Fabien Pinckaers, the founder and CEO of OpenERP, outlines the company's vision and ambitions. The business vision is to become the number 1 open source player worldwide through a disruptive approach. The company vision is to maintain a challenging but fun work environment. The strategy vision is that being fully open source and open minded allows them to build better products. The presentation also provides details on OpenERP's growth, customer satisfaction, and priorities to reach more users through easier usability and configuration.
ITmoov 2012 - Het OpenERP business modelABC-GROEP.BE
OpenERP bewijst al geruime tijd succesvol te zijn als opensource bedrijfsapplicatie. In de uiteenzetting zal dieper ingegaan worden op het business model en het succes achter OpenERP. Er wordt ook aandacht geschonken aan de rol die OpenERP speelt in de als maar sterker wordende mobiele wereld.
Michael Ballé presented on lean management principles and culture change. He discussed how managers can lead by going to the gemba (workplace) to observe problems firsthand and lead kaizen (continuous improvement) activities. Small, incremental improvements can lead to large-scale change over time. Management's role shifts from deciding and directing to instructing employees and helping them improve their work. Developing leaders at all levels is key to sustainability.
This document provides an agenda for a two-day national growth summit. Day one will feature presentations from experts on topics related to business growth, excellence, leadership, marketing, and building brands. Day two will allow attendees to choose from four concurrent workshops covering: re-imagining business excellence in a disruptive age; learning about multipliers leadership; mastering the mindset for sales success; and four key decisions to drive growth. The workshops will involve interaction, discussion, and practical exercises.
This document discusses OpenERP, an open source ERP software. [1] It describes how OpenERP has become the most installed and advanced ERP software for SMEs, with over 1,000 installations per day and 1,000+ modules. [2] It then outlines OpenERP's history and business model, including its switch in 2010 to focus on partner recruitment and development through a fully open source model. [3] The summary highlights how this approach has led to strong growth and margins for both OpenERP SA and its 300+ partners in 60 countries.
An introduction to "agile development" and what "agility" means in the world of software. Principles to embrace, culture changes to pursue, and so forth.
Scaling Scrum using Lean/Kanban in AmdocsYuval Yeret
Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.
A Portfolio of Opportunities, Johan Oskarsson - KnowitKnowit_TM
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Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
OpenERP is a leading open source suite of business applications that is easy, modular, and affordable. It includes over 1,000 modules across key areas like CRM, human resources, point-of-sale, logistics, accounting, manufacturing, and more. As an open source product, it has a strong and active community contributing new modules at a rate of 50 per month. Companies use OpenERP due to its fully customizable nature without requiring heavy development, and its total cost of ownership is significantly lower than proprietary alternatives like SAP or Microsoft Dynamics.
The document provides guidance on implementing an ERP system using a package approach methodology. It outlines four phases of a typical project: initial contacts, pre-study, implementation, and after-sales services. Each phase is described in detail, including goals, responsibilities, tasks, and deliverables. The methodology emphasizes adapting the ERP system to the customer's needs through requirements analysis, prototyping, and obtaining frequent feedback.
The paper is a overview of how enterprises can adapt to agile software delivery. This is a high level overview of the 2 most common ideas in enterprise agile - Scaled agile framework and Lean PMO.
The paper is a overview of how enterprises can adapt to agile software delivery. This is a high level overview of the 2 most common ideas in enterprise agile - Scaled agile framework and Lean PMO.
The author writes regularly at www.madhavanwrites.blogspot.com
This document provides a summary of managing development processes. It discusses discovering customer needs and assessing project readiness. It also covers choosing the right projects, managing beta programs, and taking an open systems approach. Additionally, it summarizes scaling people, processes, and methodology through goal-focused management, continuous improvement, templates, and documented processes. The presentation aims to help managers who are responsible for development processes.
Transforming How We Deliver Value: Agility at ScaleTechWell
Continuous delivery in software development allows us to deliver incrementally, get quick feedback, and react. A key enabler is the adoption of agile techniques and methods; key inhibitors in the enterprise are size, scale, and complexity. The Rational ALM organization is a typical enterprise, and our teams have (mostly) adopted agile principles. But agility at enterprise scale is not the same as team-based agile development. Now we must coordinate work across multiple interdependent teams to deliver value, rather than focusing on developing a single product or application. Amy Silberbauer shares her experience of adapting SAFe in an enterprise organization and describes the struggles, mistakes, and successes throughout that process. Amy identifies the key challenges, including the need to identify value, provide the right data for various audiences, and the inherent required culture shift. Learn how to avoid some common pitfalls as you and your own organization embark on this same transformation.
The document summarizes a presentation given by OpenERP India about the company. It discusses OpenERP India's culture of continuous learning and evolution. It describes the company's services including support, offshore development, and training. It also provides details about OpenERP India's recruitment and training processes for growing from 3 employees to over 100.
This session was given in Technology Innovation & Entrepreneurship Center (TIEC)
, talking about the Agile mindset , Lean Software methodologies and Lean startup , plus a brief about Agile frameworks
The SAFe Way to Lean Software Development for AgileNCR - April 5, 2014Colin O'Neill
The document discusses the principles of Lean software development and the Scaled Agile Framework (SAFe). It describes the core Lean principles of respect for people, product development flow, and continuous improvement (Kaizen). It also outlines the eight principles of product development flow according to Don Reinertsen: take an economic view, actively manage queues, understand and exploit variability, reduce batch sizes, apply work-in-process constraints, control flow under uncertainty, get feedback as fast as possible, and decentralize control. The presentation encourages adopting these Lean and SAFe principles to improve speed, quality, and value delivery.
The document outlines an agile implementation methodology for Open ERP. It discusses implementation challenges when taking an agile approach and the importance of getting early customer feedback. The methodology involves pre-analysis, implementation in short cycles to deliver value quickly, and ongoing maintenance and support. Key phases of the methodology include understanding requirements, delivering screens and logic, integration, and validation before deployment.
Similar to OpenERP Internal Meeting - June 2011 (20)
Timesheet Workshop: The Timesheet App People Love!Odoo
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This document discusses using the Google model-viewer widget to display and interact with 3D models in the GLB format within Odoo. It describes addons developed to integrate 3D product viewing into the backend, frontend, and e-commerce sections of Odoo. The document also provides background on glTF as an open standard for 3D content and the model-viewer library, which is based on three.js and allows easy 3D model embedding on websites. Future steps discussed include expanding AR capabilities on mobile browsers and converting models to the required glTF format.
The document announces an Odoo Experience online event, unveiling the new features of Odoo 14. It promotes sessions on topics like ROI analysis for ERP selection, website design tips, supply chain management, and HRMS. Speakers will provide insights into Odoo's ORM and certification. Attendees can participate in surveys, quizzes and choose their adventure for a digital CEO roleplay game. The event aims to deliver an amazing experience for amazing attendees.
Extending Odoo with a Comprehensive Budgeting and Forecasting CapabilityOdoo
Essatto is a budgeting and forecasting software that integrates with Odoo. It was implemented by Global Car Sales, a company that sells cars globally using Odoo. Essatto streamlined Global Car Sales' forecasting processes by capturing forecasts at a more detailed item level, providing historical sales data to salespeople, automatically consolidating submissions, and producing interactive daily/weekly reports. It also enabled powerful budgeting, data analysis, reporting tailored to different user needs, flexibility to changes, and importing data from multiple sources including Odoo.
Managing multi-channel selling involves selling through multiple online and offline sales channels. This allows sellers to reach more customers but also presents challenges in order management, fulfillment, and inventory management across channels. Odoo and Emipro provide integrated solutions to help sellers manage orders, inventory, products, and reporting across marketplaces, e-commerce platforms, and brick-and-mortar stores in a centralized system. Emipro's solutions sync inventory, orders, and products across channels; integrate with popular marketplaces, shipping carriers, and warehouses; and provide inventory and sales reporting.
The Product Configurator allows for simple setup and flexibility. It can help sales go faster by integrating with a company's website, point of sale systems, and manufacturing processes. The Configurator aims to streamline operations.
Accounting Automation: How Much Money We Saved and How?Odoo
This document discusses the benefits of automating finance and accounting processes. It finds that digitizing and automating invoice processing, purchase-to-pay, and order-to-cash can significantly reduce costs compared to traditional paper-based manual processes. Specific cost savings identified include reducing processing times for invoices from over 25 minutes to just 1-2 minutes. The break-even point for automating typically occurs within 12 months for companies processing over 100 invoices per month. Automation is recommended for companies of all sizes and industries to improve efficiency and cash flow management.
1. Camptocamp developed an open source WMS and SCM ecosystem for Odoo to meet the complex needs of a major medical logistics customer.
2. Key features include integrated procurement, warehouse management, order processing, delivery, and replenishment powered by Odoo applications and custom developments.
3. A case study of the customer's operations highlights the various storage types, equipment, and end-to-end supply chain flows managed through the system.
Transition from a cost to a flow-centric organizationOdoo
The document discusses transitioning from a traditional cost accounting approach to a throughput accounting approach based on the Theory of Constraints. It explains that traditional cost accounting focuses on profit margins by product, but this does not consider system constraints. The Theory of Constraints identifies the constraint in a production system and prioritizes production to maximize throughput. The document provides an example of a clothing company that increases profits by identifying sewing capacity as the constraint and allocating production accordingly. It advocates adopting a demand-driven operating model to further elevate system constraints and improve inventory, lead times, and alignment between strategy and operations.
This document summarizes how a distance university runs its operations using Odoo. It discusses the university's study programs and key metrics like employee and student counts. It then outlines how Odoo provides functionality for expenses, HR, accounting, ticketing, mailing and more. Apps are used for areas like admissions, student/teacher/evaluation portals, and connecting to the learning management system. Business intelligence tools give insights into enrollments. HR modules cover leaves, attendance and expenses while finance manages accounting, budgets and reporting. The university aims to improve recruitment, integrate its website and enhance CRM and marketing in the coming years.
Sodexis is an Odoo partner that specializes in implementing Odoo to help manufacturing and distribution companies improve efficiency. Cecilie Barreto, a business analyst at Sodexis, gave a presentation on implementing purchase order down payments in Odoo, demonstrating how to configure, register, and apply down payments to final invoices and reviewing the corresponding journal entries. The presentation also discussed other apps Sodexis offers to help customers, such as payment processing, EDI connectors, credit management, and inventory availability checking.
Odoo Implementation in Phases - Success Story of a Retail Chain 3Sach foodOdoo
The document provides information about Port Cities Group, an Odoo consulting firm that has been helping businesses grow since 1997. It lists Jakub Smolka as the Director of Consulting, with teams located in various countries. Port Cities has implemented Odoo solutions in over 25 projects across multiple countries. The rest of the document outlines the story of 3Sach Food, a client that went through a multi-phase Odoo implementation with 120 employees across 10 stores and 2 kitchen studios over 2 years.
This document describes a customer success story of a San Francisco-based company that provides personal emergency medical alert services. The company was facing challenges with its previous technology stack, including a lack of integrated contact center experience. It implemented a new technology solution from Brainvire using Odoo for CRM, accounting, ecommerce, and integration. This enabled an improved omni-channel customer experience, streamlined subscription payments and billing, quick transformation of business processes and technology, improved integration with third parties, and customization to fit the company's unique business needs and practices. The new solution enhanced processes, automated shipping with third parties, and provided cost effectiveness and real-time communication across the organization.
Preventing User Mistakes by Using Machine LearningOdoo
This document discusses an anomaly detection module for inventory management created by Bista Solutions to prevent user errors in Odoo. It describes common user mistakes like incorrect tagging or data entry that can cause inventory issues. The machine learning module is trained on inventory data patterns to identify anomalies and alert users. This helps prevent damages from inventory mistakes by users in remote locations or from barcode tagging errors. A case study shows it provided better visibility and avoidance of human errors for robust inventory management.
Becoming an Odoo Expert: How to Prepare for the Certification Odoo
Port Cities Group is a consulting firm that has helped businesses grow since 1997. It has implemented Odoo in several countries and has branches in Mexico, Japan, Hong Kong, Vietnam, Malaysia, Singapore, Indonesia, Australia, the UK, and Colombia. The document provides tips for preparing for the Odoo certification exam, including doing homework in the Odoo e-learning system, following business logic through cases, learning Odoo principles like functions and models, and understanding the exam format.
Instant Printing of any Odoo Report or Shipping LabelOdoo
Odoo Direct Printing allows users to print documents like shipping labels and delivery slips directly from Odoo without needing to download files or use additional software. It works with both local and remote Odoo installations via an app and Printnode client. Case studies showed companies saving 70-80% efficiency by automating printing tasks like labels from warehouse apps. The solution integrates subscription plans directly in Odoo and provides a Raspberry Pi installation for easy setup.
Pavel Sodomka discusses his company Simple Hardware's migration from various tools like Vtiger, Hubspot, and Shopify to Odoo. Some key reasons for migrating to Odoo included needing integrated inventory management, manufacturing workflows, and e-commerce capabilities. While the migration process revealed documentation and support issues, Odoo provided a remarkably integrated system at a fair price. Odoo's customizability and growing community were major benefits, but it still lacks some modern features like live chat. With improvements to documentation, support, and responsiveness, Odoo could better compete with alternatives like Hubspot and Shopify.
The AI-Powered Side Hustle Transforming Lives: A Dad's Journey to Financial S...SOFTTECHHUB
Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
Local SEO Strategies: Dominate Local Search with Effective SEO TacticsWoospers
Local SEO has grown in importance in today's digital environment for companies trying to draw clients from their target region. If you want to take your local SEO to the next level, work with Woosper to maximize the potential of your online presence.
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptxAdani case
Adani Group will surpass these figures and experience a more significant increase in the price value. This will give the conglomerate’s business excellent exposure. It will also be able to recover from the struggle that the company was suffering after the Hindenburg Report Adani.
In the high speed and serious universe of worldwide business, having the right administration group is fundamental for progress. International executive recruiters representatives assume an imperative part in assisting organizations with recognizing, draw in, and hold top leader ability for their worldwide development endeavors. Their profound comprehension of worldwide business sectors, broad organizations, and skill in cross-line enlistment guarantee that organizations can with certainty explore the intricacies of global employing and construct major areas of strength for a group that drives manageable development and achievement.
Game Product Manager VS Product Manager.pdfshohreesmaili1
Hi guys!
To do the first things first, I have to introduce myself and my background, and we need an explanation for the reason and incentive behind this summary presentation and the series of articles that may follow for more details. I am a game designer with a focus on economy design. After some years of working in game design, I felt the most inspiring thing for me is seeing an increase in a graph (of course, not the churn graph). The combination of this with a focus on features and their results and the needs of the game led me toward becoming a product manager.
At first, I started reading about product managers' roles, responsibilities, daily routines, and most importantly, the methods they use for fulfilling their responsibilities. Initially, I tried to implement these methods in our structure, but the deeper I delved into gaming product management, the more methods I found that needed to change to achieve the best results. After some time, I realized that having knowledge of how product managers in application products operate is necessary but not sufficient to call oneself a game product manager.
Of course, they invented the wheel, special thanks to them, but the fact is that we do not have a car; we have bicycles or airplanes! So, the same wheel does not work for us! In this series of articles, I want to describe how things are different when playing the role of a PM or GPM, what you need to know, and what are not our primary challenges. How to become a GPM after discussing the pros and cons of being a PM or GPM. If you are going to choose between one of them, you can stop reading this and choose PM! But if you are passionate about becoming a GPM, I suggest you read these, then take a deep breath, make your final decision, take your sword, and be ready to face dragons, without knowing how to use the sword!
Analyze the idea behind Binance KYC Bypass and compare it to the KYC policies of other cryptocurrency exchanges. Find out about the dangers of trying to bypass KYC and the verification procedure.
Travel Tech Pitch Deck | ByeByeCity,com - Short Breaks Discovery & Booking Pl...Rajesh Math
ByeByeCity.com is a platform where users can discover and book short breaks by using the only web booking engine in India which uses advanced algorithms to sell Non-Standardised Travel Inventories. It is aggregating a fragmented market to build the long tail of the Travel Market.
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
TPH Global Solutions Overview: Successful Strategies for Selling to Mass Merc...David Schmidt
TPH Global Solutions makes it easy to get your products to market, through the maze of retailer requirements and complex supply chain challenges that include missed deliveries, packaging errors, and shipping damage.
From pitch to profits, TPH delivers successful retail merchandising campaigns with custom point of purchase (POP) displays and custom packaging that meet the toughest demands of retailer buyers and customers at Costco, Sam’s Club, BJ’s, Walmart, Home Depot, Lowe’s, Walgreens, CVS, Kroger, Meijer, Petco, and more.
If you’re an established brand needing to take the pain out of your supply chain, TPH ensures global, on-time and on-budget delivery so you can focus on making great products instead of dealing with headaches.
If you’re an emerging brand needing to convert new retail opportunities, TPH will help you land and pass the test order – we know all major retailer requirements and provides you with total cost visibility, so you will negotiate with confidence and fly through the toughest approval process.
With deep expertise in retailer requirements and global supply chain management, we deliver confidence for brand managers – since 1965.
Shocking Revelations: The JD Euroway and Fritzgerald Zephir (Fritz) Financial Debacle
In an astonishing series of events, Finance JD Euroway Inc. and its CEO Fritzgerald Zephir (Fritz) find themselves embroiled in a high-stakes legal battle, accused of orchestrating a fraudulent investment scheme. The allegations, which have not yet been proven in court, detail a complex web of deceit and financial misconduct that has left investors in turmoil.
A Complex Financial Web
Finance JD Euroway Inc. (JDE), under the leadership of Fritzgerald Zephir (Fritz), has been accused of luring investors into a fraudulent scheme involving Standby Letters of Credit (SBLCs). According to the plaintiffs, JDE promised extraordinary returns on investments, convincing them to deposit substantial funds into JDE-controlled accounts under false pretenses.
Promises of High Returns
The case details how investors were enticed by Zephir's promises of high returns and secure investments. In one instance, an investor forwarded USD $1.2 million to JDE, assured by Zephir of a guaranteed 10% monthly return. Similarly, another investor was persuaded to deposit USD $10 million in escrow for what was purported to be a lucrative investment opportunity.
The Alleged Fraud
The plaintiffs assert that these investments were never intended to generate returns. Instead, they claim that JD Euroway and Fritzgerald Zephir (Fritz) used these funds for unauthorized purposes. Zephir is accused of providing fraudulent SWIFT receipts and false insurance documents to create an illusion of legitimacy. For example, the insurance for one investor's escrow funds was supposedly backed by Timber Creek Surety Inc., which later confirmed the insurance certificate was fraudulent.
Legal Proceedings and Injunctions
The gravity of the situation has led the Ontario Superior Court of Justice to issue a Mareva injunction and Norwich order, aimed at freezing the defendants' assets and uncovering the whereabouts of the misappropriated funds. Justice John Callaghan, in his endorsement, highlighted the plaintiffs' strong prima facie case of fraud and the necessity to prevent further dissipation of assets.
A Tale of Unfulfilled Promises
Despite repeated assurances from Fritzgerald Zephir (Fritz), the promised returns never materialized. Investors experienced continuous delays and excuses, with Zephir often citing issues such as pending bank confirmations and internal reviews. By May 2024, it became clear that the funds were not forthcoming, prompting the plaintiffs to take legal action.
Discover who your target audience is and reach themQuibble
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
Discover who your target audience is and reach them
OpenERP Internal Meeting - June 2011
1. OpenERP
Whole Company Meeting
- Fabien Pinckaers, CEO -
June 16th, 2011
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2. Agenda
OpenERP
• Product Strategy
• Company Culture
Business Overview:
• Current Situation
• Past Achievements
• Challenges
Focus on 3 processes:
●
Lead Management
●
R&D Continuous Improvement
●
Implementation Assistance Offers
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3. OpenERP
Product Strategy
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4. Blue Ocean Strategy: OpenERP
The OpenERP “Blue Ocean Strategy”
5 main values/differencitation axis of ERPs:
• Branding: brochures, marketing, “I will never be fired to buy
SAP”, press successes, etc.
• Verticals: a solution that fit a sector “food distribution”:
brochure, experts, adapted product. SAP: 26 verticals.
• Features Coverage: Do you have the features I need ?
• Customizable: Can I adapt it to my business ?
• Attractive Pricing: Will I have a good ROI ?
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5. Current Competitors: Strategy Canvas
• All current ERPs have a similar curve
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7. OpenERP: Strategy Canvas: v6.1
v6.1
Viral & Social
• Increase differenciation
• New value since 3 years: easy / productive / social / viral
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8. OpenERP Strategy
• Outperform in:
– Pricing: business model
– Useability: R&D roadmap
• Underperform in:
– Branding: brochures, Press releases, etc
– Verticals: no investment in brochures, expertises
etc
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9. OpenERP
Company Culture: Values
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10. OpenERP Values
Open:
– Open business model, internal transparency,
– Open customers, partners & community relationship
Disruptive:
– Rule breaker vs Rule maker
– We do things differently: marketing, r&d, services,
management
Fast:
– Company growth, hr evolution, product releases,
– Sales cycles, channel development, new offers, etc.
Startup / Small company:
– Flexible, short decision cycles, continuous change,
– Relying on people; strong responsibilities
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11. OpenERP
Company Culture: Examples
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12. Growth by successive revolutions (1/2)
Successive Revolutions Continuous Evolution
• Changing & Evolving • Mature & Stable
• Target: big step forward • Target: perfection
• Revolution then stabilization • Continuous improvement
• Everyone contribute • Manager define, employee do
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13. Growth by successive revolutions (2/2)
• Exemples:
– Launch of new offers, rewrite web client from
scratch, launch U.S. offices, young managers,
drastic change in our processes, disruptive
marketing, unusual business model, etc.
• → Promote evolution but accept troubles
– Big changes generate troubles & mistakes. We
prefer to make things evolves than to not make
mistakes.
• → Rely on people to stabilize quickly
– Every one is important to stabilize the company and
to help handling difficulties
– We need to be flexible and be ready to evolve
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14. Fast: Better do less than more
• We want to do faster while keeping a good
quality → we have to do less.
• Examples: website (no eCommerce), marketing
(good social, no paper marketing), sales (mostly
inbound), R&D (few new features)
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15. Successes and failures are related
• What makes us grow is our big successes !
• We are fast and flexible → we can handle failures
Don't be afraid of troubles, feel free to take responsibilities
and move forward. (example with sales)
Example: we recruit people for what they can bring to the company,
not because they are perfect.
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16. A learning company
• At OpenERP, we learn very quickly !
– Transformation from a service company to a strong
publisher in only one year
– We build the world's best ERP in only 5 years
– We are a small company but with strong processes
• Because we are open
– Critics from partners/community allows us to
improve ourself quickly
– Our processes (communication, bugfixes, feedback,
development, marketing) must be open to
externals to benefit from feedback and
contributions
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17. Employees are our strength !
The success of OpenERP is directly related to
everyone's contribution to the growth.
We are a small company:
– Each individual makes the difference
– We can benefit from each one's forces
– Everyone has a role to play
Compared to competitors:
– We are flexible, they are mature
– We play as a team, they have strong processes
– We can evolve they can only improve
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18. OpenERP
Company Culture: Challenges
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19. The OpenERP challenge is exciting !
We are small, smart and we have to possibility
to definetly change the market...
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20. But the more we will grow and succeed,
the more complex our difficulties will be.
We should be ready to face this...
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21. Keep acting like a small company
• With the growth, everyone's challenge will be more and
more distinct. We must understand each others and
act for the benefit of all, not for one
• Keep a strong team spirit; we all rely on someone:
– Sales ↔ Prof. Services
– Belgium Team ↔ U.S. Team
– Prof. Service ↔ R&D
– R&D ↔ Indians
• When growing, our forces must remain:
– our flexibility
– the ability to benefit from everyone
– our capacity to create revolutions and handle difficulties.
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23. Business Overview
Current Situation
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24. We did something great in
A very short period of time...
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25. What we did (1/4)
The #1 Open Source Suite of Business Applications.
– Easy, Modular, Affordable –
The world's leader
1000 installations/day
A fast growing product
1000+ modules in 5 years
A world-wide brand
Partners in 67 countries
Fully Open Source
A strong & active community
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26. 1000+ Open Source Apps
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27. Used by top companies
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28. With a strong momentum
Twice the visibility of the
#2 open source, 6x less
fund raising, profitable :)
500 leads per day !
Strong Momentum,
Fast Growth.
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29. But it's only the beginning...
...the biggest challenge remains.
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30. World domination; what a challenge !
Steps in the OpenERP development: 71% (5/7)
1)Create a growing company
2)Develop a disruptive product
3)Set the open source publisher business model
4)Become the leader in open souce ERPs
5)Be the world's most installed management soft
6)Be the world's most used management soft
7)Be the worldwide leader in management soft.
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31. Business Overview
Past Achievements
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32. Our Departments
Sales
Services R&D
Marketing
Management & Administration
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33. Sales & Marketing
Jan → May 2011 (1079k€)
• 242% of 2010 (445k€)
• 70% of budget
Revenues:
• 55% recurring
• 45% non-recurring
• One year ago: 20%/80%
Achievements:
• Growth CTP Network: 11
• AMs working methods
• Recruited 67 countries !
• Start of SaaS sales
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34. Professional Services
Support:
• 205 tickets/month
• New process reviewed
Migrations
• New service since Jan.
• Strong Success, 109
demands
Prof. Services
• Methodologies being
reviewed
• Better invoice rate
Trainings:
• Good satisfaction rate
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35. R&D
V6.1 Roadmap Better processes:
• Scrum Sprints
• Indians Teams Rev.
• Bugfixes & Merges
• Bug Processing LP
• Useability: (60%)
• Code Review
– New web client
• Cleaning
– Ease of configuration
– Ease of use
• Framework: (20%) New Release:
– Cleaning • When it's ready →
– Speed & Memory quality matters
improvements more than timing.
• New features: (20%) • Rely on v6.1 web
– POS client redeveloped
– Viral Stuff: import, EDI, from scratch.
Share
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36. General & Administration
• The company is growing, our process must
adapt too
• Human Ressources:
– Salary grid defined (recruitment, evaluations)
– Career plan defined
– Improved periodic evaluation process
– Recruitment processes improved
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37. Business Overview
Main challenge: increase revenues
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38. Sales & Marketing: Challenge
• Critical for the next 3 months !
– Cash, cash, cash
• We need to:
– Become more mature
– Reach break-event: 400k€ / month
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39. Professional Services: Challenge
• Keep improving quality of services
– Measure performance and satisfaction
– Organize around processes & methodologies
• Process & methodologies to improve
– Invoicing, satisfaction survey
• Support the launch of v6.1
– Prepare migrations, rewrite docs
– Adapt training material,
– New accounting book,
– Train support team,
– Test before release, etc.
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40. R&D: Challenge
• Release v6.1 !
– Clean & bug free
– Not too late :)
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41. General & Administration
• Train and improve everyone
• Improve our HR policies
• Customers payment recovery
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42. Business Overview
Main Events – Monthly Achievements
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43. Main Events: February
• v6.0 released !
• 45/65 new developers in India, join 1st of Feb (trainees)
• Migration services operationnal (v5 -> v6)
• Launch of support level 1 offer and services
• Acceleration of SaaS sales (SLC)
• Acceleration of OPW sales (new version)
• Good sales growth in november 2010
• New sales & marketing offices in Bruxelles
• Offices moved in India from Ahmedabad -> Gandinagar
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44. Main Events: march
Launched a new department for partners: Channel
Marketing
Complete review of management processes in India
Website released in Spanish
Success in our migration services
Reviewed all our processes: R&D, Prof. Services, Sales
Strong Acceleration of SaaS sales
Bad sales for new partnership & prof. Services (Jan & Feb)
Complete review of our lead management / automation
Beta tested a new offer: implementation assistance
Certified Training Partners Launched
Success in our participation to Cebit
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45. Main Events: april
Successful community & partners meeting
Launch of Apps Library: http://apps.openerp.com
Small Business Offer: done beta in french, firsts in english
Increased sales in march (record)
First increase of U.S. Sales (45k$, 9 new partners)
Significant increase of OPW sales
Improved recruitment for sales
Firsts Certified Training Partners delivered
Published a new Book: CRM with OpenERP
Strong technical improvements prototype web client v6.1
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46. Main Events: May
Growth of CTP network: 11 partners
Success of first CTP courses
Synergies: Online Webinars for SaaS, New
Partners training, Implementation Assistance
Launch of the new partner portal (this week)
Launched Google Apps Marketplace (SaaS)
Publication of books in progress
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47. OpenERP
U.S. Feedback
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48. Team
Andre Zelditch (aze)
Channel Recruiter NAM
Sheryl Bielenberg (sbi)
Account Manager NAM
Carlos Dominguez (cdo)
Channel Recruiter and KAM
LATAM
Mark Hornor (mho)
Channel Recruiter LATAM
Igor Cardoso (ica)
Account Manager LATAM
Dhara Shah (dsh)
Technical Analyst and Trainer
49. Key Achievements
• The company structure is in place
• The initial team is complete and strong
• We are financially sustainable
• We now know the US market specificities
• Training sessions in the US, Mexico, Venezuela, Panama,
Ecuador, Argentina, Brazil
• Participation in tradeshows
• OPW is globally accepted by all Americas partners
because we educate them from the beginning and
because of the US culture
• Cloud offers are much more present and accepted for
businesses (opportunity)
• Latin America drives the second biggest traffic to the
website.
• New office in Redwood City on July 1st, 10 minutes from
Oracle.
50. Challenges
• We are below the annual commercial objective for now
• Open source is not perceived the same way in the US and
in LATAM (market education, alternate sales pitch)
• Generating leads has to be done differently than in Europe
(different sales arguments, different competitors)
• Some blocking points in regards with the US Localization
and LATAM localizations in general
• No delivery of service possible in LATAM for now
(language)
• Support and tools to partners is a real issue.
• Product awareness is far behind that in Europe
51. Better Collaboration
OpenERP US needs the help of OpenERP BE to be
successful:
• Update on processes at the group level (ml)
• CTP organization (nma)
• SaaS to on-premise customers (mgl, jsc)
• Events organization and promotion (hmi)
• Administration (che)
• Lead management (eev)
• …
52. OpenERP
Focus on one process
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54. Lead Management (2/5)
• Rôle:
– Initial answer (within 2 days)
– Routing & assignation
– Qualification & forward to partners
• It's complex:
– 500 emails per day !
– 17 sales team !
– Different languages
• It's critical:
– A customer lost is a loss of money !
– Forward to partners depends on forward and qualification
– Sales performance depends on initial contacts
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56. Example of campaigns: partners
• A prospect partner is sent to campaign for qualification
• If he replies, it's assigned to a sale. Example:
Europe/Spanish → rre
• Performance of campaigns is critical
• Currently:
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57. Actions
• Sales Assignation:
– Depends on country / language
– Depends on qualification
• Lead forward to partner
– Depends on size (10+)
– Depend on geo-localisation, grade of partner
• Qualification:
– Performance is critical, as most of the leads are not
qualified (download the book)
– Lead Qualification is the firsts steps of the sales
cycle. If not efficiently made, partnership sales
can waste 1 month in their negociations.
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58. Statistiques
• 4 campaigns: SaaS, SB, Lead Forward, Partnership
• Processing: 5% manual, 95% automated
• 4 languages: fr, en, es, ru
• 2000 emails sent per day !
• 200 clicks / day
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59. Thank you !
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