where an organization needs to demonstrate its ability provide product and
service that meets customer and applicable regulatory requirements.
ISO 9001:2000 also aims to enhance customer satisfaction through the effective
Application of the system, including process for continual improvement of the
Systems and the assurance of conformity to customer and applicable regulatory
Requirements.
The menu of PSPL global services broadly covers IT consulting and
professional services in the area of vertical applications, technology, ERP
implementation and software development.

PSPL global customer include Philips, Suzlon and Endurance group PSPL
chosen platform of total technology integration lends itself to some very
significant alliances with the global leaders. Among its partner are HP for high
end AISCE/UNIX services and workstation and HP open view network
management solution; Microsoft for selling its product and IBM for server
dealing.

PSPL focuses on the ever-growing segment in imaging. Enterprise resource and

planning products solution and services. Now it has an exclusive sale and
support partnership with Microsoft Corporation, IBM for sales and services of
its server and laptops products. PSPL products portfolio covers a range of other
office suit and enterprise products through alliances with world leaders.

APPENDIX 7
 INDEX
SR. NO. CONTENT PAGE NO.
1 INTRODUCTION 1-11
2 COMPANY PROFILE 12-34
3 RESEARCH METHODOLOGY 35-40
3.1 Objectives of the Study
3.2 Hypothesis
3.3 Research Design
3.4 Sample Design
3.5 Scope of the Study
3.6 Research Limitations

4 DATA ANALISIS,PRESENTATION AND 41-71

INTERPRETATION
5 COMPITITOR OF PSPL 72-90
5.1 ORACLE
5.2 MICROSOFT
5.3 IBM
5.4 JD EDWARDS
6 FINDINGS 91-93
7 CONCLU SION 94
8 RECOMMENDATION 95
9 APPENDIX 96-98
10 GLOSSARY 99
11 BIBLIOGRAPHY 100
 CHAPTER 1 INTRODUCTION

We introduce ourselves as one of the fastest growing SAP partner and IT

consulting company. Currently we are providing SAP services to various
customers in India and increasing our client base with many challenging ERP
system requirement and providing unique solutions. We have emerged as an
elite force with a team consisting of veteran professionals possessing expertise
in their respective profile. Our teams are well trained to handle any contingency,
and give excellent service to say the least, hence we pave the way for your
excellence and success, andto top things further, we have a vast industry
experience in manufacturing, consumer products, retail, engineering
construction & real estate,life sciences, etc. Along with that we have "SAP
certified consultants" in our arsenal.

SAP recognizes that businesses operating in the Service sector are faced with
unique challenges and demands, due in no small part to being providers of
"intangible" services. This reliance on Matrix-based teams to fulfil company
operations also brings with it a new set of challenges: communication channels
from consultants to business owners can become blocked, and many team
members will work to their own agendas only meeting their own responsibilities.
SAP ERP is the software whose application is necessary to achieve business
excellence. This software delivers global orientation, powerful functionality, and
flexible enhancement package options which are required to gain a sustainable,
competitive advantage and position of your organization for profitable growth. It
is the backbone for many organizations which contributes for the achievement of
operational excellence in key business areas. With the operations of SAP ERP
software you can be in a position to streamline your day to day operations to
reduce costs, increase revenues, maximize profitability and also improve
customer service. We are capable of handling every sort of problem and operate
with confidence and respond to queries promptly and effectively making you feel
at ease.

We excel in providing "Customer Satisfaction" and "Value Proposition". Our

reputation exceeds our work and the quality of services we offer, the quality we
give in double filtration in our "SAP" services help ease all your business
processes hence your whole business can concentrate on your "Core
competencies." Our service is unprecedented and up to the standards you deserve.

"Every client wants timely and precise evaluation of their work procedure and
this is where we come to your aid and help you resolve all lacuna's in your
existing business processes."
Name the problem and we've got the solution for you at the snap of your
fingers.
In the end making sure every single client is satisfied and coming back for
more!!!
 1.2 INDUSTRY PROFILE
1.2.1 Origin of SAP

In 1972, five entrepreneurs had a vision for the business potential of technology.
With one customer and a handful of employees, SAP set out on a path that
would not only transform the world of information technology, but also forever
alter the way companies do business.
Now 42 years and 253,500 customers stronger, we’re just getting started.
Building on a track record of innovation and a vision proven true throughout
every economic and IT shift, now more than ever, SAP is fuelled by the
pioneering spirit that inspired its founders to continually transform the IT
industry.

1.3 History and Evolution of SAP

SAP’s 42-year history of success is defined by a few key themes:

 A belief that “real-time” data processing can help bring people closer to
business intelligence
 A dedication to innovation and an entrepreneurial spirit that enable SAP to
continually push what’s technically possible
 And an early commitment to collaboration and co-creating solutions with our
customers
42 years and 251,000 customers – An unbeatable track record of SAP’s product
innovation. A host of solutions that integrated processes to change human lives
and revolutionize ways of doing business forever. Here’s the story of SAP ERP
Solution – How it started and evolved over time, since the very beginning in 1972.

• When an IBM client asked IBM to provide enterprise-wide software to

run on its mainframe
• The five began writing the program only to be told the assignment was
being transferred to another unit
• Rather than abandon the project altogether, they left IBM and founded
SAP
• Without the benefit of loans from banks, venture capitalists, or the
German government, SAP began fashioning its software business
 gradually through the cash flow generated by an growing stable of
customers

Development of R/1:
• Working at night on borrowed computers, Platter and colleagues
built SAP's client list, beginning with a German subsidiary of the
global chemical company ICI and later adding Siemens and BMW.
R/2 in the Late 1970s
• In 1978 SAP began developing, and the following year released,
R/2 (R for "real-time"), a mainframe-based, standard business
software suite modules for:
• Accounting,
• Sales and Distribution
• Production
• Enabled customers to consolidate their financial and operational
data into a single database and reducing costs
• Introduction of R/3 in the 1990s
• R/3 had been launched with the expectation that it would
complement R/2's multinational-oriented niche by extending SAP's
reach into the mid-sized, less mainframe-dominated business
software market
• R/3's release coincided with a growing trend toward corporate
downsizing, and even SAP's largest customers began eyeing R/3 as
a less labour-intensive replacement for R/2
• As a result, in the space of one year (1992-93), the percentage of
SAP America's total revenue generated by R/3 catapulted from five
to 80 percent
• R/2's status as SAP's flagship product dwindled from 95 percent of
revenues to only 20 percent.
• SAP's sales to German companies had fallen to 37%
• North American sales accounted for one-third of all revenues;
 • Asia-Pacific market was expected to reach the same level by the
year 2000.
• In 1996 SAP relocated most of its marketing operation to its
Wayne, Pennsylvania, complex.
• Between 1992 and 1996, it opened subsidiaries in South Africa,
Malaysia, Japan, the Czech Republic, Russia, China, and Mexico
among others
• R/3 was available in 14 foreign languages including Russian,
Mandarin Chinese, and Thai.
• Today SAP is
• The 3rd largest independent software supplier in the world
• 12 million users,
• 121,000 installations worldwide,
• More than 1,500 SAP partners, over 25 industry-specific business
solutions, and more than
• 41,200 customers in 120 countries.
The firm is now committed to moving towards a full service oriented
architecture (SOA) with underlying Net weaver integration platform and
is aiming to move down into the mid-market user base with its long-
awaited software as a service (SaaS) push through its recent Business By
design announcement
1.3.2 Sap Key People

Hasso Plattner Co-CEO, Co-Chairman and Co-Founder

Henning Kagermann Co-CEO, Co-Chairman and Co-Founder

Werner Brandt CFO

Claus E. Heinrich Executive Board, Human Resources, Industry Solutions

and mySAP.com

Peter Zencke Executive Board, Industry Solutions, Customer

Management, E-Business and Global Research

Gerhard Oswald Executive Board, Information Technology Infrastructur

Deiter Matheis Extended Management Board

Wolfgang Kemna Extended Management Board, Americas; CEO, SAP A

Leslie Hayman Extended Management Board, Asia-Pacific

Leo Apotheker Extended Management Board, Europe, Middle East, an

Erwin Gunst Extended Management Board, Germany and Switzerlan

Karl-Heinz Hess Extended Management Board, Technology Developmen

1.4 Company Profile
PSPL is the progenitor of the PSPL Group and is known as the ‘Entrepreneurial
Incubator’ in the Indian IT industry. We believe in empowering people to help
achieve their goals – goals that are achieved by the coming together of talent
and innovation, powered by ownership and freedom to experiment, leading to
tremendous growth and gains for the individual and the organization. We pride
ourselves in being a pioneer in creating the Indian IT Industry, by pioneering
the creation of the people for the industry.
Our HR philosophy is “beyond HR Practices and Systems”, where we are
ceaselessly creating the ‘PSPL Family’, whose DNA is Pride, Passion,
Performance and People, with an inexhaustible Spirit of Entrepreneurship.

1.4.1 Resources

 Resources have more than 3 -8 years SAP Certified experience in

Manufacturing, Engineering, Life science, Dairy Industry, Process
Industry.
 Every Module Consultant have sound knowledge in this area and capable
to resolve Level A, Level B, Level C issues in support Services.
 3 to 5+ Implementation SAP Certified experience of Consultants with
ASAP Methodology.
 AP ROLL OUT SAP experience, SAP UPGRADATION and big thing is
SAP RE-IMPLEMENTATION which is done in SAP History by Pranav
Systtech Pvt. Ltd.
 We are capable for Business improvement through SAP services.
 At PSPL, people are not just employees but family. So, like an important
member of the family should, you get endless freedom to experiment,
unlimited empowerment to execute your dreams and the rare opportunity
to be an entrepreneur.

1.4.2 Vision of PSPL

"Building client value for life."
1.4.2 Mission of PSPL
"We deliver highly responsive and asset based business solutions that bridge our
client's execution gaps through a culture of collaboration and shared
commitments. Doing so, we create a dynamic environment of growth,
advancement and learning for our employees and significant return for our
stakeholders while accelerating the value delivered to our clients."

1.4.3 WHY PSPL?

 Pranav Systtech Pvt. Ltd. is stand on vast experience of SAP certified

consultants in management team.
 We have experience in various industry.
 We started double filtration work in SAP services, for more fast work,
accuracy in work & reduce costing through Pranav Systtech Pvt. Ltd.
strategies.
 With the help of our experience streamline project by involve in business
process.
 Our team have appreciation mails from SAP customers and performance
certificate in SAP.
 Pranav Systtech Pvt. Ltd. thinking - "Every client is seeing for evaluation
in work procedure and now we come in SAP market for that purpose
resolve pain areas of SAP customers with our values".

1.4.4 Benefits & Values

Our Benefits:
 Cost Reduction up to 30-40%
 Quality Work Well Trained/ Educated Consultant
 Flexibility with work
 Templates are available with all industry
Our Values:

 Client Value Creation:

Designing quantum leaps for the Client's Business.
 Innovation:
Make a difference through creativity.
 Passion for Excellent:
Relentless pursuit towards achieving better results every time.
 Integrity:
Ethics, trust, fairness, transparency and honesty.
 Collaboration:
Power of working together.

Global Delivery model (Onshore / Offshore)

Global Delivery Model is the most successful outsourcing model amongst all the
other models. It's a combination of onsite model and offshore model but unlike
the onsite/offshore model wherein the offshore development center of service
provider is located at only one place, in the global delivery model the service
provider has its offshore development centers spread out across the entire globe.
The service provider need not have their own offshore development centers
across the globe but they can use the resources of their partners located around
the globe, and thus follow a global delivery model. This provides the client with
a large working team with varied qualities and expertise in different fields.

Tasks accomplished by the onsite team:

 Understanding the client's requirements

 Directly interacting with the client to get a better idea of their needs and
requirements
  Planning and Designing the initial steps of the project
 Allocation of Tasks amongst the available resources
 Testing the outcome of the project in tandem with the client's team
 Executing the project successfully at the client's place
 Provide the required support for maintenance

Tasks accomplished at the offshore development center:

 Detailed design that will be continuation of what the onsite team designed
 Deciding any specific technological requirements for the project
 Development
 Testing before handing over to onsite team
 Continuous technical support

Global delivery model is preferred where the client requires that the job be done
in a quick manner, which is made possible by the number of offshore teams
working together towards the completion of the task. Also where the project is
very big requiring sufficient skilled manpower to complete the task this is the
only model, which provides solution in such cases. The level of risk involved is
also minimum since even if any of the offshore development centers face any
disaster the project work will not be stopped, as the work can be transferred
immediately and continued by the remaining offshore development centers.

Advantages of Global Delivery Model:

 Lower Risks: In case of any disaster/emergency at one of the offshore

centers, the work continues at or is transferred to other offshore
development centers. So the risk involved is low.
 Round-the-clock productivity: 24*7 work cycle becomes possible
because of the time-zone difference.
  Best Results: Accomplishment of high quality work is possible, as the
client will get the benefit of skilled manpower spread out across the globe.
 Shorter lead-time: Shorter project completion time as the work is
completed by a number of offshore development centers working together
with the same target.
 Cost benefits: The cost saving benefits for the client resulting from
offshore outsourcing is also appreciable.
 No new employee additions required: The service provider can provide
the client with a large working team with varied skill set, which the client
may not be able to employ for just the task at hand.
 No possibility of communication gap: Onsite team, which will be in
direct contact with the client, is able to understand the client's needs in a
better way. So no chance of misunderstanding the client's needs.
 Faster Response: Because of onsite team's presence response to changes
in client's requirements is fast.
 Effective communication tools: Offshore support service provides
challenges in co-ordination. However this limitation can be overcome
today by making the best possible use of the most modern means of
communication.

1.4.4 LEARN

 PSPL training facility in the city of Pune with residential facility to

accommodate 65 employees at the same time in training. Equipped with
class rooms, labs, canteen, a recreation centre and dedicated faculty with
vast experience in the IT industry, we conduct over 25 man days of
internal classroom training every year.
 Classroom trainings are further complimented through Enable Leadership
 Enrichment and Development - which provides a comprehensive
  Automated learning tool to each employee through various online
learning options.
 360 Degree Feedback for a holistic quality improvement and individual
Development plans.
 Learn from Leaders who have a three decade rich history of invention and
innovations.
1.4.5 GROW

 WE Perform’, our online Performance Management System tracks result

achieved through daily to weekly to monthly to quarterly review system
for Career Planning and Position planning.
 PS EXCELLENT, a fast-track career growth programme identifies and
groom young engineers for leadership positions in a short period of 6
months.
 We continue to promote Indian traditions and recognize talent in diverse
areas, though he much acclaimed PSPL Concert Series - a tribute to
excellence in human endeavour.
 80% of our top management today is people who joined straight from
Campus
1.5 CULTURE
With our open and entrepreneurial environment, every PRANAV is
synonymous with passion for performance, high need for achievement and
commitment to job. Our core value of high integrity with a Never- Say-Die
approach is ingrained and visible in all our people, practices and processes.
1.5.1 Diversity and Inclusion
PSPL strives to attract and retain the best talent and provide an environment
where each individual is given the opportunity to build a rewarding career.
With offices in more than 4+ locations, we employ a diverse group of people
from different backgrounds, yet all connected by a common sense of the PSPL
culture. We value the uniqueness of each individual, relying on the diversity to
drive our innovation, growth and performance.
1.5.2 PSPL’s Community Involvement
 Recognizing the important role of business in society, PSPL supports and
encourages the active involvement of its people in community volunteer
initiatives. Employee volunteering programmes at PSPL enable you to do
much more than routine work through active participation in various
causes.
1.6 Job oriented Trainings
Customized to the industry requirements our educational services are focused
Towards technologies related to IT Infrastructure and IT Sales. The two
offerings of PSPL Education are as follows:
1. PSPL’s Job Oriented Training Program in IT Infrastructure
Technologies
This one year programme for bright Engineering Graduates, provides hi-tech
Training in the stream of SAP and IT Infrastructure Services. The programme
involves a classroom training followed by On Job Training (with stipend as
applicable) at various offices of PSPL.
On successfully completion of the programme, candidate would receive a
certificate by PSPL Training recognizing the candidate as a PSPL Certified IT
Infrastructure Engineer- a rare breed of individuals who are accepted by the
Indian IT industry as trained professionals in their field of IT work.

2. PSPL’s Sales & Marketing Training Program

A unique Program for fresh Engineering and Science Graduates who have a
passion to achieve. This is a year long program with 3-4 weeks of exhaustive
instructor led training conducted by experienced PSPL professionals, followed
by 6 months of Sales Experience (With Stipend as applicable) at any of PSPL
offices.
The focus is to groom candidates into a new breed of technocrats who are smart
business developers who have the RIGHT blend of technical know-how.
Candidates also have the advantage of being nominated for a company
sponsored Executive Management Programme with a reputed Management
Institute

1.7 CLIENTS

With very humble start, today we are adding many SAP projects along with
experience SAP team member. We consider our client as our true sale person
and with this approach we would like provide quality services and assist our
esteemed clients.

We have experience and worked with various Industries for challenging SAP
ERP system requirement.

Below are the lists of few of our client details:

1.7.1 Electrical and Electronical Devices Manufacturer:

The Company is into Distribution, manufacturing & Developing products &

services to cover total supply chain of buying patterns in Automation,
Machinery; Electrical & Electronics businesses. Be it a Connectivity,
Interfacing, Communication, Engineering or Integration, company provide
guaranteed source of products & service of Global Standards.
1.7.2 Mechanical and Industrial Products Manufacturer:

The Company has stronghold in designing of process equipment backed by

superior manufacturing setup & fabrication facilities. Company has carried out
the projects in various fields like Chemicals, Pharmaceutical, Paints, Oil,
mineral processing, plastics and fibres etc. within stipulated time period & to
the customer satisfaction.

1.7.3 Project and Engineering:

Client 1: Group is one of the world's leading wind turbine manufactures
providing profitable wind energy solutions. Apart from being a technology
leader, Group prides itself in championing the cause of sustainable energy thus
creating a lasting and harmonious environment. Currently, ranked as the world's
largest wind turbine supplier, in terms of installed capacity and market share,
the company’s spread extends across continents.
Client 2: With a diversified product portfolio across many product categories
and concept to commissioning Capabilities on turnkey basis, company is the
natural choice for industries involved in Cement, Steel, Thermal power,
Incineration based Bag filter systems for waste to product recovery, Aluminium,
Chemical, Food, Pharmaceuticals, Copper, Paint and Pigments, Rubber,
Minerals, Spices, Pesticides and many more. The company offers Air Pollution
Control Systems (APC), Size Reduction Equipment (SRE), Pneumatic
Conveying Systems (PHS), and Accessories & Spares.
1.7.4 Service Industry:
Company is one of the longest established travel companies in the world.
Today, company is a premium brand in all travel related services in the Indian
subcontinent, employing over 5000 trained professionals. Its India operations
are headquartered in Mumbai and have the status of a limited company. It has
over 12 fully owned offices in India across key cities. The worldwide offices are
located in UK, USA, Japan, Russia, Singapore and Dubai. It has associate
offices in Germany, Italy, Spain, South Africa, Sweden and Australia.

1.7.5 Packaging and Paper Industry:

Company is one of the leading global manufacturers of BOPP Films and after
acquiring GBC’s Commercial Print finishing business, the Company has
become the largest producer of thermal films in the world. A state-of-art
manufacturing units in India, Korea & USA helps us in delivering world class
packaging and thermal lamination solutions across the globe. Company
products are popular in domestic and overseas markets.

1.7.6 Chemical Industry:

Group produces premium quality acrylic-based polymers for customers ranging
from start-up distributors to large multinational organizations. Our polymers can
be found in dental & biomedical products, civil & military aircraft, submarine
cockpits, paints, lubricants & mobile phones. Our acrylics are also used to assist
the fabrication of other commodity items such as float glass, glues and high
performance ceramics.

1.8 SERVICES OF THE COMPANY

1.8.1 SAP IMPLEMENTATION

SAP Implementation and ERP system implementation is utmost essential for any
organization for smooth and timely functioning of their various processes, but for
a business to flourish in the long run it should concentrate on its "Core
competencies" that is what makes a business reach unprecedented heights. We
look into your existing systems and then revamp your whole business strategy
and show that your business can reach perfection! We take into consideration
things like:

 Project Preparation: over here we probe and ask you as to where your
project is going and whether in the long run it will provide lucrative returns
for you, or will it flounder; we take every detail into account and give you
exactly what you expect from us.
 Business Blueprint: over here we refine and view all of your original
projects goals and objectives and in short we revise the entire project
schedule in this modus-oprendi, so as to leave every nook and corner taken
care of.
 Realization: after all these processes are taken care of the phase where we
conduct integration tests and drawing up end user documentation comes
into picture, and this is where every left over formality is taken into
consideration.
 Final preparation: in this step all the necessary steps are taken care of and
hence you are ready to push the pedal to the medal.
 Go live and Support: in this many things are taken care of like Production
support, Monitoring system transactions, and optimizing the overall system
performance are looked into so that everything falls in line making every
function run smoothly.
1.8.2 SAP SUPPORT

Optimizing investments after an SAP implementation is a concern for

organizations of all sizes. IT managers are confronted with the twin challenges of
escalating SAP support costs and limited internal staff to scale up to meet
exigencies in maintaining SAP systems. To confront these challenges, companies
are looking at partners to reduce maintenance costs and augment existing support
teams.

What we offer:

Pranav Systtech Pvt. Ltd. is an SAP certified Consultant provider of SAP

expertise. Through OptiCare our shared services model for SAP support

We offer:
 Business Support
 Technical Support
  BASIS Support
 ABAP Development & Support

SAP Support & Maintenances

 Level-1
Provides SAP software maintenance support for system errors Uses SAP-
internal tools to help in problem resolution Logs, tracks, resolves, and
closes issues to the customer's satisfaction
 Level-2
Provides additional support for troubleshooting, handling queries, &
answering how-to questions Logs, tracks, resolves, and closes issues to the
customer's satisfaction Available as an annual contract or on a time-and-
materials basis.
  Level-3
The customization services provide remote consulting expertise to SAP
system Provides direct access to an experienced team of SAP experts
Includes services like project and design advice, application configuration
and ABAP programming Enhancing existing modules, develop forms &
layout sets, reports, data conversions & performance analysis.

1.8.3 SAP UPGRADATION

Upgrades is what keeps a business growing, as everything is changing day-

in day- out, and if one upgrades his SAP software, then he is surely on the
right track. Now once this is defined businesses can be more focused and can
make every process of theirs become even better with time. In this we offer
services like:

Business Case Preparation SAP Upgrade assessment

Data archiving Technical upgrade

Functional upgrade Testing

Training
1.8.4 SOLUTION MANAGER IMPLEMENTATION
This is a software which provides you quick and prompt solutions where you
can manage all your content, operate, manage, and monitor all the business
management solutions. SAP management solutions, provides you centralized
support and system management suite. And with these offering of ours you can
easily manage and reduce cost and most of all become more centralized. The
SAP solution is like a manager which monitors everything.

1.8.5 CORPORATE TRAINING

For getting world class SAP training one should always go for the best, with
such a well-trained consultant at our disposal, we are sure to give you the very
best out the money you are investing, thereby making you satisfied. Which is
eventually our primary goal; we also have flexible packages and customized
solutions according to the client's needs and requirements.
1.8.6 SAP BUSINESS ONE

SAP Business One is business management software designed for small

businesses, sold by the German company SAP AG. As an ERP solution, it aims
to automate key business functions in financials, operations, and human
resources.

SAP Business One is a business management solution designed for small and
midsize businesses.
SAP Business One gives you on-demand access to real-time information
through one single system. The application is divided into a number of modules,
each covering a different business function.
SAP Business One has a user-friendly interface that serves as your central ERP
access point, with standard interfaces to internal and external data sources,
handheld computers, and other analysis tools.

SAP Business One Implementation

The SAP Business One application integrates all core business functions across
enterprise – including financials, sales, customer relationship management, e-
commerce, inventory, and operations. Unlike many other small business
solutions on the market today, SAP Business One is a single application,
eliminating the need for separate installations and complex integration of
multiple modules.
Pranav Systtech range of implementation services are carefully aligned with
SAP Business One to include - strategic planning, defining business
requirements, configuration, testing, deployment, upgrades, maintenance,
optimization and support.

Pranav Systtech has a proven implementation model, expertise of implementing

and supporting SAP solutions in a range of industry verticals.
While the common business processes are addressed by SAP Business One
product, to cater to the special and local process needs of select
Industry/Businesses, Pranav Systtech has developed and deployed several
Industry Solution Components seamlessly integrated with SAP Business One.

Implementation Road Map

SAP Business One Support

SAP Business One Support from Pranav Systtech is the most complete and
comprehensive service. Our Support services include setup, simplified
integration, customized programming, report writing, data file analysis,
database repair, error message resolution, training and comprehensive
consultation. We are accessible either onsite or remotely on a “pay-as-you go”
hourly rate or you can lock in a fixed annual contract basis with no hidden fees.
Pranav Systtech is authorized SAP sales and services partner. We help clients
with annual maintenance contracts for SAP Business One licenses. This AMC is
an annual support cost paid to SAP to receive support and updates for the
licenses purchased.

We have a dedicated team to help with the issue resolution for our clients. We
adhere to highest service level agreement (SLA) industry standards. We have
our own customer complaint management system which allows clients to log
and monitor the issues throughout the life cycle.

If you have purchased SAP licenses from some other partner and looking for
shifting to another partner for better support, resolution of existing issues or
regularizing AMC with Sap then our alliance management team has done these
all. We take over the whole process and help you normalizing your relationship.
We take care of all your issues so that you can focus on your core business.

SAP Business One add-ons

These are the add-ons developed, licensed and sold by Pranav Systtech
to SAP Business One clients. We charge a nominal annual fee to
resolve any issues and provide you free of cost upgrades.
We have a dedicated team to help with the issue resolution for our
clients. We adhere to highest service level agreement (SLA) industry
standards. We have our own customer complaint management system
which allows clients to log and monitor the issues throughout the life
cycle.
CHAPTER 3 RESEARCH METHODOLOGY

3.1 OBJECTIVES OF THE STUDY

3.1.1 Primary Objectives

 To identify opportunities for ERP Marketing in the Industry.
 To identify opportunities for ERP Marketing in the Industry.
3.1.2 Secondary Objectives.
 To study profiles of ERP companies along with their business categories,
solutions and supported ERP tools/platforms in order to identify ERP
SYSTEM opportunities.
 To study profiles of ERP companies from Asia Pacific and Middle East
region and recommend pricing model/quotes for the region.
 To find out market share of ERP Systems – Oracle, Sap, Microsoft
Dynamics and JD Edwards ERP in different regions across the globe.

3.2 DETAILS OF DATA COLLECTIONS

Data is defined as facts presented to the researcher from the study of the
environment. Basically data are divided into two types.
Primary Data: Primary data are collected for the first time by the investigator
for her own use. For this marketing research, price quotation on ERP System
were collected for companies in Asia Pacific region using following channels:
direct calling and posting information request via Email
Secondary Data: Secondary data are data which are collected by somebody
else. This research used secondary data sources such as information from
corporate web sites of the companies, Company Search using Linked In, various
research survey reports published on the web and general search using web
search engines such as Google.

3.2.1 Market share of ERP Platforms

Find out market share of different ERP platforms globally

Internet Search was used to collect data published by different Market
Research Companies to find out market share of all the ERP platforms –
SAP, MICROSOFT DYNAMICS, IBM, JD EDWARDS etc.
3.2.2 ERP Companies

 Microsoft Dynamics
The Microsoft Dynamics ERP suite includes Microsoft Dynamics AX, an
accounting and finance, HR and CRM tool; Microsoft Dynamics GP, a
mid-market accounting suite; and Microsoft Dynamics NAV and
Microsoft Dynamics SL, both SME ERP platform.
 Oracle e-Business Suite
A modular ERP platform, the Oracle e-Business Suite has many elements
including Oracle CRM, Oracle Financials, Oracle Logistics, Oracle Order
Management and Oracle Warehouse Management Systems. The software
makes use of the Oracle database.
 SAGE
Sage Line 500 and Sage 1000 are the cornerstone ERP solutions for
thousands of UK businesses. Developed for the UK mid-market from day
 one, the Sage Line 500 and Sage 1000 Suites offer customers a broad
range of capabilities including CRM, HR, Payroll and Business
Intelligence.
 SAP Business One
Aimed at SMEs, SAP Business One contains over a dozen core modules,
such as Financials, Sales Opportunities, Purchasing Banking, Human
Resources, E-commerce and Web CRM.
 Infor Global Solutions
Infor is a large business software provider which has several ERP suites,
such as Infor ERP LN, Infor ERP SyteLine, Infor ERP VISUAL, Infor
ERP Adage and Infor ERP LX. They are built on an open, flexible,
service-oriented architecture (SOA) with web-based user interfaces.
 Net ERP from NetSuite
Net Suite supplies on-demand, integrated business management software
suites aimed at mid-market enterprises and divisions of large companies.
It offers hosted accounting, CRM, ERP, e-commerce and web site
development software.
 Lawson Software
Lawson merged with business software firm Intentia International in
2006, to offer mid-market business an alternative to larger ERP vendors.
The vendor’s ERP packages are Lawson S3 (broadly for service firms)
and Lawson M3 (broadly for manufacturers and distributors.

3.2.3 ERP System: Companies/Pricing

SR.NO COMPANY PRODUCT LICENCE IMPLEME

NAME PRICE NT-TION
COST
1 INFOSYS SAP FIXED USER*
1,10,000 65000 +
PROFIT
2 TCS SAP FIXED USER*
1,10,000 65000 +
PROFIT
3 ACCENTURE SAP FIXED USER*
1,10,000 65000 +
PROFIT
4 IBM ERP FIXED USER*
1,10,000 65000 +
PROFIT
 5 MICROSOFT DYNAMICS FIXED USER*
1,10,000 65000 +
PROFIT

3.3 Formulation of Hypothesis

Hypothesis is a tentative theory or supposition provisionally adopted to explain

certain facts and guide the investigation of others. It is a tentative and
declarative statement formulated to be tested describing relationship between
concepts. Hypothesis is a statement of predicated outcomes of the research.
There are a lot of open/unexploited opportunities existing in the ERP in the
Industry. The purpose of this research is to establish the hypothesis by
Identifying opportunities and trends.

3.3.1 Research Hypothesis

 With new trend of more and more COMPANIES switching to ERP

SYSTEM across the world, there is larger audience for MARKETING on
ERP in general.
 There is strong ERP application development community which is
enabling increased consumer presence on MOBILE because of
applications such as SAP BUSINESS ONE.
 ERP industry across the world is expected to grow many folds in future
So there is tremendous growth opportunity for innovations.
3.4 RESEARCH DESIGN

The research design is the conceptual structure within which research is

conducted. It is a plan of action, a plan of collecting and analysing the blue print
for the collection, measurement & analysis of data. The proposed study is an
exploratory cum descriptive.

3.4.1Research Design Interaction

Exploratory Research is designed to generate basic knowledge, clarify

relevant issues uncover variables associated with a problem, uncover
information needs and define research objectives. This research used this
exploratory design to explore information on ERP ndustry. On the preliminary
stage, broad sources of information were identified and then each of those
information were studied/explored in detail to find out specific details such as
product offerings, supported platforms and business solutions. Most of the
research design was based on secondary data sources.

Descriptive Research is designed to provide further insight into the research

problem by describing the variables of interest. It can be used for profiling,
defining segmentation, estimating, predicting and examining associative
relationships. This research used descriptive research design for getting exact
information on price quotation on ERP SYSTEM in Asia Pacific region. This
region was identified after initial analysis using exploratory research method.

3.5 SAMPLE DESIGN

Sampling is the selection of some part of an aggregate or totality on the basis of

which a judgment or inference about the aggregate or totality is made.
Generally, sampling methods can be categorized as probability and non-
probability sampling method.

2.5.1 Probability Sample Methods

Simple Random
Systematic Random
Stratified Random
Cluster Sample
Area Sample

2.5.2 Non Probability Sample Methods

Convenience Sample
Snowball Sample
Judgement sample
Quota Sample

For the purpose of sample design, non-probability sampling scheme was chosen.

Non probability sampling is any sampling method where some elements of

the population have no chance of selection (these are sometimes referred to as
'out of coverage'), or where the probability of selection can't be accurately
determined. It involves the selection of elements based on assumptions
regarding the population of interest, which forms the criteria for selection.
Hence, because the selection of elements is non estimation of sampling errors.
These conditions give rise to exclusion bias placing limits on how much
information a sample can provide about the population. Information about the
relationship between sample and population is limited, making it difficult to
extrapolate from the sample to the population.
3.6 SCOPE OF STUDY

The study was carried out to identify opportunities of ERP SYSTEM in the
ALL sector and at the time asses the competition for ORACLE. This research
was done to collect the information on current players/companies in ERP
segment in the industry especially in North America region, Asia Pacific region
and Middle East region.

The data collection of the study for company profiling was scoped to following
details:

 Company Name
 Corporate Website URL
 Brief Description of the Company
 Business Segment and Solutions Offered
 ERP Platform supported
This data is very important for PSPL as they are exploring opportunities to offer
solutions in ERP system with automobile sector as primary target. The finding
and recommendations from the research would be used to define future strategy
for the company in respect of market scope, initial target market, and pricing
strategy.
3.7 RESEARCH LIMITATIONS

 Research and analysis were based only on the secondary data available
from the internet so any error in the data gathering by the original source
may generate inaccurate results.
 Non-Probability Sampling Technique was used for data collection so
estimation of sampling errors was not possible. This leads to exclusion
bias on the results based on the fact that how much information a sample
can provide about population.
CHAPTER 4 DATA PRESENTATION, ANALYSIS AND
INTERPRETATION

4.1 DATA PRESENTATION

4.1.1 LISTING AND SELECTION COMPARISONS

Among the key data points in the report are the rates SAP, Oracle and/or
Microsoft Dynamics has of being short-listed and the selection rates of the three
Vendors following short-listing.
The survey data reveals that Oracle People soft is the most commonly short-
listed ERP system (short-listed by 66.7-percent of the organizations in our
study). Oracle People soft is followed by Oracle at 54.2-percent and SAP at
54.1-percent.

4.1.2 SELECTION RATES WHEN SHORT-LISTED

There is no question that the interpretation of the above data creates a number of
Potential conclusions. First, the fact that SAP is short-listed at such a high rate
Points to the fact that its name recognition, use by a large number of “blue chip”
Organizations, and overall product offerings each or all could incentivize buyers
To take a long, hard look at its software. However, the fact that its actual
selection rate is lower than the other two vendors in the study suggests that after
Assessing the available information, organizations are not easily convinced that
SAP is the best option.
Although Microsoft and Oracle are not as frequently short-listed as SAP, their
Selection rates are higher when they are. This suggests that those vendors likely
Offer products that are simply a better fit for the needs of the organizations
Represented in the study.
In Panorama’s experience, many organizations simply do not have the proper
Methodologies or knowledge in place to effectively assess ERP software
packages. Therefore, while the selection rates are strong for Microsoft
Dynamics and Oracle, there is no evidence that organizations made the “right”
decision by choosing them. Rather than considering this data to be indicative of
the suitability of the product offerings, it is useful to consider it as a broader
data point regarding trends in the sales cycle experienced by the three vendors.
4.2 ANALYSIS
4.2.1 SWOT ANALYSIS OF PSPL
4.2.1.1 STRENGTHS OF PSPL
PSPL’s strengths are many, to mention a few:
A) Global Presence
a)Its collaborations and joint ventures with international companies such as
Perot System, and partnership with world leaders like HP, Dell and Microsoft,
enable it to bring the best technology available worldwide to its consumers. 2
locations in 2 countries.
b) Fast paced and flexible work culture which provides its employees autonomy
to accomplish the task without much pressure from the higher authorities. Thus,
employees are motivated to give their best to the organization.
c) The core strength of PSPL is the talent and innovativeness of its people
which enables it to provide the “right solution at the right time.”
d) Ability to understand customer's business and offer right technology.
e) Long standing relationship with customers.
f) Pan India support & service infrastructure.
g) Best-value-for-money offerings.

4.2.1.2 WEAKNESSES OF PSPL

a) After sales service.
b) Less promotional campaigns.
4.2.1.3 OPPORTUNITIES FOR PSPL
a) IT industry booming at a rate of 45% every year.
b) Increasing consumer awareness about IT and its use.
c) Tremendous untapped potential of IT products in India.
d) Increasing competition.
e) Tie ups with various MNCs enable to extract their core competencies.
4.2.1.4 THREATS FOR PSPL
a) Local ERP are biggest menace for the company.
b) Entry of MNCs i.e. MICROSOFT, ORACLE giving direct competition.
c) Govt. instability has a long term repercussions affecting company’s policies
& its growth.
d) Technological shift as a result of research & development. Daily new
technologies are emerging.
4.2.1.5 Concluding
The S.W.O.T. analysis in words that prosperity lies ahead for PSPL. It has to
come out with the state of art as well as futuristic technologies to its consumers
well before time.

4.2.2 PORTER FIVE-FORCE MODEL FOR PSPL

4.2.2.1 THREAT OF NEW ENTRANT

Threat of new entrants to OS, Enterprise software industry and Gaming is low.
 Capital requirements to enter the industry are very large
 Cost to design and develop enterprise software is extremely high
  Software development process is quite long and expensive due to
the reality of the software development lifecycle.
 Companies within the industry have already achieved economies
of scale, thereby reducing the potential profit for new entrant
 Considerable product differentiation within the industry.
 If new company had a differentiating software major companies
would take over the new firm in order to acquire the technology for
themselves.
 Government policies
 Many players exists in market and scope for new entrants is high
4.2.2.2 THREAT OF SUBSTITUTES
 There are few substitute products that compete with enterprise software.
 The old way of maintaining and sharing company information was
manual paper archival systems or printed reports from separate databases.
The modern way of connecting all of a business information requires
enterprise software.
 A business could continue with building multiple disparate systems,
however, they would never be able to achieve what an enterprise software
business solution could provide. Therefore, enterprise software is more
flexible, scalable, and less expensive than the older types of solutions.
 The near absence of modern substitutes in the industry is a good sign for
the companies within the industry.

4.2.2.3 BARGAINING POWER OF SUPPILERS=LOW

 Within the industry, the bargaining power of suppliers is quite minimal.
The main reason is because there are few suppliers with whom the
companies must negotiate.
  The fact that enterprise software applications are an intellectual and
intangible product rather than a physical product minimizes the number
of suppliers required.
 The main type of supplier that an enterprise software company most
likely has to deal with is one that physically records the media. Since the
cost of physically transferring the software to media is minimal, the
media producers and manufacturers have little effect on the industry as a
whole.

4.2.2.4 BARGAINING POWER OF BUYER=LOW

 The bargaining power of buyers within the enterprise software industry is
fairly minimal for several reasons. First, the concentration of buyers is
growing quickly; however, they are a very diverse and non-unified group,
because they all have different backgrounds and needs.
 Second, more companies are deciding that enterprise software is a
necessity for their business. Therefore, they are often willing to pay the
going rate.
 Lastly, there are extremely high switching costs from one supplier to
another, due to the high cost of the related infrastructure for these types of
systems

4.2.2.5 INDUSTRY RIVALRY=HIGH

 The intensity of industry rivalry within the enterprise software industry is
affected by several factors:
o The concentration of competitors
o Diversity of competitors,
o Product differentiation and
o Price differentiation.
  Large multinational vendors and a handful of smaller localized firms
compete in the enterprise software industry
 Concentration of competitors within the industry is high with big players
such as Oracle, Google, Apple, SAP etc.
 The companies within the enterprise software/server platforms industry
are very diverse.
 Larger companies not only produce and consult on hardware and
software, but also manufacture operating systems, general computer
software, and development platforms
 Business Tie-up among Market leaders
4.3 For SAP, positioning is based on these points
4.3.1 Differentiation (Porter)
o Offering the possibility of total customization of the product
o Long product lifecycle and even longer customer life (around 20
years)
4.3.2 Focus (Porter)
o SAP is concerned about serving major multinational corporations
o SME’s are just a strategic placement, not their main revenue source
o They also focus in certain industries that require high technology
software, like aerospace, automotive, chemicals, engineering and
construction, or industrial machinery
4.3.3 Customer intimacy (Treacey & Wiersema)
Customers help to develop the solutions, providing their feedback to the
company about what things can be modified or improved
4.4 MARKET SHARE OF ERP IN THE INDIA

SAP and Oracle are the two biggest names in the ERP market. The companies
have competed head-to-head with each other for decades and both have
demonstrated keen ability to adapt to the changing demands both of their clients
and the economic environment. Although Microsoft Dynamics is not quite of
the same scale as SAP and Oracle, the three together comprise the entirety of
the Tier I ERP market. Each have grown to offer solutions to suit clients outside
of their historical target market. SAP and Oracle now are becoming more viable
for small and mid-sized businesses while Microsoft Dynamics is now more
viable for mid- to large-sized businesses.
As the market flattens, and the three vendors continue to adjust deployment
options, financial incentives and functionalities to increase attractiveness to a
broad array of clients and industries, there is no question that the three will
continue to battle each other for dominance. There also is no question that there
will continue to be competition from a number of smaller companies, and that
one or more eventually will upset the pecking order.
4.5 Market Share
Market share statistics based on the frequency each vendor was selected by
organizations represented in our annual survey. The graph below shows the
overall market share distribution for the time period from February 2006 to May
2014.
The collected data conclusively shows that SAP ranks highest of the three
vendors, with more than one-fifth (22-percent) of total market share. It is
followed by Oracle with 15-percent of total market share and Microsoft with
10-percent of total market share. Tier II solutions (including Infor and Epicor)
represent just 16- percent of the market while Tier III and others represent a
commanding 37-percent of the market.
4.6 MARKETING STATERGY

Introduction to inbound marketing

When we go and sell a product/service to customers they feel that they are being
sold something which they don’t actually require and they don’t want to buy.
The institutions were working efficiently without implementing any ERP and
this made them reluctant to implement an ERP software all of a sudden. But
there will be few, who would be looking out for a solution, and when you
approach these institutes, you can provide them with the best out of your least
value. Thus degrading your product value; and if you have committed any
services then you are doomed.
Now with inbound marketing the same customer will pay a higher amount
visiting our store/website which costs him more (Total cost cost of visiting our
physical office or hiring us to give them demo).
As Steve Jobs said “You can’t just ask customers what they want and then try to
give that to them. By the time you get it built, they’ll want something new.”
This is very true for any ERP solution.
In Inbound marketing strategy people visit your site (come to your
website/store) when they are really looking out for solution/business and they
find you, therefore make sure that the website and your online presence are so
strong that they turn into leads/prospects. Such customers then don’t bargain
(but you can’t stop the Indian customers! Beware). But the demerit is that you
will lose the customers who don’t fit in your product model. You will have to
say ‘NO’ to some customers in order to have a scalable model. It means that,
only those customers will purchase your product who are a perfect fit to your
product model and hence less churn out. Thus the Life Time Value (LTV) of the
customer will increase and a solid revenue model evolves. To say, this strategy
has got its own merit and demerit but for a start-up if this works then it’s great.

Inbound Strategy 1: Giving the basic product as free & open

source
For us the inbound marketing has worked so well that, our open source version
of the product gets around 150-200 downloads per day. Our product has
amassed more than 65,000 downloads over period of 3 years. For an ERP this is
a huge achievement. The open source version is marketed by the eminent
personalities in open source community. To add to this prestigious institutes in
India, IIM and IIT (one each) is now powered by Fedena. This wouldn’t have
happened if we were to go and sell to the premier institutes. A specific
percentage of these free downloads got converted as paid customers.
Inbound Strategy 2: Interviewing happy customers and
publishing in blog
We constantly interviewed our happy customers and published the interviews in
official product blog. The new prospects reading these interviews got convinced
about the product quality and converted as paying customers.
Inbound Strategy 3: Applying to various award competitions and
winning the awards increased credibility & conversion
Never leave a start-up competition unparticipated. When we hear of an award
winning product we come to value the product’s credibility. This really is a
strong point in making the sale.
Inbound Strategy 4: Free demo with full documentation.
Our competitors were hiding demo of the product. You might have felt that
once you are in a website and if you don’t find the demo of the product to test
the product instantly and freely you are not going to try that product. But on the
same time if you provide the access for a free demo, people try the product
instantly and once he enters data into the trial version and if he likes the system
he signs up and gets converted

Inbound Strategy 5: Celebrating even small success in social

media
We were never shy to celebrate even the small success in Facebook, Twitter and
other social media. Now internet marketing is all about content driven
marketing. The likes, comments, shares are valued more than other normal
content marketing. Because here the users are rating the relevance of the content
you posted and the web spiders rank those highly which get better ranking for
your website. Implies the domain authority of your website increase when
people talks about your product. Also it enables to spread your product
information to all your fans and related ecosystem easily and effectively.

4.6.1 SALES STATERGY USE BY PSPL

What is a Sales Strategy?

• An operating plan for a company’s sales force.
What does a Sales Strategy do?
• Allocates sales resources efficiently to drive selling costs down
And revenues up.
What does it mean to use a Sales Strategy?
• CEO can get the most out of his/her sales force.
4.6.2 Sales Strategy Solves for Typical Problems

 Merger of sales forces after Acquisition

 Declining Sales Revenues
 Declining market share
 Increasing cost of sales
 Changing market- product mix
 New Product launch that falls short of sell-through expectation
 New market entries posing competitive threat.
4.7 CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CRM is a term that is often referred to in marketing. However, there is no
complete agreement upon a single definition. This is because CRM can be
Considered from a number of perspectives. In summary, the three perspectives
are:

4.7.1. CRM from the Information Technology Perspective.

From the technology perspective, companies often buy into software that will
help to achieve their business goals. For many, CRM is far more than a new
software package, the renaming of traditional customer services, or an IT-based
customer management system to support sales people. However, IT is vital
since it underpins CRM, and has the payoffs associated with modern
technology, such as speed, ease of use, power and memory, and so on.
4.7.2. CRM from the Customer Life Cycle (CLC) Perspective.
The Customer Life Cycle (CLC) has obvious similarities with the Product Life
Cycle (PLC). However, CLC focuses upon the creation of and delivery of
lifetime value to the customer i.e. looks at the products of services that
customers need throughout their lives. It is marketing orientated rather than
product orientated. Essentially, CLC is a summary of the key stages in a
customer's relationship with an organization.
4.7.3. CRM from the Business Strategy Perspective.
The Business Strategy perspective has most in common with many of the
lessons and topics contained on this website, and indeed within the field of
marketing itself. The diagram below shows the Marketing Teacher Model of
CRM and Business Strategy. Our model contains three key phases customer
acquisition, customer retention and customer extension, and three contextual
factors - marketing orientation, value creation and innovative IT.

4.8 CRM MODEL

A commonly cited definition of CRM as follows
Customer Relationship Management is the establishment, development,
maintenance and optimization of long-term mutually valuable relationships
between consumers and organizations. The relationship delivers value to
customers, and profits to companies. The relationship is supported (but not
driven) by cutting edge IT.
The business strategy is based upon the recruitment, retention and extension of
products, services, solutions or experiences to customers. This is the core of
CRM.
4.9 SALES STATERGY

4.9.1 FIVE STEPS TO DEFINE YOUR SALES STATERGY?

1 – Assess Performance Environment

Things like Corporate Strategy, Business Life Cycle, and Market Dynamics

• Review existing documentation

• Research industry markets
• Interview executives and management
• Survey Sales Force
• Survey Customers
• Mystery Shop competition

2 – Evaluate Organizational Design

3- Conduct Competitive Analysis

4 - Develop Buyer Personas.

Don’t just try to understand who your customer is…. Understand how they buy.
Otherwise you can’t tailor your sales methodology to their buyer methodology.

5-Develop a roadmap

 With ROI models, Change Management Plan, Sequencing of

improvement initiatives
 Requires a Sales Force Effectiveness team to carry out
 SOP
Success
Systems,
processes
and
Momentum

Strategies communicati
successfully on are
Build

Impleme executed Standard

Develop the nt and and creating Operating
Research
Design

systems, execute measurable Procedure

and define
processes and defined results
the
communicati strategies
marketplace,
strategies ons that drive
and results
measures of
success
 • Sales Strategy
Phase 1- Design • Account Segmentation
(Q1) • Channels Management
• Sizing & Structure
• Key Account Management
• Talent Management
Phase 2 - Build • Sales Process
(Q2) • Territory Design, Quota Setting & Compensation
Planning
• Key Account Management
• Talent Management
Phase 3 - • Territory Design, Quota Setting & Compensation
Momentum •
Planning
Sizing & Structure
(Q3/Q4) • Channel Management
• Lead Generation

Phase 4 - Success • Key Account Management

(Q4) • Sales Management

Phase 5 - SOP • Sales Performance Management

(Q4 – Future)

4.9.2 SALES MANAGEMENT

What is Sales Management ?

 The process of planning, directing, and controlling of personal selling,

including recruiting, selecting, equipping, assigning, supervising, paying,
and motivating the personal sales force.

Nature of Sales Management

Head-
Marketing

Manager- Manager – Manager – Manager – Manager –

Promotion Market Sales Market Customer
Research Logistics Service
Relationship Selling

Salespeople concentrate their team selling efforts on building trust and

service on a few carefully selected customers over a long period with an aim
of becoming a preferred or sole supplier

Transactional Relationship /Selling: - One type of relationship marketing

in which salespeople make one-time sales to price-oriented customers, who
are not contacted again

Value – added Relationship /Selling: - Understanding current and future

needs of customers and meeting those needs better than competitors with
value – added solution to their problems

Collaborative relationship: - A type of relationship marketing in which a

selling organization works continuously with its large customers to improve
the customer performance in terms of operations, sales and profit

Roles and Skills of a Modern Sales Manager

Some of the important roles of the modern sales manager are:

• A member of the strategic management team

• A member of the corporate team to achieve objectives
• A team leader, working with salespeople
• Managing multiple sales / marketing channels
• Using latest technologies (like CRM) to build superior buyer-seller
relationships
• Continually updating information on changes in marketing
environment
Varying Sales Responsibilities / Positions / Jobs

Roles and Skills of a Modern Sales Manager

Some of the important roles of the modern sales manager are:

• A member of the strategic management team

• A member of the corporate team to achieve objectives
• A team leader, working with salespeople
• Managing multiple sales / marketing channels
• Using latest technologies (like CRM) to build superior buyer-seller
relationships
• Continually updating information on changes in marketing
environment

Skills of a Successful Sales Manager

People skills include abilities to motivate, lead, communicate, coordinate,

team-oriented relationship, and mentoring
 Managing skills consist of planning, organizing, controlling and decision
making

Technical skills include training, selling, negotiating, problem-solving, and

use of computers

4.9.3 HOW TO SELL ERP?

"Customers are investing in ERP to solve their personal and organizational

pains like reduced sales, increased expenses, and narrow profits. In this
workshop we discuss how to build trust, connect personal and organizational
goals, and successfully guide customers through the purchase process.”

4.9.3.1 Workshop Overview

Enterprise Resource Planning manages the three main resources of a company:
people, cash, and assets. With an ERP, a business can optimize its business
activities for finance, human resources, and operations.

Selling ERP software is a challenging task. The sales cycle of ERP is long
compared to any other product’s sales cycle. There are many activities involved
in selling ERP software at all levels of a customer’s organization. Even arriving
at the top of the organization doesn’t guarantee a deal. How can you make sure
the customer isn’t calling other vendors in the market? How can you assure a
quality lead is converted and closed as a deal?

The “How to Sell ERP” workshop helps participants identify more and better
ERP-related sales opportunities, and sell more solutions in support of an ERP
environment. The workshop focuses on sales strategies that highlight business
value potential, and provides a deep understanding of the market and ERP
customer challenges.

4.9.3.2 Workshop Content

Course participants should have a working knowledge of the Microsoft Solution
Selling Process and Microsoft Dynamics Sure Step prior to taking this
workshop.

4.9.3.3 During the workshop, participants will

 Understand the ERP market, and discover why organizations invest in ERP
solutions
 Learn about the main Pain Chains when selling an ERP solution, their impact on
decision makers, and the ability of Microsoft Dynamics ERP solutions to
address those pains
 Learn about Microsoft Dynamics ERP positioning, strategy, and competition
 Study Microsoft Dynamics ERP business scenarios
 Discover the key ERP capabilities and the benefits for various customer roles
 Understand why sales people need to assist customers and stop just selling to
them
 Learn what the activities are for each phase of the ERP buying process
 Identify the alignment of the buying phases with the Microsoft Solution Selling
Process and the diagnostic phase of Microsoft Dynamics Sure Step

4.9.3.4 Workshop Outcomes

After completing the course, participants will be able to identify phases of the
ERP buying process, and will be aware of what activities must be completed in
each phase to ensure the qualified prospect is closed as a deal.

4.9.3.5 Workshop Outline

Target audience: Experience ERP end user & Interested people

Duration: 2 days

Language: English

4.9.4 MARKETING MIX

4.9.4.1 PRODUCT OF PSPL

SAP R/3
SAP R/3 is the former name of the main enterprise resource planning software
produced by SAP AG.

The first version of SAP's flagship enterprise software was a financial

Accounting system named R/1. (The "R" was for "Real-time data processing").
The pronunciation is often mistakenly referred to as "sap", as in tree sap. The
correct naming is the individual letters S-A-P. This was replaced by R/2 at the
end of the 1970s. SAP R/2 was a mainframe based business application
software suite that was very successful in the 1980s and early 1990s. It was
particularly popular with large multinational European companies who required
soft-real-time business applications, with multi-currency and multi-language
capabilities built in. With the advent of distributed client-server computing SAP
AG brought out a client-server version of the software called SAP R/3 that was
manageable on multiple platforms and operating systems, such as Microsoft
Windows or UNIX since 1999, which opened up SAP to a whole new customer
base. SAP R/3 was officially launched on 6 July 1992. SAP came to dominate
the large business applications market over the next 10 years.

SAP R/3 is arranged into distinct functional modules, covering the typical
functions in place in an organization. The most widely used modules are
Financials and Controlling (FICO), Human Resources (HR), Materials
Management (MM), Sales & Distribution (SD), and Production Planning (PP).
Those modules, as well as the additional components of SAP R/3, are detailed
in the next section.

Each module handles specific business tasks on its own, but is linked to the
others where applicable. For instance, an invoice from the Billing transaction of
Sales & Distribution will pass through to accounting, where it will appear in
accounts receivable and cost of goods sold.

SAP has typically focused on best practice methodologies for driving its
software processes, but has more recently expanded into vertical markets. In
these situations, SAP produces specialized modules (referred to as IS or
Industry Specific) geared toward a particular market segment, such as utilities
or retail.

Using SAP often requires the payment of hefty license fees, as the customers
have effectively outsourced various business software development tasks to
SAP. By specializing in software development, SAP hopes to provide a better
value to corporations than they could if they attempted to develop and maintain
their own applications.
SAP R/3 is a client/server based application, utilizing a 3-tiered model. A
presentation layer, or client, interfaces with the user. The application layer
houses all the business-specific logic, and the database layer records and stores
all the information about the system, including transactional and configuration
data.

SAP R/3 functionality is structured using its own proprietary language called
ABAP (Advanced Business Application Programming). ABAP, or ABAP/4 is a
fourth generation language (4GL), geared towards the creation of simple, yet
powerful programs. R/3 also offers a complete development environment where
developers can either modify existing SAP code to modify existing functionality
or develop their own functions, whether reports or complete transactional
systems within the SAP framework.
ABAP's main interaction with the database system is via Open SQL statements.
These statements allow a developer to query, update, or delete information from
the database. Advanced topics include GUI development and advanced
integration with other systems. With the introduction of ABAP Objects, ABAP
provides the opportunity to develop applications with object-oriented
programming.

The most difficult part of SAP R/3 is its implementation. Simply because SAP
R/3 is never used the same way in any two places. For instance, Atlas Copco
can have a different implementation of SAP R/3 from Procter & Gamble and so
forth. Two primary issues are the root of the complexity and of the differences:
Customization configuration - Within R/3, there are tens of thousands of
database tables that may be used to control how the application behaves. For
instance, each company will have its own accounting "Chart of Accounts"
which reflects how its transactions flow together to represent its activity. That
will be specific to a given company. In general, the behaviour (and appearance)
of virtually every screen and transaction is controlled by configuration tables.
This gives the implementer great power to make the application behave
differently for different environments. With that power comes considerable
complexity.
Extensions, Bolt-Ons - In any company, there will be a need to develop
interface programs to communicate with other corporate information systems.
This generally involves developing ABAP/4 code, and considerable "systems
integration" effort to either determine what data is to be drawn out of R/3 or to
interface into R/3 to load data into the system.
Due to the complexity of implementation, these companies recruit highly skilled
SAP consultants to do the job. The implementation must consider the company's
needs and resources. Some companies implement only a few modules of SAP
while others may want numerous modules.
SAP BUSINESS ONE
SAP Business One is a business management software designed for
small businesses, sold by the German company SAP AG. As an ERP solution,
it aims to automate key business functions in financials, operations, and human
resources.
HP SERVER

The HP ProLiant DL580 G5 server is an enterprise class, 4 socket server

designed for maximum scalability and high availability. Its innovative chassis
offers unsurpassed flexibility and serviceability in a versatile form factor. Based
upon the latest industry standard processing, memory, I/O and networking
technologies, the ProLiant DL580 G5 provides the highest levels of
performance demanded by todays compute intensive applications. Unparalleled
high availability features, including hot-plug and redundant components,
guarantee maximum uptime. Integrated Lights-Out 2 (iLO2) technology allows
remote administration from a standard web-browser without ever having to visit
the server.
Within the 4U dense form factor, it's highly expandable architecture provides
maximum application deployment flexibility with the ability to add PCI-
Express, PCI-X or battery-backed write cache options. Innovative features, such
as the ability to access processors, memory, hard drives, and power supplies
while the unit remains secured in the rack, enable rapid response to service
events, radically decreasing overall IT costs and server downtime.

MICROSOFT 365
A Web-based version of Microsoft's Office suite of enterprise-grade
applications. Office 365 is delivered to users through the cloud and includes
Exchange Online for email, SharePoint Online for collaboration, Lync Online
for unified communications, and a suite of Office Web Apps, Web-based
versions of the traditional Microsoft Office suite of applications. Office 365
users also have the option of accessing the applications in Microsoft Office
2010 Professional via a monthly subscription.

Office 365 is part of Microsoft’s Software plus Services strategy, combining the
advantages of cloud-based remote computing software options with the
company’s traditional base of on-premises software offerings. One advantage
of Office 365 is that it is regularly updated approximately every 90 days without
companies having to pay any upgrade fees.
In addition to targeting enterprise customers with Office 365, Microsoft is
seeking to meet the needs of small businesses for affordable enterprise-level
office applications by pricing Office 365 at $6 per user, per month.
 IBM SERVER
Highlights
 Delivers robust performance at a competitive entry-server price
 Offers flexibility in an optimised compact design
 Combines reliability and simple installation with innovative management
technology

Robust performance at an entry-level price

With support for the latest Intel Xeon and Core i3 processor technology, the
IBM System x3100 M4 delivers strong performance for the price in a single-
socket tower. Advanced features and functions, which come standard, include
innovative integrated RAID capability, 1600 MHz dependable server-class
memory, energy efficiency, and low-cost tower-to-rack kit and high-capacity
storage options for enhanced availability.

Product features
 Generous server-class memory offers greater performance per price point
 Support for up to four high-capacity, low-cost Serial ATA hard disk drives or
up to eight hot swap 2.5” SAS/ SATA hard disk drives that optimise
implementation flexibility
 PCI Gen 3-ready slot offer ample I/O speed and an easy upgrade path
 Integrated Management Module 2 and full IBM toolbox simplify systems
management
 Embedded RAID support and optional advanced RAID upgrade facilitates
enhanced availability and protection
 Dual integrated Gigabit Ethernet offers greater network bandwidth
 HARDWARE SUMMERY

 Single-processor, 4U / 5U tower server (model dependant)

 Choice of processors—Intel Xeon E3-1200v2 series (quad-core) up to 3.6
GHz/8 MB/1333 MHz or Intel Core i3 2100 series (dual-core) up to 3.4 GHz/3
MB/1333 MHz
 DDR-3 ECC server-class memory, up to 1600 MHz; max 32 GB UDIMM
 Up to 16 TB via 4 × 3.5 in. simple-swap SATA HDDs or 8 TB via 2.5"
SAS/SATA hot-swap HDDs
 Standard ServeRAID-C100 for IBM System x® supports RAID-0 or -1 or
hardware RAID-0,-1 for 2.5" hot-swap HDDs, redundant PSU model (model
dependent)

PLACE
Head Office – Pune

PRANAV SYSTTECH PVT. LTD.

4th floor, Prabhavee Tech Park,
Baner Road, Pune-411 045,
Maharashtra,
INDIA.

Telephone: +91 20 66070050

Mobile No: +91 7720003392
Fax: +91 20 6763 6161
Email ID: info@pranavsysttech.com

Development Center 1
201, 2nd floor, SAI Capital,
Sangriya Developer, Baner Road,
Pune- 411045,
Maharashtra,
INDIA.

Presence
Ahmadabad, Nagpur, Aurangabad, Nashik
For SAP support service please contact us
Telephone: +91 20 66070050
Email ID: support@pranavsysttech.com

PRICE

SR.NO. PRODUCT NAME PRCE

1 SAP R/3 START at Rs. 22,000,00
2 SAP BUSINESS ONE START at Rs. 6,000,00
3 HP SERVER START at Rs. 30,000
4 IBM SERVER START at Rs. 45,000
5 MICROSOFT OFFICE 365 START at Rs. 3600/ Year

PRAMOTION

Advertisement plays an important impact on consumers to purchase ERP

System of brands. Now a day we see that each and every ERP endorsing brand
Ambassadors so that to attract customers and make their customer base more &
More. IBM has signed Saif Ali Khan to endorse his products John deb was
Endorsed by MICROSOFT so that more & more ERP System can be sold out.
CHAPTER 5 Competitors OF PSPL

5.1 ORACLE ERP

5.2 IBM ERP
5.3 MICROSOFT DYNAMICS ERP
5.4 JD EDWARDS ERP

5.1 ORACLE ERP

5.1.1Oracle Single Instance for ERP

 One OS account ora<dbsid> (member of dba, oper groups) on the
Database server for
– Oracle software installation
– Oracle database administration
32-bit + 64-bit platforms
Database patch sets are installed “in-place” into the existing Oracle home
– Oracle home path is stable for a whole major release
5.1.2 Oracle Releases 8i – 10g

Release Oracle Base

8i Oracle
9i Oracle
10g Oracle

5.1.3 Oracle Single Instance 11.2 for ERP

Release 11.2.0.1
 One OS account ora<dbsid> (member of dba, oper groups) on the
Database server for
– Oracle software installation
– Oracle database administration
 ORACLE_HOME=/oracle/<DBSID>/112_[32|64]

5.1.4 Oracle RAC / Oracle ASM for ERP

Oracle RAC 11g for ERP

11.2.0.1 And higher
New: Oracle Automatic Storage Management (ASM) for ERP
 11.2.0.2 And higher
In Release 11g, software for Oracle ASM and Oracle Cluster ware are
Combined in the Oracle Grid stack. The grid stack is needed for
RAC installations
ASM installations
Installation of Oracle grid software as ora<sid> with primary group ‘dba’
Is not possible (primary OS group must be install).
Installation with software owner oracle: oinstall
No 32-bit platforms with RAC or ASM, only 64-bit
Suffix ‘_64’ removed: ORACLE_HOME=/oracle/<DBSID>/112
Release ORACLE_BASE ORACLE_HOME ORACLE_SID
5.1.5 Oracle Engineered Systems for ERP

Grid home and Database Oracle home are already installed.

– Example for release 11.2.0.3:
Grid home: /u01/app/11.2.0.3/grid
Database home: /u01/app/oracle/product/11.2.0.3/dbho
– Installation path for Grid home and Database
home is different between Oracle Engineered Systems and standard RAC
or ASM installations OS account for software installation ‘oracle’ (Software
owner) There is no dedicated OS account for database administration created
after initial deployment

5.1.6 Shared Oracle Homes

Shared Oracle Homes were requested by SAP customers for years

– Running multiple databases from one ‘shared’ Oracle home
–
 – Not possible with different software owners ora <dbsid>
Pilot phase (11.2.0.3): SAP Note 1778431
– Requirement: software owner ‘oracle’
– Supported by SAPINST / SWPM for SI on file system

5.2 IBM ERP

5.2.1 EXECUTIVE SUMMARY

The goal - Move new products boldly forward

Research and development costs are rising. Changing consumer demands are
shortening product lifecycles. And you're being pressured to lower prices.
Winning consumer product companies will accelerate the innovation process
and narrow their focus on the most profitable brands. Using an integrated
approach to processes new product development and introduction from IBM
and SAP can accelerate product development and provide deep insights for
innovation.
 The advantage - Starting points for new product development

Many companies require a flexible approach to new product development and

introduction (NPDI). You may want to implement an entire solution or simply
close some gaps in the process. Therefore, IBM and SAP bring a selection of
different ways to implement a solution, step-by-step. Possible starting points
include:
 Creating a central hub for project and resource management to improve
visibility across the development portfolio and drive down time to market.
 Using recipe management to drive product development forward using
structured product and raw material specifications.
 Collaboration on packaging design and development to help ensure that the
results are available to anyone in the enterprise immediately for the subsequent
steps in production, purchasing and sales.
 Smart idea management and integrated concept development through stages and
gates to respond to market trends more effectively.
 Virtual teaming with suppliers to help drive down the cost of raw materials and
improve sourcing relationships.
The benefits - A track record of delivering value with impact

IBM has a track record for SAP implementations with unique distinctions.
 IBM is the only systems integrator to win the SAP Award of Excellence every
year in every country it has been offered.
 We have over 3,700 successful engagements at over 6,000 sites.
 IBM has a demonstrated history of development in leading industry-based
methods, tools and templates to help accelerate implementation and maximize
return on investment.
 We have 9,000 SAP professionals in 60 countries with over 20 solution
development sites and demonstration centers around the world.
 New product development and introduction from IBM and SAP can begin at
original insight and concept discovery and cover brand activation at point of
sale. Using an integrated approach to processes the solution can help deliver:
 Visibility for executive and management stakeholders with virtual real-time
dashboards.
 Project and resource management designed specifically for consumer product
environments.
 Seamless production definition and development workflows, accessible
throughout the extended enterprise.
 Tools for recipe management and strategic sourcing.
 Consumer product specific tools for prototyping and trials.
 Market launch support with SAP Trade Promotion Management solutions.
5.2.2 BUSINESS VIEW
The goal - Going above and beyond product lifecycle management

Will your brand and product portfolio deliver the growth targets you have set?
Do your new products match targeted consumer needs? Are your retail partners
on board for an effective launch? IBM and SAP can deliver the processes and
systems you need to resolve these issues. Our solution addresses the complexity
of the consumer product environment, streamlines process management and
provides visibility and measurement capabilities across the enterprise.
The advantage - We deliver on our promises

Together IBM and the former PwC Consulting have won more awards around
the world than any other SAP implementation partner. We have won SAP's
Award of Excellence every time it has been offered, for eight years running.
And we have ranked number one in client satisfaction among SAP integrators.
As the leading integrator of business process transformation leveraging
technology solutions, IBM Global Business Services uses a proven, benefits -
driven approach that differentiates us from the competition. We:
 Have well-researched and proven points of view about industry and business
trends, and can provide recommendations on how consumer product companies
should evolve to survive and thrive.
 Define how to effect change by integrating strategy, process, technology and
operations.
 Stand behind our advice, through our actions, by providing solutions with far-
reaching impact.

The benefits - Unlock business value across your organization

New product development and introduction from IBM and SAP includes the
process of defining the product strategy, managing the program, gathering
requirements, developing the product, sourcing for suppliers involved and
managing the production ramp-up. Our joint solution uses proven SAP
components and best practice business knowledge from IBM, to unlock
business value across your organization.
 Systematically analyse new data sources, tracking ideas coming from all
channels, putting them through an internal process of evaluation to significantly
reduce product failures.
 Simulate planning decisions on a multiproduct level with what-if scenarios.
 Manage portfolios on a strategic level with pre-configured optimization
techniques that support decision making.
 Develop more reliable products using stage gate methodologies to obtain
stakeholder agreement and support on-time, on-budget delivery.
 Utilize structured product specifications and recipe definitions, integrating
research and development with production and product safety.
 Accelerate time-to-market and revenue growth through optimized processes
integrated with retail partners.
 Facilitate a successful market introduction by setting up trade promotions with
key retailers and providing a link between the sales planning cycle and the
demand and supply network plan.
The approach - Fast-track to results

A leading health and beauty retail chain based in the U.K. needed help aligning
business objectives with information technology to boost their new product
development and introduction processes. They wanted to maximize their
success by deploying a fast-track pilot project and turned to IBM to understand
the product development process and help—sometimes skeptical—people see
where benefits could be gained. As a result our client:
 Reduced product development time by at least 25 percent.
 Gained millions of extra U.S. dollars in revenue.
 Increased first-to-market advantage.
 Improved problem solving by working collaboratively.
The financial advantage - Benefits realized from recent projects

Consumer products companies are already seeing the benefits of the new
product and development solution from IBM and SAP. Recent projects
demonstrate:
 Improved rates of return on new product introduction gained by rebalancing the
product development portfolio due to accurate and timely project status.
 Reductions in time-to-market by adoption of the IBM and SAP best practices,
including comprehensive processes, organizational designs and technology.
 Reduction in costs, including lower cost of goods sold, elimination of non-value
add and manual activities, shipping and related charges, and agency and artwork
costs for packaging and technical documentation.
 5.2.3 TECHNICAL DETAILS

The issues - Your partner for solution implementation

Are your systems integrated to provide for data sharing across your enterprise
and with business partners? In order for consumer product companies to survive
and thrive today, business operations need to be streamlined. Directors, product
managers, developers, marketing, financial managers and partners all need to be
in synch to expedite product development and delivery. IBM and SAP can
partner with you to help implement the right solution for you.
The benchmark - A fusion of business insight with technology

IBM uses innovative thinking to produce tangible solutions for accelerated and
sustainable impact to consumer product companies. We use our global
resources to unlock business value with solutions that provide sustainable
impact. And that is why we have worked with SAP for 30 years.
 IBM is the only systems integrator to win the SAP Award of Excellence every
year in every country it has been offered.
 IBM has implemented SAP for its own internal operations, resulting in a total
cost of ownership reduction of almost US$11 billion. In our case, we use what
we sell. That's why we know exactly how it feels to be an IBM and SAP
customer.
 We have over 3,700 successful engagements at over 6,000 sites.
 We have been recognized by SAP Senior Executives as the leader with over
70% of SAP's Fortune 500 clients.
IBM has a demonstrated history of development in leading industry-based
methods, tools and templates to accelerate implementation and help maximize
return on investment
 IBM is the leading systems integrator involved in joint development of SAP
industry-based solutions.
 The components - New product development and introduction
(NPDI)

Whether you are just starting to think about NPDI, working towards a
comprehensive process or simply need to close a few gaps, combining SAP
components with IBM best practices and business process knowledge gives you
a range of options to fit your unique needs.
Project and Resource Management (SAP xRPM, cProjects Suite)
 Provides management of the NPDI process, projects and resources based on
templates that make project setup quick and easy.
Product Definition (SAPxPD)
 Allows for ideas management and subsequent consolidation into promising
concepts. Once analysed and evaluated, rigorous product definitions trigger
development through the remaining stages and gates.
Product Development (SAP PLM)
 Enables Web-based exchange platforms for closed-loop collaboration
throughout the development lifecycle.
Supply Chain Planning (SAP SCM)
 Helps to identify the best locations for in-house production or suitable suppliers
to support make-or-buy decisions.
Strategic Sourcing (SAP SRM, cFolders)
 Helps reduce product costs and accelerate production by bringing R&D,
production and sourcing together.
Prototyping and Production Ramp-Up (SAP PLM, SAP SCM)
 Optimizes the production process by using prototypes in parallel with product
development.
Market Launch (SAP CRM and IBM WebSphere® Product Center)
 Helps you maintain and publish product information with trading partners using
proprietary and open standards for data synchronization.
 The solution can also include industry-leading hardware, software and
middleware from IBM.
 IBM Systems, including:
o System x Intel or Linux™ servers
o System i
o System p UNIX® systems
o System z
 IBM DB2®—a scalable, Web-ready database that delivers powerful benefits to
on demand businesses.
 NetWeaver.
 IBM Global Services—working with you to provide the right business and
technology services that deliver real business outcomes.
The implementation - A client—on the fast track

A leading health and beauty products retailer in the U.K. wanted a fast-track
pilot project and believed using external expertise would maximize the benefit
gained. The pilot had an eight-week development stage then eight weeks to
work with the changes, get results and apply lessons learned before ERP
program rollout.
In a series of workshops, IBM Global Business Services and our client's staff
worked through current processes to spot potential opportunities. IBM identified
that the company's stage gate process had more stages and gates than necessary.
IBM introduced goal directed project management. This continually tests
processes by starting with business objectives and working out how these can be
achieved.
The cost of ownership - 99% on-time, on-budget deliver

IBM boasts a track record of measurable results and an approach that has
resulted in 99% of our implementations realizing on-time, on-budget delivery.
New product development and introduction from IBM and SAP is designed to:
 Integrate disparate data, applications, software, hardware and computing
platforms to help preserve legacy IT investments.
 Allow for future scalability by using standards-based products.
 Support multiple suppliers with a single IT infrastructure for ease of
management and support

5.3 MICROSOFT DYNAMICS ERP

5.3.1 Which Microsoft Dynamics ERP solution is for me?

Interestingly, if you visit the Microsoft Dynamics web-pages you will find a
wealth of marketing blurb on the suite of Dynamics products, including how
they compare to competitors. What you won’t find is how they compare to each
other. When it comes to deciding which Microsoft Dynamics product is right
for you, Microsoft leaves you largely on your own.
This paper positions the four ERP (Enterprise Resource Planning) solutions and
aims to provide useful advice on how to choose the one that is right for you.

At the end of the day, we do need to agree with Microsoft, when it comes to
determining which system is best for your business, you are the experts.

5.3.2 Why Microsoft Dynamics Anyway?

You’ve already made a great choice by looking at Microsoft Dynamics. The

irrefutable facts are that Microsoft invests more in Research and Development
than any of the competitors, in fact at $9,000,000,000 that’s more than most
turnover. Microsoft provides more information on product strategy than any
competitor, including long-term roadmaps for each product that help customers
and partners plan their investments. If you’re looking for a system that
integrates with other Microsoft products such as Microsoft Office and Windows
SharePoint Services, what better than a Microsoft system?

If in the future your business changes and you decide that one of the other ERP
solutions would be a better fit, Microsoft will credit your original investment
against any of the other Dynamics ERP products. The partner network means
you can choose not only the best product but also the best partner for you. This
means that choosing a Microsoft solution represents a reduced risk across the
evaluation criteria from user acceptance to future support and development.

5.3.3 Why four Microsoft ERP Solutions?

Microsoft offers four ERP solutions partly by accident and partly by design;
when Microsoft decided to enter the business solutions market in 2000 they
started out by acquiring the market-leader for mid-range ERP in the US,
followed by the market-leader for Europe. Acquired in 2000 for $1.1 billion,
Great Plains was the US solution that had previously merged with professional
services software provider Solomon; these became Microsoft Dynamics GP and
Microsoft Dynamics SL. Acquired in 2002 for $1.4 billion (the largest
acquisition ever made by Microsoft), Navision was the Danish solution that had
previously merged with Damgaard, a fellow Danish company who developed
the Concorde XAL and Axapta products; Concorde XAL was already on
retirement plan so the products that were taken forward into the Microsoft fold
became Microsoft Dynamics NAV and Microsoft Dynamics AX.

5.3.4 The Microsoft Effect

A couple of curious things started to happen after the formation of Microsoft

Business Solutions (the division responsible for the Microsoft Dynamics
products). Firstly, where Navision had always had a US presence, the Microsoft
badge meant that it became more appealing to North American companies and
sales began to soar. Secondly (and to the joy of competitors), industry
commentators watched as Microsoft struggled to find a cohesive strategy for the
products with initial plans to rewrite a new ERP solution from the ground up
and migrate the customer base (Project Green) quickly abandoned, thankfully.

These days the Microsoft strategy is clear, sensible and practical:

“All products lead to the future,” Steve Ballmer

Microsoft is gradually standardising all aspects of the ERP solutions. All parts
that were proprietary (or reliant on a proprietary product), such as database,
report writer, user interface and development language are being moved to
standard such as SQL database (making use of SQL Server Reporting Services),
.NET development language and user interfaces in line with the Office
products. Some of this was already in place when Microsoft acquired the
products; ERP vendors have long seen the benefit of emulating the Microsoft
look and feel and leveraging technologies such as SQL. However, those outside
of Microsoft are developing products in catch up mode; Microsoft develops the
products in tandem. The aim for customers is to have systems that are easy to
use, easy to support and that leverage existing investments in technology.

We predict that in future, the differences between the four products will become
functionality only. Whether they will continue to be marketed as four different
products remains to be seen but our view is that as and when Microsoft gets to
the point when it is difficult to differentiate between the products in terms of
technology, scale and functionality, the transition for customers will be
imperceptible.

5.3.5 What is the difference between the four ERP solutions?

Back to the original aim and this is where it gets difficult. For every one thing
we say about the products there is likely to be a live customer example that
refutes it. For example, it used to be true to say that NAV was benchmarked to
support 300 concurrent users but we know that customer sites exist that support
700+ and anyway, with the three tier technology launched with NAV 2009 that
scalability becomes unlimited. One approach would be to look at the patterns of
existing customers.

5.3.5.1 Dynamics AX (formerly Axapta)

AX (formerly Axapta) was traditionally strongest in Scandinavia meeting the

needs of complex manufacturing and distribution. The advanced technology of
the AX product meant that it had the capability of scaling to support thousands
of users (this technology has now been adapted by the other Dynamics ERP
solutions and so the differentiator has been removed). Aimed at large
organisations, AX is a heavy-weight solution that will take longer to implement
than the other three ERP solutions but will provide control and strict process
conformity across the organisation. AX is a very powerful platform, there is less
out of the box and therefore more process work required to implement. It is
generally targeted at enterprise accounts also considering SAP or Oracle. It can
do almost anything but the customer should be aware of the resources necessary
to implement. Most often, AX sites have full-time development resources and a
broad IT group that has ERP, business analysis and change management
capabilities.

As the ‘baby’ of the group (although sources suggest AX was conceived in

1983 it was 1996 before it began to gain recognition), AX has the smallest
number of users; however, these tend to be significantly sized projects.
Microsoft will tend to suggest AX to companies with a high number of users
(200+ typically), this has more to do with how big they think your budget is
rather than the suitability of the product and shouldn’t short-cut a process based
evaluation. To add to the confusion, due to the constraints of the AX market-
place, partners often focus on smaller projects. It may be flattering to think
you’re getting a “big boy’s toy” but the likelihood is smaller companies will
struggle to find the resource (time and money) required to successfully
implement with absolutely no benefit from a business process point of view.

5.3.5.2 Dynamics GP (formerly Great Plains)

GP (formerly Great Plains) is mostly used by North American and Australian

companies, typically small to medium companies requiring an accounting
system. GP is the “horizontal” product and as such it is a good first step for a
company leaving an entry level accounting system for more advanced
capabilities. Although it is deployed in manufacturing and retail environments,
it does not have the same out-of-the-box fit for these customers. Great Plains
authorised Independent Software Vendors (ISVs) to create bolt-ons for the
product (unlike NAV and AX add-ons that are truly built within the
applications). Although the ISVs were accredited, the bolt-ons themselves
weren’t subject to accreditation. These bolt-ons mean that you may find
customers who have extended their GP system to manage distribution,
manufacturing and service management. Even sales order processing in GP is
managed with one of many bolt-ons. Typically your GP partner will select the

bolt-ons for you to build up a system that meets your needs. GP has failed to
make impact in Continental Europe, largely due to historic weakness of its
multi-currency functionality and strength of competitors like Navision. GP is
the second most popular Dynamics ERP solution in terms of numbers of users.

5.3.5.3 Dynamics NAV (formerly Navision)

NAV (formerly Navision) has presence in over 140 countries world-wide.

Typically it is used by mid-market companies and divisions of corporations
requiring a flexible ERP solution. Early versions of the product offered basic
finance and stock control, Navision a/s empowered partners and users to access
the source code of the product in order to make changes and extend the solution.
Many of these additions have been incorporated back into the core product so
that NAV today is a fully featured ERP solution offering distribution, job
control, manufacturing, service management and sales and marketing (CRM).
Further functionality is available through a wide range of add-ons, whether
generic such as local payroll or industry specific such as TVision’s Agency
Time. As with AX and unlike GP (and most competitive solutions), these add-
ons reside within the database rather than being bolted-on and interfaced. NAV
is the most popular Dynamics ERP solution boasting well over a million users.

5.3.5.4 Dynamics SL (formerly Solomon)

SL (formerly Solomon) has, rightly or wrongly, become very much a niche

product with focus on project accounting. In the UK, it has enjoyed particular
success in the media industry. With the original company founded in 1980, SL
is the old man of the group.
5.3.6 Cost Comparisons / Value to your Business

Licence-wise AX is the most expensive, reflecting its positioning at the upper

corporate level; it is also more complex and therefore will take longer to
implement. GP, NAV and SL licences are very similar in price with the price
per user identical (it is only choice of optional functionality that may affect the
overall licence value); Microsoft are determined that the GP and NAV products
should not compete on price.

More important is value to your business. If you are looking to implement a

new system it is going to cost; so you want to make sure that you don’t just end
up with a shinier version of what you’ve already got. TVision is happy to advice
on Return on Investment calculations. Until we understand more about your
business, it would be difficult to make generalised, meaningful statements on
ROI that would differentiate the products (we can easily do this for Microsoft
Dynamics products in general).

If you are in a specific industry, such as recruitment or wine distribution, where

an industry configured solution exists in one of the products this makes it easier
to decide which of the four you should look at. Hopefully the thumb-nail
profiles above have also helped you determine which of the four you could
eliminate. You may well be left with a couple of Dynamics ERP options and
this is where you need to evaluate them yourself, matching the product’s
functionality to your business processes and calculating the value they could
add to your business. Equally as important is deciding on the right partner for
you. Please see our white paper giving advice on evaluating products, for
further advice or contact us.
5.4 JD EDWARDS ERP
Oracle JD Edwards Enterprise One has been specially developed for
medium-sized companies and is an integrated, international Enterprise Resource
Planning (ERP) application suite with an extensive functionality and
comprehensive tools, which guarantee a fast implementation and low cost of
ownership. The software supports your companies’ development so that you
will be able to align yourself fast to the needs of the market. The following links
are leading you to the official Oracle Product Descriptions.
CHAPTER 6 FINDINGS & LIMITATIONS

Every project has some limitations even the researcher came across some
limitations while working on the project which made the analysis a little
inappropriate at times. Some of the basic limitations faced during the research
are listed below:
 Only limited number of authorized, companies and other areas where it
has been found 55 players was covered in the study.
 Most of the research was based on cold calls, so then visited many places
i.e. authorized and local areas and where it had not responded much.
 There was a bias on the part of the respondents.
 Companies that were contacted through telephone at times did not give
correct information to the researcher.
 The IT manager or the person heading the IT Department did not have the
rights to give the authorized official information to people other than the
members of the official itself and the high officials.
 At times there was a problem of non-response from the hospitals,
companies and other authorized and unauthorized areas which affected
the result of the project being done by the researcher.
 PSPL is having large number of channel partners but it is not supporting
& taking care all of them equally which results in increasing
discontentment among new channel partners because it’s not possible for
 company to support all of them equally. Company should take some
positive action against it.
 Company executive should visit dealers on regular basis.
 They should pay proper attention towards checking of various
components of ERP before end user delivery. Otherwise it tends towards
defame of brand name in comparison to rivals.
 Proper attention should be paid for advertisement planning otherwise it
may lead to problem for vendor as well as for company.
 Company should tie up with some event management company to
organize various promotional activities.
 Company should make policy for fixed end user price for all customer so
that fair game will be played & vendor would not to compromise on their
margin.

Marketing is a very crucial activity in every business organization. Every

product produced within an industry has to be marketed otherwise it will remain
as unsold stock, which will be of no value. I have realized this fact after
completion of my summer training project. Despite of various difficulties and
limitations faced during my summer training project on the topic “ERP
SELLING”. I have tried my level best to find out the most relevant information
for the organization to complete the assignment that was given to me. After
completion of my summer training project I have gained several experiences in
the field or sales marketing. I have got the opportunity to meet various people,
which fluctuate in different situation and time. This summer training project has
given me the opportunity to have first experience in the corporate world.
Theoretical knowledge of a person remains dormant until it is used and tested in
the practical life. The training has given to me the chance to apply my
theoretical knowledge that I have acquired in my classroom to the real business
world. I have completed my summer training project in which are involved in
its successful completion. In spite of few limitations and hindrance in the
summer training project I found that the work was a challenge and fruitful. It
gives enough knowledge about the computers market and the distribution
process undertaken by an organization. This summer training project has
enabled my capability in order to manage business effectively and in my career
in future.
SAP
Below are some of the highlights of SAP’s suite of solutions as they
relate to
Oracle and Microsoft Dynamics:
 Largest share of the market
 Highest short-listing rate
 Lowest selection rate when short-listed
 Longest payback period
ORACLE
A summary of Oracle’s strengths and weaknesses as they relate to SAP
and Microsoft Dynamics:
 Highest selection rate when short-listed
 Longest implementation duration
 Largest delta between planned and actual implementation duration
 Lowest percent of users who realized between 81- and 100-percent of
benefits

Microsoft Dynamics
Below are some of the highlights of Microsoft Dynamics as it relates to
SAP and Oracle:
 Smallest share of the market
 Lowest short-listing rate
  Shortest implementation duration
 Highest percentage of users who realized between 81- and 100-percent of
benefits

CHAPTER 7 CONCLUSION

It’s clear to anyone in the ERP market that SAP, Oracle and Microsoft
Dynamics have built strong reputations as the powerhouses of Tier I enterprise
software. But the market is shifting; enterprise solutions are being
commoditized, cloud and SaaS ERP vendors are gaining traction, and
companies are looking for more than a marquee name on their ERP software.
They are looking for true ROI. While SAP, Oracle and Microsoft Dynamics
continue to enjoy enviable market share and selection rates, the extended
durations, long payback periods and lack of true benefits realization points to
trouble on the horizon. Although the “blame” for these issues likely lies more in
the implementing organizations than in the software itself, perception is the
name of the game. If the market begins to perceive that this (or any) software
simply isn’t bringing the returns necessary to justify its price, a significant drop
in market share will soon follow.
While an analysis of ERP selection and implementation trends is always
interesting, it is critical that any organization looking to implement an ERP
system assesses the software and vendors through the lens of its own
organization’s specific requirements. Because the process is so complicated and
arduous, it is best practice to engage the services of an independent ERP
consulting firm to help the best choice for your organization. Call Panorama
today to discover how we can help your organization through the ERP selection,
implementation and benefits realization processes.
 CHAPTER 8 RECOMMENDATION

PSPL is having large number of channel partners but it is not supporting & taking
care all of them equally which results in increasing discontentment among new
channel partners because it’s not possible for company to support all of them
equally. Company should take some positive action against it.

1) Company executive should visit clients on regular basis.

2) They should pay proper attention towards checking of various components

of ERP System before end user delivery. Otherwise it tends towards defame
of brand name in comparison to rivals.

3) Need to expend customer care center as the consumer base of PSPL a is

increasing with tremendously fast pace.

4) Proper attention should be paid for advertisement planning otherwise it may

a lead to problem for partners as well as for company.

5) Company should tie up with some event management company to organize

a various promotional activities like canopy, Carnival.

6) Company should make policy for fixed end user price for all clients so that
fair game will be played & dealer would not to compromise on their margin.
CHAPTER 9 ANNUXURE

9.1 QUESTIONNAIRE
Name ____________________________________
Designation ____________________________________
Address ____________________________________
Contact No. ____________________________________

1. Do you use ERP System for your business purpose?

a.) Yes
b.) No
2. What type of ERP System do you use?
a.) Branded
b.) Local
3. What brand ERP do you use?
a.) SAP
b.) ORACLE
c.) MICROSOFT
d.) Others

4. What is the number of User?

a.) <15
b.) 15-50
c.) 50-75
d.) 75-200
e.) 200-500

5. What is the number of Servers?

a.) 1
b.) 2
c.) 3-5
d.) >5
6. What is the number of installed laptops?
a.) 1-5
b.) 5-15
c.) 15-30
d.) >30
7. What is the brand used for SERVER?
a.) DELL
b.) HP
c.) IBM
d.) Others
8. Do you have AMC?
a.) Yes
b.) No
9. What type of company is having the AMC?
a.) Regional office of the company
b.) Any other local player
10. Are you facing any problem with current used ERP?
a.) Yes
b.) No
c.) Not yet
11. How do you find the ERP products?
a.) OK
b.) Good
c.) Satisfactory
d.) Outstanding
e.) Not tried yet

12. Do you want to know more about ERP?

a.) Yes
b.) No
CHAPTER 10 GLOSSARY
CHAPTER 11 BIBLIOGRAPHY

11.1 BOOK
AUTHOR: KOTLER PHILIP
TITLE: MARKETING MANAGEMENT
PLACE OF PUBLICATION: DELHI
PUBLISHER: TATA MC GRAW HILLS
PUBLISHING CO. LTD

11.2 MAGAZINES / JOURNALS / NEWSPAPERS

 Business World
 Business Today
 The Financial Express
 The Times of India

11.3 WEBSITES

 www.pspl.in
 www.indiainfoline.com
 www.google.co.in
 www.hp.com
 www.ibm.com
 www.sap.com
 www.microsoft.com