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ERP Feature: How much does a typical implementation cost?

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The use of ERP (Enterprise Resource Planning) is becoming increasingly common in a variety of businesses of all sizes. But what costs are involved in implementing this sort of software?

Whenever a company considers implementing an Enterprise Resource Planning (ERP) system, one of the first questions they typically ask is, “How much will this cost?”

This is a fair question. Implementing an enterprise-wide integrated accounting and business system is a significant investment, and although there are many variables to take into consideration along the way, it can help to have a general idea of what to expect.

The following guidelines apply to most small- to medium-sized companies looking to implement any ERP system.

 

Type of company and number of users – Not all companies have the same requirements of their ERP system.  Generally, a moderately-sized manufacturing company will require more complexity than a similarly sized professional services company. Since most ERP systems are priced according to the number of concurrent users and the level of access each of these users will require from the system, companies should expect to pay around $4,000 per concurrent user for a manufacturing or complex distribution company and around $2,000 per concurrent user for a professional services or light distribution company. Additional licenses for “light” users (users only requiring limited access to the system) are usually priced at a few hundred dollars per named user.

Third-party software – Third-party software products are often available to extend the ERP software or enhance it with applications tailored for a specific industry or specific business process needs. Third-party add-ons typically account for 10% to 35% of the overall software cost.

 Implementation costs – There are many factors that influence the actual cost of implementation: the company’s industry, the size of the company, the anticipated transaction volume, scope and complexity of the implementation, and the number of third-party integrations, to name a few. Most implementation costs are calculated based on a ratio of software to services. The more the company implementing the ERP system can handle on its own without relying on external vendors, the closer the software-to-services ratio can get to 1 to 1. For most companies of average size and complexity, however, it is more common to see software to services ratios of 1 to 1.5 or 1 to 2.5.

Customization – Very few ERP systems can be installed and used “out-of-the-box.” Therefore, most companies will require some amount of customization to integrate the ERP software into their workflow. The amount of programming, testing, and training is directly related to the size and scope of the effort.

 The bottom line – For a typical mid-sized company, the total software and services cost will range between £100,000 and £560,000. Hardware and infrastructure costs are usually addressed separately, and typically these estimates assume an on-premise implementation rather than a hosted or subscription-based solution.

Admittedly, this analysis yields a wide range in price, but it should assist companies who are just starting the evaluation process to understand the factors that influence the cost of their proposed ERP implementation. Moreover, it should prompt companies to carefully evaluate estimates that fall significantly below or above the ranges discussed here to ensure there are no hidden costs and that the company is receiving the best business value while they seek to minimize cost and risk.

 

Do you possess experience in ERP Maintenance and Administration? If the answer is yes, our new ERP Business Support Analyst job role may be just right for you. Check it out by clicking here!

– Greg Kaupp

24-Steps to becoming a Marketing Prodigy

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Content marketing has become a big part of consumer engagement and attracting the attention of the right audience online. That means that a lot more companies are doing it, and it’s getting increasingly challenging to stand out amid the sea of audio, video, images, documents, blogs, and more.

To make matters worse, virtually every marketer and business owner have found themselves in a rut trying to create enough marketing content, get the desired engagement, and find interesting ways to innovate.

Research shows that that 70% of B2B marketers are creating more content than they were the year before, and 54% find it difficult to produce engaging content.

There’s a distinct difference between B2B and B2C marketing, and each comes with its own unique challenges. Despite that, you can still benefit from these tips to get out of that rut and start to churn out something new and exciting.

 

Here are 24 content marketing tips you need to know in order to become a ‘Marketing Prodigy’:
  1. Use your content to gently guide your customers through your buying cycle. Don’t treat it like a speedboat, full-throttle through to conversion.
  2. Use social ads as a way to amplify the reach of your content marketing when you push it out through your social channels. A slight budget boost on Facebook can go a long way.
  3. Promote your content through a .com domain as often as possible.84% of top-ranking pages use .com as their top-level domain.
  4. “The best marketing doesn’t feel like marketing,”says Tom Fishburne of Marketoonist. If you have to force your audience to see the value in the content, or hard sell it, it won’t work. Build content around a takeaway for the audience.
  5. Don’t write short posts just to get the job done and over with. Write long-form content of 1,000+ words to help improve your search rank, traffic, and value to the reader.
  6. Create a buyer persona before you start planning or producing content. That way you have a better understanding of who is reading it and the answers they’re looking for. That leads to much higher conversions.
  7. Guest blog on popular industry sites and put a link back to your site within your byline or bio. This builds traffic as well as personal brand authority.
  8. Avoid verbose headlines and go with short, simple, optimized titles that get the point across. The closer you get to looking like click-bait, the more wary your audience may become.
  9. Never skip an opportunity to leverage email in your content marketing.80% of businesses report that email is directly tied to their primary revenue.
  10. Blog consistently, not sporadically. According to a recent survey, 82% of marketers who blogged daily reported acquiring at least one customer via their blog, compared to 57% who were only blogging monthly.
  11. Share your own content and use the social sharing buttons next to your content. You can use a plugin to make this process even easier.
  12. Re-purpose old content in a new way to bring something fresh to users who may not have seen it. “In the end, the re-purposed content needs to provide some level of unique value to people, or it’s not worth doing,” says Lee Odden, CEO of TopRank Marketing.
  13. Syndicate your content to reach a new audience and drive referral traffic back to your site.
  14. Always create a content strategy. The most effective content marketers are more likely to have a documented strategy in place.
  15. Create a strategy for content promotion. Use a checklist for each post that lists all of the social channels and applications you’ll use to promote your content.
  16. Always have a plan for building your audience. Use time-saving content marketing tools that work with you to help organically grow your following.
  17. Make reference to influencers by linking to their content or quoting them within your content marketing. Then reach out and let them know when you’ve mentioned them, either through manual social notifications, via email, or with an online marketing tool.
  18. Don’t generate one-off pieces of content. Create series pieces to drive repeat traffic.
  19. Remember to use the basic principles of conversion optimization so that all of your content, on every channel, has a higher chance of generating leads and sales for your team. Think about headlines, visual engagement, content layout, and call to action, just to name a few.
  20. Pay close attention to your analytics so you can keep track of the most popular topics and content types that are bringing in or driving traffic to your site. Do a lot more of what works, and cut the dead weight from your strategy.
  21. Trending content is important, but remember to include evergreen content that will continue to product traffic month after month, year after year.
  22. Always keep the focus on your audience when you produce content, no matter the type or channel. “Don’t focus on having a great blog,” says Brian Clark, Founder of CopyBlogger. “Focus on producing a blog that’s great for your readers.”
  23. Talk and write as if you were having a conversation with a friend. Your audience is far more likely to relate to and engage with content that is conversational in nature. Speak on their level. You’re not a textbook.
  24. You can’t force good writing. Try different conditions, influences, and times of day for writing. Find the conditions that are most conducive to your creativity. If you can’t manage, you can always turn to freelancers to help you produce the content that your audience is hungry to find.

 

We hope you have found these 24 tips useful. Explore different ways of utilising them in your marketing strategy to see how they can work for you! The difference in traffic generation could be astounding and prove to be worth every effort. Good luck!

Are you interested in careers in marketing? We may have the perfect opportunity for you! Check out our latest Marketing Manager role by following this link.

 

– Sujan Patel

Software Development Feature: 12 Major Advantages of ASP.NET

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ASP.NET stands for Active Server Pages .NET and is developed by Microsoft. ASP.NET is used to create web pages and web technologies and is an integral part of Microsoft’s .NET framework vision. As a member of the .NET framework, ASP.NET is a very valuable tool for software programmers and software developers as it allows them to build dynamic, rich web sites and web applications using compiled languages like VB and C#.

ASP.NET is not limited to script languages, it allows you to make use of .NET languages like C#, J#, VB, etc. It allows software developers to build very compelling applications by making use of Visual Studio, the development tool provided by Microsoft. ASP.NET is purely server-side technology. It is built on a common language runtime that can be used on any Windows server to host powerful ASP.NET web sites and technologies.

In the early days of the Web i.e. before the release of Internet Information Services (IIS) in 1997, the contents of web pages were largely static. These web pages needed to be constantly, and manually, modified. There was an urgent need to create web sites that were dynamic and would update automatically.

Microsoft’s Active Server Pages (ASP) was brought to the market to meet this need. ASP executed on the server side, with its output sent to the user’s web browser, thus allowing the server to generate dynamic web pages based on the actions of the user.

These server-side technologies are important contributions to the development of the Web. Amazon.com, eBay.com, and many other popular web sites use ASP.NET as the framework for their site; without ASP.NET it would not be possible.

 

12 important advantages ASP.NET offers over other Web development models:
  1. ASP.NET drastically reduces the amount of code required to build large applications.
  2. With built-in Windows authentication and per-application configuration, your applications are safe and secured.
  3. It provides better performance by taking advantage of early binding, just-in-time compilation, native optimization, and caching services right out of the box.
  4. The ASP.NET framework is complemented by a rich toolbox and designer in the Visual Studio integrated development environment. WYSIWYG editing, drag-and-drop server controls, and automatic deployment are just a few of the features this powerful tool provides.
  5. Provides simplicity as ASP.NET makes it easy to perform common tasks, from simple form submission and client authentication to deployment and site configuration.
  6. The source code and HTML are together therefore ASP.NET pages are easy to maintain and write. Also the source code is executed on the server. This provides a lot of power and flexibility to the web pages.
  7. All the processes are closely monitored and managed by the ASP.NET runtime, so that if process is dead, a new process can be created in its place, which helps keep your application constantly available to handle requests.
  8. It is purely server-side technology so, ASP.NET code executes on the server before it is sent to the browser.
  9. Being language-independent, it allows you to choose the language that best applies to your application or partition your application across many languages.
  10. ASP.NET makes for easy deployment. There is no need to register components because the configuration information is built-in.
  11. The Web server continuously monitors the pages, components and applications running on it. If it notices any memory leaks, infinite loops, other illegal activities, it immediately destroys those activities and restarts itself.
  12. Easily works with ADO.NET using data-binding and page formatting features. It is an application which runs faster and counters large volumes of users without having performance problems

In short ASP.NET, the next generation version of Microsoft’s ASP, is a programming framework used to create enterprise-class web sites, web applications, and technologies. ASP.NET developed applications are accessible on a global basis leading to efficient information management. Whether you are building a small business web site or a large corporate web application distributed across multiple networks, ASP.NET will provide you all the features you could possibly need…and at an affordable cost: FREE!

Do you possess skills in ASP.NET? Check out our latest Software Development job role which is focuses mainly on C#/ASP.NET by following this link!

– Steve Kozyk

What is Business Development?

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“Business Development Executive”, “Business Development Manager” are impressive and heavyweight titles often heard of in organisations.

Sales, strategic initiatives, business partnerships, market development, business expansion, and marketing–all of these fields are involved in business development, and are often mixed up and mistakenly taken as the sole function of business development, which leaves the question: “What exactly is business development?”

This article explores the base aspects of business development, what it encompasses, and what, if any, standard practices and principles to follow.

 

What is Business Development (BD)?

In the simplest terms, business development can be summarized as the ideas, initiatives and activities aimed towards making a business better. This includes increasing revenues, growth in terms of business expansion, increasing profitability by building strategic partnerships, and making strategic business decisions. But it’s challenging to boil down the definition of BD. First, let’s look at the underlying concept, and how it connects to the overall business objectives.

 

Concept and Scope of Business Development

BD activities extend across different departments, including sales, marketing, project management, product management and vendor management. Networking, negotiations, partnerships, and cost-savings efforts are also involved. All these different departments and activities are driven by and aligned to the BD goals.

For instance, a business has a product/service which is successful in one region (e.g Shropshire). The BD team assesses further expansion potential. After all due diligence, research and studies, it finds that the product/service can be expanded to a new region (e.g Staffordshire). Let’s understand how this BD goal can be tied to the various functions and departments:

  • Sales: Sales personnel focus on a particular market or a particular (set of) client(s), often for a targeted revenue number. Business Development personnel assess the market and establish an achievable sales figure over the course of 2-3 years. With such set goals, the sales department targets the customer base in the new market with their sales strategies.
  • Marketing: Marketing involves promotion and advertising aimed towards the successful sale of products to the end-customers. Marketing plays a complementary role in achieving the sales targets. Business development initiatives may allocate an estimated marketing budget. Higher budgets allow aggressive marketing strategies like cold-calling, personal visits, road shows, and free sample distribution. Lower budgets tend to result in passive marketing strategies, such as limited print and media ads, and billboards.
  • Strategic Initiatives or Partnerships: To enter a new market, will it be worth going solo by clearing all required formalities, or will it be more pragmatic to strategically partner with local firms already operating in the region? Assisted by legal and finance teams, the business development team weighs all the pros and cons of the available options, and selects which one best serves the business.
  • Project Management/Business Planning: Does the business expansion require a new facility in the new market, or will all the products be manufactured in the base country and then imported into the targeted market? Will the latter option require an additional facility in the base country? Such decisions are finalized by the business development team based on their cost-, time- and related assessments. Then project management/implementation team swings into action to work towards the desired goal.
  • Product Management: Regulatory standards and market requirements vary across countries. A medicine of a certain composition may be allowed in India but not in the U.K., for example. Does the new market require any customized (or altogether new) version of the product? These requirements drive the work of product management and manufacturing departments, as decided by the business strategy. Cost consideration, legal approvals and regulatory adherence are all assessed as a part of a business development plan.
  • Vendor Management: Will the new business need external vendors? For example, will shipping of product need a dedicated courier service? Or will the firm partner with any established retail chain for retail sales? What are the costs associated with these engagements? The business development team works through these questions.
  • Negotiations, Networking and Lobbying: A few business initiatives may need expertise in soft skills. For example, lobbying is legal in some locales, and may become necessary for penetrating the market. Other soft-skills like networking and negotiating may be needed with different third-parties such as vendors, agencies, government authorities, and regulators. All such initiatives are part of business development.
  • Cost Savings: Business development is not just about increasing sales, products and market reach. Strategic decisions are also needed to improve the bottom line, which include cost-cutting measures. An internal assessment revealing high spending on travel, for instance, may lead to travel policy changes, such as hosting video conference calls instead of on-site meetings, or opting for less expensive transportation modes. Similar cost-saving initiatives can be implemented by outsourcing non-core work like billing and accounting, financials, IT operations and customer service. Strategic partnerships needed for these initiatives are a part of business development.

The BD scenario discussed above is specific to a business expansion plan, whose impact can be felt by almost every unit of the business. There can be similar business development objectives, such as development of a new business line, new sales channel development, new product development, new partnership in existing/new market, and even merger/acquisition/sell-off decisions.

For example, in the case of a merger, significant cost savings can be accomplished by integrating the common functions of the house-keeping, finance, and legal departments of the two firms. Or, a business operating from five different offices in a city can be moved to a large central facility resulting in significant operating cost savings. But would this lead to employee attrition, if the new location isn’t convenient for everyone? It’s up to the business development team to assess such concerns. In essence, business development involves high level decision-making based on a realistic assessment of all potential changes and their impact. Through new ideas and initiatives, it aims to improve the overall business prospects, which drive the functioning of the different business units. It is not sales, it is not marketing, it is not partnering. Instead, it is the eco-system encompassing the entire business and its various divisions, driving overall growth.

 

The Right Fit for Business Development

A Business Developer can be the business owner(s), or the designated employee(s) working in business development. Anyone who can make or suggest a strategic business change for a value-add to the business can contribute towards business development. Businesses often encourage employees to come up with innovative ideas, which can help in improving the overall business potential.

Businesses also seek help from external incubator firms, business development companies (BDC) and small business development centers (SBDC). However, these entities assist in business establishment and the necessary fine-tuning only during the early stages of business setup. As a business matures, it should aim to build its business development expertise internally.

 

What Should a Business Developer Know?

Since business development involves high-level decision making, the business developer should remain informed about the following:

  • The current state of the business in terms of SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). (For more, see: Executing a SWOT Analysis.)
  • The current state of overall industry sector and growth projections
  • Competitor developments
  • Primary sources of sales/revenues of current business and dependencies
  • The customer profile
  • New and unexplored market opportunities
  • New domains/products/sectors eligible for business expansion, which may complement the existing business
  • The long-term view, especially with regards to the initiatives being proposed
  • The cost areas, and the possible options of cost-savings

What Drives Business Development Activity?

Due to the wide open scope of business development and activities, there are no standard practices and principles. From exploring new opportunities in external markets, to introducing efficiencies in internal business operations, everything can fit under the business development umbrella.

Those involved in business development need to come up with creative ideas, but their proposals may prove to be unfeasible or unrealistic. It’s important to be flexible, to seek out and take constructive criticism, and to remember that it’s a process.

 

The Bottom Line

Business Development may be difficult to define concisely, but it can be easily understood using a working concept. An open mindset, willingness for an honest and realistic self-assessment, and the ability to accept failures, are a few of the skills needed for successful business development. Beyond the ideation, implementation and execution of a business development idea, the end results matter the most. The bright minds in business development should be ready to accommodate change in order to achieve the best results. Every approval or disapproval is learning experience, bettering preparing you for the next challenge.

Are you already familiar with the fundamental principles of Business Development? Our most recent Business Development Executive role may be just right for you. Check it out by clicking here!

– Shobhit Seth

New Gadget will allow you to touch the world of VR

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First you were able to see the world of VR, then you were able to walk in it, next you’ll be able to touch it!

As much as we enjoy virtual reality these days, there’s still the occasional urge to fiddle with virtual objects using just our hands. If all goes well, the upcoming Manus VR glove will be the first to unwrap our hands from controllers, but it’ll only provide tactile feedback, meaning you still won’t be able to feel the shape nor physical properties of virtual objects. This is where Dexmo comes in: This mechanical exoskeleton glove tracks 11 degrees of freedom of motion and offers variable force feedback for each finger. To put it simply, you’ll be able to realistically squeeze a rubber duck in the VR world. Better yet, this seemingly clunky glove claim to be lightweight and also runs wirelessly “for a relatively long time.”

Dexta Robotics, the Chinese startup behind Dexmo, has spent the last two years coming up with over 20 prototypes before getting to the current version. Unfortunately, it’ll be a while before we can get our hands on this device. CEO Aler Gu told Engadget that he’s only made a batch of Dexmo and is currently seeking keen software developers plus VR/MR (mixed reality) market leaders who can take full advantage of his gear, before he eventually takes it to market — be it for gaming, education, medical or training.

“Selling Dexmo is different than selling consumer electronics because you can’t use Dexmo right out of the box,” Gu added. “It will take some really amazing content for people to realize how gaming-changing this innovation actually is.”

Little else is known about the Dexmo at the moment — no date nor price just yet. However, with Valve now opening up the HTC Vive’s trackers to third-party peripherals, we can already imagine how much more the VR experience will improve courtesy of these futuristic gloves.

– Richard Lai

UK Government shows interest in ‘Ultraspeed’ Transport

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The UK government has expressed its interest in hyperloop transport technology which would make a journey from London to Manchester just 18 minutes

Hyperloop One states it has held conversations with the government and private companies about potential UK transport routes and “there’s been quite a strong response” from the government. UK government representatives also attended Hyperloop One’s much-publicised propulsion test in Nevada, in May 2016.

The comments were made by Alan James, global VP of business development at Hyperloop One, who previously lobbied for UK Ultraspeed before joining the company.

“Innovate UK has taken the lead on that. It is joining together the department of Business, Innovation and Skills, and DFT (Department For Transport), to produce a coordinated response to the Hyperloop opportunity.”

“It’s very early stages,” a spokesperson for Innovate UK confirmed to WIRED. “This is a really exciting technology and we’re following it with interest.”

The company has also held conversations with the Peel Group, which owns the Manchester Canal route, about a Manchester-Liverpool route.

“Hyperloop could connect all the great cities of the English north not just to London, but to each other,” said James. “Making Liverpool, Manchester, Leeds, effectively a single city, for instance.”

He also suggests hyperloop would be a cheaper and faster alternative to HS2, “which is currently, I believe, the most expensive railway project humanity has ever undertaken, on a per-kilometre basis. ”

“To take a UK example, London to Manchester would be 18 minutes. With High Speed Rail, we could reduce the journey time from London to Stoke from one hour 24 minutes to around one hour. With Hyperloop, we can reduce it to around 14 minutes.”

Elsewhere, the engineering giant ARUP, which has partnered with Hyperloop One, is consulting with the company over potential UK routes, including the use of tunnels instead of raised pylons.

“You could anticipate it could be quite cost effective,” said John Miles, an engineer at ARUP. “Our angle is looking at: what if we could build the first of its kind development here in the UK? What would the routes look like? I think Hyperloop has the potential to bring the London Underground experience to the national picture.”

Hyperloop Transportation Technologies, the other LA-based startup attempting to build the first hyperloop, also said it had been in contact with the UK government.

“I met David Cameron. He was talking about £50million that he can give us through Innovate UK,” says Bibop Gresta, HTT’s chief operating officer, chairman, and ‘chief bibop officer’. (10 Downing Street declined to comment for this story.)

Hyperloop One currently has feasibility studies underway or completed in Russia, Dubai and the Nordics. HTT, meanwhile, has signed a memorandum of understanding with the government of Slovakia to explore potential routes in the country.

Of course, all of these statements should be taken with an enormous spoonful of salt: while Hyperloop One is building a prototype in Nevada, no working hyperloop prototype has yet been built. Some engineers doubt that it would work, and dispute the idea’s projected engineering costs.

And, as investigations revealed, both Hyperloop startups are having their own issues – from the $250million lawsuit between Hyperloop One’s co-founders, to doubts over the legitimacy of HTT’s public claims.

Experts stated that any passenger routes would likely take years, if not decades, due to the regulatory requirements, the cost of acquiring land, and other complex procedures inherent to large infrastructure projects. “This is a technology that is so unproven,” said Dan Sperling, founding director of the Institute Of Transportation Studies at the university of California. “They need to demonstrate that it works at scale.”

“There’s some real challenges in there, and they shouldn’t be trivialized,” added Miles. “It will take years to engineer a system that works.”

– Oliver Franklin-Wallis

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