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QAD listens to our customers .

QAD listens to our customers. Mac McGary Senior Director Accelerated Development February 8, 2007. Sound Familiar?. We want a voice, we want to influence QAD’s product direction.

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QAD listens to our customers .

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  1. QAD listens to our customers. Mac McGary Senior Director Accelerated Development February 8, 2007

  2. Sound Familiar? • We want a voice, we want to influence QAD’s product direction. • We see value in the latest MFG/PRO release, but it is hard to justify the effort to upgrade because of our customizations. • We want to see QAD succeed in the market, how can we help?

  3. Collaboration

  4. Our Goal - Accelerated Development High quality solutions, to market faster Leverage expertise in our community Process for defining common requirements Improve quality and market acceptance Reduce customization Expand QAD footprint Time to Market process improvement Design, Build, Test, Launch, Evolve

  5. Listening to our community IndustryStandards AnalystsResearch Industry Roadmap ProductRoadmap Product Definition CompetitiveAnalysis INSIGHT™ CustomerRequests QAD Field Feedback QAD SupportFeedback CustomerAdvisory Groups CustomerJoint Development Development Groups

  6. Accelerated Development • QAD Community • Support User Groups and forums • Enhancement Process • Share experience, share solutions, knowledge base grows • Advisory Groups • Volunteers offer advice, QAD solicits input from the market • Development Groups • Communities of common interest • Shared expenses, broader scope for larger market • Joint Development • Pioneers co-develop to build functionality for the general market

  7. Dialogue yields results

  8. Reduce requirement definition and decision process Reduce development cycle time Immediate release to development partners Capacity reserved, QAD resources allocates Goals set for cycle time: From identification to final requirements < 3 months from final requirements to initial release < 1 year Incorporation into standard product < 2 years LEAN software development

  9. Investment model

  10. Market Driven Development Customers Involved PROFILE CATEGORY SCOPE STRATEGIC VALUE Early AdoptersDriven by QAD Vision Large potential market Strategic Development Opportunity for new businessOn QAD Roadmap10+ man years e.g. LEAN OFFENSIVE 1 – 3 Opportunity for new business Customer expertise critical 10+ man years e.g. AUTO/PRO -JIT/s Early AdoptersDriven by Customer’s Vision Large potential market Collaborative Joint Development 1 – 3 Early Adopters/Early Mainstream Driven by Competitive Market Product Extensions Partner or Build Accelerated Application Development Increase QAD footprint 8+ man years e.g. PIM, CRM, QPS, Formulation 3 to 6 DE F E N S I V E Niche: few players 2-8 man years scope e.g. Bread Baking Niche leaders Driven by limited number of options Niche solution, limited market NicheDevelopment Groups 3 to 6 Large Players, deeply QAD invested Driven by strength of QAD vertical Build better vertical enhancements Industry Development Groups (DG) Customer Loyalty, Vertical Depth Product Enhancements 1 –4 man years scopee.g. existing ADG/EIDG 5 to 8 Active Customers Driven by common interest, Forum Prioritize core enhancements User Groups Core Development Competitive Core Products Small Product Enhancements Existing R&D e.g. Executive Team PRC 10+

  11. What do we build?

  12. PLM QUALITY CONFIGURATOR DEMANDMANAGEMENT PIM     QUOTING & COSTING  FORMULATION POTENCY CRM  DEVICE HISTORY RECORD   EIM (AIM w/RFID)  TRANS REMANUFACTURING    WARRANTY (AUTO) SCP / APS   HR/PAYROLL  Vertical Roadmap Automotive CPG/Food & Beverage Electronics & Industrial Life Sciences     Priority ExistingRelationship Partner/ Acquire Build/Update DevelopmentGroup Level of Impact

  13. CONSUMER ADVISORY GROUPS ELECTRONICS VERTICAL DEVELOPMENT GROUPS CORE PRODUCT DEFINING COMMONREQUIREMENTS COLLABORATIVE DEVELOPING AND TESTING ACCELERATED DEPLOYMENT & FEEDBACK FOOD & BEV MEDICAL INDUSTRIAL INDUSTRIAL

  14. LIFE SCIENCES INDUSTRIAL AUTOMOTIVE FOOD & BEV CONSUMER ELECTRONICS

  15. Advisory Groups

  16. Customer Participation • Community Forums • Regional User Groups • Website collaboration; idea and software exchange • Advisory Groups • Common Requirements, Priorities for the market • Vertical or by business process • Impact QAD’s long term direction • Validate enhancements for next release • Improve Quality, testing & usability, early adopters • Lower total life cycle management costs • Both QAD and Customer’s cost

  17. Product Advisory Group • Met with QAD in February • Requested to influence core MFG/PRO • Volunteered to rally the user base, to build consensus • US EXPLORE conclusion • QAD will respond to specific enhancements • Put a process in place to prioritize and specify a list of enhancements • July Workshop conclusion • 40 top enhancements • December Workshop conclusion • Prioritized enhancements • Break into work groups • February • start development of set of approved enhancements

  18. PAG Priorities by functional area

  19. PAG enhancements • 24 enhancements included in standard product • 16 will be included in eB 2 SP 12 and eB3 • eB2 SP 12 September 2006 • 8 others will be included in eB3 only • Final specifications will be completed in March • Publish enhancement notes soon thereafter

  20. Customer Driven Enhancements • Enhancement request submissions • Dedicated development team • extension to our support organization • Small enhancements only • Focus on the several hundred submitted • Advisory Group process • Prioritize list, design workshops • Complete business justification • Small and Medium enhancements • 2 year commitment to continuous improvement • Provided Advisory Groups remain engaged • Customer provide positive feedback and apply enhancements

  21. Volunteers?

  22. Joint Development

  23. Joint Development • Innovators or early majority • Extension to IT department • Outsourcing option • Partnership Relationship • High trust • Open disclosure • Frequent communication • Synergistic with QAD ROAD MAP

  24. Field Service Scheduler

  25. Success story: De La Rue • Field Service Scheduler • Evaluate third party packages • Opportunity to increase QAD footprint • Increase the ROI on SSM roll-out, win more sites • Sales Process: Sept-October • High level proposal, two days after request • Engaged for discovery within two weeks • Product Specifications within 5 weeks • Contract within 8 weeks, • Development • Start within one week of contract • First working prototype: 100 days • Delivery to customer: 5 months from contract

  26. Field Services Scheduler • .Net user interface • Drag & Drop Capabilities • Quick assignment of calls

  27. Field Services Scheduler • Integrated to SSM • Generate additional revenue via the service organization • Cost-effectively meet service level agreements

  28. Questions Mac McGary Director E/I Global Markets xmx@qad.com Guido Van Den Broeck gvb@qad.com

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