Clextra functional listing

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1 ManagementAccountingref : AA01

Strategic Where is the cash Critical to any organisation espeicially in itsgrowth phase is liquidity. Cash can be hidden inobsoloscent inventory, receivables, bad-debt,non-performing assets, patents, long-termdeposits, market-cap., employee talent, retailstock, shrinkage mis-match ... you need to be ableto track everything on a daily basis.


Strategic MACS Management Accounting and Control System :


Strategic CRIP Cost, Revenue, Investment or Profit-centremanagement with drill-down in all functionalareas including; Assets; IPR; People; etc.


Strategic DistributedBudgeting.

Disparate groups and intent can be brought intoone consolidated budget for a future period ofplanning.


Strategic Demand Planning. Obtain field and soft information and numbers onfuture requirements from territories andindividuals ranging in the 10;s to 1000;s. Forexample how many syringes would be requirednext year; how much spares should we stock; howmany graduate-engineers can we recruit.


Strategic Balanced Scorecard Allows Financial; Customer; Learning & Growth& Internal Perspectives on every measure ormetrics within the Organisation enable within theproduct.


Strategic Ratios From the 300 metrics or directly Financial ratioscan be obtained as and when required. Comparison with 2 leading competitors can alsobe viewed constantly.


Strategic Ratios 20-of-300 Important-20 of the above 300 can be isolated andcompared with any other ratio as a separatesection.


Strategic Financial Ratios Key 34 ratios as of any given date can be entererdand managed manually.


Strategic Activity BasedCosting

Comprehensive ABC Financial Practice acrossTeams Tasks, Trading, Manufacturing and-orIndividuals

11 ManagementAccountingref : AB01

Tactical Chart of Accounts Internal Financial Chart of Accounts can bemapped to any other Chart of Accounts to ensurefocus.


Tactical IntangiblesInformation Costing

Information can be costed, rated, appreciated ordepreciated and retained online.


Tactical Activity BasedPricing

Standard ABC Financial Practice across TeamsTasks and-or Individuals


Tactical Indent ManagementSystem

Raise indents from Inventory data. Externalsupplier or customer access optional. Self-serviceoptional.


Tactical GRIFF Feature Standard in-built forms user-definable table ofrows and columns for user-definable periodicdata capture for any Assembly Line or MachineProcess. Overlay of GRILL feature for real-timequick analytics and user-feedback.


Tactical CIOQ Feature Customer forms for Calibration, Input, Outputand Quality for periodic data-capture fromAssembly or other Production lines.

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17 ManagementAccountingref : AC01

Operations Metrics. - maximum300

300 = 10 x 6 x 5 Dimensions; each with. I. Targetestablished; ii. Current Reality and iii. Gap -Tangible or Intangible; iv. Up-Communication; v.Down-Communication; a. Assigned to; b. AltertMessaging; c. Date; d. Priority; e. Drill-down :Time-Series, Collated etc.


Operations End-of-Day Feature After establishing all related paratmeters - auser-customisable single-form entry to collectEnd-of-day Financial; Inventory; Volume-flow;Usage and other data on a regular-periodic basis.


Operations SubscriptionsManagement

Activation and usability of upto 99custom-defined Services for millions ofsubscribers customers suppliers students orpatients.

20 My Clextraref : BB01

Tactical Our EnterpriseDiary-Calendar

Yours but for your team, group, others can seeyour schedule they can setup meetings with andfor you etc.


Tactical My Cashflow Manage Enterprise, Team or Personal Cash-flowover the next 4 months


Tactical My Competenicesand Skills

You are the best judge of your current skill-setsand competencies. Self-Service of these thatOthers in the Organisation can view to leveragefor Enterprise Benefit.


Tactical My Travel Local and Outstation Travel log sheets, soft-copyand filing for approval and re-imbursement.


Tactical My Reports Filing of Sales Call, Service Call and otherReporting that you need for yourself andsubmitted to the Enterprise as your record ofon-going work.

25 My Clextraref : BC01

Operations My clextra Featuers to access and view only Menus, Modules,Areals and Links relevant to your use of clextra.


Operations MyDiary-Calendar-Desktop

Usual set of Personal clock, calendar, diary, notesetc.


Operations My ToDo and NextCourse of Action

Assign yourself action points. Mark them toanother. Have them mark this back to you. Theymark their activities to you.


Operations My Nokia andMicrosoft Contacts

Import Outlook, Outlook Express or Nokia CSVemail IDs and Contacts and manage them inclextra.


Operations My Bank Accounts Manage a copy of your Savings Bank Account orother related Cash Ledgers


Operations My Classifieds Place, manage and communcate PersonalClassifeds within the Platform


Operations My Priorities Career Planning and focus on your JobDescription what you have set out to achieve


Operations Behavioural MySelf A suite of Behavioural, Intelligence and SkillsAssessments to get to know yourself better.


Operations My Leave Record Manage your attendance, Leave Record. TimeSheets. Time and Materials

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Operations My Cupboard Online repostiory of all your filed documentswithin the Enterprise

35 DeliveryManufacturingref : CA01

Strategic PerformanceAnalytics

Combining Time-Series with Time-SeriesAnalysis.


Strategic Cash Location Using the PLM - Product Lifecycle Managementfeature track Product-Brand-Model wise lock ofcash, inventory, receivables and related fixed orliquid assets.


Strategic Product Costing Product-Brand-Model wise costing - fixed andvariable cost spreads.


Strategic Team orProduct-LineProfitablity

Team-wise; Seat-wise; Project or Product BrandModel wise profitablity with fixed and variablecosts; sales planning and actual data factored in.


Strategic Quality DataAnalytics

Pull upto 9 Quality parameters per-Person;Model; Product; Brand; Asset; Equipment;Production-Line and get consolidate figures;comparison and analytics linked to theTime-Series Feature.


Strategic Inventory Analytics Whether a Wholesaler, Distributor, Retailer orManufacture where is the cash in Inventory -what is on order - Demand and Supply - Costing -Obsoloscence - Under and over-stocked items;Brands and Planning have all to be seen togetherto make meaningful decisions.


Strategic ConsignmentInventory

Comprehensive Solution when the entireinventory is owned by the Enterprise. Eg.Lanudry handling in a hotel or hospital -inventory of tools in a Service Garage or Kit forSecurity Staff.


Strategic StockoutMonitoring

The real cost of stock-out … when a retail orOEM customer does not get what they want fromyou -can affect your very existence. Planning for,not reacting to exceptions, matching demand tosupply, shortening supply-cycles, tracking costsmay be the very essence of your business.


Strategic Inventory Morph From bill-of-material transactions or othermanufacturing, production or value-additioninventory value, weight or units can be changedaccording to H.Pine 6-types of modularity.


Strategic ROI on Assets Return on Investment on Plant and Machinery,Production Lines, Tools and Dies. Risk Analytics.


Strategic Carry-In ServicesSolution

Car Garages, high-end Consumer Goods,Jewellery, Art, Antiques brought in for Servicing.Inventory of assets, parts, people costs,consumables and time on expensive equipment,plant and machinery needs to monitored.Accetpacne and Delivery, accounting,documentation, collections are related financialsare extremely important.


Strategic On-Site ServicesSolution

Construction, Apartments, Utitlities, Landscapes,Complexes require routine maintenaqnce.Suplply from an Inventory of assets, parts, peoplecosts, consumables and time on expensiveequipment, plant and machinery needs tomonitored. Accetpacne and Delivery, accounting,documentation, collections are related financialsare extremely important.

47 DeliveryManufacturingref : CB01

Tactical ContinuousServices. SLA;s

On-going work; tasks; projects; process; systemswith any customer linked to a Team andIndividual measures.

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Tactical OEE. Overall Equipment Effectiveness. Essentially aManufacturing Metrics Model; it can be used tomonitor and connect people performance relatedto expensive equipment; plants & machinery;work stations; etc.


Tactical OEE Periodic Overall Equipment Effectiveness of ProductionLines on Availability, Performance and Quality atregular periodic intervals .. Monthly, weekly ordaily.


Tactical OEE HourlyReal-Time

Overall Equipment Effectiveness of ProductionLines on Availability, Performance and Qualityreal-time hourly, dashboard for eachEquipment-Line, 3-shifts etc.


Tactical OEE Performers. OEE Performers. While OEE is great if you aremachine dependent; most often; A talentedworker with a machine; An industrious Managerwith a shopfloor; or Great Leader of a plant; isable to produce substantially more given the sameinputs as the other guy. Find `em.


Tactical Hour Series While the Time-Series can be used for end-of-day;week; month etc. data capture; the hour allows168 end-of-hour manual; semi-automated orautomated entry-input. These may be Productiontargets; walk-in of people; traffic flow; Qualityerrors; Energy utilisation or any conceivabledata-capture.


Tactical Defect and QC Manage item-wise; defect-wise; stage-wise costsrelated to waste; redundancy; sales-returns;defects or any other Quality parameter internalor external.


Tactical Bill of MaterialMasters

Master of Bill of Material for Manufacturing,Recipe or Formulation for Process andProduction Industries.


Tactical Bill of MaterialTransactions

Transaction based on the master, calculations canbe automatically posted to Stock transactions.


Tactical Indented Bill ofMaterials

For complex Bill of Materials, Recipes,Formulations etc. a structured breakup fromInventory using the clextra GiCA method upto 5levels such as Module Block Sement.

57 DeliveryManufacturingref : CC01

Operations dITTo. Our word for bringing the Individual,Team andTask into your organisation at an integratedcentre. (Acronym of ditto = clextra IndividualTask Team Organisation).


Operations Tasks breakdown. Entire organisation or ALL departments,divisions, cost or profit centres into ONE SET oftasks of 2x2; 3x3; 4x4; 5x5; 6x6; 7x7; 8x8; 9x9 ORa 10x10 matrix.


Operations Sub-Tasksbreakdown

Unlimited number of steps in each pre-definedtask assigned to individual workers or executivescovering dates - time - delivery - quality for eachstep including where it lies currently andcomments to remove bottlenecks.


Operations DQTCS. On Tasks Delivery. Quality. Time. Cost & Security measurefor each and all above tasks.


Operations DQTCS onsub-Task

Delivery. Quality. Time. Cost & Security measurefor each and all the steps or sub-tasks.

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Operations Time Series :Inventory

Allows daily; weekly; monthly direct-data-entryor automated or semi-automated input fromother systems for Inventory Items issues andReceipts.


Operations Batch-wisecomparison

Compare batch-wise Delivery-Quality-Time andCost Target vs Actual. Assign accountability andmonitor efficiency and achievers.


Operations Workflow Tracking Docket or Ticket tracking of any batch orProduct or Brand or Model or Order againstpre-defined date; Quality; Cost or Time-taken.


Operations Cycle Steps -Manufacturing

Step token. Step by step accoutability. Step levelDelivery, Quantity, Cost and Delivery target andactual.


Operations End-of-Day Feature End-of-day from any number of individuals orstore-wise or any-other collection of inventoryrelated data from across the world if required.


Operations Time Accounting If your business model is primarily based onT&M Time and Materials this is a fullcomprehensive scalable option for all your TimeAccounting needs at individual; team; Account orCorporate Level.


Operations Digital Assets Inventory of Digital Assets - including eCashequivalent operational establishment, access,utilisation, controls and accounting.


Operations Order Management Manage and monitor orders from OrderAcceptance to Planning, Assigning, Scheduling,Assigning, Delivery and Follow-up.


Operations Jobs Management Work Orders Management and MachineAllocation.


Operations Jobs Scheduling Job scheduling on start dates, capacity ofmachines.


Operations Personal -EnterpriseScheduling

Unstructured Time and Workflow Scheduling forself-service and self-time Management andEnterprise Work Scheduling such as ServiceGarages etc.


Operations Statistical ProcessControl

Basic chart for Quality based on sample datacollected per hour. Mean, maximum, minimum,graph display.


Operations Digital ShopfloorWhiteboard

Distributed Shopfloor Whiteboards withcentralised individual control on display andtime. For operative instructions, performance andquality feedback, motivation, employeeengagement or any other HR objectives.

75 Data Captureref : DA01

Strategic Knowledge Capture Due to IT maturity, Cost and Time implications,Security and Audit concerns, access controls,system-response-time OR fear of the Internet ..You may find clextra to be the least-cost;quickest-response; easiest-to-deploy knowledgeManagement resource available in the GlobalMarket.


Strategic Knowledge Capture- Sales

Sales Planning. Demand Forecasting. AdvancedPlanning Systems.

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Strategic Knowledge Capture- HR

Comprehensive Performance ManagementSystem.


Strategic Knowledge Capture- Inventory

Reducing Inventory. Increasing Inventory Turns.Product Lifecycle Management.


Strategic Knowledge Capture- Finance

Risk Management.


Strategic Knowledge Capture- Logistics

Optimisation.


Strategic Knowledge Capture- Other

Knowledge Repository and Management relatedto any other industry or applications such as inPharma. Medical, Retail, Education, TeleComm.Agro. Manufacturing; Services Delivery orDigital Content.

82 Data Captureref : DB01

Tactical InformationCapture

Due to IT maturity, Cost and Time implications,Security and Audit concerns, access controls,system-response-time OR fear of the Internet ..You may prefer to use clextra as yourInformation Collation and Analytical tool insteadof or along with an SAP, Oracle, IBM or otherERP Module or add-on.


Tactical InformationCapture - Sales

Budget vs Actual Data. Gap Analysis


Tactical InformationCapture - HR

Performance Appraisal. 360 degree feedbackaccess. Tanigible vs Intangible Information issues.Competencies Modelling. CollaborativeCommunications.


Tactical InformationCapture - Inventory

Tracking profitable Products.


Tactical InformationCapture - Finance

Risk Metrics component data. Cash movement.New risks. Closure of existing risks. NPA metrics.


Tactical InformationCapture - Logistics

Scheduling. Analytics. Field and LogsInformation. RFID data Analytics.


Tactical InformationCapture - Other

Information related to any other industry orapplications such as in Pharma. Medical, Retail,Education, TeleComm. Agro. Manufacturing;Services Delivery or Digital Content.

89 Data Captureref : DC01

Operations Data Capture Due to IT maturity, Cost and Time implications,Security and Audit concerns, access controls,system-response-time OR fear of the Internet ..You may prefer to use clextra as your DataCapture tool for SAP, Oracle, IBM or other ERPApplications.


Operations Data Capture -Sales

Forecasting by obtaing data from the field orother sources. Multiple location, multipleproduct, varied employee-force; limited Internetaccess etc. Availability of RFID or POS orInventory related data.


Operations Data Capture - HR Early stages in Employee Informationavailability. Talent and Skills Assessment.Performance Data. Availability of System logs.Equipment data. RFID etc.


Operations Data Capture -Inventory

RFID data. Physical Audits. End-of-day StockPositions. Daily consumption, Issues or Receipts.Stock-out Management.

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Operations Data Capture -Finance

End-of-day data capture. Budget Management.Expenses Controls. Cash Transaction IndividualAuthorisation.


Operations Data Capture -Logistics

RFID data. Field-force data-gathering.


Operations Data Capture -Other

Data related to any other industry or applicationssuch as in Pharma. Medical, Retail, Education,TeleComm. Agro. Manufacturing; ServicesDelivery or Digital Content.

96 Risk andSecurityref : EA01

Strategic Risk Strategy Assessing, Designing, Initiating, Deploying,Monitoring and Managing a Risk and SecurityPractice is an extremely aspect of the StrategicDirection your organisation takes. clextraprovides insights into how to go about it.

97 Risk andSecurityref : EB01

Tactical Risk TacticalManagement

Risk vs Reward, caution, known and quantifiedinvestments and returns, force majeure instances,insurance cover, prioritising protection,protecting expensive assets, key-employees,establishing barriers against competitive invasionare ALL decisions to be taken based on availableinformation.

98 Risk andSecurityref : EB02

Tactical Insurance Tracker Assets Vehicles Movable and immovableproperties are insured. Appropriatedocumentation attached. Dates tracked.

99 Risk andSecurityref : EC01

Operations Risk OperationalManagement

Every transaction, action, decision, assetinvolving tangible and intangible factors can belevelled and a Cost, Threat, Vulnerability andStatistical percentage of possible occurrenceassigned. This is a first step to allow Tacticaldecision making and Strategic Direction to beestablished.

100 Risk andSecurityref : EC02

Operations Staff Risk Rating -Ranking

Perhaps controversial and used with extremecaution any and all staff can be rated and-orranked on CTC Exposure and Threat on currentEnterprise Accountability.

101 Finance andAccounting.ref : FA01

Strategic ManagementModels

The bottomline ... of ideas. Problems. Solutions.Talent. Skills. The individual ... in a team ... inyour firm ... in an industry ... in your society. ...complex concepts like Financial Ratios; IPR &Assets; Risk Management; M&As


Strategic IPR, Patent &Information Assets

Manage any and all internal Information assetsincluding; books; reports; trade secrets;know-how and processes; DVDs; CD-ROMs;Software licences.


Strategic Investment CentreManagement

Against Chart of Accounts and-or ManagementAccounting and Control Systems monitorportolios; assets; dividends; share-accounts andother Capital and Investment profiles.


Strategic Profit CentreManagement

Against Chart of Accounts and-or ManagementAccounting and Control Systems monitorRevenue and Expenditure on an on-going basiswith individual and-or team accountability.


Strategic Sponsorship An internal or external person (Default is theCEO) eventually accountable for every TeamPerformance and commercial fit into theorganisation.


Strategic Chart of Accounts Financial accounting and country-specificstatutory adherence has to be integrated withManagement Operational Controls and codingsystems.

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Strategic Chart of AccountsIntegration

Apart from the core clextra COA it can be used toas Master Data Management for MultipleFinancial Accounting Systems key-search andintegration.


Strategic Cost CentreManagement

Against Chart of Accounts and-or ManagementAccounting and Control Systems monitor budgetsand expenditure on an on-going basis withindividual and-or team accountability.


Strategic Cost CuttingExercise

Assess Expenses. Prioritise. Select and decide.Assign to people. Set targets and deadlines.Monitor and Manage. Rate quantity and quality. Take corrective action - make mid-coursecorrections.


Strategic ExpensesManagement

Budget, Actual, Approvals any and allprocurement controls, management andmonitoring.


Strategic Cash Flow Strategic Coorporate Upto 3 months ahead on 10major heads of outflow and inflow.


Strategic LiquidityDashboard

For an individual firm or portfolio of firms orindividual wealth cash parameters from Equity,debt to assets and intangibles with a visualrepresentation of as of date status.


Strategic Firms SWOT Dealing with certain Business Enterprises is risky- whether a Customer or Supplier. This alsochanges from time to time. You can quatify riskwith metrics OR use a Strengths WeaknessesOpportunities and Threats with every firm inyour database.


Strategic Contacts SWOT Most Business Risk is created by individuals.Apart from risk metrics you can manage aStrengths Weaknesses Opportunities and Threatsrelated to every Contact whether SupplierCustomer or Intermeidiary related to any aspectof your Business.


Strategic Financial Ratios ofFirms

Any number of firms key 34 ratios on any givendate. Also future date forecast or planned ratiosas a target for simulation, ERM, ALM andrelated applications.

116 Finance andAccounting.ref : FB01

Tactical Cash Flowindividual

Tactical Cashflow for any indiviudal head upto 3months ahead on 10 major heads of outflow andinflow.


Tactical Tangible AssetsManagement

Each asset Initial to current cost can bemaintained online and centrally. Equipment,Plant & Machinery


Tactical Off-Balance SheetAssets Management

Patents; utilisation and Royalty income tracking.Internal patent regime development. IPRmanagement


Tactical Global Books ofAccounts

Cross-Calendar & Cross-Currency reporting. Comparison and Performance Monitoring ofCompanies; Divisions & SBUs


Tactical TransactionsChecklist

Manage the information check-points for anykind of transaction, any volume, any industry.From Driving Licence Issue to Employee Exitcontrol; Customer Order Processing;Interviewing and Reference Checks; StatutoryAudits to Bill of Materials availability prior tomanufacture.


Tactical Store-wiseItem-wise Taxes

State taxes applicable to every-item atevery-store. Management of a consolidated Taxapplicable to each item.

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Tactical Cycle Steps -Finance

User-definable steps with Delivery; Cost;Calendar-Time and Quality Target and Actualfor any process. Example; Loan sanctions;Risk-Assessment; Land-procurement; Customerpayments; Receivable and Payable cycles etc.


Tactical AccountManagementInternal

Employee or Customer Account relatedpre-billing day-book equivalent informationmanagement. Upto 9 parallel accounts each withupto 9 heads and unlimited per-day transactions.


Tactical AccountManagementExternal

Customer, Supplier or any other Account relatedpre-billing day-book equivalent informationmanagement. Upto 9 parallel accounts each withupto 9 heads and unlimited per-day transactions.


Tactical QC Costing Costs involved in Quality Assurance and QualityControl are usually hidden and not properlymonitored and perhaps not factored into mostFinance, Operational and Product or ProjectCosting.


Tactical Quicker CashCollection

Support for SWIFT, IBAN, EFT, NEFT andRTGS to help financial flows quicker throughyour entire Enterprise


Tactical Quicker CashDisbursement

Support for SWIFT, IBAN, EFT, NEFT andRTGS to help financial flows quicker throughyour entire Enterprise allowing Suppliers to givepreference to your orders over your competition.

128 Finance andAccounting.ref : FC01

Operations Capex SpreadManagement

Corporate spread of CAPEX overheads expensesor indirect costs over Locations - Seats - Stores -Teams etc.


Operations Time Series.Generic.

Spares, Stock & Inventory. Therefore; monitordistributed stocking; A class items; -of ABCinventory-; Daily, weekly or monthly; Receipts,Issues, Stores Ledger, Consumption etc.


Operations Communications onevery Metric

Communications for each of these 300 metricsTwo-way perception of such gaps. Bossperception number (+4 to -4) and comment of thismetric achievement. Subordinate perceptionnumber (+4 to -4) and comment of this metric.


Operations Time Series :Incrementalcustomised

Allows daily; weekly; monthly direct-data-entryor automated or semi-automated input fromother systems.


Operations Time Series : OEELinked

Allows daily; weekly; monthly direct-data-entryor automated or semi-automated input fromother systems.


Operations Time Series : Fixed Allows daily; weekly; monthly direct-data-entryor automated or semi-automated input fromother systems.


Operations Time Series :Financial COAbased

Allows daily; weekly; monthly direct-data-entryor automated or semi-automated input fromother systems against a standard FinancialAccounting Chart of Accounts.


Operations Time Series :Graphs

On any single Time Series. Analysis; Comparisonsubject to Technical feasibility and specific needs.


Operations Inventory Books ofAccounts

Inventory : Multiple Location, Stores Ledgers,Consumption, Receipts, Issues.

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Operations Basic Bookkeeping Accounting. Multiple Location. General Ledger.Sub-Ledgers.


Operations Receivables -Collections

Time Series Based. Invoiced. Collected.Outstanding. Received. Bad Debt etc.


Operations Bank-Cash Book Bank and-or Cash Entries and sub-ledgers foreach Login-I Login-2 or Partners


Operations eCash For applications such as Video on Demand;Music downloads; Digital Television subscription;pre-paid Mobile payment a complete solution forpaperless pure electronic digital Assets Inventory,Issue, Sales, Management, Monitoring,Accounting and Audit.


Operations Local TravelAccounting

Local conveyance Sheet Management.Self-Service and potential to move tofull-electronic Management of Local Travel.


Operations PayablesMonitoring

Enter - import Master information on allpayables as Invoices. If available scan uploadimages or soft-copies. Make persons accountablefor this expenditure. Monitor and managepayables.


Operations Invoicing Recommended for low to medium volumes ofinvoices with medium to high value, intensivefollow-up involving multi-location, multi-personfollow-up. Especially if it involves long-cycles offollow-up. PDF generated soft-copy isautomatically available for storage andforwarding


Operations Delivery Notes Linked to specific Invoices as above hard-copyDelivery notes from generated PDF-soft copies.


Operations Pass book Personal Savings Bank or equivalent Bank Bookfor any Login-I, Login-2 or other users within anysystem.


Operations Financial Templates Statutory documents and templates user-definable and upload of internal andexternal Financial due-dilligence and otherdocuments for Financial Management,Accoutning, Bookkeeping or any otherorganisational purpose.


Operations Legal Templates Statutory documents and templates user-definable and upload of current documents,contracts, NDAs, MOUs and similar templatesused in the organisation.


Operations Statutory Templates Statutory documents and templates of currentExcise, Labour, Income Tax, Sales Tax andsimilar statutory forms relevant to your business,uploaded and maintained in any number ofuser-definable categories and unlimiteddocuments under each category.

149 Administrationand MROref : HA01

Strategic Expenses Budgeting Zero-based or past-year based Budget Planning.Target and Actual. Quarter-Month-Weekly orDaily Monitoring.


Strategic Complex DocketsManagement

When a support ticket requires extended periodsof time to understand. Related documentation.Incurs costs and Bill of Materials. Different skillsform various team members etc. eg. SoftwareSupport. Carry-in-Maintenance etc.

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Strategic Simple DocketsManagement

Simple registry of complaints for monitoring andcontrol. Assignment and follow-up.


Strategic Workflow iflow Up to 99 user definable up to 3 accountablepersons self-service Help Desk for any size of firmfor any industry with dates for follow-up metricsreminders etc.

153 Administrationand MROref : HB01

Tactical Non-plan,beyond-BudgetRequests

Non-Plane Requests : System of self-service.Matrix option. (Mark to Team-Leader OROne-Person). 2-level Escalation. Dual or TripleAuthorisation if required. Login Message Alert.


Tactical Firms Forms Every Institution uses forms. The current formatcan be made into PDFs or DOCs and placedon-line centrally for anyone to download / printand use when required.


Tactical Firms FormsTraining

Use the clextra-Learning Photos feature to createscreen-shots and train-explain how your fromsshould be filled.


Tactical DocumentationChecklist

For extensive documentation across subscribers,portfolios. If electronic that OR all steps allowsupload and click-view to pre-defined internal andexternal logins in the clextra system.

157 Administrationand MROref : HC01

Operations Complaints System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert.


Operations ConsumablesRequests

System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert.


Operations Customer GiftsRequests

Matrix option. (Mark to Team-Leader OROne-Person). 2-level Escalation. Dual or TripleAuthorisation if required. Login Message Alert.


Operations GrievancesManagement



Operations SuggestionsManagement



Operations Leave ApplicationApprovals

System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert. Does not trackleave accounting automatically.


Operations LeaveAdministration

System of self-service viewer and upto 4categories of Leave. Annual opening and closingbalance etc., linked to attendance and payroll.


Operations Muster RoleManagement

System of per-hour, job-type with job-ratesMuster role per week adminstration incl. Optionsof overtime rates.


Operations Loan SanctionRequests

Matrix option. (Mark to Team-Leader OROne-Person). 2-level Escalation. Dual or TripleAuthorisation if required. Login Message Alert. Does NOT track quantum, accounting etc.automatically.

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Operations Materials OutRequests



Operations Other Requests System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert.


Operations Petty Cash &Advances Requests

Matrix option. (Mark to Team-Leader OROne-Person). 2-level Escalation. Dual or TripleAuthorisation if required. Login Message Alert.Does NOT include accounting automatically


Operations Problems faced System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert.


Operations Small sub-contractRequests



Operations Guest HouseRequests



Operations Training Schedulesand Requests



Operations Travel Requests System of self-service. Matrix option. (Mark toTeam-Leader OR One-Person). 2-levelEscalation. Dual or Triple Authorisation ifrequired. Login Message Alert.


Operations Courier DispatchRequest

Outbound Mail-Stop


Operations Conference Room Multi-Location, comprehensiveConference-Training Room Booking Solution


Operations Helpdesk Support functions and the management of themcheaply; quickly and effectively is the cornerstoneto a firms organisational and individualproductivity. This feature alone can savesignificant dollars for you.


Operations Official INCorrespondence

System and Methodoloogy for CentralisedRegister for ALL EXTERAL correspondenceINTO the company. Use in tandem with eDMSbinning systems for a soft copy storage for remoteand archival usage.


Operations Official OUTCorrespondence

System and Methodoloogy for CentralisedRegister for ALL EXTERAL correspondenceFROM the company. Essentially a Registre forANY and EACH out-going correspondence.Soft-copy upload of the orignal to a centralrepository for remote access and archive.


Operations My Diary Personal Diary; including To-Do; Appointments;Calendar; Holidays; Events, Self-Alerts etc. Anydate - time based reminder and follow-up activity.

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Operations Gate Pass eSlip and non-paper based each Gate Pass andVisitor Movement System and Record-Keeping.


Operations Gate Materials eDocument and non-paper based each GateMaterials IN and OUT record-keeping,approvals, tracking, audit


Operations Time Scheduling Enterprise and-or Individual Calendar and Timebased listing of jobs. Allows individual planningand Enterprise consolidation. Colloabrationallows everyone to see and know what theschedule of another person is scheduled to doeven if at a completely different location.


Operations OperationalEquipmentMonitoring

Any number of locations and any number ofdevices and any number of items with each. Dates from and to for usage. AND-OR targetquantity and actual quantity of usage. Eg.Printing consumables. Photo-copier maintenance.Replacement of mechanical moving parts etc.

184 BusinessIntelligenceref : IA01

Strategic Corporate IQ andEQ

Assess the current Intelligence and EmotionalQuotient of your Firm. Available Talent;Skill-Sets; Cost of Information; Patents; IPR;Leadership; Assets; Cash. Assess Psychometrics;Change acceptance; Resistance; PsychologicalDamage; Culture & Community Factors.


Strategic Snapshot of Metrics Snapshot of all - 300 - metrics each month. (orweekly or daily or quarterly).


Strategic Business GoalAlignment

Mission, Vision, Quality & HR Policies. Maps toTeams and/or Individuals. Linked to Roles;Skill-Sets; Standards and Actual Performance.


Strategic MBSP Break-up Any domain break-down into Modules, Blocks,Segments, Pages and Units using the EiCAprocess.

188 BusinessIntelligenceref : IB01

Tactical Snapshot ofInformationsub-sets

Snapshot of every 25-units of data-bits; eg. SalarySlips each month. Assessments this quarter.

189 BusinessIntelligenceref : IB04

Tactical Trends Visual display of time-series trends of daily;weekly; monthly; quarterly; annual and evenhourly data.

190 BusinessIntelligenceref : IC01

Operations Vision and Mission Constantly convey the Corporate Visions andMission to all employees; using Push and Pullcommunications.


Operations Quality Policy andMetrics

Constantly convey the Quality Policy to allemployees; using Push and Pull communications.


Operations HR Policy andMetrics

Constantly convey People Policies to allemployees; using Push and Pull communications.


Operations IT and SecurityPolicy and Metrics

Constantly convey Information Management andSecurity Policies and concerns to all employees;using Push and Pull communications.


Operations Press Releases Corporate Press Releases; Public RelationsDocuments. Press Cuttings.


Operations clextra SEARCH clextra Search is a unique approach to searching.While a search-engine allows a single lineinterface others offers pull-down cirteria lists. Inclextra you are presented a page of creiteria toselect one-click for the required listings. You canarrive at the same thing from different ways ORview an information line from different searchperspectives.

http://clextra.com


Operations clextra REPORT Most clextra Reports are an edit-list; consolidatesummary or extensive list. Each are columnsortable within the report. Most reports offer aPersonal-Memory for from and to dates. Severalreports offer user-definable Grills. Colour limitsof fields instantly viewable as GOOD or BAD.


Operations clextraPRINT-DISTRIBUTE

An online Information based system browser typelocal print-out is always possible. For statutoryand related printing in PDF format is available.To save costs and time relevant documents arebest PDF or otherwise previewd and can bedistributed by placing in a user-cupboard ORdistributed with standard email OR used withindocuments such as Targetted Direct emailMarketing.

198 HRCollaboration -Teamsref : JA01

Strategic Change Facilitation Change Management. Slow or fast track.Management decides the pace. You could launchthe whole product; or better still; allow it to growbiologically. Enter at key-points or weak-points atdifferent levels in the organisation and allow it toflourish and grow.


Strategic Teams; sub-Teamsand Task-Forces

Teams Focus. Entire organisation or ALLdepartments, manpower strength into ONE SETof teams; of 2x2; 3x3; 4x4; 5x5; 6x6; 7x7; 8x8; 9x9OR a 10x10 matrix - each with 1 to 999 possiblemembers.


Strategic Team Composition -Skills

Tangible Skills and Competencies of Individualsrequired to work together to complete a task.


Strategic Team Composition -Behavioural

Roles within teams and Behavioural skills as inBelbin Roles, De Bono Thinking Hats or De BonoAction Shoes.


Strategic Systems Thinking Plan for each and all teams as an independentsystem. Relationship and inter-dependence withother teams or Systems. Roles, SWOT, financeetc. of each system. Profit, Cost, Revenue orInvestment centres etc.

203 HRCollaboration -Teamsref : JB01

Tactical Randomattachments

Cupboard Feature. Company-wide bibliographyof Information; Reports and emails. At-will;upload your documents for viewing. Uploadfree-will documents for your Team Members toaccess. Organization can make available these foryour use.


Tactical Timely attachments Cupboard Feature. Organised company-widebibliography of Information; Reports and emails.Against a Time-Series; upload your documentsfor viewing. Upload documents for your TeamMembers to access. Organization can makeavailable Time-Series attached documents foryour use.


Tactical Team Self-Service. Built and by default self-service; allows lowercosts and less manpower for IT; HR andManagement overheads. Save annual costs 10 to12 people for every 400-1000 people you or yourcustomers employ.


Tactical Team SWOT Manage SWOT. The Strengths, Weaknesses,Opportunities and Threats for every Team.


Tactical Team Sponsor. Team Sponsor. Every team has a sponsor;internal customer or Mentor. By default this isthe CEO to ensure a - score-card - approach andwhole-purpose intent for every team.

http://clextra.com


Tactical Communities At login-1 and/or login-2 grouping of specificindividuals to achieve specific objectives.Community of Evangelists; Features Teams;Task-force … call it what you will.


Tactical Team Dynamics Each team has a Leader; a No.2 and aclextra-Tech-co-ordinator. Each team also has aSponsor or Mentor. Also every individual canhave upto 3 superiors. For example; Reporting to… Admin. Head and Tech.Supervisor. All thisallows for dynamic and practical Leadership.


Tactical Teams - 26 x 70 -1820 Teams

Allows 26 sets of 70 teams - with unlimitedmember under each.


Tactical Units - Taskforces -Households

Apart and in-addition to Teams any number ofemployees can be grouped together as a Project -Feature or Campaign Team … termed unit withinclextra. Task-forces to achieve specific goals.When customer facing households - Modalitieswhen Patient facing - Segmentation whenInsurance Facing - Instruments when Bankingfacing etc.


Tactical Tasks Assignment Quick and ad-hoc assignment of work to Teammembers or others allowing them access to theseas reminders and reverting on task status.Available on individual login. Allows priority andqueue prioritisation. This is apart fromindividual To Do List available in the Diary.


Tactical Discussion Board Initate a topic and have any and all follow-upquick thoughts on this topic. An internet IRC orchat equiovalent.

214 HRCollaboration -Teamsref : JC01

Operations Belbin Team Roles Establish any and all 9 roles for individualmembers in every team.


Operations Team Collaboration Team (or Individual) Collaboration on Problems& Solutions. Tangible and Intangible Reward &Recognition linked to the stating; using andrating of Problems & Solutions. We refer to thismodule as CoPaS.


Operations IndividualCollaboration

Individual (or team) Collaboration on Problems& Solutions. Tangible and Intangible Reward &Recognition linked to the stating; using andrating of Problems & Solutions. We refer to thismodule as CoPaS.


Operations Timely attachments Cupboard Feature. Share time-series baseddocuments sent to you with the organisaton (orTeam members)


Operations Randomattachments

Cupboard Feature. Share random documentssent to you with the organisaton (or Teammembers)


Operations Business-PurposeSkill-Set

The whole firm. (or in a large company, wholedivision or department) decides a maximum of 25skill-sets that are essential to the success of theorganisation. You detail these. These we refer toas the AVA-Skill-Sets.


Operations Team Skill-SetSigma

Each of the individual and Business Purposeskill-sets map into the Team that they belong orhave been assigned to.


Operations TeamInter-PersonalAssessments

Team Inter-Personal Assessments. Ist levelopinions of each other. Big-5 Team opinion. Noteteam combinations should be stable; ie.TEAM-CHAIRS have to be initialised and heldfor a period of time (one-quarter suggested) forthis module to be effective.

http://clextra.com


Operations Team opinion.In-depth FFM

Team opinion. In-depth, more time-spent,analysed intra-team perception building on theabove quick-fire perception. This is based on theBig-5 or Five Factor Model.

223 HR HCM andFinanceref : KA01

Strategic Onet Support International standard and System for HR workstyles, jobs, tasks, activities etc.


Strategic CompensationManagement

Allows upto 12 compensation levels; map theseonto each Grade from an unlimited number ofcompensation sets. Customise for each individual/ employee. Variety of CTC Reports


Strategic CTC Analysis &Planning

Individual, Group, Grade, sub-Group wise Costto Company Analyses and Planning.


Strategic Time and Materials If T&M based -CTC on billable and non-billable.Per-person cost and chargeable rates.


Strategic Attrition Analysis Attrition is Expensive. The intangible and hiddencosts of replacement affect bottomlinessignificantly. Little or no attention is paid to thisimportant area because there was no tool to do so- till clextra.

228 HR HCM andFinanceref : KB01

Tactical Incentive & BonusPlanning

Plan best-case; worst-case and most-likely annualincentive / bonus pay-outs. Compare with actualthe next year.


Tactical Manpower Planning Plan country-wide or Global ManpowerRequirements linked to skill-sets; line and staffrequirements matching; budget and actual.


Tactical AttritionManagementMetrics

Rating on desire to retain and period of time overwhich this retention is desired. Ranking andRating Report on this.

231 HR HCM andFinanceref : KC01

Operations Incentive & BonusAdministration

Incentives and Bonus Administration using cashand-or points. Assign as rewards or recognition.Reduce as dis-incentive. Redeem as and whenrequired. Escalationa and approval options.

232 HR TrainingLearningref : LA01

Strategic TrainingEffectiveness

From Induction to regular on-going TrainingEffectiveness. Campaign specific or one-off.Complete Training Process as an Intervention.


Strategic LearningOrganisation

Establish Corporate, Group and Invidudalquantified Learning Goals and Communicatethese to all users. Potential for Distance Learningestablishments. Subscribed Learniing etc.


Strategic Touch ScreenAudio-Video Kiosk

Touch and play any digital clip after selectingModule Block Segment and Page. CatalogingSystem for uploading and distributed - centralstorage of ANY media. Learning Sets linked toclextra LMS AVA and Syllabus for advancedLearning and Teaching Applications.

235 HR TrainingLearningref : LB01

Tactical Syllabus - Database Organised into the MBSP clextra-Process format.Exact control on Learning or Training;person-wise; team-collated and oriented towardsMarket Demands and Supply; Numbers andCustomer requirements.

236 HR TrainingLearningref : LB02

Tactical Syllabus - Freeform More realistic free-form managed syllabus.Supports 25 core-sets and up to 20 sub-sets undereach of them.

http://clextra.com

237 HR TrainingLearningref : LC01

Operations Crash-MBA Built-in Crash MBA. (Single-use read-onlycourtesy (C) Casper Abraham)


Operations ManagementReading

Background Learning & Information ofPerformance Appraisal, Training Effectiveness,Psychometric Assessments< Motivation etc.


Operations Metrics Basics Basic Information on Financial Ratios, Metrics,Measurements, Systems & Process such assix-sigma, Balanced Scorecard, COPC, HR BestPractices etc.


Operations Whitepapers :clextra andIndustry.

Relevant and related Whitepapers on PeopleTesting; Team Collaboration etc.


Operations Learning Photos An innovative Learning Concept based on thebelief that A picture is worth a thousand words;and anyway modern man based on TV and lackof time; learns instantly based on visual recall andrecognition. A wonderful mass-communicationtool.


Operations Learning PhotosPlus

Unlimited layers of 2x100 photos; (ie. 200,000plus) for different layers of Learning Photos.


Operations TrainingAdministration

Calendar Management. Particpants. Pre and PostAssessment Tracking. Pre-event and Post-eventCommunications. Conference Room bookings.Faculty rostering etc.


Operations Structured Content Upto 25 domains integrated with all other clextraModules. Up to 999 sub-domains. Each domaincan have upto 99 learning objectives. Eachobjective has multimedia options, an expert, notesand attachements and Assessment.


Operations Content Delivery Any and all convergent multimedia structuredstorage. With real-time streaming and cacheddownload upload customisable syllabus toindividual syllabus.


Operations LearningAssessment

With each domain and sub-domain user-definableand completely online deployment of convergentmultimedia Assessment.

247 HR PeoplePotentialref : MA01

Strategic CompetencyMapping Structured

Assess, Rate, Model and Map to Marketing,Planning, Demand and Supply all availableTalent linked to Performance; tangible andintangible; Behaviour; Soft-Skills at a Strategic,Tactical and or Operative Level, depending onHR Maturity within your organisation.


Strategic CompetencyMapping Freeform

Self-service obtain a list of current activities.Create a Job-Description from this and relatedinformation gathering. Rating by upto 3 superiorsor colleagues.


Strategic Talent Management Identify and Track Talent and Achievers amongstthe Talented. Create communities; Task-Forces;and Special-Rewards for retention and alignmentto Organisational Culture.


Strategic Employee RISKMetrics

Using sub-metrics of Cost-to-company or Teamor Assets responsibility; Vulnerability and Threatto this.


Strategic LearningOrganization.

Harnessing & Managing; Individual & TeamProblems & Solutions; Team and individualinternal & external communications;Past-Current-and Future Assessment Gaps &(you manually) analysis. Managing training as anIntervention.

http://clextra.com


Strategic LeadershipDevelopment.

Leadership Development. Identification. List.Assess. Appraisal. Feedback. Mentor. MintzbergModel. Level-based time-action targets. InternalGrades. Allows from 1 to 12 Levels of Grades forOrganisational Development.


Strategic LeadershipIdentification

Track-record monitoring. LeadershipAssessment; Behavioural Testing; 360 degreefeedback; Decision Making Metrics etc.

254 HR PeoplePotentialref : MB01

Tactical CompetencyModelling

Create and manage a matrix of upto 25,000competencies, skill-sets, role-sets or job-functions.


Tactical MentorManagement

A unique concept in Professional Mentoring.Keeping in touch on Performance and SoftInformation; including behavioural side issues.


Tactical Teams Costing Teams Costing. Establish a Revenue; Cost; Profit& Capex %age, number for each Team.


Tactical ManagersAssessment

Track, monitor and mentor the performance ofall levels of Managers.


Tactical Team LeadersAssessment

Track, monitor and mentor the performance ofall levels of all current and potential TeamLeaders.


Tactical Task Skill-Set. Business Purpose skill-sets map into all TasksTasks may require more than 1 person atdifferent levels. This can assist in MANPOWERPLANNING and identifying TRAINING GAPSto meet Business Purpose.


Tactical Team Succession Every team has a nominated i. Leader; ii. No2; iii.IT coordinator and iii. Sponsor/Mentor Thisprovides for Leadership Development; SuccessorManagement; Redundancy; Attrition Controls;Techno-phobia solution; Ownership and TeamSuccess.

261 HR PeoplePotentialref : MC01

Operations CompetencyAssessment

Exhaustive Repository of all tasks, skills,activities, actions, knowhow, paid-for work.


Operations Competency Rating Rating and Ranking of competencies based on 1,2or 3 assessors for each and every Competency.


Operations CorporateCompetenciesAVA-25

Based on the above 25; you assume that not morethan 4; essentially 1 or 2 are the hot-skills of everyindividual, whatever their level. Choose these.


Operations Individual Skill-SetsHot-4

Alignment of key-skill and 4-hot skills can berated as a 0,1,2,3 or 4 called the TPA (TechnicalPoint Average) for that individual in that skill.


Operations Individual Skill-SetsHot-16

Individual top-16 skills can be rated as a 0,1,2,3or 4 and linked to Training and LearningSyllabus


Operations Individual Skill-SetWeight

Focus. For each of the above rated 4-hot skills;you can add a weight. This is a percentage andcould be 100% of his/her time spent on that; OR100% motivated or 100% useful for job-purposeetc. CHOOSE ONE METHOD/MODEL forweight.


Operations Talent MetricEPA-4 Weights

Obtains a maximum of 4 points; with e.g..25%-50%-25% weights for Self-Boss-Mentorassessment on a specific set of parameters.Partially 360 degree.

http://clextra.com


Operations Talent Metric EPAIndices

Set on a Maximum of 10 for each employee; basedon maximum of 12 Levels/Grades of a company;on Qualifications; Experience; Attitude; Intuition& Feel etc.


Operations LomingerCompetencies

Lominger 67 + Stoppers-Stallers 19 system ofSelection and 360 degree Rating of upto 3Superiors with a range of online Analytics andReporting.

270 HRPerformanceref : NA01

Strategic BP - GoalCommunication

HR Best Practice 1 : Communicate businessdirection and goals. Communicate Corporate andInvidual goals. Set stretch limits.


Strategic BP : Involve andAct on Suggestions

HR Best Practice 2 : Involve employees and act ontheir suggestions A collaborative environementallowing decision making; degrees oftransparency; controls and checks and balances.


Strategic BP : ProvideMeaningful Benefits

HR Best Practice 3 : Provide meaningful benefits. Listen to what really mattters to every employeeand then plan your rewards and recognition andincentives schems.


Strategic BP : Reward HighPerformers

HR Best Practice 4 : Reward high performers. Know who is really achieving what you need toachieve and then reward thos tangible andintangible metrics.


Strategic BP : Growth andadvancement

HR Best Practice 5 : Provide growth andadvancement opportunities. Have a plan. Decideand place in those positions those who are goingto achieve that plan.


Strategic PerformanceManagementSystem

A comprehensive Enterprise-wide System;provides a choice of Performance methods fordifferent needs and worker-levels; also allowscustomisable add-on Performance methods andmodels.


Strategic Vision-MissionAlignment

From the vision set numbers; align these toTeams; Divisions; Profit Centres; Teams and/orindividuals.


Strategic OrganisationalDesign

From an Organisational Design and Chart;specify Roles & Responsibilities for Teams; ProfitCentres; Individuals or other resources.


Strategic OrganisationalRoles and JobDesign

From an Organisational defined role individualroles can be customised; up to 15 parameters withindividual metrics and option of 360 degreeappraisal.


Strategic Roles Library For your entire organisation you can manage aLibrary of ALL roles. Import and Export theminto clextra with every OD change - M&A -Re-structuring or Accountability mapping.


Strategic PerformanceSummary Report

Report from some of the essential performanceindicators on a single page.


Strategic Staff IncentivesAdministration

Establish a system set targets collect and drilldown actuals to manage Sales or Support StaffIncentives administration.

282 HRPerformanceref : NB01

Tactical Individual Metrics Top-down Assignment of Corporate 300.Bottom-up collation of grass-root numbers.

http://clextra.com


Tactical Accountability Fix accountability, responsible and authorityincluding Roles with any Executive. Communication on roles can be as transparent asyou wish throughout the organisation.


Tactical EmployeesIncentivesManagement

clextra DAPA for Employee Affinity-LoyaltyPoints Accounting System to motivate; recogniseand reward Performing Employees.


Tactical CoPaS RewardSystem

System to recognise and reward Employees whoare innovative and spend time to help and provideconstructive help; support and solutions to theircolleagues.


Tactical Job Design andSpecifications

For every individual set and manage JobSpecifications. Self-view; others-view OR all-view.

287 HRPerformanceref : NC01

Operations PerformanceQuick-Indices

Quick and simple Performance-BehaviourPerformance-Motivation General-Index - Speedvs Errors - Top Performer with comparisonsTeam-wise - Level-wise - Unit-wise.


Operations PerformancedPipeline

Mass-Recruitment People Performance. Specificnumbers and measures; up to 10 assessed at up to10 touch points. Typical for Fresher in the 1st 2years of a career. This we call the dPipeLinefeature.


Operations Performance QBRon 4,6 or 12 factors.

Quarterly Business Review. SimpleSenior-People Performance; on 1 key-parameter;each quarter. This is from within the PM-HRsystem.


Operations PerformanceAppraisal Feedback

Performance Appraisal Feedback


Operations WorkerPerformanceAppraisal

Standard Supervisory 7-point; 4-levelPerformance Appraisal for every worker.


Operations Individual Role inOrganisation

Every individual role within a workflow orprocess in the organisation can be clearly definedand posted with varying degrees of transparency. Up to 15 roles supported.


Operations 360 DegreeFeedback

Self, Superior and upto 8 peers can provide 360degree feedback on a 5-scale factor; for each of upto 15 roles. Role based feedback.


Operations 270 Degree-like3-way Feedback

Self, Superior and Mentor. 3-way on the EPA-413 parameters. Weighted for each of these 3appraisers.


Operations EmployeeSatisfaction Survey

Employee Satisfaction Survey. Regular andconsistent Employee Satisfaction Survey can beexecuted right through the organisation. Alsoavailable, the Employee as a Customersatisfaction survey.

296 HR Operationsref : OA01

Strategic Forward ResourcePlanning

Current to years ahead planning and status of HRresources allocation to Clients - targets andactuals with cost and quality parameters.

297 HR Operationsref : OB01

Tactical CV Miner Search on administrator or self-managed CVsusing upto 9 key words throughout your entirebank of CVs

298 HR Operationsref : OC01

Operations Payroll Options Standard Payroll for India. - Customised for anyother country. Monthly Stipend. Piece-rate orPer-Hour Payments.

http://clextra.com


Operations Payroll Export Export a Spreadsheet. Templates for formatcalculation on Grades, Locations, Gender etc.


Operations Payroll Import After modifications and fine-tuning of apreviously exported Spreadsheet or CSV fromany other HR or Payroll Application, import thisinto clextra. All calculations assumed completed.


Operations Payroll PayslipDistribution

From archived and imported files individualPayslips can be generated and previewed. Now seta flag; and the same files are distributed to allindividuals by placement of files in theirindividual e-Cupboards.


Operations Payroll Reporting Standard statutory Monthly forms such asIncome Tax, ESI, PF-FPF; ELID; Bank Advicecan be generated and archived. From earlierstored archives history reports are available.


Operations Payroll Overtimeand Loss of Pay

Job based Individual Overtime Sheets,Administration, Payment and Management. Lossof Pay days, calculations and reporting.


Operations Payroll Deductions Upto 15 columns of deduction and 6 columsn ofmanual deduction per month management.


Operations Payroll Perks Upto 6 perquisities based on allowance for each.Any excess is deducted after monthlydue-payments are entered.


Operations Snapshots Archive of information of 1000+ people map atany given time for future historical retrieval.


Operations CV Manager Curriculum Vitae - Bio-data Corporate ManagedFormat or Self-Service, Corporate and/or Ownup-to-date management and access of acomprehensive Resume of every employee in theorganisation.


Operations Time Sheets. Time Sheets. This Week; Last Week and NextWeek Time-sheets; based on hours of input; andcustom-defined set of up to 99 possible activities.Collation across a Team and based on from andto dates for any period.


Operations ID Card Combine Corporate Logo, Photo, Signature,Level, Access onto one on-line ID Card


Operations MultimediaPhotographs

Photographs of all employees and individualswithin the organisation; all can view. Can allowself-upload.


Operations MultimediaSignature

Signature of all employees and individuals withinthe organisation; only authorised persons can seethis stored signature.


Operations MultimediaVoice-Clip

Voice-Clip of all Agents. Customers can alsolisten and comment, choose or request based onthis.


Operations Multimedia Images Each individual can manage his or her own set ofvisuals with thumbnails. This feature can be usedfor information gathering - screen shots - trainingothers - learning or any other conceivable use.


Operations IndividualInformation.1000+

Over 1000+ possible bits of information aboutevery individual. Financial; Personality;Personal; Psychometric; Abilities;Like-Dislikes-Priorities; Family;Hobbies-Interests; Contact Details; Attainment;Attitudes; Performance; Current-assignment;History; Grievances-Suggestions; Failures;Risk-factors.

http://clextra.com


Operations People WorkLocation Finder

Physical Workstation Location of a person, basedon schematic.


Operations Person GeographicLocator

Establish a Geographic region, Shopfloor orPremises schematic and track persons.


Operations Person in ProcessLocator

Establish a Workflow or Process schematic andtrack accountable Staff with this.


Operations OrganisationalGrades

Allows 12 internal grades AND 9 access Levels.1=Employee; 2=Advanced usage Employee;3=Team Leader; 4=Data-Entry; 5=PartnerManager; 6=IT-coordinator; 7=CFO,COO,CHO;8=CEO; 9=SuperUser (only to set-up).


Operations Shifts Timings andDays-off

Shifts Timings Information for each Employee;including days off.


Operations AttendanceMANUAL

Assume all attend. Flag only absentees. Linked toLeave Records Administration. Can be linked toPermissions and Decision Making.


Operations Attendancesemi-automated

Requires networked thin-client or PC withbrowser access as a Punched-Clock IN and OUTsystem for Attendance.


Operations AttendanceAutomated

Subject to Technical & Geographic Feasibilityand preferable availability of Technology such asRFID Tags; list all employees present; absent; etc.


Operations Access Control Subject to availability of RFID based AccessControl Systems and Infrastructure Deployment.


Operations Absence - Presence Subject to Technical & Geographic Feasibilityand preferable availability of Technology such asRFID Tags; list all employees present; absent; etc.


Operations Whiteboard Shopfloor or Workstation specific Display onMonitor-Display with custom specific WorkiInstructions and/or other periodic or othercentral server managed and distributedcommunications.


Operations Designations Pre-configured, random OR User-defined toallow grouping, searching, comparison and usageacross the entire system.


Operations Certifications Pre-defined List of Certifications OR free-formuser-definable Certifications


Operations Qualifications Pre-defined List of Qualifications OR free-formuser-definable Qualifications

329 HRPyschometricsand Interactionref : PA01

Strategic OrganisationCulture

Assess current Organisation Culture. Discovergaps between desire and current perceptions; setchange and evolution practices to facilitatechange

330 HRPyschometricsand Interactionref : PA02

Strategic PsychometricsSummary Report

Report from some of the essential behaviourindicators on a single page.

331 HRPyschometricsand Interactionref : PB01

Tactical Off-lineAssessments OPTIONAL

At additional each, individual cost; however withscores and end-use availability from and withinthe product. IQ; analyzed IQ; Creative; MotorSkills; Leadership Potential; Humour etc.

http://clextra.com


Tactical On-lineAssessments.Performance

Available to every employee / individual; this caninclude; Stress; Likes-Dislikes; Priorities;Common Sense; Integrity; Personality; OCD-Obsessive Compulsive Disorder-; SDIS(Self-Destructive Intelligence Syndrome) etc.


Tactical On-lineAssessments.Models

Options of self; bi-directional; 3-way or 360degree. More than 10 multi-system options.


Tactical Pre TO PostRecruitmentConnectivity

Summary and Raw Scores; retained frompre-recruitment right through the career of anemployee on ALL ASSESSMENTS. Technical;Performance; Appraisal; Psychometrics at alldates and touch-points of the employees career.


Tactical On-lineAssessments.Behaviour

Stress; Likes-Dislikes; Priorities; Common Sense;Integrity; Personality; OCD -ObsessiveCompulsive Disorder-; SDIS (Self-DestructiveIntelligence Syndrome) etc.


Tactical On-line TeamAssessments

Intra-team dynamics, linked to 360 degreefeedback, likes and dislikes, team SWOT etc.


Tactical On-line 360 degreeFeedback

Self, 180, 270 and 360 degree feedback onintangible and Behavioural parameters on severalof the Appraisal options.


Tactical Performers Gallery. Performers Gallery. Even the best talent andachievers need recognition. Options on Performerof the Day; the week; month and Year as aGallery.


Tactical Opinion Poll Current Poll for everyone in the Organisation.Useful as a change management agent.


Tactical Counselling Individual requests; pleas; grievances;suggestions; ideas; thoughts; desires can beplaced and retrieved within the system.Responsible authorities can react to this. Clinicalassistance where required can be considered.


Tactical BARS User-definable Behavioural Anchor Rating Scaleson most aspects of tangible and intangible metricsand inputs throughout the use of Psychometricand other Assessments.


Tactical Employee Profiling Up to 50 client-defianble parameters ofEmployees along Geographic; Demographic orPsycho graphic segments.

343 HRPyschometricsand Interactionref : PC01

Operations Lucky Gallery Life is not fair; including; business and theenvironment. Lucky person of the Day; Week;Month OR Year; based on any CHANGEMANAGEMENT criteria. Daily Cash; monthlyconveyance-fares; Annual bonus; weekly Lunchcoupons.


Operations My mood today FUN. My face for the day. View all those whohave entered, all employees, one of 9 potentialfacial expression or faces of the day.


Operations Good Deed Set of the latest 16 good deeds done to you, byanother person. Self-Managed


Operations Thought for the Day A single thought for every-day; on request and onevery-logout enhances character development.

http://clextra.com


Operations Jukebox Upto 40 MIDI or MP3 music files forindividual-listening.


Operations Uploadable PhotosGallery

Upload Photos; Corporate & Personal (howevermoderated towards Organisation Objectives)


Operations Transaction 360degree

As a Transaction for pre-defined set of upto 3superiors any number of peers typically 8 and anyand all subordinates of your as 1 - 2 or 3 Superior… Employee Satisfaction Survey OR any othercustom survey or opinion or poll or surveyadminstration online.


Operations Stimulus andMotivation

Self-Service and supported ideas of using stimulusperiodically for motivation at any point during acalendary year.


Operations Team Stimulus andMoitvation

Team or Group supported ideas of using stimulusperiodically for motivation at any point during acalendary year.


Operations Biases Self-Service of understanding and biases.


Operations Team Biases Team or Group understanding and biases.

354 DocumentationManagementref : QA01

Strategic DocumentationManagement

Extensive documentation on Strategic Models;customisable weights; variety of grouping;viewing data from different perspectives;graphing etc.

355 DocumentationManagementref : QA02

Strategic ResearchManagement

Research related documentation and trackingsuch as legal cases, clinical research, marketresearch, company information tracking, complexpatient records, market research, businessanalytics, insurance claims research, largedocumentation projects etc.

356 DocumentationManagementref : QB01

Tactical DocumentationWorkflow

Checklists on documentation. Transaction andworkflow on Documentation. Accountability andQuality of Documentation. Library ofdocumenation. Actual storage of documentation.Access control to documentation. Commercialexploiation of document usage and subscription. And more ....


Tactical CentralisedDocumentsManager

Scan form Centrralised Documents and FormsManagement. Bin and Downloadable forms forprint. electronic Documents filing by individual;team or group with read-access for each member;regular-periodic documentation. Library-likeaccess; controls and usage.


Tactical UnstructuredDocumentation

Scan or if available catalogue and place adocument associated with ANY physical asset,inventory, vehicle, supplier, csutomer, employee,patient - people, place or thing. User-definable20+ categories; 20+ documents in each.

359 DocumentationManagementref : QC02

Operations Checklist relatedDocumentation

User-defined checklists with an associatedsingle-document at each step for every employee,asset, case, customer, supplier in a database.


Operations FresherDocumentation

Structured framework Plus mininal content A toY - 25 sets linked to clextra AVA - upto 5tree-levels of organised content targeted towardsorganised and structured learning - especially forInduction early teaching Visual Aids and ContentManagement.


Operations RefreshDocumentation

Structured framework ONLY A to Y - 25 setslinked to clextra AVA - upto 5 tree-levels oforganised content targeted towards moreun-structured learning - especially for mid-careerand self-Learning Visual Aids and ContentManagement.

http://clextra.com


Operations TopicalDocumenation

Typically 12 Topics and 12 subjects or sub-topicsof Document binning storage and retrievalagainst for any Organisation, Employee,Customer or Supplier.


Operations PMapDocumentation

If similar documentation - upto 25 - for everyindividual or asset in a database, this feature isuseful. Example … scan,copy of everyonesPassport first page or scanned filled-inIncome-Tax form etc.


Operations IrregularDocumentationCupboard

Long list of any type of documents linked andassociated with one individual, asset, case,employee, organisatin, customer or supplier.


Operations RegularDocumentationCupboard

Periodic list of documents - ie. weekly, monthlydaily etc. linked and associated with oneindividual, asset, case, employee, organisation,customer or supplier.


Operations InventoryDocumentation

Upto 5-user definable documents for every item.These 5 could be Bill of Materials, QualityProcess, Packing List, Installation Instructionsetc.


Operations SalesDocumentation

Upto 3-user definable documents for every item;eg. Technical Specifications, Style Catalogue,User Manual etc.


Operations StatutoryDocumentation -Payroll

All Payroll related annexures and attachments asPDF soft-copy. Eg. India PF-FPF, ESIC, IT,Monthly Statement etc.


Operations StatutoryDocumentation -Financial

Soft copy of all incoming or outgoing Invoices,Delivery Notes etc.

370 CRM,Marketing andSalesref : RA01

Strategic Marketing Metrics Design, Implement, Adminster, Modify andManage Marketing metrics, ratios,key-performance indicators and measures. Compare with 2 leading Competitors.


Strategic Brand Metrics Design, Establish, Implement, Adminster, Modifyand Manage metrics for each important Brand inyour Portfolio. Compare with 2 leadingcompetitors.


Strategic After MarketPlanning

Annual Plan; Capacity; Prorurement; Sales-Plan;Warranty; AMC; Installed Base. CorporateAccountability for Numbers. Manufacturing;Trade; Discrete Goods or Process Industries.


Strategic Product PortfolioDimensioning

Dimension your entrie Product Portfolio into 3dimensions. eg. Product-line; Demographics andModels. Track with a Bsuiness Model such as aBCG Matrix.


Strategic CustomerSatisfaction Survey

Single model of 10 internationally acceptedconsumer service parameters.


Strategic Product BrandPositioning Maps

For each product in the portfolio trackpre-market or advertising communicationspercepetions with after-market and realityperceptions. Data potentially from MarketResearch and Customer Satisfaction Surveys.


Strategic Competitor BrandPosition

Against each product in your portolio trackcompetitor brand positioning againstuser-definable perceptions. Data may come fromMarket Research, Industry and CompetitorAnalysis.

http://clextra.com


Strategic AssortmentAnalytics

Matching Demand to Supply means having aclear idea of your current Planned and Availableinventory stock at any given time. Any whichwise, cost, profit, convertibility, risk etc. on everyaspect high-lighted. Collaborative and integrateddata-collation.


Strategic AssortmentPlanning

No can predict the future. Extra-polating pastdata into the future is an option. Push usinginternal constraints and expertise or Pull bylistening to customers allows an integratedcollaborative Advanced Planning System usingclextra.


Strategic Display SignageSolution

Instant large reach mass customisedcommunications for Corporate, Education, Publicreach 24x7x365 reach. It is the New Media - afterTV and Press.


Strategic Product SWOT All and every item in Inventory StrengthWeaknesses Opportunities and Threats detailrelated to internal and external positive andnegative parameters to build an effective brandportfolio.


Strategic Media Sales Complete solution to manage dsiplay signageorder booking across a large number ofco-ordinators to a large number of displays.Self-service options can also be configured.


Strategic CustomerInformation System

Customer - Subscriber - Patient - Student - MajorAccounts - Wholesaler any paying clientcomprehensive and user-definable InformationManagement System. Options of self-service;co-ordinator or out-sourced Management.


Strategic SLA Management Place Service Level Agreement Metrics; set levelsand targets; assign accountability; track actual;compare; observe trends.


Strategic Customer RiskMetrics

Receivables. Particularly against long-cycle timeborrowings and mortgages.


Strategic Out-SourcingAccess.

Out-Sourcing Access. Your Customer can accesssingle and several components of many parts ofyour clextra information. Example; ExternalTraining Vendor can enter AssessmentInformation; Medical Doctor can enter medicaldata; Audit Agency or CPA-CA can enterfinancial data or ratings.


Strategic Secondary SalesSolution

Break-up of Product-wise Channel-wise upto 3teirs of Inventory related item quantities.


Strategic CRM IncentivesAdministration

Establish a system set targets collect and drilldown actuals to manage Distributor and RetailerIncentives administration.

388 CRM,Marketing andSalesref : RB01

Tactical Customer AffinityProgramme

clextra DAPA for Customer Affinity-LoyaltyPoints Accounting System to motivate; recogniseand reward Profitable Customer Contacts and -or Firms


Tactical Customer RatingSystem

Quick Indices on custom-definable Loyalty vsSpending; Speed of decisions vs Profit etc.


Tactical Revenue CentreManagement

Against Chart of Accounts and-or ManagementAccounting and Control Systems monitorRevenue; Income or Sales on an on-going basiswith individual and-or team accountability.

http://clextra.com


Tactical Customer InstalledBase

Customer installed base of all products.Warranty; AMC and out-of AMC details.Retailer codes.


Tactical Product List List of all Products-Models-Styles manufactured;out-sourced or traded by the company.


Tactical ContactManagement

Assign employees to a Firm and upto 9 individualcontacts within. Record, review and track allcommunications between firms employees andeach and all contacts in the targetedcustomer-contacted firm.


Tactical Sales Budgeting Establish Line-wise; Region-wsie; Team-wiseand-or Individual wise targets. Collaborativetotals; Demand and Supply with links toProduction or purchased capacity andavailability.


Tactical Sales Forecasting Collaborative forecasting accumulating figuresover Product-Lines; Regions; Teams andIndividuals.


Tactical SalesTarget-AchievementMonitoring

Track actuals against targets. 2-waycommunication to understand and correct gaps. Attrition; succession and portfolio change-overPlanning; Management and Monitoring.


Tactical Sales Incentive &Bonus Planning

Plan best-case; worst-case and most-likely annualincentive / bonus pay-outs. Compare with actualthe next year.


Tactical POS Integration Standard; barcode or RFID Point-of-SaleCash-Registers and PC data-file online or batchimports and integration with all other aspects ofBusiness.


Tactical End-of-Day Feature End-of-day from any number of individuals orstore-wise or any-other collection of Sales relateddata from across the world if required.


Tactical Sales Consolidation Consolidate sales across all Revenue Centres andcompare against Sales Targets; Budgets;Individual; Team and Location Performances.


Tactical Sales Dashboard Graphical representation of top-10 revenue-linesfrom top-10 regions. Budget vs ActualYear-to-date, Quarter-to-date or Month-to-date.Visible to ALL with a login.


Tactical Customer-BaseProfiling

Up to 50 client-defianble parameters ofConsumers along Geographic; Demographic orPsycho graphic segments.


Tactical Guest Manager Walkin, Visitor, Guest Book at any Receiption.Repeat visitors, Potential or Existing Customers,Vendors, Investors, Well-wisher InformationSystem Binning and Integrated Management.


Tactical Display Signage Centralised management of large number ofoutlets and large number of realtime displaysystems - TV or PC-Monitor Video, Audio,Animation, Text ticker. Messaging, Promotions,Advertisements, Consumer or Employeecommunications. Public advisory. DistanceLearning.

405 CRM,Marketing andSalesref : RC01

Operations ContactInformation.

Using an existing database of International orlocal Firms; enter and manage up to 9key-persons with all contact data about themfrom the product. Limited to information it isNOT a CRM. Any dates; follow-up; add-oninformation has to be managed manually by you.

http://clextra.com


Operations Time Series. Sales. Monitor field Sales Force and all such numbersgenerated. Contacts; Calls Made; Orders;Billing; Collections; Lost Orders; CompetitionNumbers.


Operations Households If consumer or sales oriented. If Corporatealternate to and in addition to teams as units. Communications to these; separategrouped-information relevant to this as a unit. Ahousehold or unit any group of employees withinthe firm.


Operations Sales Transactions Strategic and Tactical System. Data-entry andautomation subject to technical feasibility andavailability of existing Sales-Product-InvoicingSystem.


Operations Contact EmployeeCommunications

Customer contact summary communicationsbetween any assigned employees and contacts in afirm is centrally archived.


Operations Contact Pain-pointRegistration

Customer contact business-pain points andrelated information can be centrally archived foraccess by Senior Management to quote forgenerate additional business from existingcontacts.


Operations Sales Records andPurchase History

For higher value purchases such as industrialgoods home durables where a record of everyindividual purchase is maintained and utilised forcontact and customer lifecycle revenue and profitgeneration.


Operations Time SeriesComment

Against each periodic and individual valueoptional comment to monitor intangible reasonsfor a spike or trough in the data available to allauthorised personnel.


Operations Customer EnquiriesDatabase

Linked to the Customer Affinity-Loyaltyprogramme any stock-out or related enquiryfrom a Customer can be recorded. This can belater exported or independently analysed forPlanning and Product Development


Operations Loyalty Card Integrated and comprehensive Affinity cardManagement. Linked to Finance and Accoutning;Products - Brands and Models; Campaign-wise;Agency Access; Customer self-service option;downloadable catalogues; Communications etc.


Operations Sales Call Reports Remote 24x7x365 Sales Call Reporting System.Calendar based. Self-Service. Escalation. Macroor micro-level Cost and Time - Budget vs Actual.


Operations Service Call Reports Remote 24x7x365 Service Call Report System.Calendar based. Self-Service. Escalation. Macroor micro-level Cost and Time - Budget vs Actual.


Operations Product Training -Distance Learning

Central product-wise Repository of relateddocuments, multimedia files and SuggestedTraining Syllabus for Self-Learning and-orMentored distance Learning.


Operations Sales Training -Distance Learning

Using a training syllabus, learning gap analysis,multimedia file availability, on-line mentoringand remote 24x7 distance content delivery.


Operations Slideshow Kiosk If a front-end PC Client, Push any set ofPower-Point like slides can be covnerted anduploaded for continous playback.

http://clextra.com


Operations MultimediaJukebox

If a front-end PC Cleint, Push upto 40 MP3 orMIDI music or voice files at any given time forselection and playback connectivity. ExampleTop-40 Ring-tones etc.


Operations Todo Manager Aissgn an activity to yourself or to any other inthe firm. Add an attachment. It could be aboutan external contact and/or Firm or Institution.Dates and Priorities are visible in colour-code.


Operations Next course ofAction

An extract from the Todo Manager to help inconsensus in most External situations in terms ofwhat should be the next course of action on whatdate.


Operations Display Signage Adminstration, management, monitoring, billing,Creative and Managed Services options.


Operations Sales Quotations Sales Quotes from existing Inventory items andpricing. Create baskets. Use pre-entered ContactInformation and manage any number of quotesprior to closing a Sales Order.


Operations CustomerPerception

Consumer and User Perception and ratings foreach and above his-her OWN tasks as in a TQPMmatrix. Customer Direct Access can be enable ordisabled.


Operations Time Series.Support.

Support. Therefore; monitor Internal;out-sourced or Field Service Forces and all suchnumbers generated.


Operations Time Series.Services Revenue

Accountable Support. Therefore; monitorInternal; out-sourced or Field Service Forces andall such numbers generated.


Operations Supplier Owners Between Stores - Premises - Location for Time -Cost and Distance to assist Logistics Planning andCost Management


Operations Any type of Task Projects. Jobs, Orders, Tasks usually with aStart-Date and End-Date. Finite. Including Costs& Estimation. Can also be used for continuousServices.


Operations FAQs for Beginners Frequently Asked Questions. Setup and makeavailable 100 sets of upto 100 questions andanswers for each on any topic or function.


Operations FAQs for AdvancedUsers

Frequently Asked Questions. Setup and makeavailable 100 sets of upto 100 questions andanswers for each on any topic or function.


Operations OrdersManagement

Customer facing. Soft-copy of Purchase orders,Status on Delivery, Scheduling etc. PDF Invoice.PDF Delivery Note. Accountability. Collectionstracking. Avallability of all relatedDocumentation

433 SCM andProcurementref : SA01

Strategic StockflowCorporate

Similar to cashflow based on physical Receiptsand Issues SINGLE-ENTRY per Day, Week orMonth periods and a range of + or - periods at theCorporate macro Strategic Level for each andevery Item.


Strategic SupplierInformation System

Vendor; Supplier; Retailer or Distributor -Comprehensive user-definable information onany and all Suppliers. Options of self-service,co-ordinator or out-sourced InformationManagement.

http://clextra.com


Strategic Supplier SLAManagement

Place Service Level Agreement Metrics; set levelsand targets; assign accountability; track actual;compare; observe trends.


Strategic Out-SourcingAccess.

Out-Sourcing Access. Your Vendor can accesssingle and several components of many parts ofyour clextra information. Example; ExternalTraining Vendor can enter AssessmentInformation; Medical Doctor can enter medicaldata; Audit Agency or CPA-CA can enterfinancial data or ratings.


Strategic Supplier RISKMetrics

Vendor Rating. Metrics against Delivery-Days,Quality, Time-to-deliver and or Cost.


Strategic SCM IncentivesAdministration

Establish a system set targets collect and drilldown actuals to manage Supplier IncentivesAdministration as a part of your VendorManagement Programme

439 SCM andProcurementref : SB01

Tactical Stockflow Store Similar to cashflow based on physical Receiptsand Issues SINGLE-ENTRY Day, Week orMonth periods and a range of + or - periods at theCorporate macro Strategic Level for each andevery Item at every Location or Store.


Tactical InventoryFinancials

Tactical and Strategic use for ABC-XYZ-CostingAccountability - Transparency - Processadherence - Decision Quality etc.


Tactical Inventory Retailand Trade

Stock Management Planning - Ordering -non-sell-able - Sales Returns - Hourly, Daily,Weekly, Monthly tracking of volumes.


Tactical InventoryManufacturing

Stock; of Components; Work in Progress andFinished Goods. Warranty - AMC andout-of-warranty tracking.


Tactical Inventory Agro.Industry

Stock Management Planning - Ordering -non-sell-able - Sales Returns - Hourly, Daily,Weekly, Monthly tracking of volumes.


Tactical Cycle Steps -Inventory

Item-wise Store-wise upto 40 individuallyprogrammable steps converting targets andactual for Delivery - Time taken - Quality - Costand Capacity - Quantity factors.


Tactical Cycle Steps - People User-definable steps with Delivery; Cost;Calendar-Time and Quality Target and Actualsfor any process. Example; Recruitment;Promotion; Appraisal; Retrenchment etc.


Tactical Affinity ProgrammeVendors

clextra DAPA for Vendors and other ContractorsAffinity-Loyalty Points Accounting System tomotivate; recognise and reward AchievingSupplier Contacts and - or Firms


Tactical Vendor RatingSystem

Quick Indices on custom-definable Quality vsCost; Speed vs Quality etc.

448 SCM andProcurementref : SC01

Operations Stockflowpre-Accounting

Pre-posting any day multiple entries onuser-configurable parameters for any item in anylocation. Usable as Sales Purchase Reject WasteSold Bought Sales-Return daybook.


Operations InventoryTransactions

ONLY IF RFID installed …. Automated trackingof Sales Items out of Stores.

http://clextra.com


Operations Inventory PhysicalFeatures

Dimensions and Weights to plan Storage andMovement.


Operations Tables Between Stores - Premises - Location for Time -Cost and Distance to assist Logistics Planning andCost Management


Operations Customer Owners People work for people. People in firms may be acustomer; supplier; Agent; Trader; Driver;Competitor; Distributor; etc. Relationship-basedgeneral information on this individual is linked toseveral modules in clextra.


Operations End-of-Day Feature End-of-day from any number of individuals orstore-wise or any-other collection of procurementrelated data from across the world if required.


Operations OrdersManagement

Vendor facing. PDF Purchase orders.Accountability. Status, Deliveies and Paymenttracking.. Accountability. Avallability of allrelated Documentation.


Operations Vendor SpecificForms

Custom forms for addiitional Industry specificcomparison and information related to Suppliersor Supplier Firms.

456 IT MIS EDPref : TA01

Strategic Alternate Accesstechnologies.

Alternate technologies. Subject to technicalfeasibility in your geographic locations and rangeof service providers; we have wireless; mobile;cellphone; PDA; Data-logging; and other meansof acquiring and dissemination information fromand to clextra.

457 IT MIS EDPref : TA02

Strategic Periodic Checklists Security and Business Continuity is a matter ofGood Practice. Automated; semi-automated ormanual check-lists for Daily; Weekly; Monthly;Quarterly accountability. Delivery; Quality; Timeand Costs for any and all System AdministrationsTasks.

458 IT MIS EDPref : TB01

Tactical InformationTechnologyConsulting

Technology. The best - and avoiding the worst - ofopen standards and proprietary systems. Flexiblewith parameterisation; integration with any othersystem. Transaction driven. Print; Screen &Graphic Reporting Engines. Browser, Internet,Intranet, Extranet, XML, ODBC. Mobile & Fixedaccess.


Tactical Hosting Options From experiences of provided solutions to firmssuch as GE; HP; iflex; HealthScribe; Sonata &ITC; etc. Choice of Intranet; Extranet; orInternet; VPN, software and hardware firewalls;India OR USA centric.


Tactical Integration withexisting Apps

Theoretically clextra can work with; in place of;before or after any other software system;including; SAP; PeopleSoft; Siebel; Oracle; IBM;HP; or Proprietary HR; Financial; Production;or Logistics System. Please indicate to initiate adialogue in this area with us.


Tactical PC PenetrationConsulting

PC Penetration. The PC penetration or Numberof employees to PC;s ratio can be very low. Youcan use any Cyber-Cafe or Internet Parlour; orestablish clextra kiosks to allow quick and easyaccess.


Tactical Time Series.Field-gather

Measures. Daily. Weekly. Monthly. Quarterly.Annual Can be used for Sales. Customer Support;Daily Production figures; Stocking norms;Software FPAs or LOC. BPO & Call centresCOPC; Quality metrics. Customer Usage etc

http://clextra.com


Tactical InformationBibliography

All spreadsheets, documents, schematics,electronic documents can be catalogued andstored person-wise online.


Tactical Information Costing A first step to IPR Management; categorise, sortand price all important information within theorganisation; place individual responsibility;track usage etc.


Tactical Decision Quality Create Checklists of Touch-Points for everykey-decision you wish to track in every or anytransaction in the organisation. Assigned to onekey-accountable individual. Track each decisionon a Rating of 9 - high to 1 - low

466 IT MIS EDPref : TC01

Operations Search. Within aperson-1000+

Within a clextra-Pattern-Map Set for randomkey-words and retrieve Employee Records linkedto this.


Operations Housekeeping Daily automated OR manual option of backup ofall data.


Operations Import. Batch modeor Real-Time

Take-in any external available data into clextra. Subject to Technical Feasibility and AcceptedOrder Specifications


Operations Export. Batch modeor Real-Time

Export any available data out of clextra for usewith other packages. Subject to TechnicalFeasibility and Accepted Order Specifications


Operations Library System Preferably with RFID; librarian-less trust basedautomated Library system. Supports and includesDVD; CD; Video; Film; Reports etc.


Operations Quarks Feature Any - Every week all 168 hour end-of-hour post ofaggregate average count etc.


Operations clextra Sources The main Pmap fields allows a field that specifiesthe source of that data. For example keyboardentry; real-time from another ERP or otherapplication etc.


Operations Program allow-deny Any single link can be individually allowed ordenied for access to any one or group ofindividuals. This can over-ride earlier andgeneral set-up.


Operations Auto import Being a real-time application - given appropriatepermissions and access tools - just placing datainto pre-configured and pre-specified directory-paths in clextra will import the data into clextra.


Operations Graphics Time Series Comparisons with a Line-Chart;Bar; Pie and other graph types.


Operations Report Generator Essentially a Screen Browser based InformationViewing System clextra does not foreseehard-copy printing. However the rengine ReportGeneration Module allows users configurableReports.


Operations Input Forms To ease keyboard data-entry; fields from severalclextra databases and tables can be customconfigured to be made into one-form. This canalso be made accessible to specific individualssuch as when out-sourced for data-entry.


Operations Search Search Breaker is a unique approach tosearching. While a search-engine allows a singleline interface others offers pull-down cirteria lists.In clextra you are presented a page of creiteria toselect one-click for the required listings.

http://clextra.com


Operations Search-List-Compare

A unique design approach in clextra allows mostinformation to short-listed first from aSearch-Breaker choice allowing slicing anddiciing of the same data from different userview-points.


Operations Remote Support A range of options and in-built Systems,Programs, Controls, Checks and Balances forRemote and Virutal Support.


Operations Campaign Feature Campaign or Service Plan. This code across allmodules allow a Plan or Campaign based searchretrieval and grouping of any part of mostinformation within clextra.

482 Warehousingand Logisticsref : UA01

Strategic Warehousing andVMI

Options for inventory 3PL, 4PL or 5PL managed.RFID and Internet enable; remote 24x7x365 focuson India for physical delivery and logistics withGlobal Information access.


Strategic Vehicle ServicingSolution

Car and other Service Garages require a uniqueflow of acquiring returning vehicles. Staff areaccountable; inventory is used; tools aredistributed; expensive plant and machinery has tobe charged. Accounting is automated.


Strategic GeographicInventory Solution

When thousands or millions of pieces of yourexpensive assets are spread across a city, state,country or internationally you need to know andtrack every piece of deployed equipment or asset.While Google or Mapquest gives you a real-worldit has still to be code-mapped into legacy or newIT systems. clextra provides a framework for this.

485 Warehousingand Logisticsref : UB01

Tactical Commute TravelLogistics

Local commute; travel logistics. Bus Schedules;Timings; Self-Services; anywhere-access; withsub-contract access.


Tactical Locations of Stock Many will admit they do not know where therephysical stock is. clextra provides acomprehensive solution for finger-tip; one-clickaway know-how on Stock whereabouts across theorganisation.


Tactical Vehicle KnownParking - Tracking

Apartment Towers and Commercial Complexesmatch of Parking slots to Owners-Tenants orBusinesses and also of Drivers etc. Gatemovement IN and OUT linke to availability ofRFID or other Technology.


Tactical Vehicle UnknownParking - Tracking

Free Parking Camp Sites Controlled areas countand basic information on Parking slots and ofDrivers etc. Gate movement IN and OUT linke toavailability of RFID or other Technology.

489 Warehousingand Logisticsref : UC01

Operations Location toLocation Tables

Distance; Cost per kg; Time taken from any onelocation or store to any other.


Operations Checklists Checklists for accountability; Delivery; Quality;Time and Costs incurred for Packing Slips;Installation; Delivery; Documentation; Payments;Collection etc.


Operations Docket Tracking Product Maintenance; Helpdesk; SoftwareSupport; Medical Diagnostics Procedures; PlantMaintenance; Equipment Servicing; any industryespecially with more than 10 steps; involvingmore than 1 person; and spread over time and/orgeographical locations.


Operations Physical AssetsLocator

Physical Location of Assets and Equipment. Premises, FloorPlan etc.

http://clextra.com


Operations Assets in ProcessLocator

Track an asset within a Workflow or SchematicChart.


Operations Location of Assets Many will admit they do not know where therephysical assets are. clextra provides acomprehensive solution for finger-tip; one-clickaway know-how on Assets whereabouts across theorganisation. RFID and other technologies arerequired for Mobile assets.


Operations Locations ofPremises

Many will admit they do not know where thereBusiness presence is. clextra provides acomprehensive solution for finger-tip; one-clickaway know-how on PhysicalLocation-Premises-Stores etc. whereabouts acrossthe organisation.


Operations Outstation Travel People travel as a plus and minus of Logistics.Travel Sheets Accounting and Management.


Operations GPSMap-InformationSystem

Interface between GPS or UTM Maps toDatabases Information Workflow Checklists etc.Manual and Automated options.


Operations From and Toinformation

Information between any 2 important points -especially when 1000s of points - can bemaintained visually with a data interface.

499 Workflow andCommunicationsref : VA01

Strategic Integrated ProjectEnvironment

Make or Buy, Time-Sheets, Finance, Budgeting,Chart of Accounting, Expenses Control, Bill ofMaterials, Manufacturing Tracking, Out-sourcemanagement.


Strategic ProjectManagementBudgeting

User-definable Account Groups. Daily, Weekly orMonthly Targets spreadsheet generation. Automated pull or manual entry of Perido to Dateand Period data. Gap calculator. Universal andFamiliar spreadsheet interface.


Strategic ProjectManagementEstimation

For every Project or Task upto 9 stages ofestimation each with upto 3 levels of Grouping.


Strategic Project WorkBreak-downStructure

Methodology and Tool to design, create, maintainand use Project Workbreakdown Structuresusing dICA and-or d-ITT-o.


Strategic Project Components Track all related information regardingResources, Time, Money and Scope.

504 Workflow andCommunicationsref : VB01

Tactical Project Estimation Upto 9 points of Estimation with user-definableHeads. Can be linked to Budgets, Actuals andWBS


Tactical Project TasksEvaluation

Pre, In and Post Project tangible and intangibleevaluation of ten key user-definable metrics.


Tactical Project clextraArtworks Feature

Any user-definable visuals and links to mostaspects of any part of any Project for ease-ofuseand macro or micro management.


Tactical Project RiskMetrics

Quantified risk against any and all aspects of aProject.

508 Workflow andCommunicationsref : VC01

Operations ProjectDocumentationDirectory

Setup project and groups of projects, establishunlimited Documents against each.

http://clextra.com


Operations ProjectDocumentation onTasks

Project and/or Task related Documentation.Options of Directory type, Correspondence.User-definable 10x10 or more Topical any filetypecentrali repository. Learning and Trainingrelated content. Forms and Templates.


Operations INFRASTRUCTURE

For Networked Enterprise solutions forBlackboard, Whiteboard, Paintings, Photographsetc. Servers, Networking, Wireless, Bandwidthetc. available as single-point FULL solution onrequest.


Operations Whiteboard Centrally remote managed individual kiosk-typeone-way display of Shopfloor Information,Instructions Sheets, Production Dashboards orany PPT slide presentation like visual information.


Operations Blackboard Centrally remote managed individual kiosk-typeone-way Digital TV or Minotor displayof.Business, Guest, Employee, Visitor, Patientinformation. Real-Time Signage. Full solutionowned, leased, monthly subscription orpay-per-use options.


Operations Paintings Centrally remote managed individual kiosk-typeone-way Digital TV or Minotor displayof.Paintings - Royalty free or Owned-Purchasedby you Full solution owned, leased, monthlysubscription or pay-per-use options.


Operations Photographs Centrally remote managed individual kiosk-typeone-way Digital TV or Minotor display ofPhotographs - Royalty free or Owned by you Fullsolution owned, leased, monthly subscription orpay-per-use options.


Operations eCatalogue Centrally remote managed individual kiosk-typeone-way Shopfloor Digital TV or Minotor displayof Retail Items from Inventory. Full solutionowned, leased, monthly subscription orpay-per-use options.

516 ProjectManagementref : WA01

Strategic Infrastructure An internet-intranet-extranet 24x7 collaborativeenvironment is established when clextra isdeployed.


Strategic Stakeholders Investors; Employees; Customers and Suppliercommunications can be integrated or keptseparate.


Strategic Brand Development Allows dual-branding and development of yourown Service-Lines or Service-Brands


Strategic Values Open architecture; based on Trust;Transparency; encouraging dialogue as the onlymeans to resolve differences in culture;work-styles; goals and objectives.


Strategic User Support CxO level Consulting and Mentoring support andservices to ensure your own and clextra goals areachieved.


Strategic Customer Response Walkin customers at Retail Stores; Call-centres;Tech-Support or Major Account help-desks canrecord Product-wise feedback, response,enquiries for every customer. This can becentrally or nominated-person responded to byemail OR phone in the most appropriate way.This is a part of the Affinity - Loyalty CardModule of clextra.


Strategic TDEM Complete solution.Product-Services-Strategy-Tactical to Operationsfor a one-off or continuous Targetted DirecteMail Marketing Programme.

http://clextra.com


Strategic Alert System On login - deMail and/or Alerts. Subject to localand international Service Providers clextrasupports SMS and GRPS mobile interactive textcommunications.


Strategic Workflow Strategic Options on a range of featues linked to cash timeand ROE ROI on ay aspect of your business.

525 ProjectManagementref : WB01

Tactical Portal Provides a portal allowing access to any and allother IT Products and Services.


Tactical Storage and Archive Centralised Corporate Storage of all written -messaged communications.


Tactical HelpDocumentation onModels

Tactical what-if scenarios from alternatemirror-instances; planning; forecassting; targetvs actual comparisons on Delivery; Quality; Costand Time


Tactical User Support Tactical on-going functional support which areout-sourced or consulting specific to HR;Finance; Sales; Marketing; Delivery;Manufacturing or Trouble-shooting as availed of.


Tactical House Magazine View current and past issue. Uploaded andmanaged from a central single location.


Tactical CorporateNewsletter

View current and past issue. Uploaded andmanaged from a central single location. Customer self-service OR OR mailing list ORelectronic mailing services are separate featuresor additional service.


Tactical Minutes of Meetings Collaborative minutes of meetings recorded andmanaged by the creator. View at any time by allmembers who attended. Agenda for a meeting canbe sent and made available to this group with thesame document. Attachment option for morecomplex Minutes or pre-defined templateformats.


Tactical Workflow Tactical Options on a range of featues linked to cash timeand quality from Production Lines Teams andIndividual make or buy and other areas for pre,during and post order decision making.

533 ProjectManagementref : WC01

Operations Privacy andSecurity

Works independent of conventional emailavoiding its pitfalls and problems. Access andcontrols on a need-to-have and need-to-basis only.


Operations Multimedia Visual access; use-of-colour;text-voice-broadband; mobile; wireless andemerging technologies.


Operations Context-related Topic and context specific communicationsforcing precise and focussed communications.


Operations HelpDocumentation onLogic

Extensive and detailed documentation for actualstep-by-step howto for import; export setup.


Operations User Support Immediate presence Support Executives orOperators and technical 24x7x365 support viaemal; clextra Bouquets and Brickbats responsesystem and Pedro Customer Call Management.


Operations Communications.Internal …

Internal email; to teams or up to 12 allowedGrades. Subject to availability of existinginfrastructure & technical feasibility. Archive ofall such communications.

http://clextra.com


Operations Communications.External …

External email; to teams or up to 12 allowedGrades. Subject to available ISPs & ServiceProviders offer and technical feasibility. Archiveof all such communications.


Operations Communications.Cell-mob …

Cell-mobile Phone SMS messaging to teams or upto 12 allowed Grades. Subject to available ISPs &Service Providers offer and technical feasibility.Archive of all such communications.


Operations Notice Board Set of the last 16 Notices. Corporate NoticeBoard.


Operations Corporate Diary Corporate holidays; Events; Schedules; Trainingcalendar etc. Individually accessible


Operations Personal Classifieds Place, View and Manage personal classifieds ofupto 9 categories. Buy, Sell or Other.


Operations Mailing Labels Print hard-copy addresses for postal mail toEmployees, Customers, Vendors or ContactFirms for Pre-sale, in-sale or post-salecommunications.


Operations MailMerge - HTML Manage HTML mail merge facility for internallists or external lists. Useful for Subscriber orCustomer Communications, Letters to vendors,Distance Learning Communications etc.


Operations MailMerge - PDF Manage PDF mail merge facility for internal listsplaced automatically into individual clextracupboards. Uses include; Appraisal Letters orCompensation Letters to each Employee etc. PDFis forwarded, stored and/or printed as required.


Operations MailMerge -Integration

Use clextra to manage and export lists for usewith standard Word Processing Packages forprinting or creating custom word-processingdocuments.


Operations Soft CopyDocumentManagement

Centraliseed scan of all Corporate documents.Bin them to the appropriate Individual, Team orWorkflow Checklist for one-oint single file centralaccess control and administration.


Operations WorkflowOperational

Day to day - where technical feasible - minute tominute operational dashboards alerts on anyaspect of your business across loations regionsand time-zones.


Operations WBS Work Breaddown Structure. Format anycomplex Project or Domain areas into 5 levels ofmanagable trer-like lists using the clextrastructured Module-Block-Segment approach.

551 Technologiesand Integrationref : XA01

Strategic Open Source Open Source potential integration import-exportto any electronic platform including major ERPpackages AND most existing functional LEGACYpackages.


Strategic RFID RFID Enable across the package to support16-char EPC or other standards for Product;People or Asset tags.


Strategic Thin-Client Thin-Clients and Server-Technologies reduceTCO - Total Cost of Ownership quitedramatically. clextra is an ideal SoftwareCompoent in this Solution.

http://clextra.com


Strategic Internet Brings all the advantages of the internet - intranet- extranet - with adequate safeguards against thedis-advantages. Allows only known users withspecific 2-levels of login.


Strategic Browser Brings all the ubiquitous benefits of using anybrowser - all access including SystemAdministration from a web-browser interface.


Strategic unix Standard open operating system allows modulardevelopment dis-aggregated add-ons; deviceindependence; hardware add-ons; remotecommunications; uptime; least-baby-sitting of alloperating systems.


Strategic Technologies The future now. Integrated RFID; thin-client;wireless access any-device add-on.


Strategic clextra CAMFeature

Using the Customer Applications Menu feature -every and ALL local, intranet or externalcustomer applications can have a link withindexra - making it your ONLY Portal with all theaccess controls available including dual-systemlogon.


Strategic dPay PaymentGateway

clextra Payment Gateway. In and outflow ofePayments; credit or debit; pre-paid or pos-paid;cash or bank; inflow and outflow controlstrhough secure systems and process, encryptionand verification options; choice of vendors;banks. Subject to technical dfeasibility andrisk-acceptance of key-stakeholders.


Strategic DON Feature Online forms can be integrated from a newindependent webpage OR linked to your existingWebsites to any existing clextra application ormodule as a custom-configured feature.

561 Technologiesand Integrationref : XB01

Tactical Grill Feature Apply pre-stored and customisable grill to viewdata especially Time-Series from a variety ofanalytical perspectives.


Tactical User Definable Help You can create and define your own help for eachof these within your package.


Tactical Bouquets andBrickbats

This is a feedback link available on every menu toallow any and all users to provide immediatefeedback to dexttra and your personnel on anyproblems; suggestions; feedback; complaints;non-functionality etc.This should be seen FIRSTby your nominee and then referred to yourclextra Channel Partner.


Tactical Pedro Pedro - the customer support mascot offers24x7x365 remote quick-response support.


Tactical Tunnel Feature Allows shift from one clextra installation instanceto another without logging in again.


Tactical Import-Export Import-export and potential real-time - definitelybatch - to an TCP/IP device logged information.


Tactical Easy import-export DIY - Do-it-yourself CSV; HTML and XLS batchimport-export to any application including majorERP packages.

568 Technologiesand Integrationref : XC01

Operations Memory Level I and-or Level 2 individual short-termmemory remembers the last usage of severalfeatures.

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Operations Single Sign-on To enhance usability and ease of use onceestablished allows by-passing the 2-layer loginfeature.


Operations Single Menu Once established and if only a few access arerequired for the organisation - a simple singlemenu ONLY can be turned on for the entireinstallation instance.


Operations Words Feature Every industry has different words for the samething. Patient or Student or Customer. Doctor orManager etc. Use words in clextra specific to yourindustry across the package.


Operations Touch & Feel.Ergonomics

With nice-to-have-details such as pre-loadedtemplates; models; and a Thought-for -the-day onevery logout.


Operations Extensive About,Help & Usage

Help. Extensive inbuilt background informationand reading. Context related help; and evenuser-definable help. Once you have establishedyour metrics.


Operations Response &Feedback to clextra

Nobody is perfect. If there is anything we can doto help, suggestions, feedback, bricks andbouquets you can send them to us with an everymenu-screen option of an R.S.V.P.


Operations Equipment interface TCI-IP, RS-232C; X-25 etc.Interface toequipment such as XML, DICOM standards inHealthcare etc,


Operations InstrumentationDashboard

Gauges; graphs; visuals and alerts to monitor anyequipment activity on-demand - at browserload-time.


Operations Real-time Presenceon Shopfloor

RFID - Subject to Technical & GeographicFeasibility and availability of Technology such asRFID Tags; list all employees present; absent; etc.


Operations ODX Feature Import any spreadsheet with heads and multiplerows - Data Sheet. Convert each to individualPDFs and place in individual cupboardscompletely automated. Eg. Monthly Customerbilling, Canteen Usage, Payslips, Medical Recordetc.


Operations Secuirty Camera Any number of locations upto 200 cameras ineach thumbnail cab be brought to bring lastframe-capture or real-time video depending onIPTV bandwidth and infrastructure deployed.


Operations clextra diofta Query clextra from a handheld or text-browserdevice on a range of keywords and return textdata, voice, visuals and related multimediainformation from a centralised or de-centralisedinformation system.

581 BASE AccessandInformationref : YA01

Strategic Strategic Decisions Take decisions on internal Transparency levels;Culture direction; Mission Alignment; VendorDependence; fixed and variable costs; and allrelated Commercial and consequent Risk factors.


Strategic Vendor Self-Service Need to use and access; communications;data-entry; 24x7 remote; consultants andout-sourcing collaboration.


Strategic CustomerSelf-Service

Need to use and access; communications;data-entry; 24x7 remote; consultants andout-sourcing collaboration.

http://clextra.com


Strategic Dual-System A unique design in clextra allows a dual-systemlogin. Employees are different from Customers.Vendors from Clients; Doctors fromAdministrators; Nurses from Patients etc. Itprovides significant advantages when youimplement this.


Strategic clextraConfigurator

Each and all of the moduels as Strategic Tacticalor Operational can be activated de-activatedselected configured and managed with varyingdegrees of automation. This is the clextraConfigurator.

586 BASE AccessandInformationref : YB01

Tactical ManagementSelf-Service

Every employee using current employee IDand/or clextra ID can login and use all featuresrelevant to an an individual.


Tactical Vendor Self-Service Need to use and access; communications;data-entry; 24x7 remote; consultants andout-sourcing collaboration.


Tactical CustomerSelf-Service



Tactical Soft Information -Employees

Beyond the call of duty; potential; talent;capacity; decides where they will take yourbusiness in the coming years. Allow youremployees to handle soft-information as aself-service.


Tactical Soft Information -Manager-Leaders

It is easier to follow than lead. Leaders withPsychological Damages can Damage your Brandsand your Company itself. It is the SoftInformation that matters.


Tactical Soft Information -Customers

The more you know about your Customer as aGroup of Individual Buyers your success rates aregoing to increase logarithmically. Yourblack-book on Customers.


Tactical Soft Information -Vendors

Knowing your vendor well is the key toSupply-Chain-Management Fundamentals.


Tactical Soft Information -Visitors-Guests

Security systems depend on early warning ofFriend-or-Foe. Signals, patterns & intuition.Easy, comfortable access to those who deserveand absolute IRON GATES for those NOTdeserving; requires plenty of Soft Information.


Tactical Facing Setup Every clextra instance is typically employeeFacing. However, it can also be set to Customer;Vendor; Patient; Student; Doctor; Asset; Patent;Subcriber or any other-Face independently or inparallel.

595 BASE AccessandInformationref : YC01

Operations EmployeeSelf-Service

Every manager or Team Leader; subject toset-up; has access to ALL information on his orher Team Members and other engaged; activatedand access-allowed clextra Modules.


Operations Vendor Self-Service Need to use and access; communications;data-entry; 24x7 remote; consultants andout-sourcing collaboration.


Operations CustomerSelf-Service


http://clextra.com


Operations clextraManufacturingBouquet

Single graphic interface menu to access mostrelevant modules related to Manufacturing andOrder Processing and Tracking


Operations clextra CRMBouquet

Single graphic interface menu to access mostrelevant modules related to a Customer Enquiry,contacts and Tracking follow-up


Operations clextra PMSBouquet

Single graphic interface menu to access mostrelevant modules related to a full cycle ofEmployee as a Performance Management System.


Operations clextra LMSBouquet

Single graphic interface menu to access mostrelevant modules related to a full cycle forTraining and Learning using most salient featuresof the clextra Platform

602 Content andVerticalsref : ZA01

Strategic Content Strategy In an era of information overload deciding whatinformation learning and teaching is required byyour entire workforce to mmet your business ororganisation goals. Manpower planning andestablishing the strategy for this.


Strategic INTRANETPORTAL

Base login and options on links menus to accessMOST other applications within the CorporateIntranet. Access to external Vendors andCustomers for self-service etc.


Strategic RETAIL Retail Management Accounting and ControlSystems and Solution : Industry Level Solutionvertical from Strategy to Operational SoftwareTools and Automation Integration. Horizontalacross Sourcing; Inventory; People; Finance;Cash-flows; Brand-Assortment and Profitablelines. Risk Management. CPFR.


Strategic AGRO Agriculture Management Accounting andControl Systems and Solution : Seed to Market.


Strategic SERVICES Services Management Accounting and ControlSystems and Solution. Top-level metrics onService-Levels with drill down to detailedper-person per-station per-measuredata-collection hourly; daily; weekly; monthly orquarterly across any number ofcustomer-accounts.


Strategic LEGAL Small and Medium Lawfirms complete solutionfor a collaborative environment to manage cases,communications, follow-up, accouting, domainknowledge, documentation repository, tracking,research etc.


Strategic TRADE Trading Activity Management Accounting andControl Systems and Solution :


Strategic DIGITALCONTENTMANAGEMENT

Digital Content Management Accounting andControl Systems and Solution :


Strategic BANKING MACS Basel-II Principles; Post-dated-Cheques;micro-Finance Management, Risk-Metrics;Verification; Checklists; Step-Cycles.


Strategic INSURANCEMACS

Insurance Premia, Agent Information; IncentivesPlanning; Risk Metrics; Portfolio Management;AR, AP, Procurement, Cashflow, Forecasting,Budget etc.


Strategic HEALTHCAREMACS

Administrators; Business Metrics; Doctors;Patient History; Case History; multi-modality;whole-health approach. Third-party insurers;nursing access; multimedia electronic records;DICOM file imports

http://clextra.com


Strategic TELECOMM Subscriber information black-book; Campaignsand Plans; Demographics; Psychographics andGeographic information. Automation-interface toEquipment. Out-sourced Modules-ComponentsManagement. Digital paperless eCash Vouchersfor pre-paid mobile services.


Strategic EDUCATION andCONTENT

Teacher-Mentor and Student database; SyllabusManagement; Hourly usage Billing Management. 24x7 Remote access. Learning and/or TrainingStyles. Excellent for Distance LearningInstitutions. Teacher feedback on StudenProgress. Mentor access.


Strategic VerificationServices

Verification services for pre-paid Telecomm,Homeland Security, Financial risk investments orother consumer documenation plus verificationarchive, audit and retrieval for multi-locationalmutlit-utitlity agency access.


Strategic Card databaseServices

Post smartcard or other ID card supplyafter-market services, subscription management,authentication and verification, payment history,personal information system etc.


Strategic ERM Enterprise Risk Management measures andmetrics across all tangible and intangible assetsand aspects of the business.


Strategic EDGE Edge : Secondary Market; CompetitiveInformation; Industry comparison; Globaltariffs; ratios and metrics across HR; Finance;Logistics; Materials; Sales; Purchase; Customers;Vendors etc.


Strategic VALUE Valuation : non-Listed companies desirous ofincreasing their Valuation. Financial andManagement Accounting; Team Development;Patents; IPR; investor relationships;transparency; etc.


Strategic CRM Identifying, Knowing, Maintaining a contact andreturn on investment profile of every small orlarge account linked to Product LifecycleReturns.


Strategic SCM Modules to -Plan-Source-Make-Delivery-Returnwith options for Strategic Tactical andOperational Business Processes.


Strategic PLM Product Lifecycle Management. CombinesPlanning; Stock; Installed Base and Cashdeployed assigning them to individualresponsibility.


Strategic EAI Enterpris Applications Integration assumes amature organisation with a range of solutionsalready in place. However the need is to proectinvestments and integrate existings applications.clextra is an ideal tool to achieve this.


Strategic ERP Catch-all word for Large Software Solutions …everyone has an ERP few deliver. clextra is anERP that delivers.


Strategic BI Business Intelligence is akin to HumanIntellgience or Military Intelligence. Constantlygathering, sifting and storing information for theONE time you will need it. AlternatelyDashboards, Cuhing, Analytics, Grills and Bandsare features offered by clextra to study existingdata after IMPORT or EXPORT of availableinformation.

http://clextra.com


Strategic KM The essence of knowledge is in applying it. clextrais a true to its promise Knowledge ManagementSolution applicabel to any Enterprise whatever itssize.


Strategic Display SignageSolution

Comprehensive Solution. Server Side, Client Side,Systems, Methods, Hardware, Software,Operations, Wired, wireless, scalable, outdoor,indoor, home, office, internal or externalcustomers etc.


Strategic Rail TicketingSolutions

Indian Railways, Metro, Automatic FareCollection, Integrated with Kiosks, Point of SaleSystems, legacy PCs or Thin-Clients etc.


Strategic Road TransportTicketing Solutions

Primarily back-end integration of any and allexisting applications with as-needed deploymentwhere gaps in solutions exist.


Strategic Kiosks-ATM,cash,POS Integration

Networked integration of digital, IP wired orwireless self-aware devices central re-concilliationvirtual to physical inventory synchronisation,dervice alerts, routine reporting, multple userbases etc.


Strategic Kiosks-ATM,cash,POS Uptime Services

Networked integration of digital, IP wired orwireless self-aware devices central re-concilliationvirtual to physical inventory synchronisation,dervice alerts, routine reporting, multple userbases etc.


Strategic PRAY model forPeople Risk

People Risk Assessment and Yeild. Systems ofmetrics to manage any and all persons that anyfirm interacts with in a Business, Social orCommunity Environment.

633 Content andVerticalsref : ZB01

Tactical Content Operations Establish role based syllabus. Customise this forindividuals. Set learning goals. Establish atraining calendar. Setup subject wise mentoring.Handle this with distance learning. 24x7x365training exists today.


Tactical Boutique Services Whether integrated or external; one-off oron-going; on-site or off-shore involving; anyindustry for all functions; 10 or 500 employeesBoutique; niche and speciality servicesorganisations can bring un-believable cost-savingsfor their customers thereby increasing theirprofits.


Tactical HRIS to HCM Human Capital Management. People work forPeople. Without people anything else in Businessin incomprehensible. The clextra approach toHuman Resources and People.


Tactical Finance Everything in money terms. Activity; idea; action;time; people; materials; brand; product; teams;seats; cash … The clextra approach to Financeusing Metrics; Ratios and Costs.


Tactical Manufacturing Overall Equipment Effectiveness. Periodicassessment Production Targets and ActualProcess Improvement. Quality Metrics. Wastagecontrols. Product-Lifecycle Management TacticalDecision Making.


Tactical WarehouseManagement

End to end multi-location Warehouse andInventory Management full-scope Informationand Technology Solution options and Services.

http://clextra.com


Tactical Logistics People and things are in different places atdifferent times - they keep moving or have to beknown; moved; tracked; costed and Expensesmanaged. The clextra approach to Logistics.


Tactical Trade orancillary-manufacturing

Periodic assessment Production Targets andActual Process Improvement. Quality Metrics.Wastage controls. Product-Lifecycle ManagementTactical Decision Making. Supplier Ratings; RiskMetrics.


Tactical eCash Complete electronic solution for electronic cashmanagement such as pre-paid Vouchers forTeleComm Mobile Services. Payment for Videoon Demand, Reports downloads, Picture Storageetc.


Tactical Verification System and Administration including Riskmetrics on Distributors, Retailers andSubscribers, Customers. Full-system ofchecklists. Soft-copy storage of documents,photss, mutlimedia components, accountability,out-sourced management.


Tactical Marketing andBrands

Portfolio Maps. BCG Matrix. Perception Maps. Lead competitor metrics Tracking.Product-Lifecycle Management


Tactical Sales Target Setting. Incentives Planning. Points andCash options.


Tactical Communications Full-system of batch and real-timecommunications. Messaging; chat; email,attachments; archive; targetted direct email etc.


Tactical Service Garage Complete Solution for a Vehicle Services Garage.Intake and Release of Vehicles. Inventory. Tookstracking. Capx. And OpEx usage. WorkAssignment and Flow. Billing. Collections.Vehicle History.


Tactical EY BehaviouralMatrix

In partnership and if an Ernst and Young, CapGemini customer 26 point BehvarioualAssessment for employees across the organisation.Self-Service and/or Moderated.


Tactical Gallup Q12 In partnership and if a Gallup customer, 12-pointEmployee Satisfaction survey across theorganisation. Self-Service and/or Moderated.


Tactical CHRS CompetencyMapping

CHRS method of Competency Total Solution.Usually with a field Workshop and alwaysModerated in Self-Service Mode. Upto 2Superiors Rating. High integrity of data andrelated Employee Competencies and Skills.


Tactical APARTMENTCOMPLEXSOLUTION

Front-end, Middleware and Back-end forend-to-end Convergence. Digital TV, digitalAudio, Live and Stored, Telephony, Intercom,Home security and surveiilance, Metering,eCommerce, Subscription Management, TenantInformation System, Tenant Profiling, GarageManagement etc.


Tactical COMMERCIALCOMPLEXSOLUTION

Front-end, Middleware and Back-end forend-to-end Convergence. for Digital SurveillanceCameras, TV, Telephony, Utility Metering,Budgeting, Facilities Management, TenantInformation System, Tenant Profiling, VehicleAccess and Information System etc.


Tactical PerformanceAppraisal for PSEs

Complete Solution for Mandatory PerformanceAppraisal for Middle Management in IndiaPublic Sector Enterprises.

http://clextra.com

653 Content andVerticalsref : ZC01

Operations ContentManagement

Actual content. Standard repository comes with afull license purchase of clextra. Your repositoriescan be placed as either for Fresher OR Refresher.


Operations CompetitionTracking

Track competitor sales; secondary sales;after-market information; access to field-salesand third-party agency out-sourceddata-gathering. Gather text intelligence ontroughs and spikes.


Operations PerformanceAppraisal for PSEs

Mandatory Performance Appraisal for TopManagement in India Public Sector Enterprises.


Operations Post-DatedCheques. ISO-PORRI

Personal Loan Portfolio Management. Cars;Houses Mortgages; Personal Loans; scancheques; aged; plan cash-flows etc.Internet-Secure-and-Outsourced Portfolio ofRegular Receivables Information.


Operations Digital ContentDelivery

Inventory and catalogue of soft-copy onlineencrypted files. User or co-ordinator selected,payment options inclue pre or post-paid - otheroptions subject to payment gateway availability -subscription and subscriber information systemwith access controls and automation optionsincluding RFID and mifare.


Operations RSS FeedManagement

RSS Online Feed of user-definable Groups andlinks. Extracted and formatted to be relevant.Option to mix and push into Display SignageApplications.


Operations Voicemail Solution Integrate with VOIP or web-based comprehensiveIP based Voice Mail. To one or more Admin.,Staff or Customer and/or Supplier one-pointvoice communications.


Operations Videomail Solution Audio-Vidoe mail communications to one or moreAdmin. Staff, Customers or Suppliers. Useful fortraining, learning, saving on travel costs.Convergent multimedia broadband solution.


Operations i3s Solution Integrated Safety, Security and Surveillance.Bibliography, storage and retrieval of any and allroutine, events and alerts information across1000s of cameras, sensors of integratedbroadband digital covergent content.


Operations QSR Solution Quick Service Restaurants : Espcially for chainsusing Tablets connected to Central Servers.Payment Gateways; central Procurement; HR,Finance etc. Comprehsnesive Single-PointSolution.

Clextra functional listing

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Transcript of Clextra functional listing