expand on SWAT, particularly strengths and weaknesses in the context of the US market?-Business Finance – Management

expand on SWAT, particularly strengths and weaknesses in the context of the US market?-Business Finance – Management

please do a in-depth SWOT analysis for the company. expecting at -least 900 words! if your answer is too general I will give bad rating and ask for refund.

 

 

see attachment for the project to work on, locate the SWOT part on page 14.

-I have provided a general guideline for you to work on, please follow the guide and expand in-depth and detailed analysis

a SWOT has four basic part- Strength, – weakness – opportunities – threats

 

please don’t write something that’s not unique to the company– no cliche- no BS-

reason why i’m not writing is because i have a CFA test tomorrow and need to study for it. — please take good care of the SWOT-

 

I also attached a first-hand interview Q&A from the management of the company and a report about the company- please please spend sometime reading them– won’t cost you more than 10 mins-

so that you know better about the company– please read them carefully before you start writing- you need to know the company!

 

#

 

for the project you work on

although I have written a lot (from 1- 13 pages) about the company’s background and other info.

please start writing on page 14. follow my guideline and expand your writing and please go “in-depth” SWOT .!! and only write on SWOT

 

 

also “https://www.smartdraw.com/swot-analysis/”

 

this link is helpful for you to write a better SWOT- check it out

.

Please don’t use too many quotes. SWOT is unique to the company – so please write unique answer, please use not more than three quotes. Long quotes are not accepted
· Can you please expand on SWAT, particularly strengths and weaknesses in the context of the US market?

· You mentioned the strength of your leadership team. Can you give some examples of how they have proven efficient? And how they have been able to adapt to changing market conditions

· What assets do you have in place in the US

· How do you go about finding new clients

· Do you have process charts that show how you get your product from start to customer? Would it be possible to see any key financial figures that show how the move to Boston has affected the company.

· How difficult is it to find good programmers/engineers

· What ideas do you have about what should be done?

· The timeline of the BPMonline(history of the company before the company moved to US market, Terrasoft?)

1. What is the approximate cost breakdown between sales, internal operations, and and client service? To put it differently, what is the ROI for a client? What areas of the client service experience does the company prioritize?

a.

2. Does BPM simply provide a licensed product, or do they also contract for software optimization, employee training, etc.?

a.

3. Does bpm’ Online already have a “niche” in the CRM market for certain client industries, sizes, or structures? IE: Tech firms with fewer than 100 employees?

a. mid market companies, not global comps. Outgrown small biz stuff, need real systems, can’t spend $7m on a CRM system. Chasing a small, finite list of companies

b. Hubspot deals w/5 ppl mom/pop shops

c. Middle market is more sophisticated, outgrown mailchimp

i. Don’t need to code, can

ii. Hershey’s Ice Cream (separate from chocolate) 100s of marketing users. mid-large size, outgrown basic software

4. In the two years bpm’online has been in Boston, what has been the greatest challenge so far with penetrating the Boston/US market?

a. Getting first set of customers is always hard. CRM has a lot of companies in it. Prove that you’re relevant in this market at this time. Unique capabilities that help us stand out in this market.

b. Differentiated product (salesforce is totally different…bought up a bunch of different companies and called it al salesforce. Salesforce has a cloud of products…ie a bunch of markets that just combine w/each other to all be called “sales force”

i. Bpm took salesforce, reversed it. Took a platform, built a CRM that included marketing, sales, service. This is why bpm has 50% of comp in R&D.

ii. Other companies like salesforce have no R&D, their R&D is just acquisitions of other companies

iii. Cloud concept (acquisition) is what salesforce, oracle, msft)

iv. When you can tell the story of how bpm better than cloud mess (salesforce), is when they’ll be able to get ball rolling

v. Steps to take = marketing inertia, getting the message in front of the right people.

vi. Try to dominate certain marketing channels, getting the message out there. Once people start to hear about it, they start to feel the message and know their emotions are correct

c. Going off this question, what strategies has bpm’online already tried? Which ones were more successful?

i. Tailored channel partner program to meet US needs (ie giving partners some incentive ($) to help them push the product out to potential customers

ii. 3 behavioral sections 1. Purely Emotional buyers (US biggest culprit. Advanced and aggressive marketing). 2. Following emotional buyers. Emotional about not being the US (look to who is the most successful in US, and follow suit). 3. Pragmatic (Germany-more product centric. See features, proof. No emotions, branding, marketing, etc is almost pointless. Too much pizzazz they start to see through it. Functionality first, form second (just like in Japan). Can’t be all things to all people. US is also more personal for sales to close

iii. Trying to figure out how to find/articulate emotion in who we are. Who we are is great logical product company (easy for bpm to go into Germany where emotion not as important). Chevy truck ad vs. Toyota ad. The transition has been hard. What are the aspects of business of product to tap into and tell customer about to put marketing behind it. Hard to do when you have a product that simply works well, and may not be filled with all the sexy features of another product.

5. One of the weaknesses mentioned was “The company is growing too fast, the internal structure and back-office operations are behind”, regarding the internal structure and back-office operations, is the challenge in hiring enough people to accommodate the growth? Or is it more related to internal processes, and if so, what steps have been taken so far to allow for catch-up?

a. Generally, all the processes in organization, global offices, recruiting is not effective. Do not recruit well in Boston, open positions in Boston, don’t close them and fill them up (sales channels)

6. How difficult is it to find good programmers/engineers?

7. Can you please provide a timeline of bpm’online (history of the company before moving to the U.S.)?

a. Founded 2002 in Ukraine

b. Started real expansion in 2013 (before that, local comp w/12 markets in Europe). Started to dominate those markets in 2008, still dominant leader in 12 countries in Europe

c. 2016 – offices in Singapore and Melbourne

d. back office is in Kyiv (huge economic benefit bc much cheaper in ukraine, outsource tech support, all back office operations)

e. Late 2015 Boston office opened, ALL Front office functions; sales, marketing, Matt is marketing/sales. Global VP sales, VP channels, VP global marketing is here, c-level suite is here in Boston.

· overview. Born somewhere else, grew globally = naturally global perspective. Started in Kyiv, offices in Boston, London, Melbourne, Singapore, Moscow.

· Lots of European based companies

· Growing global comp that initiated in Europe

· Expanded partner network w/channel partners = job is to handle the selling or selling & implementation of a type of tech. (like BMW, make their cars, dealer network sells and services the cars). Like the software market

· Microsoft used channel partners (resellers)

· Salesforce sells direct

· CRM – decision process and service process. Managing customer relationship from beg of buying cycle all the way through life of product.

· Marketing -> Sales -> Service funnel

· Lead -> opportunity -> Order -> service. Each of these steps is a process, bpm deals w/processes, and lets customers customize the processes to the business. Each process has unique features

· Penetrate us market: Greg works well w/analysts who are out in field always trying to know everything. They generate the reports that say who’s a leader in a market. Analysts note the trends in a market and determine who’s great in a market. Forrester has been great for bpm exposure. Bpm positioned well even w/smaller budget: features, capabilities, customers speaking well to analysts. What do we do well, what do our customers say about us. The credible, 3rd party independent source has shared publicly the results of bpm. So companies rely on them to determine where to buy from. Good to benchmark yourself, but public notices as well.

· Indirect – each year they’ve grown, they’ve sold more

· Word of mouth has been huge for bpm

· Forrester and gartner are the biggest/best/most trusted analyst firms. Global

· Nucleus is in Boston, Ovum is GB

· 2017 ROI awards. Bpm’online Quint Wellington Redwood Group (bpm customer) for its implementation of bpm’online w/ 1,566% ROI. (prev used msft. 46% reduction in overall software cost. Sales qualified leads increased 300%, 100% increase in conversion rate attributed to process improvements)

· Time to measure returns on software investment used to be very long time. SaS, cloud, has sped up time to get from purchase to return

· Productivity – machine learning and AI important factors

· AI prepopulates processes so sales reps don’t forget to fill something out on their reports and screw up entire reporting process

· Service person and sales person have to fill out less data entry, as AI (bpm investing heavily in this) helps this

· Anyone can change processes/applications – big difference bt traditional application processes. End users have more control and can move faster

· Unique and holistic process

Greg – PR expert

Bpm’online (www.bpmonline.com) is a premium vendor of process-driven software for marketing, sales and service automation. We deliver unique synergy of BPM (business process management) technologies and CRM to empower organizations accelerate time-to-strategy execution. Bpm’online has been highly recognized by key industry analysts (like Gartner and Forrester), and named one of five leaders of the global Enterprise and Midmarket CRM industry by CRM Magazine.

15 years ago, our company started as a small European startup with 5 people on board without any external funding or venture capital. Today, bpm’online is a global software vendor with 7 offices around the world, 700 employees and thousands of customers.

Our organization consists of 2 companies:

1) bpm’online – founded in 2013, serving the global market, with HQ in Boston

2) Terrasoft – founded in 2002, serving 12 countries of Eastern Europe and Eurasia

External Opportunities

1. BPM market is large and growing (Gartner and Forrester estimate it $3-6B). The number of players in comparison to CRM market is quite limited, and there is no clear leader at this time. Overall, BPM market is not mature, similar to CRM back in the Siebel days.

2. Although CRM market is quite crowded, it continues to grow (Gartner and Forrester estimate it $20-30B). Moreover, the mid-sized and large market is “tired” of the billion-dollar gorillas, like salesforce and MS, customers feel enthusiastic about the new technologies that bring them a unique value.

3. System Integrators (partner channel) are looking for unique and different technologies to bring to the table. Partners need the platform to quickly implement the customer processes, while the customers are happy to consider the alternatives to salesforce, Oracle, MS, etc.

External Threats

1. We compete in two markets (BPM and CRM) with billion-dollar gorillas, like Oracle, SAP, Salesforce, MS, who are very strong in enterprise sales.

2. Bpm’online doesn’t have strong feet on the US ground.

3. We lack global market awareness – while the demand is strong and our offering is great, we lack the word out to build the brand awareness.

Internal Weaknesses

1. The leadership team in North America, Singapore and Australia is just being established.

2. The company is growing too fast, the internal structure and back-office operations are behind.

3. There is a challenge to build a truly intercultural organization, united by a single mission, as the culture and approach differ a lot in different regions.

Internal Strengths

1. Product: we provide very strong and mature offering of BPM technologies with CRM on top of it.

2. Existing Leadership: Existing leadership team is highly engaged, strong and reliable.

3. Back-office , R&D, Tech Support in Eastern Europe allows for cost efficiency.

Challenge

Having moved our headquarters to Boston, MA nearly two years ago, bpm’online strived to build a momentum in the US market.

Over 50% of global CRM market share belongs to the US, while the revenue bpm’online generates from the US market is only 5% of our overall revenue.

Obviously, the marketing dollars we could spend in comparison to our core competitors (Microsoft, Salesforce, Oracle) are limited. But we do have a strong cost-effective CRM and BPM offering backed by mature technologies and exceptional customer care. This allows us to demonstrate a very positive win rate in the sales pipeline – 20% of BANT opportunities have been closed won.

To summarize, our challenge is finding the most effective way to penetrate the US market faster.

Order from us and get better grades. We are the service you have been looking for.