Anderson Yates wins new business in the US

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Global Summit on Women Empowerment 2016 | Anderson Yates
Global Summit on Women Empowerment 2016 | Anderson Yates

Independent consultants Anderson Yates has won new business from Houston, Texas-based Global Summit Group to advice on cloud business platform for global event management and fund raising.

Anderson Yates, independent business transformation consultants, project and change managers, today announces its first significant US contract win to advise Houston, Texas-based Global Summit Group on the selection and implementation of a cloud based event management and fund raising platform.

The Global Summit Group, organiser of key United Nation allied events such as The Global Summit on Women Empowerment in New York, needed a solution for its global user base to book events and make donations.  Payments for both will be via all major Credit Cards, bank transfer and Paypal.

Princess Moradeun Ogunlana, Chair & CEO, Global Summit Group appointed Anderson Yates based on the firm’s proven ability to deliver successful projects in a short period of time.  “We have been impressed by the company’s (Anderson Yates) responsiveness, its change management approach and ability to review and understand our organisation needs.  In a few weeks, we have a solution shortlisted and tested. The pilot for our first event is now in place”

Yuwan Effendi, Principal Consultant commented “It is an honor for us to be involved with a progressive global company with a single aim of improving its organisational effectiveness.  The company understands the need for automation in handling its global events and donations management and the benefits a single platform brings.”

Within six weeks, Anderson Yates delivered a single platform solution that manages all aspects of Global Summit Group’s management needs, including a website for events, event booking and management, donation management, project  management,employee module, accounting, invoicing, time sheet, expenses, purchase order, stock control and e-commerce merchandise shop. Payment gateway is linked to Paypal with an option to pay by bank transfer.

Anderson Yates is Gold Sponsor at the Anglia Business Exhibition in Ipswich, 15 June, 2016 to showcase their event management and donation management solution for non profit organisations.  Registration is free.

For further information, please visit www.andersonyates.co.uk or call us on +44 1223 257769.

Join us on Twitter: @ayatesconsult

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HarmonyPSA Review

Review of Harmony PSA

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Review of Harmony PSA

Harmony has been designed from the start to support multi-divisional, multi-jurisdictional software and services businesses. It isn’t a compromised vertical customisation of a generic ERP solution. Being specific allows the solution to contain the deep niche functionality required to support the complex requirements of this type of business.

Also, it has been designed to support the entire business lifecycle from lead to contract renewal. All the staff in the company will use the system, ensuring nothing needs re-keying and lifecycle reporting is available on demand. The aim is to eliminate disconnected processes, lost or out-of-date data or manual re-keying.

The data model has been developed to enable the key contractual aspects of each order line to be inherited from the price book, allowing components to be correctly routed through the system and accounted for. Invoicing is driven from the system on an event or periodic basis so that invoices may be raised (or released if auto-generated) at the first available opportunity, not always as part of a month-end cycle. In addition, key quality steps have been built into the process lifecycle so that data can be corrected at the earliest opportunity thus saving re-work and reducing errors downstream.”  – Harmony Product Team.

HarmonyPSA is not like your traditional PSA tools such as OpenAir or ChangePoint.  It is developed specifically to assist Software companies and IT Services selling to global clients to win business quickly and professionally and to manage the global delivery of software and services.  Unlike most PSA systems in the market today, Harmony PSA allows companies to run Sales Ledger, Purchase Ledger, Purchase Order Processing and Sales Orders within one integrated system including cash receipts and payments.  Harmony integration by design supports General Ledger integration via journal and document level integration using its RESTful API.  Users are therefore able to choose the best option for their integration strategy.  Harmony expects the financial management system to handle VAT return.  Your choice of financial management system may drive which integration option open to user organisation.

Harmony Key strengths are:

  1. Sales Management for Software, IT Services and Technology companies
    1. Ability to hold scripts for lead generation and sales teams when using telephone prospecting technique
    2. The opportunity handover includes handover notes from lead generator to sales
    3. Easy to select product configuration combining software (with and without annual maintenance), Services, 3rd party products, consumption based billing and pre-pay services. Unique to Harmony is the fact that the product configurator contains significant amount of intelligence to make it easy for sales team to price up a quote, ensuring that no necessary products or services are missed. For example, if support is to be charged on software, these are specified in the product configurator and added to the quotation.
    4. Harmony Quotation splits out one off software costs from recurring charges costs. Harmony output is the most comprehensive for quotation and proposal I have seen for the IT industry. It includes contractual notes specified on during discussion to be reflected on the printed document.
    5. Harmony enables companies with multiple brands to manage consistency across brands.
    6. Harmony also supports full service desk functionality allowing the incident tickets and software feature processes to reside within the same commercial framework. This means you will never do support work without knowing you are in contract.
  1. Management of Global Contract (Project) delivery
    1. Harmony allows a single global project to be created (referred to as Contract) and all its components managed from a single point.
    2. Invoicing is split between items to be billed on contract signature/ acceptance by client, recurring invoices based on contract rules with multi-year contract management.
    3. Project team can be sourced from a global pool (or limited to region or country) and allocated to global projects. Harmony has the concept of jurisdiction (separate legal entity).  Each project and employee belong to one legal entity.  When a resource from a different legal entity is assigned to a project from another legal entity, Harmony creates inter-company transactions.  An intercompany invoice can be created from the resource owning company to the project company.  A mark-up percentage can also be applied.
    4. As expected, employees can enter time and expenses against project they work on. Reports can be produced detailing budget vs actual time booked. Harmony also tracks remaining budget for services elements.
  1. Financial Management
  1. Revenue Generation concept in Harmony allows invoices and revenue to be separated – thereby allowing complex invoicing and billing points to be utilised whilst recognising revenue on a separate basis.
  2. AR Receipts can be posted in Harmony and updates the AR ledger and aged AR reporting. Only basic debt chasing facility is currently incorporated into the product. However, more advanced rule-based alerts and escalations can be easily created using Harmony’s rule engine. These alerts can include auto-creation of customer chasing emails and contractual escalations.
  3. Harmony uses the concept of Purchase Orders to track expected costs and commitment costs on projects. Purchase orders are automatically created for 3rd party products.  No rekey or manual PO creation is needed unless they need to be amended.  Approval workflow for PO is a standard feature in Harmony.
  4. Receiving can be done for each order and a purchase invoice (with 3 way matching) can be prepared from PO.
  5. Purchase Invoice approval is standard in Harmony. Approvers can decide whether the full amount is due or a lesser amount is due (part delivery, etc.)
  6. Contractor remittance is a breeze in Harmony. Contractor will enter their time and once approved, remittance can be generated based on timeline entered.
  7. You can make payment to suppliers directly from Harmony. Payments can be cash or directly into the bank by BACS.

Whilst Harmony is extremely competent in project financial management, it currently lacks resource and workload management capabilities.  These are under development and are scheduled for release in H1 2016.  The current solution allows project managers to assign resources to projects and have this scheduled to their calendar.  Resourcing of current workload in Harmony is simple.  The new workload management capabilities will provide predictive resource requirements based on opportunities and quotes.  The new software also promises to provide tighter integration between sales and services by using standard phases in quotations and orders.

The whole product has been architected with the users in mind.  With a few clicks, users are able to create quotes and orders.  Adoption – which is often a stumbling block for most enterprise system implementations should be relatively simple for the sales and operations team.  However, finance team will need more convincing to adopt Harmony’s AP, AR, Cashbook and bank reconciliation. The greatest threat in our view to successful Harmony implementation is the lack of adoption of Harmony AP, AR and Bank reconciliation features and embarking on complex integration to overcome them.

We highly recommend Harmony to any Software, IT services and Technology companies looking to replace existing ERP, PSA or SRP solutions to improve performance and profitability.

END

 

About Yuwan Effendi, Principal Consultant, Anderson Yates

With over 15 years’ experience of helping Professional Services Organisation to improve performance and profitability, Yuwan has evaluated and overseen the implementation of a number of PSA solutions including Deltek, ChangePoint, OpenAir, NetSuite, SharpOwl (now V1), SunAccounts PSA (now Infor), MS Navision and Financial Force. An accountant with 8 years CFO level experience in industry, Yuwan oversee a team of consultants, project and change managers for Anderson Yates, a Cambridge based independent consultancy providing successful selection and implementation of Business Management (CRM,ERP,BI) solutions to growth focused SMBs.

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5 common mistakes SMEs make when selecting Cloud ERP solutions

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5 common mistakes SMEs make when selecting Cloud ERP solutions

A recent survey conducted by Redshift Research for a major ERP supplier reveals that ERP users aren’t happy with what they are getting. The Information Week article further noted that ERP users expect mobility in future ERP implementations. In Anderson Yates’ study of 20 ERP implementations that yielded disappointing results for SMEs, they discovered five common mistakes that these companies made during their ERP selection process.

1.        Lack of detailed requirements that the ERP solution must deliver

Most SMEs fail to produce a detailed requirements document when selecting cloud based ERP.  The lack of documentation of their required reports, KPIs and processes results in the company being subjected to each software supplier’s best practice process.  Unfortunately, these may or may not meet the company’s optimised processes.

Since one of the major reasons for selecting cloud based ERP is to provide timely management reports and information to assist in decision making, SMEs are failing to produce clear management reports and KPIs requirements.  It puzzles me that many SMEs treat management reports and KPIs as an after-thought.  Too often we find that clients are struggling to produce their reports in the format required or they are surprised by the costs involved in producing them.  The widespread use of Sage software has resulted in SMEs moving to an ERP solution assuming that creating  reports is a simple process.  Many are often surprised by the time it takes to specify and create an invoice layout to meet their clients’ requirements.  One client had a fairly complex invoice layout that took 2 days on average to produce.  They had 5 different layouts.  That’s £10,000 just for invoices.  Ouch!

2.       Lack of clarity as to what the optimised business processes should be for the business

Although most SMEs understand the most optimised processes they need, they fail to make it clear to the ERP supplier that their solution must meet these processes.  The lack of documentation on process and reporting requirements result in suppliers showing their software best practices and the standard reports in the system.  Although the best practice in the software solution makes sense, it may not be practical to the user tasked with carrying out these processes.

We recommend that SMEs take the time to document their “As Is” processes and their optimised “To Be” processes with their users.  This leverages users’ deep understanding of the best processes to adopt and also for their buy-in.

3.       Selecting too many or too few ERP vendors on their list

Selecting less than 3 vendors for obtaining quotation and a demo is less common than selecting too many companies to consider.  Most SMEs will select 6-8 suppliers to consider based on their research.  The most I have seen involves 15 suppliers.  Each is expected to provide a demo of their system in meeting the company’s outlined high level requirements and to provide a quotation.

In addition to the process being extremely time consuming, laborious and demoralising to the selection team involved, it also resulted in significant confusion.  Yes you guessed it.  When they finally selected the ERP solution considered to provide the best features and value, some features that they thought the software provided was in fact features in other software they have seen.  It’s incredible how we sometimes remember the features we liked in software and thought that the selected software had those features.

4.       Failing to confirm that the ERP solution proposed is able to deliver without further customisation

Companies sometimes fail to realise that ERP solution contracts are created by the software suppliers to reduce the supplier’s risk.  My advice to clients is simply BUYERS BEWARE.  Be aware that the construct of the agreement is often structured in such a way that it states that you the customer has fully satisfied yourself that the software solution and services provided by the supplier meet your requirements.

We sometimes get involved with ERP project rescue or recovery where the customer is dissatisfied with the software features and functionalities and is asking if they can ask for reimbursements from the supplier.  Unfortunately, with the construct of the agreement being so, they are at the mercy of the supplier.  Often, supplier will agree to create custom code to compensate for the lack of features and functionalities.  In most cases, this involves additional costs.

The message here is simply to ensure that before entering into a contract with a supplier that you have fully satisfied yourself that the software you are buying can meet your requirements and can meet them within the timescale and costs quoted by the supplier.  Ask to see an end to end demonstration of their proposed solution for your business, test it out internally and look under the bonnet to ensure you understand what the reporting or customisation tool is like.   It is imperative that you include a detailed statement of requirements of outputs required from the new system and the “to be” processes it must meet as part of the contract.  Their inclusion should enable suppliers to provide a fixed scope, fixed price contract – minimising the uncertainty and risk of your ERP project.  Any suppliers with extensive experience will welcome this approach.

5.       Making assumptions of the features and capabilities the selected ERP have

 Underlying a number of mistakes made by SMEs during an ERP selection process is the assumption that based on the demo they are shown, the software is able to meet their business processes, reports and KPIs with little or no customisation or modification.  Some also believe that the reporting and customisation tools are simple enough to use that they themselves will have the skills in-house to do this.  However, these are often all based on ASSUMPTIONS.  My colleagues used to point out that if we assume things, it would make an Ass of U and Me.

 

This article is created based on the forth coming e-book to be published by the author, Yuwan Effendi, on“Best Practices for the Selection and Implementation of Cloud based ERP Solutions”  RRP £ 6.95.  Anderson Yates has 25 copies to give away FREE.  Simply send an e-mail to info@andersonyates.co.uk with the subject title “FREE E-Book” and we will send you a copy.

*******

For more information about our services visit our website www.andersonyates.co.uk , complete an enquiry form or call us on +44 (0)1223 257769.

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Part 3 – Is cloud based ERP an extremely risky project for SMEs?

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Part 3 – Is cloud based ERP an extremely risky project for SMEs?

Anderson Yates consultants have been asked to rescue three ERP projects in the past two months, all involving companies that employ less than 250 employees – deploying cloud based ERP. What went wrong for them and what lessons can be learned that will ensure your company doesn’t fall into the same traps? (Part 3)

This week’s article and case study is the final in the series asking if ERP implementation is an Extremely Risky Project for SMEs to undertake.  Our final ERP implementation rescue is for a financial services company providing advice on various products.  They have been implementing their ERP system for 18 months but have not yet adopted the solution for finance.  The front office team has been using the Customer Relationship module to meet regulatory and internal sales management needs.

Case study 3 – Lessons from a Financial Services company ERP project rescue

Why has the solution not yet adopted after 18 months of implementation?  That’s a great question and it was the same question the board was asking.  I am unable to go into great lengths in disclosing this case as it is still ongoing.  Sufficient to say that initial review of the implementation uncovered a number of basic errors.  An example is the use of a text field instead of a drop down list which would have ensured data integrity.  Additional entries can be added to the drop down list if an option was not available.  There were in excess of 100 custom fields added to the Relationship Management module mainly in the Customer and Contacts records.  Automation was deployed to create tasks and activities to support the business processes.

Do you have a System Design Document for the implementation?  If you have read part 2, you know that this is one of the first questions our consultants would ask when reviewing an implementation.  Unfortunately – no.

Do you have a documentation of your To Be Business Process?  Again no.  So how would they know once the system has been implemented if that’s the optimized business process?

Transformation delivered? No not yet.  After discussing with the management team and explaining the implementation best practices that we use, we agreed that a re-implementation was the best solution.  A fixed fee and fixed scope fast track implementation program was agreed with clearly defined scope, deliverables, timescale and tasks to be carried out.

Here is our Sales pitch ……

Are you in the process of setting up your ERP system and need additional resources?  Do you need a fixed fee fixed scope ERP system implementation to ensure certainty and reduce risk on your part?  Our consultants are experts in Netsuite, Sage, Deltek Vision, Microsoft Dynamics, Sales Force & FinancialForce CRM, ERP and Business Intelligence solutions.  Call me on 01223 257769 or email:help@andersonyates.co.uk  if you need an impartial advice and assistance.  We will carry out an initial ERP health check review.

Key lessons learned from 3 case studies :

  1. ERP Project failures are not limited to location, size, industry or sector.
  2. Ensure you have a clear understanding of your optimum To Be Processes and reports and KPIs needs.
  3. Team training is important to set expectations and promote buy in from the start.
  4. Ensure you involve and focus the ERP project on all departments.  Even if you do not intend to roll out the system for certain departments immediately, explain the timescale and why decisions at the initial stage have impact on every department.  Engage all process owners throughout the project lifecycle, right through to go live and do not make assumptions on their behalf.
  5. Do not skip or short cut on User Acceptance Testing stage. Ensure that a thorough User Acceptance Testing is carried out before go live.  It must include all current and potential scenarios.  Run an end to end process testing not just segment tests.
  6. The choice of consultants matter for your ERP project success.
  7. We cannot over emphasize the importance of training.  It reduces frustration and stress. Get help early if you think the system is not behaving as you expect. If you think something is wrong – you are usually right.
  8. Ensure that you or your supplier documents your new ERP processes including details of the configuration options and the reason why they were selected.  Update the document after go live as soon as possible and carry out final configuration check.
  9. Ensure that you examine the consultants’ implementation methodology and plan to ensure they make sense and provide sufficient time and attention to adoption as well as implementation process.  Flag up any concerns or issues early and seek another independent advice if required.
  10. Choose fixed scope and fixed price fast implementation option if possible to reduce uncertainty and risk and to get the ERP solution ready for testing as soon as possible. Any potential issues can be identified earlier and addressed.

Summary

SMEs have the opportunity to upgrade their often non-integrated business management solutions with cloud native fully integrated ERP.  These systems offer lower cost of ownership, less risk, increase efficiency and provide flexibility and scalability to meet increasing business complexities.  Implemented and adopted properly, ERP provides a great Return on Investment (ROI) for fast growth and internationally focused SMBs.  However, as lessons learned above shows,there are pitfalls and “gotchas”. As SMEs place increasing demands on suppliers and resellers to implement ERP solutions to meet their needs, there will be a shortage of experienced consultants, project and change managers.  The choice of consulting firm will become more important to ensure successful outcome.

Read Part 2 – Is Cloud based ERP an extremely risky project for SMEs?

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Part 2 – Is cloud based ERP an extremely risky project for SMEs?

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Part 2 – Is cloud based ERP an extremely risky project for SMEs?

Anderson Yates consultants have been asked to rescue three ERP projects in the past two months, all involving companies that employ less than 250 employees – deploying cloud based ERP. What went wrong for them and what lessons can be learned that will ensure your company doesn’t fall into the same traps? (Part 2)

This week’s case study is based on an ERP implementation rescue for an E-commerce company selling luxury wear in several countries.  Their ERP system has been running for 12 months when we were appointed following a change in its operations team.

Case study 2 – Lessons from an E-commerce ERP project rescue

Surely if it has been running for 12 months, it must be working properly?  You would have thought so wouldn’t you?  Yet in reviewing how their stock items were set up for items with different sizes and colours, they were not correctly done.  Consequently, when sales invoices and delivery notes were printed, there were missing information relating to the size and colour of the product.  Could they have picked this up at User Acceptance?  Yes, definitely.  The UAT phase should have involved creating new stock items of all types.

Was that it? Anything else?  When we were reviewing questions and anomalies regarding the system and how it behaved, it became clear that the new operations team has had little training in the use of the software and some of these anomalies may have been by design.  An example question was can we hide or default the VAT column when users enter sales orders.  Whilst the system can be configured to do so, it was not practical as orders were created for sales to different countries for the same client.

Do you have a System Design Document for the implementation?  This is one of the first questions our consultants would ask when reviewing an implementation.  I got a blank stare and a question of what is that? The system design document contains details of configuration options.  It explains the reason why the system is set up as it is.  Unfortunately, none was available.  Our recommendation to clients is that a System Design Document should be updated at the earliest opportunity after go live.  It is the system administrator(s)’s role to do so.  This allows the administrator(s) the opportunity for final review.

Our stock valuation is incorrect – it should have been higher than what is being reported? Our suspicion was confirmed by this very statement.  We didn’t think the system was correctly implemented with the right stock valuation method in place.  I was further puzzled by why I was also asked to help them correct stock numbers and valuation.  It was like opening a can of worms.  It appears that the process of stock ordering, receiving, sales order processing, despatch and sales invoicing has not been strictly followed through.  The finance team has been adjusting stock valuation to compensate for the incorrect valuation method in use.  Frustrations and stress level was high as reports of sales through and valuation were being questioned.

What we did?  Following a review with the Operations manager, a plan of action was agreed.  Correct stock type, correct stock valuation as at the end of the previous year.  Review previous sales orders and close those already fulfilled or partially fulfilled if no more despatch is to be made.  We provided the operations team with training on the correct use of the system and the effect of each step of the process on accounting.  We also provided training on the use of reporting tools to report on transactions, to carry out analysis and the use of Dashboard for KPI reporting.

Transformation delivered.  The corrective work took three days to complete and training was provided “on the job”.  The operations team is now able to maintain the system correctly and understands the impact of their action on accounting.  The stock valuation is now correctly reflecting the purchase cost of items made up of several components including packaging and additional work purchased from multiple suppliers on a number of purchase orders.  We are now six weeks since the remedial work was carried out.  Stock Valuation at the end of May was to be compared to physical stock count.  The team is now preparing for the launch of a new range for the summer season.  They are now using the import routine devised for adding new stock lines which included style, size and colour.  “We are delighted by the care and attention provided by your team.  You have in-depth knowledge of the product and we have no hesitation in recommending yourcompany” was the comment from the operations manager.

Here is our Sales pitch ……

Are you in the process of setting up your ERP system and need additional resources?  Have your business model changed since your ERP was set up?  Are you now struggling in using your ERP system?  Would further optimisation or training be helpful?  Our consultants are experts in Netsuite, Sage, Deltek Vision, Microsoft Dynamics, Sales Force & FinancialForce CRM, ERP and Business Intelligence solutions.  Call us on 01223 257769 or email: help@andersonyates.co.uk  if you need an impartial advice and assistance.  We will carry out an initial ERP health check review.  Our mission is to assist SMEs to successfully adopt business management solutions that help them win more business, improve efficiency, increase profitability and provide flexibility to maximise opportunities.

Key lessons learned:

  1. Ensure that a thorough User Acceptance Testing is carried out before go live.  It must include all current and potential scenarios.  Run an end to end process testing not just segment tests.
  2. We cannot emphasise the importance of training.  It reduces frustration and stress.  Get help early if you think the system is not behaving as you would expect it to.  If you think something is wrong – you are usually right.
  3. Ensure that you or your supplier documents your new ERP processes including details of the configuration options and the reason why they were selected.  Update the document after go live as soon as possible and carry out final configuration check.
  4. The choice of consultants matter for your ERP project success.

Next week will be our final instalment and conclusion to the question “ Is Cloud based ERP an Extremely Risky Project  for SMEs?”  We will share with you what lessons can be learned from a financial services company implementing Services focused ERP (SRP – Services Resource Planning).

Read Part 1 – Is Cloud based ERP an extremely risky project for SMEs?

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Is cloud based ERP an extremely risky project for SMEs?

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Is cloud based ERP an extremely risky project for SMEs?

Anderson Yates consultants have been asked to rescue three ERP projects in the past two months, all involving companies that employ less than 250 employees – deploying cloud based ERP. What went wrong for them and what lessons can be learned that will ensure your company doesn’t fall into the same traps?

You are right to be cynical

When I see a headline like this written by an independent consulting firm that sells project management and change management, my initial reaction is: of course they will say that.  They want to scare us into buying their services.

You will be right if the whole article does not draw any practical lessons that you can put into place to avoid making the mistakes when your company needs a new CRM, Accounting, ERP or Business Intelligence system.  This article is not the same as ERP suppliers giving you advice on how to choose their product as your next ERP.

Location and industry is not immune from ERP project failure.

Let me tell you about these three ERP projects.  First of all, they are in three different locations;  East Anglia, London and Wales and in three different sectors;  IT Services, Ecommerce and Financial Services.

Case study 1 – Lessons from IT Services company ERP project rescue

Surely IT Services company must have a successful implementation, aren’t they experts?  You would have thought that such a company is accustomed to delivering successful IT projects.  They have dedicated project managers in house, what could possibly go wrong?

What event caused the failure?  It wasn’t their project management that let them down, but it was their ERP project focus.  When discussing the project with the management team, they admitted that their focus was on replacing their Quickbooks accounting software.  Marketing and the services team perceived this as being a finance only system so didn’t really get too involved in the implementation.  Until the services team was asked to use the system to process sales orders, place purchase orders for hardware and software sold and raise appropriate sales invoices.

Why did the implementation not work for the Services team? With little input at the business process stage, the services team found the system difficult to use and was not complementary about it.  They were unable to know which Sales Order has been dealt with and by whom and whether purchase orders have been raised or not for the items sold.  They are able to see that Sales Orders has been invoiced but they were unable to tell if the goods ordered has been delivered to the warehouse, whether an engineer has been assigned to configure it, and whether it has been delivered.   Finance did not think it necessary for the stock system to be used – after all they only do a back to back order and most stock is allocated to client project.  The result of this assumption was that the services team had to use good old email to inform everyone what’s going on.  There must be a better way….

What we did?  We booked in a review with the Services team to uncover the problem above.  We informed and show them that if they were to use the stock control system, the progression from Sales order, to placing Purchase order, to receiving and invoicing workflow can be seen from a sales order screen and that is how most systems gives you control.  We also resolved other matters relating to who is dealing with the order and the stage that it is in now.  The solution comes from changes to their process and system.  It isn’t one or the other in order to find the optimum process, it is usually both.

What happened to Marketing?  Well we helped them implement marketing automation after explaining what their system provides them.  Campaign Management linking to project costs comparing budget with actual, E-Mail and letter templates, Campaign Categories, Run campaigns out of the system and track results, viewing each contact lead source and their history of responses to each campaign, which opportunity, sales order and profit is generated by each campaign to provide campaign effectiveness and ROI measure.  Finally, we reviewed reports and dashboards for KPI monitoring.  We configured the system based on the client’s marketing mix.  They are now busy preparing the first campaign from the system which is the launch of a new product.

Transformation delivered?  The Managing Director commented that we have achieved more in one day consulting with these departments than the previous consultant did in 6 months.  The users are now enthusiastic about the system that is aligned to help them to be more efficient and effective to meet business goals.  That’s transformation.

Team Training?  Why and isn’t it a waste of time and money?  We recommend team training conducted by senior consultants to help clients really understand what their software can do and how best to achieve it.  We conduct Team Training at the beginning of every full ERP implementation project or rescue.  The purpose of which are 1.  to envision the project team as to what the new system will look like.  2.  To communicate why the change and 3.  The process involved and the hardships to get there.  Not to worry though we will be with them on the journey and we have completed lots of successful implementation in their industry.

Here is a Sales pitch, feel free to ignore……

If you have Quickbooks Enterprise V14, your license and support will be expiring on 31 July, 2015.  You can still get free technical support including e-mail support free until 31st July 2017.  After which time I guess the support team will be going on their summer holiday.   Here is what QB says about payroll: “After 5 April 2015, no further tax or payroll updates will be released. This means it will not be possible to use the software to run payroll or prepare returns for HMRC.” If you are still using their payroll, it may not be compliant.  But don’t panic.  What you should do next depends on your business.  Call us on 01223 257769 or email:help@andersonyates.co.uk  if you need an impartial advice and assistance as to the best thing to do.  That’s why we are here for – our purpose is to assist SMBs to successfully adopt business management solution that helps to win more business, improve efficiency, increase profitability and provide flexibility to maximise opportunities.

Key lessons learned:

  1. ERP Project failures are not limited to location, size, industry or sector.
  2. Your focus and change management during implementation determines if your ERP ends up to be perceived as Finance only system.
  3. Involve all process holders engaged throughout the project lifecycle, right through to go live and do not make assumptions on their behalf.
  4. Do not skip or short cut on User Acceptance Testing stage.
  5. Team training is important to set expectations and buy in.
  6. The choice of consultants matter for your ERP project success.

Next 2 weeks we will share with you what we found at the e-commerce and financial services companies.

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Anderson Yates invests in Netsuite consulting competency and expands its cloud offerings

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Anderson Yates invests in Netsuite consulting competency and expands its cloud offerings

Anderson Yates partners with Netsuite through Collaborative Systems Consulting in Cambridge and Keystone Data in Leeds – and invests in Netsuite consulting competency to provide independent advice and assistance to companies evaluating cloud based business management solutions.

Fast Growth companies and Exporters based in East Anglia (Cambridge, Ipswich & Peterborough), the South East (London), Leeds and Manchester can now get independent advice and assistance in evaluating the real benefits of integrated cloud based ERP solution for their businesses.

Anderson Yates has been advising clients on the benefits and justification of ERP investment for growth focused SMEs since 2004.  The company has significant experience of working with Fast Growth companies and Exporters.  Their consultants have assisted several winner of The Queen’s Award for International Trade to improve their use of integrated ERP solutions (CRM, Finance/Accounting, HR) and Business Intelligence and Analytics.

“We chose to invest and develop consulting expertise in Netsuite having independently evaluated a number of Cloud based ERP offerings including Sage (www.Sage.com), Microsoft Navision (www.microsoft.com), SAP Business One (www.SAP.com), and Accumatica (www.accumatica.com) but found Netsuite’s significant experience in the cloud, global reach, 24,000+ client base, financial strength and completeness of solution for most industries (E-Commerce, Light Manufacturing, IT Services, Technology, Professional Services and Engineering) to be most impressive”  explained Yuwan Effendi, Senior Consultant, Anderson Yates.  “Companies looking to invest in a fully integrated Cloud ERP solution and those trading internationally, needing to meet local market legislation and multi lingual E-Commerce and business management system features, will do well to evaluate Netsuite One World”

Anderson Yates do not resell Netsuite or any other software packages it highlights or recommends and clients are free to choose whether to engage their consultants or use resellers and other consulting partners for their implementation.  At the implementation stage, the company has proven to be most valuable in assisting clients with Stakeholders management, Project and Change management and User Acceptance Testing (UAT) activities.  Anderson Yates’senior consultants have held senior finance roles and with 15+ years ERP implementation experience in Europe, North America, Middle East and Asia Pacific regions.

 

Anderson Yates (www.andersonyates.co.uk) is an independent consultancy assisting mid-market Fast Growth and Exporting companies in the succesful selection and implementation (Project Management) and adoption (Change Management & User Acceptance Testing (UAT)) of integrated business management solutions (CRM, ERP/Accounting, HR) and Reporting, Business Intelligence and Analytics that drives business performance.  Our senior consultants have 15+ year’s successful system implementation and adoption experience with in-depth knowledge of business and financial processes and international reporting requirements.

Netsuite (www.netsuite.co.uk) is the industry’s leading provider of cloud-based financials / ERP and omni channel commerce software suites.  Today, more than 24,000 companies and subsidiaries depend on NetSuite to run complex, mission-critical business processes globally in the cloud. Since its inception in 1998, NetSuite has established itself as the leading provider of enterprise-class cloud ERP/financials suites for divisions of large enterprises and mid-sized organisations seeking to upgrade their antiquated client/server ERP systems. NetSuite continues its success in delivering the best cloud ERP/financial suites to businesses around the world, enabling them to lower IT costs significantly while increasing productivity, as the global adoption of the cloud is accelerating.

Collaborative Systems Consulting (www.collaborative-systems.co.uk) and Keystone Data(www.keystonedata.co.uk) are reseller partners, system integrators and consulting companies for  Netsuite based in Cambridge and Leeds respectively.

 

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