Proceedit 20130505 opex bpm discovery journey - company presentation for members

OPEX>BPM Discovery Journey - Company Presentation for Members V 06 P 1

proceeditOPEX>BPM Discovery Journey - Presentation

for Members


Change of Paradigm > From Function to Process

Extended organizationPyramidal Organization

Third

Party

Third

Party

Third

Party

External ApplicationsExternal Applications

Employees

Function

Focus on Transaction Log Focus on Support Procedures

Internal applications

Process

Structured Communication

Unstructured Communication

Supervisors

Outsourced

Users

External Users

Third Party

Internal Users

Usuarios

Invitados

Internal applications


Phases and Supports to Change Management

Pyramidal

Organization

Extended

OrganizationChange Management

Opportunity Challenge

ImplementationDesign OperationPhase >Continuous Improvement

1 2 3 4

BPM*OPEX* µBPO*

AutomateOptimize Outsource

BPMS*BPA* µOutsourcing

BPM Process*OPEX* Workshop Outsourced Task

Methodology >

Action >

Technology >

Vector >

BAM*

Monitor

Scorecard*

KPIs*

BPM* ConsultantOPEX* ConsultantOutsourced

OperatorAgent > Supervisor

* See the meaning of terms in the proceedit Document “Glossary of Terms”.


4 Steps for Successful BPM Processes Deploying

Elements

Supervision

Operations

Technological

Consultancy

Business

ConsultancyOPEX*

BPMS*

Working

Procedures

BPM* Process

Classes

BPO*BPM* Process

Instances

BAM*KPIs* of BPM*

Instances

Actors

Systems

Personal Tasks

Automated Tasks

Connectors

Documents

Optimize

Monitor

Develop

OperarActions

Transactions

KPIs*Optimize

1

2

3

4

1

Data & MetaData



Typical IT Scenario before OPEX>BPM-SOA

Discs in PCs*CRM*eMailServer

ERP* File Server

• Manual Actions• When the User Wants• As the User Wants• In the Office• It Depends on People

User Controls

Informal Procedures

• Informal• No Standardized• Manuals• Without Alerts• No Monitorable• Without KPIs*• Not Traceable

Office SuitesWord, Excel, PowerPoint, ...

DesignProject,

Presto, ATC*

Partial Record

Partial Record

* See the meaning of terms in the proceedit Document: “Glossary of Terms”.


Typical IT Scenario after OPEX>BPM-SOA

Formal BPM Processes*

CRM* ERP*eMail Server Discs in PCs*

• Formalized• Normalized• Automated• With Alerts• Supervised by Exception

• Provide KPIs*• Traceable

System Controls

BPMS* Platform

ECM*/DMS*/ESB*/LDAP*

Automated Task

Automated Task

Automated Task

DropBox, Google, …

Personal Task

Personal Task

Personal Task

• Semi-automated Personal Tasks• Made by whom, how and when System Prompted to do

• Where the user wants• Independent of People

Office SuitesWord, Excel, PowerPoint, ...

DesignProject,

Presto, ATC*

• Automated Tasks• Improve Efficiency• Big Savings


Files Server

BDD* ECM*/DMS*/

BPMS*


A Good Question

� Why we talk so much about BPM*?

1. Cash Flow*. Each BPM Process*

well analyzed, developed and

implemented generates enormous

potential costs savings and,

therefore, of Net Cash Flow for the

End Customer*.

2. Business. It is a huge potential

business for the ICT* Industry.* See the meaning of terms in the proceedit Document “Glossary of Terms”.


Return on the Deployment of BPM Processes

Return of BPM with the Traditional ICT* Business Model

Performance Criteria over 5 years proceedit¹ Forrester²

Total Cost of Ownership (TCO*) 100 % 100 %

Accumulated Operating Savings (AOS*) 164 % 199 %

Cumulative Net Cash Flow (CNCF*) 64 % 99 %

Net Present Value (NPV*) at 15 % discount 25 % 87 %

Internal Rate of Return (IRR*) for 5 years 53 % 127 %

Time of Return on Investment (ROI*) 40 months 26 months

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 - According to the TCO*and

profitability analysis conducted by proceedit for the deployment of 100 Processes in 5 years, in an organization

of 8.000 employees, whose results are detailed in the Document: "TCO and Profitability Analysis - BPM

Implementation Project" that is freely available on petition. 2 - According to the TCO* and profitability analysis

by Forrester as detailed in the Document: "The ROI Of BPM Suites" with results homogenized by proceedit.


Map of Current BPM Processes Deployment

Question: “Your organization, ¿has already implemented BPM* processes?”

• Media: LinkedIn Poll (see results at http://linkd.in/qYClFC )

• Invited to participate: 12.000+ professional contacts around the World.

• Number of answers received: 190

• Percentage of answers: 1,6 %

?

No

< 5

5 a 10

> 10

We have already

implemented more than

10 Processes: 16 %

We have already

implemented between 5 y

10 processes: 11 %

We are just beginning

(implemented less than 5

processes): 26 %

No at all: 33 %

We are studying it: 14 %



Foreseen Future for BPM Processes Deployment

Question: “How many BPM processes your organization plans to deploy for

its internal use within the next 5 years? "


• Invited to participate: 12.000+ professional contacts around the World.



1 - 5

0

5 - 10

10 - 20> 20

More than 20 per year:9 %

None: 29 %

From 1 to 5 per year:41 %

From 10 to 20 per year:8 %

From 5 to 10 per year: 13 %



Survey of Barriers for BPM Processes Deployment


Question: "In your opinion, what are the most important barriers that

impede a faster deployment of BPM Processes*? "


• Invited to participate : 12.000+ professional contacts around the World.



$

Cost of the Platform BPMS* Platform: 2 %

¿Which BPMS* Platform Choose?: 5 %

Usability and User Acceptance: 39 %

Are the promised savings real?: 44 %

Cost of the BPM* Processes: 10 %


Barriers & Brakes for Massive BPM Deployment

1. Disbelief in Savings.

2. Resistance to Change.

3. Enormous Investment.

4. High Effort.

5. Doubts about BPMS* Platform.

6. Lack of Expertise.

7. Result: Blocked by the fear of risk.



BPM & BPMS Company Investment - Traditional

50 K 1.000 K50 K

Potential BPM* InvestmentBPMS* Investment

20Named Users

1BPM Process*

20 BPM Processes*

200BPM Processes*

BPM* Deployment

1.000 K

1.000Named Users

* See the meaning of terms in the proceedit Document “Glossary of

Terms”.

Effort on Development

of BPM*Processes = 10.000 K!

BPMS* Deployment


Traditional Business Model in ICT Industry

� Enormous Uncertainty.

� Big Dependence.

� High Risk.

� High Cost.

� Fixed Investment Required.

� No Returns.


Challenge for Succes on Masive BPM Deployment

� Reduce existing barriers and brakes

with the traditional ICT* Business

Model to allow a massive, affordable

and sustainable deployment of BPM*

Processes in the End Customers*

organizations, at the deployment rate

they desire, and with the knowledge,

financial and technology resources we

have available.* See the meaning of terms in the proceedit Document “Glossary of Terms”.


proceedit in 3 Phrases: Who, What and How

Multinational

Technology

Cluster*

1

�� Capacity &

Support

Integrated

Products & Services

OPEX>BPM>µBPO*

2

��

Barrier-free

Innovative

Business Model

3

��

Risk-free

No Investment

Low-cost

With Returns

¡“0” Barriers!

All-in-one, simple



proceedit, the Answer to the Big Challenge

� proceedit, an innovative enterprise which takes

the form of a Multinational Technology Cluster

providing integrated OPEX>BPM-SOA>µBPO*

services which Optimize, Automate and

µOutsource the working procedures of any

organization by co-developing, standardizing and

co-distributing the largest worldwide catalog of

reusable "prêt-à-porter” BPM Processes*, along

with associated products and services, using an

unbeatable Business Model that eliminates all

barriers and brakes for our Members* and their

End Customers*.* See the meaning of terms in the proceedit Document “Glossary of Terms”.


Company Values

Collaboration

• Cluster

• Co-Development

• Co-Distribution

• Standardization*

• Reusability*

• On-demand*

• Risk-free*

• Low-cost*

• Pay-back*

* Ver el significado de los términos en el Documento de proceedit: “Glosario de Términos”.

1

Win-WinSustainability

2

3


Product & Marketing Strategy

Reutilization

Standardization

Co-Distribution

Co-DevelopmentProduct

Marketing

End Customer*

• Prêt-à-porter*

• Vendor’ Independence*

• Risk-free*

• Low-cost*

• On-demand*

• Pay-back*

• Paid-by-savings*



Cluster Organizational Strategy

Partners*

proceedit

End Customers*

Partners*Co-Development

Co-Distribution

• Software Vendors

• Developers

• Implanters

• Distributors

* See the meaning of terms

in the proceedit Document:

“Glossary of Terms”.


Cluster for Co-Development and Co-Distribution

proceeditOPEX* WorkShops

BPM* Factory

End

Customers*

Members*

End

Customers*

Members* +30 Members

Co-Development

Co-Distribution

1

2

BPM* Catalogue

µBPO* Operators

+500 Processes

+40 WorkShops



Our Capabilities

� Solvency: a company of 2+ M € of share capital which supports our

activities.

� Power: 30+ Members targeted or related with OPEX>BPM-SOA>µBPO*,

collaborating on our Multinational Technology Cluster with a workforce of

200+ specialists.

� Knowledge: 200+ OPEX WorkShops* performed by our Members and 500+

BPM* Processes, SOA* Connectors and OPEX-BPM-SOA-µBPO* Business

Automation reusable “prêt-à-porter” Solutions available in our Catalogue.

� Experience: +500.000 cumulated man-hours in Optimization, Automation

and Outsourcing of working procedures and in the analysis, development and

implementation of Processes, Connectors and Solutions.

� Capacity: our OPEX* consultants and our BPM* Process Factory are capable

to formalize, standardize, optimize, develop, customize and deploy any BPM*

Process on any open BPMS* Platform specified by the End Customer* and

our µBPO* operators are available to perform any assigned external o

outsourceable BPM* Personal Task.



3 Steps & Tools to Achieve a Sustained Excellence

Automation

Optimization

µOutsourcing

Sustained Excellence* See the meaning of terms

in the proceedit Document:

“Glossary of Terms”.

OPEX*

BPM*

µBPO*

1

2

3


The 3 Domains – Actors and Resources

Business

Knowledge

Proximity to

Customers

Process Tasks

µOutsourcing

Technological

Consultancy

Business

Consultancy

Know-How

Miembros

Consultores OPEXMiembros

Consultores OPEX

Resources

OPEX* Consultants

Members

OPEX*

WorkShop

µBPO*

Services

End

Customers*

BPM* Consultants

Members

BPM*

Process factory

Members

Distributors

Miembros

Consultores OPEXMiembros

Consultores OPEXSales

Network

µBPO* Operators

Members

Optimization >> Automation >> µOutsourcing

OPEX* BPM-SOA* µBPO*


1 2 3


µOutsourced BPM Process

µBPO* Operators

Client Users

I DG

F

Forwarding to external

operation when queued

tasks exceeds a given limit

Deviation Gate for implementing business

rules for forwarding to external operation

Internal

Personal Task 1

Outsourceable

Personal Task 2TE

Outsourced

Personal Task 2

External

Personal Task 3

Automated

Task 4

Uncritical Task, of average complexity and

value added, which can be done internally

or being outsourced, depending on the

degree of demand or less or greater

availability of internal resources to do it

Time event (Timer) for

deviation to external operation

when the limit time for doing

the Task is exceeded

Task with little added value,

low complexity and

criticality, always to be

outsourced

Critical task

always performed

internally


External OperationsInternal Operations


Distribution of Responsibilities

µBPO*

Services

Tests &

Training

Maintenance

& Support

Configuration

& Development

Analysis &

Optimization

Customer

Capture

Supports

Perform

sCol.laborate

proceedit proceedit

BPM*

Partner

OPEX*

Partner

Customer Customer

proceedit

proceedit

proceedit

BPM*

Partner

Customer

Proceedit

(tier 2)

BPM*

Partner

(Tier 1)

Customerproceedit


proceedit

µBPO*

Partner

Customer


Integrated Technological Architecture Layers

Users (Administrators, Internals, Remotes, Externalized, External, Invited, …)

PhabletsTabletsSmartPhonesScanersSelling Terminals

PrintersPCsServers

Virtualized LAN* (eVPN*) >>> Access & Security

ESB*

LDAP*

SNS*Intranet*Extranet*Web*OCR*

SaaS* Services

User Work Environment UWE* (FrontOffice)

Procesos BPM* Processes

BPMS* Platforms

RAD*/DBM* Framework & Maintenance (BackOffice)

ECM*DMS*SCM*ERP*CRM*

PaaS* Services

IaaS* Services

Cloud Computing* Services



Traditional Business Model in ICT Industry

� Enormous Uncertainty.

� Big Dependence.

� High Risk.

� High Cost.

� Fixed Investment Required.

� No Returns.


A Virtuous Circle

Provide all

Business

Solutions

On any SOA*

open BPMS*

technology

Without any

risk or

obligation

At an affordable

indefinite user

license price

Consuming

only the

required

And with

royalties $! for

Customer

Pay-back*

10 % royalty

1

2

3

4

5

6

Vendors’

independence*

Prêt-à-porter*

Quick to deploy

solutions

Risk-free*

try & buy* o

try & lease*

Low-cost*

Only 1,5 US$/hour

/concurrent use

On-demand*

pay only what &

when you need

Paid-by-Savings



OPEX WorkShop Consultancy – Pricing Models

Participative Model

(based on savings)

Remuneration Model (based on effort)

Unitary

Fee¹Effort in

Hours

Participation

= 25 %Savings by

Optimization

Cost

Buying of

Service

Leasing

3 % / Month

ó

Monthly

Fee

Savings = Σ (KPIt* – KPI0*)

x KPI* Unitary Cost

No. Monthly

Payments

Cumulated

Total Fee

Maximum

Cumulated

Total Fee =

Cost x 2,0

Models only applicable only when the process, once

optimized, is automated and served in Cloud Computing*

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 - See applicable rates in the proceedit Document: "Rates, Fees and Modalities of Service".

1

2


BPM Processes Unlimited Use License

Calculation of the Unlimited Use License*

Development

Effort*

(Hours)

Purchase Price

for Unlimited Use

License (UUL*)

Number of

Concurrent Uses

(CU*)

Unit Amount

1 SDR2

/Hour*/CU*

* See the meaning of terms in the proceedit Document: “Glossary of Terms”. 1 – Typical values. 2 – SDR* is a

currency basket of the IMF*. 1 SDR*= 1,20 € = 1,50 US$ approximately, at the present exchange rate. To

update the exchange rate go to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx

600¹

Hours*

5¹ Concurrent

Uses*

1,2 €/SDR2

1,5 US$/SDR2

3.600 €¹

4.500 US$¹

One Payment


Services Structure and Monthly Fees

Cloud Computing

Service in High

Availability*

Cloud Computing*

SaaS* Service

Renting of UUL*


Unlimited Use

License

(ULL*)

Sustainability

Service*

IaaS* Service PaaS* Service

High

Availability*

Service

5 %/Mes/LUI*

9 %/Month/UUL*

2,5 %/Month/UUL*

5 %/Month/UUL*

3 %/Month/UUL*

12 %/Month/UUL*

2,5 %/Month/UUL*

• Redundancy in 3 Data Centers

located in 3 continents

• Disaster Recovery

• Load Balance

• Maintenance of Software Vendor

• Advanced Maintenance

• Sustainable Maintenance


Costing Example of a BPM Process

Example of Calculation of a BPM Process* Deployment Cost

Item Amount Unit

Hours of Effort for the Development of the BPM Process* 600 Hour

Cost per Unit of Effort Time* and Concurrent Use* 1,00 SDR¹/Hour/CU*

Indefinite Unitary Use License per Concurrent Use* 600 SDRs¹/CU*

Maximum Number of Concurrent Uses* 5² Concurrent Use

Unlimited Use License (one single payment) 3.000 SDRs¹

Sustainability* Service Fee (30 %³ / Year) - optional 900 SDRs¹/Year

Application SaaS* Service Fee (5 %³ / Month) 150 SDRs¹/Month

Systems IaaS & PaaS* Service Fee (5 %³ / Month) 150 SDRs¹/Month

Cloud Computing* Service Fee (9 %³,⁴ / Month) 270 SDRs¹/Month


1 – SDR* is a basket of currencies of the IMF*. 1 SDR* = 1,20 € = 1,50 US$ at the present rate of exchange. To update the exchange rate go

to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx 2 - Equivalent to between 50 and 100 (fifty and one hundred) Named Users. 3 -

Percentage to be applied to the value of the Unlimited Use License*. 4 - Includes only the fee for the BPM* Process, Connector o Solution, not

the ones for the BPMS* Platform and other applications, systems and/or services required for the operation of the proceedit Applications.


Typical Cloud Costs for BPM-SOA Solutions

Cloud* Service Fee

by Concurrent Use* 200 - 600

Cloud* Service Fee

by Process Instance 0,20 – 0,60

Cloud* Service Fee

by Performed Task

Cloud* Service Fee

by Tangible Savings

0,02 – 0,04

5 - 25

Cloud* Service Fee

by Treated Document 0,15 – 0,45


2 – SDR* is a currency basket of the IMF*. 1 SDR* = 1,20 € = 1,50 US$ approximately, at the present exchange

rate. To update the exchange rate go to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx

SDRs¹/Instance

SDRs¹/Month

SDRs¹/Document

SDRs¹/Task

% on Savings


Tariffing Concepts for µBPO Services

Availability

Monthly fee for

until n Tasks / hour

+ Realization

Unit cost per Task

in SDRs¹ / Task

2

- Volume

Up to 10 %²

Of Monthly Rappel

3

Ensures timely response capacity

Variable Cost

for resources

consumed

Discount to offset

the increased

consumption

1

�

�

�

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 – SDR* is a currency basket of the

IMF*. 1 SDR* = 1,20 € = 1,50 US$ approximately, at the present exchange rate. To update the exchange rate go

to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx 2 – A discount on the amount of the monthly utility bill

applies by 1 % (one per cent) for every complete 1,000 (one thousand) SDRs* gross sales, before tax, with a

maximum discount of 10 % (ten per cent).


Unified OPEX> BPM> µBPO Monthly Fee

OPEX*1Item Fee

Leasing OPEX* Service SDRs¹/Month

BPM* Cloud Computing Service Fee SDRs¹/Month

Availability Fee for µBPO* Tasks SDRs¹/Task/Month

Realization Fee for µBPO* Tasks SDRs¹/Task

Total Gross Fee (before taxes) SDRs¹/Month

- Monthly Rappel - %/Month

Total Net Fee (before taxes) SDRs¹/Month

BPM*2

µBPO*3Unified Monthly Fee

* See the meaning of terms in the proceedit Document “Glossary of Terms”. – SDR* is a currency basket of the IMF*. 1

SDR* = 1,20 € = 1,50 US$ approximately, at the present exchange rate. To update the exchange rate go to:

http://www.imf.org/external/np/fin/data/rms_sdrv.aspx 2 – Applies a discount on the amount of the monthly utility bill by 1

% (one per cent) for every complete 1,000 (one thousand) SDRs* gross sales, before tax, with a maximum discount of

10 % (ten per cent) for Consultancy, OPEX* and µBPO Services, and 50 % (fifty per cent) for BPM* Services.


1.000 K 50 K 1.000 K50 K

Investment on BPM*Investment on BPMS*1.000Nominal Users*

20Nominal Users*

20BPM*Processes

200BPM*Processes

BPMS* Deployment BPM* Deployment * See the meaning of terms in the

proceedit Document “Glossary of Terms”.

90 % Savings on

BPM* Process Development

= 9.000 K!

90 % Savings on BPM Process Development


= Cost >>> x 10 Result

BPMS* Licenses

BPM* Services

1 BPM Process Deployed

BPMS* Licenses

BPM*Products

10 times more BPM Processes deployed for

the same cost !!!

Traditional approach

proceeditapproach

50 K$

50 K$

50 K$10 ! BPM Processes Deployed

proceedit Model

50 K$


Personnel Savings and Marginal ROI BPM Process

Calculation of Savings in Personnel for BPM* Deployment - proceedit Model

ItemAverage

Numbre0Unitary

Saving0

Total

SavingUnit

Average Personal Tasks by Processº 10,3 1 Minutes 10,3 Min/Instance¹

Average Automated Tasks by Processº 11,2 3 Minutes 33,6 Min/Instance¹

Average Connectors by Processº 10,2 5 Minutess 51,0 Min/Instance¹

Average Documents by Processº 1,3 3 Minutes 3,9 Min/Instance¹

Average Fields by Processº 111 0,1 Minutes 11,1 Min/Instance¹

Total Savings in Personnel by Process Instance > 1,82 Hours/Inst. ¹

Average Unitary Direct Cost per Hour of Personnel > 17 SDRs²/Hour

Total Savings in Personnel by Process Instance > 31 SDRs²/Inst. ¹

Process Rotation = Instances per Month > 100 Instance¹/Month

Average Cost of Unlimited Use License of a Process > 3.000 SDRs²

Average Savings per Month for a BPM Process* Deployed > 3.100 SDRs²/Month

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 0 – Average

data obtained for BPM* Process deployed by proceedit and its Partners. 1 – “Instance” applies for each execution of a BPM* Process. 2 -

SDR* is a currency basket of the IMF*. 1 SDR* = 1,20 € = 1,50 US$ at the present exchange rate. To update the exchange rate go to:

http://www.imf.org/external/np/fin/data/rms_sdrv.aspx. 3 Marginal ROI* time for each additional BPM* Process deployed, without

additional costs for BPMS* Platform and other applications licenses, services and systems required for the operation of the BPM* Process.

ROI³ =

1 Month


Projects with +250 % IRR

Comparison between Models for BPM Processes* Deployment

Performance Criteria over 5 yearsTraditional¹

Modelproceedit¹ Model

Total Cost of Ownership (TCO*) 100 % 100 %

Accumulated Operating Savings (AOS*) 164 % 345 %

Cumulative Net Cash Flow (CNCF*) 64 % 245 %

Net Present Value (NPV*) al 15 % discount 25 % 123 %

Internal Rate of Return (IRR*) for 5 years 53 % 266 %

Time of Return on Investment (ROI*) 40 months 16 months

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 - According to the TCO*

and profitability analysis conducted by proceedit for the deployment of 100 Processes in 5 years, in an

organization of 8,000 employees whose results are detailed in the Document: "TCO and Profitability

Analysis - BPM Implementation Project" which is freely available on petition.

< Time Index


OPEX>BPM Tangible Savings Essentials

BPM

Process1Manual

Process

Tangible

Savings2

x Task

Time x Task >

(minutes)

Cost2 x Task >

(SDRs2)

Tasks x Hour >

x Person

0,91

0,26

66

3,00

0,75

20

2,09

< Cost Index

< Productivity

Index

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 – Combination of Personal (semiautomated) + Automated Tasks.

2 - Costs and Savings expressed in SDRs*. 1 SDR* = 1,20 € = 1,50 US$ aprox.

0,49

46

BPM/

Manual

Indexes

0,30

0,35

3,3


Market Opinion about the proceedit Model

try&buy* o try&lease* model,risk-free, without compromise

prêt-à-porter* low-cost reusable processes

Without investment, self-financed by royalties

29 %1

39 %1

14 %1

BPMS* vendors’ independency 11 %1

1

2

4

3

No one, I don’t like your business model5 7 %1


• 1 – According to the results of a survey conducted via Linkedin over 12,000 professionals, having

obtained 106 responses. Permitted a single response from 5 options.


Improvements and Savings Step by Step

OutsourcingOptimization AutomationNormalizationVisualization

Reduction of Costs

of Tasks

Reduction of Cycle

Time of Processes

Reducing Dead Times

between Tasks

Reduction of

Tasks Efforts

Reducing the Number

of Tasks

Simplification of Tasks

Description of Tasks ��

��

��

��

��

��

��

��

��

��

OPEX*

BPM*

µBPO*

��

33 %¹

27 %¹

10 %¹Total Savings = 70 %

OPEX* BPM* µBPO*

* See the meaning of terms in the proceedit Document “Glossary of Terms”. 1 - Details of savings obtained from different own and third-party sources and experiences.


Tangible Savings Pays 4+ times the Total Cost

Paid by Savings!Monthly Cost for the

full Cloud Computing* Service of ours Business

Automation Solutions

< 25 %

Guaranteed. We

provide the full

Cloud Computing*

Service of our

Business

Automation

Solutions at a cost

lower than 25 %

of tangible savings

obtained by our

End Customers*

Tangible Operating Monthly Savings derived from the deployment of our

Business Automation Solutions



3 Main Reasons to Rely on proceedit

1. Wide Experience in 500+ OPEX-

BPM-SOA-µBPO* Projects.

2. Capacity and Reliability given by the

Cluster.

3. Our unbeatable Business Model > Try

us, you risk nothing!



Member Types

� proceedit Cluster* is formed by three Types* of Members*

(see the following slide: “Member Types Diagram”):

� Distributors*. Organizations that, without being proceedit

shareholders or unitholders, resell proceedit own o third party

products and services to End Customers*. They receive a rappel

discount of an amount depending on the sales volume level they have

achieved.

� Associates*. Individuals or organizations without being shareholders

or unitholders of proceedit, pay a periodic fee as cluster

membership and in exchange receive a discount or commission of an

amount determined according to the Category* of Associate* to

which they belong.

� Shareholders*. Individuals or organizations who are unitholders or

shareholders of the Cluster* and in exchange receive a discount or

commission of an amount determined according to the Category* of

membership they belong.

* See the meaning of terms in the proceedit document “Glossary of Terms”.

- Member Involvement +


Member Involvement

InvestmentPeriodic

Fees

Business

Volume


Distributor* Associated* Shareholder*

Returns

Contributions

Member

Type*


Member Types Diagram


Distributor* Associate* Shareholder*

RappelDiscount or

Commission

Discount or

Commission

FeeBusiness

VolumeCapital

1 2 3

Categories

1. Basic*

2. Advanced*

3. Preferred*


Summary of Terms and Rights

Member Category*Summary of Terms & Rights1Member Type* Basic* Advanced* Preferred*

Distributor*

Business Volume*

Business Volume*

Business Volume*

< Contribution

No Yes Yes < Resell

Commission Rappel Rappel < Return

Associated*

Association Fee*

Association Fee*

Association Fee*

< Contribution

No Yes Yes < Resell

Commission Discount Discount < Return

Shareholder*

Investment in Capital*



< Contribution

No Yes Yes < Resell

Commission Discount Discount < Return

* See the meaning of terms in the proceedit document “Glossary of Terms”. 1 – See more details of the terms and rights

applicable to proceedit Cluster Members* in the “Annex 1 – Details of Applicable Terms and Rights" to this document.

Associates*

Shareholders*

Distributors*

Investment

in Capital*

Kind


Contributions Types by Member Type


Business

Volume*

Association

Fees*

• Net revenue received by proceedit from

the Member* and/or End Customers* of

the Member*, less commissions accrued

by the Member* from proceedit

Cash

Kind

Cash

• Goodwill

• Exchange of Shares / Units

• Know-how

• Consultancy & Technological Services

• BPM* Processes, SOA* Connectors* &

Automated OPEX>BPM>SOA*

Business Solutions

• Software Licenses

• Computer & Communication Equipment

1

2

3

≥ 25 %

≥ 25 %


Summary of Minimum Contributions

Summary Table of Minimum Contributions of Cluster Members*

Member

Type*

Contribution

TypeUnit

Member Category*

Basic* Advanced* Preferred*

Distributor*Business

Volume*

SDRs1

/Year12.000 60.000 300.000

Associated*Association

Fee*

SDRs1

/Month60 300 1.500

Shareholder*Investment in

Capital*SDRs1 2.000 10.000 50.000

* See the meaning of terms in the proceedit document “Glossary of Terms”. 1 - SDR* is a currency basket of the IMF*. 1 SDR* = 1,20

€ = 1,50 US$ at the present exchange rate. To update the exchange rate go to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx.

Effort

Hours*

per

Object*


Valuation of Contributed Solutions

* See the meaning of terms in the proceedit document: “Glossary of Terms”.

1 - SDR* is a currency basket of the IMF*. 1 SDR* = 1,20 € = 1,50 US$ at the present exchange rate. To

update the exchange rate go to: http://www.imf.org/external/np/fin/data/rms_sdrv.aspx.

No. of

Objects*

Effort

Hours*

per

Solution

Unitary

Amount

SDRs1

/ Hour

Solution

Value

SDRs1

Normalized

Values by

proceedit


What our Cluster is Providing to its Members?

Business Model

Advantages

Inclusion in

Solutions

Catalog

Availability of

proceedit BPM

Factory*

Availability of

other Members*

Solutions

Pass of

Referrals

1

2

34

5



Returns to Members

1. Unbeatable Business Model, without barriers nor brakes.

2. Availability of proceedit Products and Services.

3. Availability of solutions of other Cluster Members*.

4. Rappels, discounts or commissions.

5. Bonds of hours of the BPM Factory* for development and

customization of solutions to their End Customers*.

6. Inclusion of proprietary solutions in proceedit Catalog*,

available for other Cluster Members*.

7. Access to proceedit distribution network.

8. Royalties on licenses of the solutions provided to proceedit

Solutions Catalog*.

9. Pass of End Customers* referrals.

10. Dividends (only for Shareholder Type Members*).


BPM*

Third Party

Products

µBPO*

Tasks

Operation


BPM*

Cloud

Services

BPM*

Own

Products

OPEX*/BPM*

Consultancy

Services

Manufacturer

or Provider

Member*

proceedit

Distributing¹

Member*

Sales

Network

End

Customer*

70 %

10 %

10 %

10 %

100 %

2/9

1/9

10 - 20 %

10/20/

30 %¹

100 %

25 %2

25 %

20 %

10/20/

30 %¹

100 %

Sharing Revenues among Members and Salesman

* See the meaning of terms in the proceedit document:“Glossary of Terms”. 1 – Different percentages are applied

depending on the Category of the Member*: Basic*, Advanced* o Preferred*. 2 – Royalties, when applicable.

70 %

10 %

10 %

10 %

100 %

50 %

10 %

10 %

10/20/

30 %¹

100 %


Summary of Applicable Discounts & Commissions

Summary1 Table of Rappels, Discounts or Commissions for Cluster Members*

Products* & Services* Unit Basic* Advanced* Preferred*

• OPEX* & BPM* Consultancy

Services

• µBPO* Operation Services

% on ECSP² 10 % 10 % 10 %

• Licenses & Sustainability Services

• XaaS* Services for Own and Third

Party Products*

% on ECSP² 10 % 20 %3 30 %3

• Cloud Computing* Services

• High Availability* Services% on ECSP² 10 % 18 %4 26 %4

* See the meaning of terms in the proceedit document “Glossary of Terms”. 1 – See details of rappels, discounts or commissions

applicable to the operations with our Cluster Members* in the “Annex 1 – Detail of Applicable Terms and Rights" to this document.

2 – ECSP* = End Customer* Selling Price. 3 – This percentage is adjustable according to the Gross Margin* negotiated with the

manufacturer, distributor or supplier of the corresponding mix of products and services. The value shown is for a 50 % Gross

Margin*. 4 – The percentage to be applied depends on the combination of Products & Services conforming the Service. The

indicated amount corresponds to a mix of 20 % of CaaS* and µBPO* Services, and 80 % of others Products & Services.

Contributions• Business Volume

• Association Fees*

• Shareholder* Capital


Rights of Usage of the proceedit BPM Factory

Contributions

Stock in SDRs*

BPM Factory*

Hours Bonus

Stock

Usages

10.000

SDRs¹

1.000

Hours2

Development and

Customization Hours

for Member* End

Customers*

Balance of

Contributions less

Usages



Conversion Factor

10 SDRs => 1 Hour

Solution “X”

for Client 2

Solution “X”

for Client 1

Solution “X”

for Client 3


Rating of Royalties

Member 1

Effort*

proceedit

Effort

• Standardization

• Integration

• Customization

Proportion of

Effort Hours*

Royalty for

Member*

%

%%

Licensable

Effort

Hours*

1 SDR1/Hour

/Concurrent

Use*

25 %

Royalty

% Member

Effort*

Licensable

Effort Hours*

Member 2

Effort*




Value Chain

proceeditNew

Members

MiembrosClientes

FinalesProcesos Usuarios

Salesman

Royalties

Commissions

Payments

Discounts

Time

Savings $Payments

Members

RoyaltiesContributions +Customers

Fees

CommissionsProfits

Returns

Rappels


Advantages for proceedit Cluster Membership

“0” Barriers and Brakes + Knowledge

The proceedit Business Model removes all entry barriers and brakes

to the massive deployment of BPM* Processes in End Customers*

organizations. As a result our Members* can compete with

advantage against its competitors.

Cluster* membership gives access to the knowledge accumulated

and shared by all Technological Members* which brings significant

advantages our Members* in the business proposals they are

making to their End Customers*.

2

+ Resources

The Cluster* puts its own and its Technological Members*

resources to service of the projects that our Members* can

propose and undertake with theirs End Customers*.

+ Product Range

+ Market Potential + Recognition

Our Cluster* acts as Master Distributor not only of BPM* Process

developed by our BPM Factory*, but also for the technology

products and services that conform our Integrated Technological

Architecture Technology* .

Our Members*, while expanding their product range, expand the

volume of business with their customers and, through referrals

generated by our Cluster* increase their chances of contact with

new potential customers and increase the % of success with them.

+ Recursiveness

Ours CaaS*, SaaS*, IaaS*, PaaS* and Cloud Computing*

service modalities provide our Members* the ability to build a fee-

based growing and recursive business, without investing in the

enormous resources it requires.

+ Customer Loyalty

- RiesgoThe ability for our Members*,that through the use of Cluster*

resources, they can provide services across the entire

OPEX>BPM>mBPO* value chain is a great element for getting

End Customer* loyalty as they can treat with a single provider.

8

+ Sustainability

- RiesgoThe proceedit Business Model generates enormous barriers to

entry for competitors of our Members*, so that their accounts are

protected against harassment of Competition, making it very

sustainable business.

Risk-free

With the support of our Cluster*, our Members* can easily become

significant players in the BPM* market without taking any risk, nor

financial, nor from labor side, nor technological, and with the full

assurance of success in every project that they undertake.

1

3

5

7

9 10

End Customers* value Cluster* membership because the

technological solvency and ability to mobilize resources this means

for our Members*, which gives them a greater chance of being

selected.

6

4



Resources, Market and Returns

Market

Returns

Resources

End

Customers*

Technological

Members*

Dividends (only Cluster Shareholders*)

Royalties

Distribution Network

BPM* Process Catalog

Operative Savings

BPM* Process Factory

OPEX* Consultants Directory

Directory of Operative Resources

�

Clúster* Reputation

Promotion and Passes of referrals

Advance of the Operative Savings

Sustainable and Recursive Business

��

��

� ��

� �

Rappel, Discount or Commission

��



Exponential Scalability

Business Development

ModelNew

Initial

16 Business Development

Acceleration Vectors

Time

Volume

µBPO*

Services

BPM* Processes

Users

Licensed BPM*

Processes

OPEX*

Services

End

Customers*

Members*

Exponential

Growth



Achievable Goals > 2017

* Ver el significado de los términos en el documento proceedit “Glosario de Términos”.

1 – Cumulated values by the end of 2017.

Technological Members*,1

End Customers*,1

Licensed BPM*,1 Processes

Named Users*,1

Financial Investment

2017

2.500

7.500

500

75.000

23,0 MSDRs

1.200

SDRs

/Client

/Month

x 5,0

Net Turnover 36,1 MSDRs

x 3,0

6.000

SDRs

/Partner

/Month

x 1040 SDRs

/Named

User

/Month

EBITDA II* 5,1 MSDRs

Net Profit 2,0 MSDRs1 SDR =

1,2 € =

1,5 US$

100 %

14,1 %

5,5 %

63,7 %


Reasons to Become a proceedit Member

Global

Market

Huge

Potential

Business

Model

Aligned with

Trends

Integrated

Services

1

2

3

8.000.000+

organizations with

> 10 employees as

potential End

Customers*

•OPEX*>BPM*>

µBPO* Services

• Integrated Technology

Architecture

• Excellence

• Productivity

• Outsourcing

• Teleworking

• Collaboration

• Flexibility

• With no entrance barriers for our Members* and End

Customers*.

• Creates huge entrance barriers to our Competitors.

• Has strong scalability accelerators.

• Diffused risk (low turnover x End Customer*)

220+ Millions BPM*

Processes to be

deployed in the next

5 years

Forecast of 36+

Millions SDRs* of

Net Turnover at 5

years time (2017)

4

5

• Low-cost

• On-demand*

• SaaS* Services

• Cloud Computing*

• Mobility



Contact Us

We are available in the event you:

• Wanted more information about proceedit.

• Wanted to join our Cluster and provide your BPM* Processes and Solutions to our Catalogue.

• Wanted to implement BPM* Processes, SOA* Connectors and/or OPEX-BPM-SOA*

Business Automation Solutions in collaboration with our Multinational Technological Cluster*.

Contact:

Function:

Email:

Phone No. :

Skype:

Region:

Responsible:

Position:

Fix Phone No. :

Mobile Phone No. :

Skype:

Email:

Office Address:

North America NA

Mr. Alberto Corbí

Region Manager

+1 (305) 505 0613 Cel US

+34 655 570 560 Cel Spain

alberto.corbí

[email protected]

92 SW 3rd Street, suite 2512

Miami, FL, 33130, USA

Latin America LATAM

Mr. Gustavo Arcostanzo

Region Manager

+54 11 4792 6931

+54 911 5020 7539

gustavo.arcostanzo1

gustavo.arcostanzo@proceedi

t.com

Calle Sarmiento 349

Martínez, Argentina

EMEA & APAC

Mr. Josep Cos

CEO

+34 932 051 350

+34 670 547 956

jmcos.proceedit

[email protected]

Calle Caponata 13, At. 4ª

08034 Barcelona (Spain)

Josep Cos

CEO

[email protected]

+34 660 193 163

jmcos.proceedit


Gratitude

Thanks for

your attention!

Proceedit 20130505 opex bpm discovery journey - company presentation for members

Documents

Transcript of Proceedit 20130505 opex bpm discovery journey - company presentation for members