HORIZON / OUR CLIENTS, OUR PROJECTS P.02ABOUT US / mLOGISTICS® P.10GRAND ANGLE / HOW TO HARNESS THE POWER OF SOA? P.12
PerspectivesNUMBER 2 www.atosorigin.chJANUARY 2010
At each Olympic Games, Atos Origin deliversflawless IT on a massive and complex scale.
DELIVERING
Excellence
ATOS ORIGIN’S RANGE OF ENTERPRISE SOLUTIONS IS SECOND TO NONE.
Perspectives January 2010
Time is passing quickly. After the first decade in the new century has already passed, it seems to be a good moment to analyze and review what happenedduring this decade and how we should prepare ourselves for the future.
I recently read an article which summarized the key events influencing the economy during this period. This covered events like the Internet Bubble includingthe Enron scandal, 9/11 with the impact on the global economy, the Real Estate crisis in the US and the Finance Crisis, etc. Many difficult to predict eventshappened with a major influence on the economy and last but not least also on our companies’ result. It seems that the time with more or less stable economiccycles is over.
I’m probably the wrong person to give an outlook on what will happen during the next decade, but I’m sure that we must be prepared not only to cope withsuch difficult-to-predict events but also to utilize them to improve our own market position.
In the past, many companies’ reaction in such uncertain situations was to put all pending investments and projects on hold and to wait till the crisis is over.Therefore many important initiatives to improve the innovation potential and the cost structure of the company got delayed. On top of this, re-launching suchinitiatives led to additional ramp-up cost.
The challenge will be to achieve a higher degree of scalability which allows a company to be profitable within a higher bandwidth of its production or servicecapacity. This means achieving healthy profit while reducing capacity and cost during a down turn without limiting innovation potential and to increase thecapacity fast when the market picks up again in order to benefit from the higher demand and to protect the market share.
When it comes to IT, this has to be done by changing fixed to variable cost. Therefore, new commercial models for IT services in the outsourcing or applicationmanagement domain should be defined. Even commercial models which share the business risk like “Pay-As-You-Grow” or “Pay-As-You-Earn” can be introduced.
Atos Origin with its long track record in Managed Services, Systems Integrations and Consulting is the right partner to define and implement such a newcommercial model.
Every second year we prove at the Olympic Games that we can design, build and operate an IT infrastructure including many innovations. What should stopus doing the same for you?
Most sincerely,
Herbert EnderCEOAtos Origin in Switzerland
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ATOS ORIGIN WINS SUSTAINABILITYSTAR FOR CARBON REDUCTIONAT THE VANCOUVER 2010 OLYMPICWINTER GAMESAtos Origin, the Worldwide InformationTechnology (IT) Partner for the OlympicGames and the holder of the largestsports-related IT contract in the world,has been recognized for its Games-related sustainability technologyinnovations and commitment to creatinggreener Games. The VancouverOrganizing Committee for the 2010Olympic and Paralympic Winter Games(VANOC) awarded Atos Origin a“Sustainability Star” for helping it achieveits sustainability goals.
Atos Origin developed technologysolutions and undertook specificmeasures that helped VANOC reducethe 2010 Winter Games’ carbon footprintin terms of energy savings, CO2
emissions reduction and enhancedaccess of information via online portals.Atos Origin also won praise for its remoteCommentator Information System thatgives media direct access toinstantaneous competition results andits remote INFO System that allowsmedia to access the Olympic Familyintranet, including event information,schedules, athlete biographies, resultsand weather forecasts.
FROM CONVENIENCE TO NECESSITY- THE EVOLUTION OF CRM IN RETAILFINANCIAL SERVICESEuropean research distributed today byAtos Worldline, which brings togetherAtos Origin expertise in high techtransactional services and EFMA
(European Financial Management &Marketing Association), reveals that theCustomer Relationship Managementrules applied by banks “before thefinancial crisis” are no longer valid andthat the “post-financial crisis” globalCRM approach is still rarely explored.The research based on a survey of 75European financial institutions includingretail banks, and insurance companies,will help them refocus their CRMstrategy in order to reassure customersand bring back profit in these uncertaintimes.
The report, which has been distributedtoday, places CRM strategy at the topof the agenda and looks at the differentapproaches to CRM, the implementationissues and the technology requirements.Financial institutions can use thisinformation to benchmark, develop andrefine their strategies.
IT INDUSTRY HOLDS THE KEY TOMEETING THE 2020 U.N. CLIMATECHANGE CHALLENGE, SAYSATOS ORIGINThe IT industry could reduce 98% ofcarbon emissions in industrialised anddeveloping nations.
At the United Nations Climate ChangeConference in Copenhagen (7thDecember), the pressure on companiesto reduce carbon emissions willundoubtedly increase.
Studies show that IT accounts for abouttwo per cent of total CO2 emissionsglobally but by employing the industry'sskills, resources and technologies, itcan reduce the remaining 98% of
carbon emissions in industrialised anddeveloping nations. Through affecting abehavioural change in both people andorganisations, Atos Origin believes thatthe IT industry can enable substantialenergy savings across all sectors.
According to GeSI, the Globale-Sustainability Initiative, by workingtogether, the Information CommunicationTechnology sector could deliver carbonsavings five times larger than the totalemissions from the entire ICT sectorin 2020.
ATOS ORIGIN DEMONSTRATESINNOVATIVE FORCE AS EARLYADOPTER OF WINDOWS 7Cost reduction and increasedproductivity are key advantagesAtos Origin demonstrates its innovativeforce by being an early adopter ofWindows 7. Atos Origin’s AdaptiveWorkplace offering, is now available withsupport for Windows 7. Initial pilotdeployments indicate that Atos Origin'sclients can realize up to a 40 percentcost reduction in workplacemanagement while increasingproductivity and security comparedwith a traditional managed workplaceinfrastructure.
ATOS ORIGIN’S SECURE PAYMENTPLATFORM EARNS RENEWED LEVEL1 PCI DSS CERTIFICATION FROMVISA AND MASTERCARDFor the fourth consecutive year, AtosWorldline, which brings together AtosOrigin’s core expertise in hi-techtransactional services, has been awardedLevel 1 certification under Visa andMasterCard's Payment Card Industry
horizon... horizon... horizon...
3Perspectives January 2010
Data Security Standard (PCI DSS) forits European SIPS secure paymentplatform. Based on version 1.2 of thestandard, the renewed certification hasconfirmed Atos Worldline's ability toguarantee the highest level of securityduring the online shopping process, andshowcases the company’s commitmentto continuous improvement in itsservices.
The main purpose of the PCI DSSprogram set up by Visa and MasterCardis to enhance the security of paymentaccount data transmitted by cardholderswhile making purchases via the Internet,interactive voice response (IVR) serversor cell phones by strictly controlling thestorage of card numbers.
MAJOR INNOVATION INTHE ENERGY INDUSTRYAtos Origin has designed and deployeda power line communications protocoland certification laboratory for ERDF'sLinky smart meter project in partnershipwith Trialog.
ERDF, the European Union’s largestelectricity distribution network operator,has published on its website thespecifications of the power linecommunications (PLC) protocol formeter/concentrator communicationdeveloped and deployed by Atos Origin,a leading international IT servicesprovider and a world leader in smartmeter management, and Trialog, aconsulting and expertise companydedicated to introducing innovativetechnologies. The protocol is thebackbone of the PLC Laboratory, which
will guarantee metering equipmentinteroperability and serve as the solecertification authority for devices fromall equipment manufactures.
ATOS ORIGIN CONFIRMED AS ONE OFRENAULT’S PREFERRED IT PARTNERSAutomobile manufacturer Renault hasawarded a three-year IT servicescontract to Atos Origin coveringapplications related to vehicle design,manufacturing, sales and corporatefunctions. This new agreement followson a contract signed in 2005 for whichatos origin achieved all of its servicequality, process standardization andcost reduction targets. with this newcontract, renault has extended atosorigin's mission to include owner-operator support services. atos originwill cover 75% of the scope ofapplications.
The first stage of transformation carriedout with Atos Origin over the past fiveyears allowed Renault to achieve itstargets for productivity gains, qualityimprovement and excellence, in line withbusiness milestones. Renault’s and AtosOrigin’s teams saw their work toindustrialize and improve IT developmentrecognized with CMMI 3 certification in2008.
ANNOUNCEMENT OF 2016 OLYMPICGAMES IN RIOAtos Origin, Worldwide Informationtechnology (IT) Partner and Top Partnerof the Olympic Games is pleased withthe announcement of Rio as host cityfor the 2016 Olympic and ParalympicGames.
Atos Origin agreement with the OlympicGames is the largest sports relatedinformation technology contract everawarded covering the Olympic Gamesin Salt Lake City in 2002, Athens in 2004,Torino in 2006, Beijing in 2008,Vancouver in 2010, London in 2012,Sochi in 2014 and Rio in 2016.
Atos Origin integrates, manages andsecures the vast IT system that relayscompetition results and informationabout athletes in less than 0.3 secondsto spectators and media around theworld. This project is one of the mostmission critical IT projects in terms ofdata security, fixed budgets and anunmovable deadline.
As part of its mission for the OlympicGames, Atos Origin is committed todelivering excellence and will continueto further improve services from oneOlympiad to the next. Thanks to theexperience that the Atos Origin teamhas acquired, together with high levelsof professionalism and expertise, it isideally placed to deal with the complexityof such a large-scale project. Followingeach Game, Atos Origin ensures thatexpertise, processes, technologies andpeople are transferred from oneOlympiad to the next. All of thisexperience is then shared with AtosOrigin’s other clients across allbusiness sectors.
To learn more, please visit theNewsroom section of atosorigin.com
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tos Origin’s role as Worldwide IT Partner of the IOCdemonstrates our ability to deliver high profile, highrisk IT programs, on time and on budget. The legacy
of that work is that we can bring this experience and thosecross-business services and processes to our clients, whereverthey are and whenever they need them. Most of the solutionsand processes used in the Olympic Games project can beapplied to other business environments. We can leverage thetrust, experience and solutions of this most challenging andcomplex project to add value to your business.> Do you have to deliver increasing value for less
budget year after year?> Does your business and its IT systems need
constant protection from outside IT security threats?> Does your business have to be flexible enough to respond
to an ever-changing market and handle large numbers ofclients accessing your systems every day?
> Do you expect your IT partner to work closely with youand other external companies to deliver a successful result?
> Do you have to work with ever changing suppliers and staff?> Do you have to implement Green IT?
At each Olympic Games, Atos Origin is charged to deliver theflawless application of tried and tested technologies on amassive and complex scale and to successfully meet thechallenges.
COST CONTROLWith cost control at the top of today's business agenda, AtosOrigin is extremely well-positioned to use the experiencegained through the Olympic Games to help organizationsimprove and standardize their IT and business processes tomaximize productivity and lower costs. We have learned thathaving effective tools, global processes and methods arecritical to success, whether the work is done onsite, onshore,nearshore or offshore. This allows you to put your mind and
money where it should be - growing your business!
The financial constraints on the Olympic Games are extremelystringent. Not only must the deadline be met, but the budgetcannot overrun. It is Atos Origin’s responsibility to ensure thatthis is the case, whilst at the same time ensuring real operationalexcellence in the effective delivery of a complex solution.
SUSTAINABILITY & DEVELOPMENTAnother important aspect facing business today is the factthat longer-term strategies must take potential future constraintsinto account. Sustainability requires you to embrace theprinciple of ‘thinking globally, acting locally’ which might resultin a more specific view on the need to globalize.
For London, we are working with the London OrganisingCommittee of the Olympic and Paralympic Games (LOCOG)to evaluate the use of new technologies, including virtualization,so that the London 2012 Games use less energy and hardwarethan in Beijing.
SECURITY & RISK MANAGEMENTManaging business risk and information security is morecomplex than ever. The range of potential security riskscontinues to rise as your business environment becomes moreconnected, more global. Today’s complex information securityenvironment, combined with the pressure on your CorporateInformation Security Officer’s budget, requires an end-to-endapproach that provides efficient solutions aligned with thebusiness risk.
Atos Origin’s end-to-end approach to Information Securityrelies on our “Design-Build-Operate” model to address thefull threat landscape covering people and processes, policies,procedures, technology and operations. This approach enablesclients to:> Automate the enforcement and reporting of business policies
Delivering ExceAt each Olympic Games, Atos Origin is charged to deliver theflawless application of tried and tested technologies on amassive and complex scale.
5Perspectives January 2010
Our Solution - Gain Trustthrough Proven PerformanceTHE IOC AND ATOS ORIGINAtos Origin is the Worldwide IT Partner for the OlympicGames and a TOP Sponsor. Atos Origin has already beeninvolved in the Olympic Movement for over 20 years.
Our IT partnership with the Olympic Games is a remarkableshowcase for our capabilities. At each Olympic Games, AtosOrigin successfully integrates, manages and secures the vastIT system that relays results, events and athlete informationto spectators and media around the world.
Atos Origin successfully supports complex, diverse ITneeds – including risk and knowledge management, IT security,partner and program management, and intense, real-timeoperations – anywhere in the world, at any scale or magnitude.Maximizing business performance to create a truly sustainablecompetitive advantage.
The Atos Origin contract with the International OlympicCommittee (IOC) is the world’s largest sports related IT contract.
and compliance mandates.> Mitigate risk by restricting access to sensitive data and
improving security monitoring.> Lower costs by managing complexity and automating
procedures.
MANAGING CHANGEIn today’s market you need to move towards greater businessagility. In the current economic crisis, transforming yourbusiness is a key initiative and change often provides the bestchance of guaranteeing survival.
Managing change in large-scale business and IT programsrequires a broad spectrum of skills, expertise, and experience.Atos Origin can help. Based on our Olympic Games experience,we have proven capabilities that enable organizations toidentify the changes needed to achieve business goals, prepareworkforces for coming changes, manage the complexorganizational and technological transition to the desired endstate, and operate successfully.
Every two years, in a new territory, we are there, bringing theOlympic Games IT to the world. A ‘company’ with almost200,000 employees, with 4 billion customers, operating in a24/7 environment. For the Beijing 2008 Olympic Games, theIT infrastructure linked together more than 60 competition andnon-competition venues across China, consisting of morethan 1000 servers, 10,000 PCs and 1,000 network and securitydevices and including over 200,000 hours of testing.
> We provided the IT systems and software that processed and activated 70% more accreditations - more than 340,000in total.
> We securely processed more than 80% more competition data for media and news agencies worldwide - totalling 1.5
million messages.
PEOPLETo survive and grow, you will need to collaborate with thepersonnel of other external enterprises in order to receive highvalue and quality products and services which will enable youto create a competitive advantage and, at the same time,enjoy greater business agility.
ellence
“Atos Origin has successfully delivered and secured thecritical IT systems for the last edition of the Olympic WinterGames, facing the weather and transportation challengingconstraints that a mountainous environment brings. Theunique experience we have gained in managing complexlarge-scale events will be used in Vancouver to helpVancouver Organizing Committee for the 2010 OlympicWinter Games and the International Olympic Committee(IOC) minimizing IT-related risks and costs.”
Magnus Alvarsson,Chief Integrator at Atos Originfor the Vancouver 2010 Olympic Winter Games
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s one of the main streams within the Sales Performance Management (SPM), ICM isthe process of creating performance reward schemes that compensate the workforceand/or sales partners for the achievement of both individual and corporate performance
targets. Incentive Compensation Management enables businesses to effectively align rewardschemes with top-level organizational goals by strategically focusing individual behavior formaximum business impact.
In order to meet corporate objectives and revenue goals, it is essential that organizationseffectively motivate and compensate employees, channel partners and dealer networks. Incentiveand Compensation Management is a key driver for achieving corporate goals and objectives.
When sales organizations lack effective incentive compensation plans and efficient salescompensation management processes, the following issues exist:> Compensation plans that are not aligned with organizational goals and strategy> Frequent adjustments and exceptions, late or inaccurate payments, and high administrative
costs due to use of manual, labor-intensive processes> Payment errors and delays that lead to excessive turnover, lack of motivation, and frustration
among salespeople> Incentive compensation plans that do not drive desired sales force behaviors> Lack of insight into the effectiveness of incentive compensation plans and the performance
of the sales force> Stagnant incentive compensation plans that are not able to adapt to changes in strategy or
business conditions
These issues are indications of underlying problems with the design and management of theincentive compensation plans, including:> Inability to easily implement and manage desired incentive compensation plans due to
organizational constraints> Inability to consistently and accurately process plan results> Inability of salespeople to understand their compensation plans and what they need to do to
make more money> Inability of sales managers to understand the effectiveness of plans and the performance of
their people> Inability to quickly adapt to changing business conditions and needed changes to data, plans,
reports, and workflow
Incentive Compensation Management software implementation provides a single solution through
ICMThe use of ICM can lead to happier sales andchannel sales forces, which in turn can lead toincreased customer satisfaction.
tracking and administration costs by 60% or more, and although thesystems expenses are initially higher, the on-going total ownership costsof the systems and software are typically lower verses homegrown systems(Alinean - 2003).
Reduced Employee Turnover due to Incentive Disputes and IssuesUp to 20% of employee turnover can be tied to disputes and issues withincentive compensation. Replacing these employees can be costly, resultingin recruiting, hiring and training costs of some $12,000 per employee. Additionalimpact to the business results lies in the time it takes to get new employeesproductive, which for sales professionals in some industries can be 6 monthsor more. The turnover issues which are the result of miscommunications,late payments or errors can usually be eliminated with a proper ICMimplementation (Alinean - 2003).
Dispute Resolution CostsIncentive dispute resolution can be costly, requiring administration follow-upand action for simple disputes, and litigation, fines and damage paymentsfor the most egregious disputes. Most of these disputes can be eliminatedthrough proper program establishment, tracking and administration with ICM.
Improved Selling StrategiesOften sales forces are not properly motivated to sell products which alignwith strategic goals, or deliver higher discounts than necessary in order toobtain business and achieve their goals. With ICM solutions, incentive programscan be established which can help the team sell proper product mix anddiscourage discounting.
Improved Employee SatisfactionAligned and motivated employees can help improve a company's business,opening new revenue opportunities, improving customer satisfaction anddriving profit improvements. ICM can help to increase employee satisfactionand obtain some of the benefits relating to these improvements.
Some of these tangible benefits are a direct result of implementing ICM solutions,and will result in "hard" savings such as the elimination of incentive overpaymentsor the reduction in current administration expenses. These benefits areoften the easiest to obtain when implementing a solution. Other benefits areintangible benefits and require that the solution be not only used properly,but that an employee or customer attitude shift occurs that delivers abusiness or productivity impact. These benefits include improved sellingstrategies and employee satisfaction improvements which may result in businessimpacts.
Incentive CompensationManagement
Perspectives January 2010 7
which any type of incentive plan can be designed, modeled, administered andmeasured. Alignment with ERP, CRM and HR systems provides busyadministration teams and managers with the tools they need to implement acompensation strategy quickly and easily. Today's Incentive CompensationManagement systems extends beyond calculating commission for sales teams,to take into account company goals, profit measures, product and managementobjectives, and territory considerations, in order to plan, motivate and rewardboth teams and individuals for goal attainment.
TANGIBLE BENEFITS OF ICM IMPLEMENTATIONSTangible benefits can be quantified into monetary terms. These benefits includesavings in operating expenses, future purchase avoidance, productivityenhancements, revenue growth and profit improvements. The benefits of ICMinclude the following:
Improved Productivity of EmployeesWhen incentive pay is not clearly tied to goals, payments are made late, orthere are questions or concerns about the payments, productivity can beaffected. Improving the accuracy and timeliness of incentive pay following theachievement of important tactical and strategic goals can help eliminate all ofthese productivity issues.
Reduced Incentive OverpaymentsWhen managed using spreadsheets or other rudimentary compensation systems,overpayment of incentive pay and commissions by 10 percent or more is notuncommon (Alinean - 2003). With ICM systems, particularly those which arewell integrated into other enterprise systems, most of these overpayments canbe eliminated.
Reduced Shadow AccountingShadow accounting, the independent tracking and monitoring of incentivegoals and compensation by employees can consume from beween 8 to 12 hoursper month, particularlyfor commission based sales professionals. With a real-time system for tracking performance vs. goals, much of this wasted productivity,and more importantly lost selling time, can be eliminated (Alinean - 2003).
Reduced Investments and Administration of Current Incentive Management SystemsRecent studies by Aberdeen indicate that companies that utilize spreadsheetor home-grown based incentive management systems typically spend up to$1,500 each year in systems and labor for these often inefficient and ineffectivesystems. For an organization with a sales force of 100 professionals, this resultsin $150,000 per year in operating expenses. ICM systems have been shownto reduce incentive program alignment, modeling, development, deployment,
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INTANGIBLE BENEFITSCustomer SatisfactionThe use of ICM can lead to happier sales and channel sales forces, which inturn can lead to increased customer satisfaction.
Knowledge CapitalImproved employee retention can lead to retained employee knowledge,maintenance and growth of a company's most important asset - its peopleand the knowledge they maintain of the customers, market, competition andsolutions.
Competitive AdvantageAlignment and motivation can lead to improved business agility and strength,which over time can lead, not only to measurable revenue and profit gains,but also to the capture of market share from the competition. Furthermore,reducing employee turnover prevents the lost employees from migrating tothe competition.
Selecting the right software is generally the beginning of implementing aneffective Incentive Compensation Management (ICM) solution. But selectingan implementation partner is the key factor in every successful ICM projects.
CASE STUDY: ATOS ORIGIN - IMPLEMENTING EFFECTIVE INCENTIVECOMPENSATION MANAGEMENT SOLUTIONSIn 2009, Atos Origin implemented Callidus Software's TrueComp Enterprisesolution as the incentive compensation engine for all the divisions of aMulti-national Company.
The Drivers For Change> Bottlenecks in Incentive Plan Changes> Lack of insight to Plan Effectiveness> Lack of Dispute Management> High Administrative Costs> Commission overpayments> Lack of Traceability due to Manual Processes
The Challenge> Approximately 30,000 payees> 35 Commission Plans> Aggressive Timeframe
Project MilestonesLive since May 2009
Products InvolvedTrueComp, TrueIntegration, TrueInformation
Results> Improved profitability thanks to the extreme flexibility and speed in
adapting the commission structure> Reduced costs to the business, primarily through process efficiencies> Increased motivation and trust in the sales channel leading to target
overachievement
SOLUTION HIGHLIGHTSThe solution implementation consists of the following main areas;
Implementation of the compensations plansAnalyzing, designing and implementing the compensation plans for all channelpartners and employees. The rules of the plans are configured to be appliedboth directly and indirectly to the sales partners.
Self Service Web Portal (Callidus Portal)Single Sign On (SSO) to TrueComp, TrueInFormation, TrueAnalytics,TrueResolution, TrueProducer
Client Tier
Server Tier
Data Tier
TrueComp Manager TrueInformation TrueAnalytics TrueResolution TrueProducer
Web Server App Server TrueComp Grid TrueInformation andTrueAnalytics Servers
LDAP / MSADAuthenticationand User Store
TrueResolutionTrueInformationTrueAnalyticsTrueProducerCallidus PortalTrueComp
CompensationCalculation
Report Generationand Ad hoc query
ERP HR
CRM
Import/Export
Enterprise Data Callidus Staging Callidus ODS Callidus Datamart
Report ETLTransfer
HTTP Requests Data Access Layer Data Access Layer
Servlets Session EJBs
SSL
Perspectives January 2010
Building the sales hierarchyThe sales hierarchy was built into the new system according to the compensationrules. An automated data feed was implemented with PRM integration forsynchronization.
IntegrationImplementation of the interfaces for integration with the upstream anddownstream systems such as PRM, Billing, Mediation, Dataware House.
Implementation of reportsThe design and implementation of daily/monthly reports for each compensationplan and sales channel type.
Implementation of the online sales portalAn online sales portal is provided to the whole sales organization, some 30,000people. The sales portal helped the client to prevent the following issues;> delays in communicating information to the sales force> time wasted gathering information from multiple sources and systems> inefficient sales processes caused by information and sales applications that
cannot be accessed from anywhere at any time
MaintenanceCompensation rules and configurations were developed in a design that canbe easily modified without a source code change. Alarms and notifications forall the processes were implemented to ease the operational tasks.
Through the incentive compensation management solution implementation,Atos Origin gave the client the opportunity to solve its maintenance issues,including the cost overheads associated with the old system due to complexcalculations, decreasing overpayments and bonus inaccuracies, and freeingup valuable bonus administration team time.
The improved process also made it easier for the client to run commissioncalculations. With the sales hierarchy and all the compensation rules stored inone place, business users were able to find information, update incentiveprograms and run commissions without the assistance of IT. The systemprovided internal teams with hands-on access to reports in a format thatimproves the usability of the information. With the added ease of use, the clientwas able to be more strategic with the management of their channel partnersand sales employees.
ICM provided the client with the flexibility to develop programs that betteraligned their sales behavior with the company's business objectives. Thesolution also gave the capability to more efficiently manage communications
with channel partners. Commission statements are created on time and reliably,without errors. Our clients greatly benefit from the added visibility into theircommission statements, and with an online self-service portal, customer servicecalls from their sales channels have decreased dramatically. In addition toimproving service center performance, the project has also allowed the companyto “go green” with near paperless communication.
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mLogistics®
tos Origin has launched several initiatives to support our clients intheir everlasting challenge for keeping or regaining cost leadership intheir respective markets. Particularly in times of eroding margins or
facing yesterday’s innovations becoming a commodity, cost leadership is ofparamount importance for staying ahead of the competition.
One particular highlight is our solution optimizing the business processes offield service organizations, which is provided by Atos Origin jointly with itspartner LogObject. Together we are targeting the logistics processes in variousvertical markets and have successfully implemented mLogistics® particularlyin: Telecommunication, White Goods, Document Management and OfficeEquipment Suppliers.
REAL TIME DYNAMIC PLANNING - THE KEY FACTOR FOR SUCCESSFULSERVICE FIELD FORCESLogObject’s unrivalled allocation match is based on proven algorithms, whichensure the highest throughput at low costs. Based on the parameters used,mLogistics will compare options on predefined weighted factors. Dependingon the situation it can for example weigh quality of service (speed of service)against cost (availability of Work Force). The system then calculates the bestchoice for your resource distribution allowing a maximum of efficiency. Realtime comparison allows optimizing costs and quality in real time.
Dispatching of Work Force is decided on the latest status of requests, basedon the skills of the available Service Engineers and the availability of materialthey might have on board. By taking all relevant factors into account benefitssuch as;> increased first time fix rates,> shorter resolution times,> less travel cost,> higher customer satisfactionare easily achieved.
mLOGISTICS® - BUSINESS PROCESSESAround the task-processing mLogistics® implements a set of support processesthat influence or use data collected during the execution of tasks. In order torealize a standard solution mLogistics® is based on a standard model. Thismodel is the base for each implementation of mLogistics®.
mLogistics® supports the process of tasks in real time. The real time supportand control of task-processing is the core technical requirement in order torealize a real time task processing engine that is able to consider eachdiscrepancy between the actual situation and the target situation in real time.The calculate discrepancies are used to recalculate a new optimal targetsituation considering the formulated constraints: mLogistics® is the first realtime adaptive task processing engine for field force organisation.
Assurance(Incident / Trouble
Ticketing)
Fulfillment(Installation / Move / Add /
Change / IMAC)
Provisioning(In-house activity)
mLogistics®
Complex RequirementsDefinition, Planning, Coordinate, Control
TaskAcquisition/Definition
Pre-Processing
Planning Scheduling Monitor/Execution
PostProcessing
MainServiceProcess
SupportProcesses (ERP) Logistics Personal Finance Billing Reporting
Resource PlanningPeople, Tools, Meterial, Location
In times of eroding margins or facing yesterday’s innovations becoming acommodity, cost leadership is of paramount importance for staying aheadof the competition.
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Cost Reduction
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Prevention ofmultiple manual
data entries
IncreasedEmployee
ProductivityCompliancewith SLAs
Optimizedcoordination of
field forces
Compliance withchanged legal
regulations FieldForce
IncreasedData Quality
ControlledRequired InputDirect input
at the source
Quicker BilingProcesses
Cost reduction(materials andstock turnover)
Reduction ofMedia breakages
Reducedworking time
Increasedvisits per day
Increased Employee &Company Image
Reduced Systemdown time
CustomerSatisfaction
Potential Increasein Revenues
Reduction ofmultiple Visits
Optimized Workflow
Tracking & Tracing
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INTEGRATED DISPATCHING CENTRE (IDC)The dispatcher interface supports easy and intuitive handling of a workflow.Service requests can be easily placed manually into the system or importedcontinuously from your ticket-system solution. Available interface supportseamlessly connects with leading ERP-solutions like SAP or any CRMsoftwareMobile Device (MOT)
Each Service Engineer (SE) will be equipped with a mobile device. It does notmatter which kind of brand or operation system the mobile device will be.LogObject is able to provide his solution to any phone, PDA or Laptop.
Service Engineers are online connected to the system, using latest state of theart mobile connections. Work Force will be informed and updated on mobilephone about their next service destination, including all necessary information(see below for screen shot on the mobile devices) about location and the exactservice required. A workflow, allowing the Service Engineer to agree on a newjob before finally scheduling the task can be implemented. This allows integratingpartner or dealer services into your service organization.
mLOGISTICS® - LOGISTICS PROCESSES WITH SAPLogObject is able to cover all logistics processes of the managed materialsduring the task processing: Master data management e.g. Model Master, SparePart Master and Initial Stock List; Spare part prediction; pre-ordering of spareparts; van stock management including van stock list, replenishment, goodreceiving and inventory management; spare part consumption during the taskprocessing (e.g. used spare part for a repair); ordering spare parts for a specifictask at the customer side.
The full integration of logistics aspects into the task processing allows optimizingthe van stock, the planning and scheduling as well as increasing the first timefix rate.
ADVANTAGES & BENEFITS OF mLOGISTICS®
Customers using mLogistics® experience some or all of the below listedadvantages:> Service productivity increases by 20% and consequently 50% due to a more
efficient planning and scheduling.> Increased, first time fix rates reduce service cost drastically.> Vehicle inventory is reduced by 50% and inventory control leads to fewer
loss of material. The van stock is monitored and replenishment of material orders can be automated.
> Transparency in the organisation optimises performance with increased employee satisfaction.
> End-to-end solution approach obsoletes a lot of bridge solutions> The majority of service orders can be processed fully automatically due to
the complete logistic scheduling, planning and disposition process.> Short implementation time is due to the integrated process logic and functions
from Telco & Cable-, White Goods-, and Filling Machine Industries (IndustryStandards and Best Practices).
> Easy-to-use and ergonomic applications for order handler and Service Engineers.> Mobile applications designed for single-hand operation.
These impressive benefits used by our customers to increase customersatisfaction and speed of service!
WHY mLOGISTICS®
With an integration of mLogistics® the following customer benefitsare experienced:> Drastic reduction of the administrative expenditure> Real time information about production progress, orders and
utilization of the employees> Reduction of inventory and logistics costs> Efficiency increase in the execution of the operational processes> Real time dispatching> Real time monitoring of all resources> Transparent proof of performance of every resource> Increase of on-time delivery quality> Standardization and efficiency increase in human communication
(important for competitive national and international enterprises)> Real time synchronization from and between in-house and
remote business processes> Transparent communication with customersAs a standard product mLogistics® is a complete end-to-endintegrated solution with several features which can be customized andconfigured to meet exactly the requirements of the end-user.
Feedback
Planning Scheduling
Feedback
Executing
How to harnessthe power o
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Service Oriented Architecture (SOA) is an architecture style whose principles ofmodularization offer a proven way of managing the complexity of systems integrationand communication. SOA has become the most appropriate style for solutions that
solve key different issues such as agility, cost reduction and compliancy.
Since SOA is being massively supported by the IT industry, SOA enabling technology is likelyto come to dominate IT landscapes in the same way that internet technology and client-serversolutions did previously. However, the real benefits of SOA will only be reached if organizationsadopt SOA as an enterprise architecture approach and, in this way, bring SOA closer to - andintegrated with - business.
The power of SOA comes from its reusability. SOA is a set of design principles for buildingbusiness and IT systems based on shared, reusable functions called “services”. By assemblingthese services in different ways, these systems offer the flexibility and adaptability needed intoday’s business world. This principle of “modularizing design” is not new: it is a proven conceptfrom different technology generations. But today, these concepts are strengthened by a massiveconvergence of the IT technology market - based on Web services and internet technology -and adopted as part of the Enterprise Architecture approach.
With a SOA architecture approach, it is possible to successfully build business applicationsthrough a collection of loosely coupled services. Loosely coupled services are the services thatcan be joined together on demand to create composite services, or disassembled easily intotheir functional components. Unlike traditional IT architectures that lock business and processlogic tightly within a single application and user interface, a SOA approach enables organizationsto build efficient business processes by integrating discrete application components andorchestrating reusable business or presentation services.
SOA LIFECYCLEThe SOA lifecycle covers the stages of implementing SOA within an organization. It has threestages as shown below: Initiate SOA, Develop Roadmap and Execute Roadmap.
The “Initiate SOA” stage is the point at which you should decide which business functionsand underlying integration processes are to be enabled, enhanced or replaced by SOA. Atthis stage, the organization needs to establish objectives, timelines, resources and deliverables.The “Develop Roadmap” stage is where the organization is assessed, SOA principles (seenext section) are defined and a SOA reference architecture is described as a future state ofthe organization.
The full roadmap, with the deployment phases of business applications and infrastructure, isalso defined at this stage. The final stage, “Execute Roadmap”, means executing projects basedon SOA. If there is a change in the roadmap then both IT and business teams should review andupdate the SOA execution plan.
In reality, this lifecycle, happens in iterative ways, as a perfect architecture cannot be drawn
SOA ENABLING TECHNOLOGY IS LIKELY TO COME TODOMINATE IT LANDSCAPES IN THE SAME WAY THAT
INTERNET TECHNOLOGY AND CLIENT-SERVERSOLUTIONS DID PREVIOUSLY.
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of SOA?
from scratch on a white board. Iterations increase the maturity of the architecture, awarenessand the overall integration of solution with the Business Processes. “Initiating, Developingand Executing the Roadmap” should therefore be seen as being within a certain horizonof visibility and action, applicable at that time and eventually to be recycled in several individualiterations (see also “SOA Governance” chapter further below).
SOA PIRINCIPLESBased on Atos Origin’s experience of SOA architecture, as well as the implementation ofbest practices, we want to now emphasize the key design principles required in order toimplement a highly flexible, highly responsive and highly robust IT architecture. Theseprinciples are grouped in four main areas as follows:
Business-Related PrinciplesThe implementation should enable business objectives rather than functionality, i.e. processesrather than integration points. The architecture should allow the fast addition of new servicesand all services should be available across the whole system for best utilization.
Service-Related PrinciplesThe physical data representation and location should be abstracted from the businessoperation. The architecture should be modular, enabling a start with limited services/functionality,and expansion of the functionality as the need arises. Moreover, services should be secure.
Governance-Related PrinciplesThe architecture should provide an enterprise system that is easy to maintain. A change to
Perspectives January 2010
Execute RoadmapDevelop RoadmapIntiate SOA
- Objectives
- Deliverables
- Timelime
- Resources
- SOA Principles
- ReferenceArchitecture
- DeploymentPhases
- Projects
- Governance
- Organization
SOA Lifecycle Stages
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one system should not entail large-scale changes to other systems.The architecture must also reduce the business dependence on the vendorselected. This should make it easier to replace an application, takingadvantage of advances in software and provide an opportunity to rectifyvendor non-performance.
Technology-Related PrinciplesThe system should be “distributable” across servers to improve performanceand isolate areas of heavy use or where the transaction integrity is maintainedby the application initiating the transaction. Here, the service bus accommodatestracking and tracing of transaction processing.
The architecture should not have a single point of failure and shouldsimplify application integration in both the number of interfaces requiredand dependency between systems. Also, the architecture should beflexible enough to adapt to product and market evolution (i.e. to keep upwith changes in technology and allow the business to quickly adapt tochanging market conditions). Finally, the solution should support themanual or automatic installation of additional processes to eliminateapplication bottlenecks and should be able adapt to increasing throughputdemands by adding hardware capacity ( scalable solution).
Furthermore, as mentioned above, an implementation of SOA is not only amatter of principles. In such an implementation, special attention must begiven to non-technical, “soft” considerations as well. The critical ones arehighlighted below:
Re-usabilityDevelopers may encounter problems, particularly in the field of re-usability.In order to prevent this, developers should have clear agreements on theservices to be used. For example: what to do with the code of a service, ifit is later decided that this service must use another protocol?
In practice this frequently means that this code must be rewritten, somethingwhich can be mitigated by making univocal agreements on services andstandards in advance.
SecurityIt is always easier to protect a closed system than an open architecture.Security is not only about authenticating the user, but also about determiningroles and responsibilities (authorization) as well as encryption and decryptionof data. Therefore some thought must be given as to how these differentaspects of protection in SOA are implemented.
Data consistencySince each service in SOA is responsible for its own data, it is important toensure consistency between these sets of data. Operation management atdatabase level is traditionally used for this purpose. In SOA, data consistencyon a process service level needs to be monitored and this also applies tothe consistency of the process itself.
Response timeAnother point of interest is the response time of services. Autonomous servicesand asynchronous communication means that no judgment can be made withregard to the response time of a service. The provision of this functionalityneeds to be reflected in the development of services and processes. If this isnot considered on all level of the solution, the mutual communication willincrease with longer response times, with wide ranging consequences forthe user.
SOA GOVERNANCE“SOA Governance” refers to the processes used to monitor and control theimplementation and adoption of SOA in accordance with principles, regulationsand practices. We believe that SOA Governance is not a separate concept,but a part of the normal enterprise governance practices of IT organizations.Nowadays we hear about SOA Governance projects more frequently thanother IT projects, particularly in the Telecommunications area. Most of theorganizations moving to enterprise-wide SOA implementations should alsofocus on governance practices in order to be in line with business needs.
In this respect Atos Origin offers a set of control functions and services,which supersedes the “SOA Roadmap” shown above, by determining theappropriate “level of depth” of individual SOA initiatives/cycles over time.
Knowing your goalsSOA governance must be based on the alignment between an organization’sbusiness and technical goals. The business case around SOA will showthe right areas where the governance program is to demonstrate grip, andwhere requirements are to be defined.
Assessing the maturity of your organizationKnowing and evaluating an organization’s SOA maturity is a wise step toestablishing a starting point and for defining where to go. The figure belowshows a SOA Maturity model. Based on the output of the SOA Maturityvalidation, we determine the SOA Governance objectives, classify and distinguishthe different statuses, and plan the SOA Governance Framework (puttingdisciplines and deliveries into working packages: Setting Policies, standards,
15Perspectives January 2010
metrics and compliance mechanisms, defining roadmap or number of iterations).Here, Atos Origin applies a SOA Governance Framework and its Model isbased on the CBDI-SAE (Service Architecture & Engineering) framework.
Setting key performance indicatorsIt is recommended that for every IT program the measurement of success iscrucial and therefore key performance parameters must be defined as well asrules on how to measure them.
Defining and applying effective change management strategySOA adoption is a challenging process. So a strong communication planinvolving all the affected parties would ease the challenges. Incentives andrewards, as a part of this communication plan, will reduce the resistance andencourage people in the organization to contribute to the program.
Determining stages in incremental deploymentIn most cases, incremental deployment of a SOA architecture and its componentsis a key factor in successfully managing complexity and handling the impacton the organization and IT landscape. Technology is one of the important
elements of a SOA program although on its own it is not enough. There aremany components of SOA governance; a SOA registry/repository isrecommended as a starting point since it provides the foundation of SOAGovernance and it gives complete visibility of the SOA. Subsequently, focusingon SOA components for automation or organizational processes can be useful.
All in all, SOA governance is not a distinct discipline, but multiple interactionsbetween management planning, business process vision and technology.Proper governance will help deliver benefits, even in short term.
Many organizations, agencies and leading companies have selected AtosOrigin for their SOA Governance and SOA/EAI Implementations. If youwould like to take advantage of Atos Origin’s service offering to help yourorganization identify where you are in terms of SOA Governance Maturityand where to focus in your SOA program, please contact us.
Level 5Optimized Services
Cost & time effectivenew business initiatives
Level 4Measured Services
BAM, BPEL, BPM deployment,improve service reuse
Level 3SOA BPM
Layered Orchestration andBusiness Process Automation
Level 2Architectured Services
Simple SOA Projects and Initial SOA Roadmap
Level 1 Initial Services
Quickwin SOA projects
SOA Maturity Model
The Machine-to-
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M2M Markethe Machine-To-Machinecommunication process allows theexchange of information between
communicating (or even intelligent) objectsand an information system without any humanintervention. Therefore, it makes it possibleto route data but also to organize and traceexchanges, to administer communicatingobjects and optimize the relatedcommunication costs.
The Machine-To-Machine process involvesthe convergence of three types of technologies:> Communicating objects (RFID tag, modem,
network cards) or even intelligent objects(microprocessors with embedded applications)
> Communication networks (wired or not, IP, GSM, GPRS, Wifi, GPS, Zigbee...)
> More and more complex and efficient corporate information systems that areable to integrate and control more andmore external components.
Currently, Machine-To-Machine applicationshave 6 types of use:> Fleet management: for road haulers
(tracking), professional vehicles (deliverytracking), insurance (pay-as-you-drive), etc. Needs for such applications arealmost systematic today.
> Supply chain management: real-time inventory management, making inventorieseasier on one or more sites, parcel trackingthrough the entire supply chain, traceabilityof sensitive objects that are likely to be embezzled or stolen…
> Telesurveillance: automatic triggering of an alert to either take a picture or generatean intervention
> Monitoring or telemetry: remote maintenance,prevention and collection of information -- deployed particularly in the field of energy, industrial equipment or health
> Corporate home automation: comfort-related functions (setting the temperature),access control and security.
> Automatic remote payment: automation of fee-for-service payments in acontext of mobility (motorways, public transport).
There is a vast range of development opportunities for Machine-To-Machinecommunications. Not only are all uses not clearly defined to this day but inaddition, the number of intelligent communicating objects is expected toskyrocket. According to a survey carried out by the Idate, the number of “M2Mmodules” on the market should go up from 92 millions (all technologies takentogether) in 2004 to almost 500 million modules addressing 2 billion machinesand 100 billion communicating objects by 2010.
The Worldline M2M OfferINCREASE THE ABILITIES OF YOUR INFORMATION SYSTEMTaking advantage of all its expertise and its strong involvement intelecommunication and security solutions, Atos Worldline has developed anopen upgradeable M2M service offer with high added value.
In particular, this offer provides:> Independence from the various cell phone operators and communicating
objects> Adequacy with the latest communication technologies and their evolution
over time> The guarantee of an optimisation of communication costs> Strong security of exchanges> Supervision of exchanges> Commitment to provide a defined level of service> Long-term management of business cycles
The Worldline M2M offer makes it possible to integrate three major types ofservices that generate as many messages as necessary:> Information sending (alert)> Action (such as Question/Answer, similar to a meter reading operation,
scheduled or not; remote configuration such as an order to execute or themodification of a parameter)
> Update (downloading an application, configuration file)
Machine Market
Perspectives January 2010
PROVIDED FUNCTIONSThe Worldline M2M offer comes as a consistent set of infrastructure servicesthat allow remote communicating objects to exchange information or to becontrolled by a central information system.
The Worldline M2M offer thus provides the following functions:> Checking the reception of the information coming from the objects> Checking the sending of commands to the objects> Object administration> Data processing according to defined business rules (storage request,
filtering, enrichment, escalation…)> Remote management of the configuration and software of the objects> Backing up and delivering all the data and software of an object.
By separating the functions that receive the requests and those that processthem, the distributed multi-tier architecture of Worldline M2M ensures highadaptability to technical and service changes.
Atos Worldline’s LegitimacyATOS WORLDLINE - AN INDUSTRIAL PROCESSOR
> 22 million payment credit cards operated> 205 million Internet payments> 2 billion acquiring transactions> 400 000 installed terminal base> 145 million withdrawals> 1,7 million call center interactions> 38 million Loyalty Cards operated> 18 million mobile phone prepaid transactions> 6 million Fuel cards> 130 million Mon¤oor Proton transactions> 1 billion calls (IVR & contact center)> 34 million Mail boxes> 45 billion e-mails> 350 million SMS> 65 billion viewed pages
Since its creation, Atos Worldline has positioned itself as the Europeanleader in electronic exchanges in Business Process Outsourcing mode.A major player on the payment market, Atos Worldline has developeda universally recognised expertise and built value-added industrial offersfor the following services:
> Remote collection of financial data streams> Payment and loyalty card management> Fraud management> Management of pools of terminals and ATMs> Protocol management> Cardholder management> On-line authorisation request> Internet site hosting> Multichannel applications (e-mail, sms, mms...)
Telecommunications operators have been some of Atos Worldline’sbiggest clients since its creation, and the company has developedundeniable proximity with them while remaining independent. AtosWorldline also works in certain activity sectors such as Banking andFinance or in the media as a privileged multichannel operator (mailboxSMS, MMS, short number...).
Corporate IS
Worldline M2M
NotificationsActions Update
UpdateActionsNotifications
Communicating Objects
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Partner intervie
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Perspectives: Callidus Software is the leading provider of Sales PerformanceManagement (SPM) and Incentive Compensation Management (ICM) softwareand services; allowing with your solutions the world's largest companies tostrategically manage incentive payments to employees, distributors, brokersand channel partners. Would you introduce us Callidus in more depth for ourreaders? How do your products differ from other products in the markets? Whatmakes you special?Lorna HEYNIKE: Founded in 1996, we were initially the leader of the EnterpriseIncentive Management (EIM)/Incentive Compensation Management (ICM)segments. In 2007, we expanded our portfolio and added analytics, managementof quotas and territories on top of incentive management capabilities. As aresult, we created the category of Sales Performance Management (SPM).SPM was then adopted by analyst firms and competitors as companies startedto realize the benefits that can be gained. SPM shows a complete picture ofthe overall performance of the sales force.
While it’s flattering that everyone followed our example and we are excitedabout the value SPM is creating in the market, we didn’t want to rest on ourlaurels. We continue to push the boundaries of the category. We are firmlydedicated to optimizing the performance of sales talent, which enables businessesto achieve superior results with their sales force and channels. Our customerscan rely on us to manage their entire sales life-cycle from on-boarding,deployment and payment, to development.
We differentiate ourselves on various levels: in terms of experience, we haveapproximately 15 years of domain expertise, more than any other vendor. As aresult of this expertise, we know what business strategies are successful and wehave the tools to quickly make required changes for companies of multiple industries.Secondly, we focus on driving the performance of the sales force. We ensureaccurate payment on transactions and improve the overall success of the salesforce as part of an integrated performance management process. Customerscan build strategic sales objectives and incentive plans, providing a completesolution that reaches across the enterprise to deliver on sales results. Finally,we have the largest customer base in the industry, and the statistics speak forthemselves: with our solutions, our customers have paid over $49B (!) ofincentives and compensation to over 2M payees in over 130 countries. Weprovide the most proven solution. Independent analyst firms continue to givetheir highest ratings to our award-winning solutions.
By every meaningful measure - be it number of customers, number of payees,or size of transactions - Callidus Software is the leading provider of sales
performance management software and services, allowing companies tostrategically and effectively manage sales operations and incentive programs.
Perspectives: Would you please describe the current position of Callidus productsin Telecommunications and Finance Markets especially within the Central Europeand Eastern Mediterranean and Africa region? Could you also please explainwhat your expansion strategy is for these regions?Barry CARSON: Callidus is the leading supplier of SPM software to both the Telcoand Finance sector within the EMEA region. For Telco, we preferred supplierstatus with Vodafone in addition to working with country specific operatorssuch as SFR, France’s second largest telecommunications operator, FranceTelecom, Belgacom - Belgium’s leading operator of fixed and mobile telephony,O2 part of the Spanish Telefonica Group and Vodacom in South Africa.
In 2010 we expect to see considerable growth in the Telco sector. The mobilemarket is highly competitive and saturated so the indirect or dealer channel isnow vital to acquiring market share, increasing revenue and ARPU. CallidusSPM software significantly improves dealer relationships by ensuring commissionpayments are accurate and on time. Customers can also implement the CallidusChannel Management applications to on-board and manage indirect partnerrelationships. Our strategy for growth in EMEA focuses on direct Calliduscoverage in some countries and we will also expand our partner network. Callidusrecently partnered with ‘Seven Seas’ which has a strong record in the Telcosector in Kenya.
In the Finance sector, we define this as Banking and Insurance. We work withglobal brands such as HSBC, AXA and ING. Given the current economic climatein Europe, we do not expect significant growth in the Banking sector next year.We anticipate substantial expansion in the Insurance sector. Challenges aroundcompliance drive this growth. The Callidus SPM solution offers transparencyand clear auditability of commissions and agent communities. CallidusTrueProducer directly tackles the problem of on-boarding Agents by providinga robust application set for tracking and monitoring the Agent/IFA communitiesfor, amongst other things, regulatory compliance.
Perspectives: Considering our close relationship at Vodacom in South Africa andVodafone in Turkey, how would you define the relationship between Callidusand Atos Origin? What steps do you think should be taken to reinforce ourpartnership?BC: To address these common issues, Callidus is keen to meet with Atos’ clientsin the EMEA region who experience similar concerns relating to the channel,
Atos Origin’s strategy is focused on working with partners to deliver the most effective andappropriate service to our clients. We understand that our clients want and need to work withthe ‘best of breed’ for their particular business situations, and that a combination of organizationswill form the basis for the ideal solution.
ew: CALLIDUS
Perspectives January 2010 19
overpayments and compliance.
Perspectives: What is the importance of a commissioning systemfor all Telco companies? Could you give us some exampleswhere this has worked well?LH: Errors and delayed commissions are key issues the Telcosector faces. They can cause turnover, over-payments, andeven restatements of earnings. Typically, implementing Calliduswill recover between 2-5% of excess commission spend, aswell as drastically reducing turnover and disputes due topayment errors. We frequently see monetary savings on costsof around 65%, within our client base.
The Callidus SPM solution provides visibility on all salestransactions, including customer revenue streams, productsales and mix, and internal and channel selling performance.Increasingly, we see Telcos using the solution to gain insightaround spend at operational levels and market performanceto gain a competitive edge. We also witnessed an increase inagent loyalty after our solution was implemented. With accurate,timely payments; agents are more motivated to do businesswith our customers, reinforcing key channel relationships ina competitive market.
Perspectives: What do you think about Telco related productsin the future? How do you position yourself in the futuremarket? Which of your products do you foresee to be morepopular in the future and why? Are there any generic trendsyou see that you use for further product development?LH: Telecommunications: For 2010, we see the telecommunicationsindustry growing considerably. The mobile market is highlycompetitive, and with telco companies increasing the numberof products and services, competition has intensified, loweringprices for consumers. This increases the value of the customer.It is vital for companies to be competitive, reduce customerchurn and remain agile to move with market changes. CallidusSoftware’s telco modules that focus on on-boarding, deploying,and paying agents across channels become more critical toaddressing these challenges. We also see many telcocustomers moving to the cloud. For instance, customers canaccess our Monaco Suite and other Callidus SPM solutionswith available on salesforce.com’s Force.com AppExchange(http://sites.force.com/appexchange/results?type=Apps&keywords=callidus). These products are built natively onsalesforce.com’s Force.com platform, and leverage the valueof a company’s investment in Salesforce CRM by enablingour customers to rapidly create sales compensation plans,
calculate commissions and manage sales performance througha single, easy-to-use application. Our self-service solutionson the Force.com platform are easily deployed within hoursand don’t require professional implementation services.Finance: We’ve seen a dramatic turn in the banking andinsurance industries throughout 2009. Customers look toimplement solutions to better monitor compensation packagesfor their executives and employees. SPM software solutionscan add required transparency and help companies becomesmarter about how they invest their money in incentives andbonuses. Additionally, our SPM software helps properly rewardemployees for performance based on long-term periods oftime. This eliminates the risk of unwarranted compensation.Companies in the financial services industry can align corporateobjectives with employee performance and properly accountfor their compensation practices.
Barry Carson – Vice President EMEABarry is responsible for sales in Europe, the Middle Eastand Africa for Callidus Software. He has worked for CallidusSoftware since 2007 most recently as the Global VodafoneAccount Director. Prior to joining Callidus Software, Barryheld a variety of sales roles in technology companies, witha strong focus on positive customer outcomes anddelivering growth. Barry holds a Bachelor of BusinessDegree from Monash University in Melbourne, Australia.
Lorna Heynike – Senior Vice President MarketingLorna Heynike has over 10 years of experience in developingand marketing enterprise-class applications. At CallidusSoftware, Lorna has led the effort to develop a series ofsales performance and performance management solutions.She spearheaded the development of Monaco, Callidus'cutting-edge line of SaaS sales performance products.Prior to joining Callidus, Lorna worked for Oracle, whereshe managed incentive compensation, marketing and leadsmanagement solutions. Lorna holds an MBA from Heriot-Watt University in Edinburgh, Scotland, an A.B. Honorsdegree from the University of California at Berkeley, anda M.S. from the University of Edinburgh.
Barry CARSONVP EMEA - Callidus Software
London/UK
Lorna HEYNIKESVP Marketing - Callidus
Software San Jose, CA/USA
Perspectives January 2010
PERSPECTIVES is published by Atos Origin Central Europe, Eastern Mediterranean and Africa region as informative communication, and is not for sale.Managing Editor: Gözdem Durat • [email protected] Managing Editor: Meltem Karaarslan • [email protected]: Yeflim Alo¤lu, Bahad›r Aflar, Spyros Damaskos, Alexander Deutinger, Krzysztof Kowalski, Ian McAlpine, Emmanuel SteinsProduction: 217 (www.217.com.tr) • Photography : Getty, Atos Origin
AboutAtos OriginAtos Origin is a leading international information technology (IT) services company, providing hi-tech transactional services,consulting, systems integration and managed operations to deliver business outcomes globally.
The company’s annual revenues are EUR 5.5 billion and it employs 50,000 people. Atos Origin is the Worldwide InformationTechnology Partner for the Olympic Games and has a client base of international companies across all sectors.
Atos Origin is quoted on the Paris Eurolist Market and trades as Atos Origin, Atos Worldline and Atos Consulting. For furtherinformation, please visit www.atosorigin.com
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