it mid market erp vendor landscape storyboard

8/11/2019 It Mid Market ERP Vendor Landscape Storyboard

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1Info-Tech Research GroupVendor Landscape: Mid-Market ERP


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8/668Info-Tech Research GroupVendor Landscape: Mid-Market ERP

Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice.

Info-Tech s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. 1997-2014 Info-Tech Research Group Inc.

Vendor Landscape: Mid-Market ERPCloud ERP dominates this market.



The mid-market is filled with innovative and vertical-focused ERP solutions.

Introduction

Enterprises seeking to select a solution forfinancial management and efficient planningof operations.

Their ERP use case may include:

Geographically distributed organizationswith complex resourcing.

Organizations that need to quickly gaincontrol of their resourcing.

Organizations with volatile resources (i.e.perishable, difficult to move).

This Research Is Designed For: This Research Will Help You:

Understand what s new in the ERP market.

Evaluate ERP vendors and products for your

enterprise needs.Determine which products are most appropriatefor particular use cases and scenarios.



Executive summary

Info-Tech evaluated ten products in the ERP market,

including the following notable performers:Champions: Sage 300. Sage provides top- notch support on a product that s

intuitive and well designed.

NetSuite has a wide variety of additional tools for sharing andanalyzing data.

Sage 500 provides small IT shops with process controls thatinclude an updated and clean UI.

Infor. The ION and Infor Ming.le front-end add-ons provideunparalleled long-term flexibility and ease of use.

Epicor offers a very good core offering that is highly extensible.

Value Award : Epicor. The feature set and additional tools are above average for

the price point.

Trend Setter Award: Infor. The strategy to target micro-verticals with discrete products

gives Infor the best user experience and focused resource planningsuite.

1. Focus on data management tools:

ERP as a whole has stayed static in the mid-market. The real differentiator is how datacan be analyzed and protected.

2. Long-term value will be in the analytics:

ERP is moving beyond traditional recordingof transactional data to include analytics andworkflow automation.

3. Ease of use is becoming important:

Role-based configuration is the fastest, mostcost effective way to see real benefits from a

new ERP system. Vendors are finallyproviding the tools to configure user viewsrather than customize processes.

Info-Tech Insight



How to use this Vendor Landscape

*Guided Implementations are included in mostadvisory membership seats.

There are multiple ways you can use this Info-Tech Vendor Landscape inyour organization. Choose the option that best fits your needs:

VendorLandscape

Free GuidedImplementation

Do-It-Yourself

Use this Vendor Landscape to helpyou complete your purchasingdecision. The slides in this VendorLandscape will walk you through ourrecommended evaluated vendors inthis market space with supportingtools and deliverables ready for youto make your decision.

We recommend that you supplement

the Vendor Landscape with aGuided Implementation.

At no additional cost to you*, ourexpert analysts will providetelephone assistance to you andyour team at key milestones in thedecision to review your materials,answer your questions, and explainour methodologies.



Book a free guided implementation today!

Info-Tech is just a phone call away and can assist you with yourproject. Our expert Analysts can guide you to successful projectcompletion. For most members, this service is available at noadditional cost.*

Here s how it works:

1. Enroll in a Guided Implementation for your projectSend an email to [email protected] or call 1-888-670-8889and ask for the Guided Implementation Coordinator.

2. Book your analyst meetingsOnce you are enrolled in a Guided Implementation, our analysts will reach out tobook a series of milestone-related telephone meetings with you and your team.

3. Get advice from a subject matter expert At each Guided Implementation point, our Consulting Analyst will review yourcompleted deliverables with you, answer any of your questions, and work with youto plan out your next phase. *Guided Implementationsare included in most

advisory membership seats.

This symbol signifieswhen you ve reached aGuided Implementation

point in your project.
mailto:[email protected]:[email protected]



Book a Guided Implementation Today: Info-Tech is just a phone call away and can assist you with yourevaluation. Our expert Analysts can guide you to successful technology selection.

Here are the suggested Guided Implementation points for the Mid-Market ERP Vendor Landscape:

Guided Implementation points in the Mid-Market ERP Vendor Landscape

Section 1: Shortlist Assistance and Requirements

Get off to a productive start: Discuss the market space and how vendors are evaluated.Decide on which deployment option suits you best and narrow down the options based on

customized requirements.Section 2: RFP and Budget Review

Interpret and act on RFP results: Review vendors RFPs and ensure the solution is meetingyour needs. Discuss average pricing of solutions and what can fit into your budget.

Section 3: Negotiation and Contract Review

Purchase optimization: Review contracts and discuss best practices in negotiation tactics to

get the best price for your solution.

This symbol signifieswhen you ve reached aGuided Implementation

point in your project.

To enroll, send an email to [email protected] or call 1-888-670-8889 and ask for theGuided Implementation Coordinator.
mailto:[email protected]?subject=Vendor%20Landscape:%20Mid-Market%20ERP%20-%20GI%20-%20Intromailto:[email protected]?subject=Vendor%20Landscape:%20Mid-Market%20ERP%20-%20GI%20-%20Intro



Market overview

ERP started in the sixties as mainframe tools toautomate repetitive manufacturing schedules.

The standardization of databases by Oracle andMicrosoft allowed for greater integration of enterprisemodules, such as CRM and industry-specificfunctionality. The key to success became thecapabilities of the channel partners.

Enterprises were presented with the challenge ofmanaging and effectively using an ever-increasingvolume of data.

The advent of web-based software offerings (SaaS)decreased the initial cost of deploying an ERP system,furthering SME market adoption. Integration andindustry specialization remain a challenge.

ERP has become the latest enterprise application to beavailable as a cloud SaaS. SaaS has eased theadoption of ERP and the extensibility of existingdeployments.

ERP is moving from merely a record of transactions tothe main data repository for the organization. Theincorporation of analytics and workflow management isbecoming increasingly important.

Large vendors are easing customization challenges withUI improvements and different deployment options.Their approach potentially diminishes the need for ISVsand VARs for large segments of the market.

How i t g o t he re Where its going

As the market evolves, capabilities that were once cutting edge become default and new functionalitybecomes differentiating. The ability to support multiple sites has become a Table Stakes capability and shouldno longer be used to differentiate solutions. Instead focus on usability and data visualization to get the best fitfor your requirements.



ERP vendor selection / knock-out criteria: market share, mindshare, and platform coverage

Sage. Provides two products for this space: 500 (formerly MAS 500) for the mid to large-sized segment, and 300 ERP(formerly ERP Accpac) for the small to mid-sized segment.

SAP. The gold standard in ERP, particularly for large enterprises. Business One is SAP s mid -market offering.

Oracle. Provides the database architecture for many of these vendors. JD Edwards EnterpriseOne is the elderstatesman of the mid-market ERP market.

Microsoft. The Dynamics line contains solutions that cover the whole of the mid-market space. Info-Tech reviewed GPand NAV for this Vendor Landscape.

NetSuite. The most established SaaS offering has seen tremendous growth in the last five years.

Epicor. An established vendor that primarily serves the manufacturing, distribution, and retail markets.

UNIT4. An emerging vendor that is known for its post-implementation agility (i.e. the ability to respond to businesschange scenarios in an efficient way).

Infor. Focuses on line-of-business applications with a product portfolio focused on micro-verticals.

Included in this Vendor Landscape:

The regulatory complexity and need to increase margins in a wide set of industries has fueled a renewed interest in ERPapplications. The increased functionality and ease-of-deployment for SaaS products have made ERP a realistic optionfor the whole mid-market.

For this Vendor Landscape, Info-Tech focused on those vendors that offer broad capabilities across multiple platformsand that have a strong market presence and/or reputational presence among mid and large-sized enterprises.


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The Info-Tech ERP Vendor Landscape

The Info-Tech ERP Vendor Landscape

Champions receive high scores for most evaluationcriteria and offer excellent value. They have a strongmarket presence and are usually the trend settersfor the industry.

Market Pillars are established players with verystrong vendor credentials, but with more averageproduct scores.

Innovators have demonstrated innovative productstrengths that act as their competitive advantage inappealing to niche segments of the market.

Emerging Players are comparatively newervendors who are starting to gain a foothold in themarketplace. They balance product and vendorattributes, though score lower relative to marketChampions.

For an explanation of how the Info-Tech Vendor Landscape is created, see Information Presentation Vendor Landscape in the Appendix.

The zon es of the Land scape

Epicor

Infor

MicrosoftGP

MicrosoftNAV

NetSuite

Oracle

Sage 300

Sage 500

SAP

UNIT4



=Exemplary =Good =Adequate =Inadequate =Poor

Balance individual strengths to find the best fit for yourenterprise

Oracle*

Microsoft (GP)

Infor*

Microsoft(NAV)

NetSuite

Epicor

Sage (300)

SAP*

Sage (500)

UNIT4*

Legend

For an explanation of how the Info-Tech Harvey Balls are calculated, see Information Presentation Criteria Scores (Harvey Balls) in the Appendix.

Overall Features Usability Afford. Arch. Overall Viability Strategy Reach Channel

Product Vendor

*The vendor declined to provide pricing and publicly available pricing could not be found.

1234


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What is a Value Sco re?

The Info-Tech ERP Value Index

4050

60

70

8090

30 2010

The Value Score indexes eachvendor s product offering andbusiness strength relative to itsprice point. It does not indicatevendor ranking.

Vendors that score high offer morebang-for-the-buck (e.g. features,usability, stability, etc.) than theaverage vendor, while the inverse istrue for those that score lower.

Price-conscious enterprises maywish to give the Value Score moreconsideration than those who aremore focused on specificvendor/product attributes.

On a relative basis, Epicor maintainedthe highest Info-Tech Value Score TM ofthe vendor group. Vendors were indexedagainst Epicor s performance to providea complete, relative view of their productofferings.

Champion

For an explanation of how the Info-Tech Value Index is calculated, see Information Presentation Value Index in the Appendix.

For an explanation of how Price is determined, see Information Presentation Price Evaluation in the Appendix.

*The vendor declined to provide pricing andpublicly available pricing could not be found.

100

74 6962 56

10 0 0 0 0

Average Score: 61.8


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Table Stakes represent the minimum standard; without these,a product doesnt even get reviewed

If Table Stakes are all you need from your ERP solution, the only true differentiator for the organization isprice. Otherwise, extend your search to find the best price and value for your needs.

The products assessed in this VendorLandscape TM meet, at the very least, therequirements outlined as Table Stakes.

Many of the vendors go above and beyondthe outlined Table Stakes, some even do soin multiple categories. This section aims tohighlight the products capabilities in excessof the criteria listed here.

The Table Stakes

Feature Description

Reconcile-to-Report Financial management (general ledger,PO reconciliation, tax rationalization).

Order-to-Cash Basic CRM and order management.

Procure-to-Pay Basic asset management and accountspayable.

Hire-to-Retire (HR) Basic human resources information andmanagement.

Technical Architecture A technical architecture that supportsadd-ons and integration with commonreporting tools.

What Does This Mean?


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Advanced Features are the capabilities that allow for granularmarket differentiation

Ad vanced FeaturesInfo-Tech scored each vendor s featuresoffering as a summation of its individual scoresacross the listed advanced features. Vendorswere given one point for each feature theproduct inherently provided. Some categorieswere scored on a more granular scale withvendors receiving half points.

Scor ing Method o logy

Rationalization of the financial statements andbudgeting needs across multiple locations.

Connectors to support productivity in a regulatedmanner within the corporate environment.

Mobile-specific application that is functional on a

tablet or HTML5/responsive design browser.

In-application statistics and data visualization forreporting to internal and external stakeholders.

The mechanisms for managing exceptions tonormal processes.

What we looked for:Feature

For an explanation of how Advanced Features are determined, see Information Presentation Feature Ranks (Stoplights) in the Appendix.

Multi-site ERPfunctionality

Integration with

end-user tools

Mobile

applications

Analytics andreporting

Exceptionmanagement


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Advanced Features are the capabilities that allow for granularmarket differentiation

Ad vanced Features

Info-Tech scored each vendor s featuresoffering as a summation of its individual scoresacross the listed advanced features. Vendorswere given one point for each feature theproduct inherently provided. Some categorieswere scored on a more granular scale withvendors receiving half points.

Scor ing Method o logy

What we looked for:Feature


The number of industries out of these ten largecategories: pharmaceuticals, insurance,healthcare, manufacturing, retail, distribution,communication, real estate, government, highereducation, that have specific modules across allERP uses.

Industry-specificmodules

Support for typical ERP centric activities such asaccounts payable, HR, supplier management,customer orders (SKUs, POS, etc.), and partnerpayments.

Horizontalsupport

Support for more expansive business processesthat require additional application or informationsources other than only the ERP system.

BPM support

Documents related to a ERP process are stored,accessed, and integrated into processes.

Documentmanagement

Platform for customizing branding and businesscritical unique processes.

Application Dev.Platform


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Each vendor offers a different feature set; concentrate on what your organization needs

Analyticsand

reportingMobile

applications

Multi-siteERP

functionality

Integrationwith end-user tools

Exceptionmgmt.

Industryspecificmodules

Horizontalsupport

BPMsupport Doc. mgmt.

App. Dev.platform

Evaluated Features

=Feature absent=Feature partially present/pending=Feature fully presentLegend


Oracle

Microsoft (GP)

Infor

Microsoft(NAV)

NetSuite

Epicor

Sage (300)

SAP

Sage (500)

UNIT4


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Arrange a call now: email [email protected] or call1-888-670-8889 and ask for the Guided Implementation Coordinator.

Shortlist Assistance & Requirements

Prior to the GuidedImplementation

During the GuidedImplementation Value & Outcome

1. Have reasoning as to why a newsolution is being discussed.

2. Compile list of incompetencies andgaps.

An Info-Tech Consulting Analyst willdiscuss with you: Reviewing the market and

understanding the rationale behindthe evaluation.

Deciding on a deployment method. Feature analysis.

At the conclusion of the GuidedImplementation call, you will have: An understanding of the market

situation. A narrowed list of vendors with the

customized evaluation tool. An RFP template to distribute to

vendors.
mailto:[email protected]?subject=Vendor%20Landscape:%20Mid-Market%20ERP%20-%20GI%20-%201mailto:[email protected]?subject=Vendor%20Landscape:%20Mid-Market%20ERP%20-%20GI%20-%201


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All vendors can manage financial consolidation; organizations centrally

managing resourcing need deeper tools.

Mid-sized organizations with multiple locations still require visibility into the processes and financials of each site

Why Scenar ios?In reviewing the products includedin each Vendor Landscape TM,certain use cases come to theforefront. Whether those use casesare defined by applicability in

certain locations, relevance forcertain industries, or as strengths indelivering a specific capability, Info-Tech recognizes those use casesas Scenarios, and calls attention tothem where they exist.

3 2

Distributed resourcing1 Best suited for professional services

Best suited for distributors

For an explanation of how Scenarios are determined, see Information Presentation Scenarios in the Appendix.

300

500 ERP

Best suited for manufacturers

NAV

GP


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Move away from Excel for managing the long-term growth and planning

exercises with an ERP system that provides clear data visualization tools.

Enterprise-wide budgeting and revenue forecasting requiresclear analytics and information presentation



3

1Budgeting andforecasting2

Best suited for professional services

Best suited for volatile industries

Best suited for HCM-focused organizations


300

NAV


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All products in this landscape can handle the financial and general

resourcing planning. The differentiator will be in the add-on modules.

Large enterprise players in niche verticals need systems thatunderstand their needs



2 1

Complex niche markets 3Best suited for higher education

Best suited for pharmaceutical

Best suited for mining, oil, and gas


300


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Arrange a call now: email [email protected] or call

1-888-670-8889 and ask for the Guided Implementation Coordinator.

RFP & Budget Review



1. Collect RFPs from vendors based onthe template provided.

An Info-Tech Consulting Analyst willdiscuss with you: Reviewing price benchmarking.

Reviewing returned RFPs.

At the conclusion of the GuidedImplementation call, you will have: A narrow list of vendors. A clear understanding of the

capabilities of the solutions on theshortlist.

A demo script to use duringpresentations with the final list ofvendors.


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Infor provides a strong platform built for long-term growth

Product:Employees:

Headquarters:Website:

Founded:Presence:

Infor M312,700New York, NYInfor.com 2002Privately held

Ch am p io n

Infor M3 is a comprehensive, centralized ERP solution with afocus on specific industries and has industry-specific suites forFood & Beverage, Fashion, Chemicals, Equipment Dealers &Service, and Distribution.

Overview

The Infor Ming.le UI is very visually appealing. It can also providea consolidated UI for managers taking advantage of the micro-

vertical strategy that Infor is using for the ERP systems. Infor ION provides a workflow engine that can be used across

Infor products. Infor s policy of yearly contract re -evaluation is a key aspect of

ensuring that organizations only license software they are using. Innovation within Infor M3 includes Infor M3 Fresh Food Planner,

Infor M3 Counter Sales for Distribution, and Infor CloudSuite.

Strengths

The narrow marketing of each of Infor s product lines can beconfusing for organizations that do not fit within the targetverticals.

Infor ION more than replaces any deficits in the Infor M3 workflow. The latest innovations from Infor are some of the best pieces of

the ERP: Infor ION, Infor HCM, Infor Ming.le, and Infor FashionPLM. Unfortunately they require additional modules with thepurchase of Infor M3.

ChallengesThe vendor declined to provide pricing, andpublicly available pricing could not be found

$1 $1M+
http://www.infor.com/http://www.infor.com/


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Vendor Landscape

The value of Infor M3 is based on your alignment with themicro-verticals that it is designed to serve

Info-Tech Recommends:

Evaluate Infor separately from M3. Most mid- sized organizations can find value in Infor s family ofofferings, but very few will fit Infor M3 s narrow set of verticals.

N/AValue Index

The vendor declined to provide pricing,and publicly available pricing

could not be found.

Analytics andReporting

Mobile Applications


Integration withend-user tools Exception mgmt.

Industry specificmodules

Horizontalsupport BPM suppor t Doc. mgmt.

App. Dev.platform


Product Vendor

Features

Usability

End user

Social tools (processfollow, integrated

messaging)

User-configurable view

Intuitive workflow-building GUI

Administration

Ease of administration

Role-based controls

Process management

Ease of updateXXX

PublicPrivateVendor

Better than average

Not a defining feature

Not a strength


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Extensible, single interface for supporting workerneeds that extend beyond just ERP

Product:Employees:


Founded:Presence:

Epicor ERP version 104,800

Austin, TXEpicor.com 1972Privately held

Ch am p io n

Epicor is a comprehensive upper mid-market ERP platform,primarily for manufacturing, distribution, and retail. Epicor is innovative in its adoption of social tools for real business

scenarios.

Overview

Flexible Service-Oriented Architecture (SOA) allows enterprisesto model business rules and minimize customization.

Strong and consistent UI for non-IT users. Excellent integration for linking a wide range of content into the

data warehouse. Embedded functionality reduces integration costs.

Strengths

Early adopters reported some challenges with core modules.Request references for your specific industry use.

Epicor s channel of consultants and implementers is smaller thanthat of competitors.

Epicor has limited industry modules, but many industry-specificcustomizations can be handled through the BPM and socialmodules.

Challenges

5 year TCO for this solution falls into pricingtier 6, between $50,000 and $100,000

$1 $1M+

Pricing provided by vendor
http://discover.epicor.com/ca/erp/ggl/?epi_sourcecode=NA_CA_SEM_GOGL_ERP_2012&utm_source=google&utm_medium=cpc&utm_campaign=ca_-_epic_erp_kw_epicor_brand_-_s&utm_term=epicor&utm_content=covepiGOGL25p1057http://discover.epicor.com/ca/erp/ggl/?epi_sourcecode=NA_CA_SEM_GOGL_ERP_2012&utm_source=google&utm_medium=cpc&utm_campaign=ca_-_epic_erp_kw_epicor_brand_-_s&utm_term=epicor&utm_content=covepiGOGL25p1057http://discover.epicor.com/ca/erp/ggl/?epi_sourcecode=NA_CA_SEM_GOGL_ERP_2012&utm_source=google&utm_medium=cpc&utm_campaign=ca_-_epic_erp_kw_epicor_brand_-_s&utm_term=epicor&utm_content=covepiGOGL25p1057


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Vendor Landscape

Epicor provides a strong mobile platform for sales-focusedorganizations


Distributed organizations looking for a single platform for sales, manufacturing, and business processeswill find great value in Epicor.


Mobile Applications





App. Dev.platform


Product Vendor

Features

Testing CapabilitiesUsability

End user


messaging)



Administration


Role-based controls

Process management

Ease of updateXX

PublicPrivateVendor

Better than average


Not a strength

1001st out of 10

Value Index


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Vendor Landscape

Sage 300 will require strong relationships with theimplementer to assure long-term value


Sage 300 provides a robust, customizable product for the mid-market.


Mobile Applications





App. Dev.platform


Product Vendor

Features


End user

Social tools (processfollow, integratedmessaging)



Administration


Role-based controls

Process management

Ease of updateXX

PublicPrivateVendor

Better than average


Not a strength

624 th out of 10

Value Index


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Product:Employees:


Founded:Presence:

NetSuite ERP2,400San Mateo, CANetSuite.com 1998NYSE: N

NetSuite provides a data-driven platform to manage business decisions

Ch am p io n

NetSuite is the pioneer of SaaS and cloud ERP softwareapplications. Grew out of NetLedger with the financial backing of Larry Ellison

to fill the ERP need of small and mid-sized businesses.

Overview

Has highly configurable views. There is simple navigation throughany ERP defined item or the global search function.

Has clear simple data visualizations and reporting elements thatcan be expanded as use case and role demands change. Is the only vendor in this space to provide an expandable KPI

library across all processes and data points.

Strengths

Although the data visualizations are clear, the linkage to thecustom KPIs and analytics can require many steps to set up.

Excellent product for small to mid-market, but limited to serviceand retail verticals for high growth mid-market organizations.

While NetSuite has a mobile app, the lack of support for non-iOSplatforms is disappointing given the cloud and web-basedplatform.

Challenges

$1 $1M+

Pricing solicited from public sources

http://www.netsuite.com/portal/home.shtmlhttp://www.netsuite.com/portal/home.shtml


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Vendor Landscape

NetSuite has the largest library of KPIs to ensure clearreporting


Customer service and distributors will find top value in NetSuite s platform.


Mobile Applications





App. Dev.platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of update

X

PublicPrivateVendor

Better than average


Not a strength

106 th out of 10

Value Index


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Strong solution for organizations that need to automatecomplex processes

Ch am p io n

Sage 500 ERP is an open platform focused on the mid-largemarket for the service and manufacturing verticals.

Overview

The visual process UI is easy, clear, and directive. Organizationswith high turnover in front-line process workers will find significant

value in Sage 500 ERP. Very intelligent mobile app can be directly linked into mappingfunctions for iOS (Android is coming) allowing for both routinginformation and sales analytics for mid-market organizations.

The use of hover text and logical icons provide a very easy userexperience for both administrators and end users.

Strengths

Very step heavy. Most processes will require a high level of userintervention. The Office connector will ease some of the processissues.

The speed at which Sage has updated 500 is slow compared tomany of its competitors when it comes to mobile and cloud.

Challenges

Product:Employees:


Founded:Presence:

500 ERP13,600Newcastle, UKSage.com 1981LSE: SGE

$1 $1M+

Pricing provided by vendor

http://www.sage.com/http://www.sage.com/


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Vendor Landscape

Easy, straightforward process mapping will ease Sage 500implementation and maintence


Service and manufacturing organizations should look at Sage 500 as a key ERP system.


Mobile Applications





App. Dev.platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of updateXX

PublicPrivateVendor

Better than average


Not a strength

693 rd out of 10

Value Index


39/66


Product:Employees:


Founded:Presence:

UNIT4 Agresso4,230Sliedrecht, NetherlandsUNIT4.com 1980NYSE Euronext Amst: U4AGR

UNIT4 Agresso provides strong reporting and analytics forplanning activities

Market Pil lar

UNIT4 Agresso was designed for dynamic, service-centricorganizations. UNIT4 Business Software merged with Agresso in 2000 to build

an integrated ERP platform.

Overview

Changes to reporting and analytics, as well as workflow, can beenabled by business users without IT assistance.

The role-based features provide a simplified and highlycustomizable view to users while maintaining audit ability. Excellent control for budget monitoring and portioning across

departments and physical units of the enterprise.

Strengths

There is a limited number of VARs and ISVs in many regions ofNorth America and Asia.

UNIT4 Business Software Intelligence is relatively new in North America. Support is limited outside of the EU.


$1 $1M+
http://www.unit4.com/http://www.unit4.com/


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Vendor Landscape

UNIT4 provides an analytical platform for organizations tostandardize their resourcing processes


UNIT4 Agresso is a strong platform for higher education and service-orientated organizations.

N/AValue Index


could not be found.


Mobile Applications





App. Dev.platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of update

X

PublicPrivateVendor

Better than average


Not a strength


41/66


Business One is primarily a second tier solution for multi-siteorganizations

Product:Employees:


Founded:Presence:

SAP Business One66,000Walldorf, DEUSAP.com 1972NYSE: SAP

Market Pil lar

Business One was developed out of SAP s TopManageacquisition, and is a distinct product from SAP s enterpriseofferings.

Overview

Business One offers strong mobile support with an iPhone appthat helps sales teams stay connected and informed.

Supports global operations with multi-language and multi-currency capabilities, country-specific allocation, and reportingrequirements.

Business One s highly capable CRM is integral to its solution.

Strengths

Business One is built on client/server architecture and is notbrowser-based, limiting the extensibility of the solution for fastgrowing enterprises.

Business One relies on add-on modules to manage andconsolidate financial data, limiting its use for mid-market multi-nationals.


$1 $1M+
http://www28.sap.com/mk/get/ppcerplp?campaigncode=CRM-US11-SRC-PPCERP&dna=80570,79467,368174,0,793079300,1330953616,SAP,0,0&gclid=CLvJm8zsz64CFYbe4AodTzQYQA&omni_is1stviewinsession=1http://www28.sap.com/mk/get/ppcerplp?campaigncode=CRM-US11-SRC-PPCERP&dna=80570,79467,368174,0,793079300,1330953616,SAP,0,0&gclid=CLvJm8zsz64CFYbe4AodTzQYQA&omni_is1stviewinsession=1


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Vendor Landscape

Take advantage of Business One on HANA to get full value ofthe platform


Strong platform for mid-sized businesses that are partnered with SAP shops or need the HANA analyticsplatform.

N/AValue Index


could not be found.


Mobile Applications


Integration withend-user tools

Exception mgmt. Industry specificmodules

Horizontalsupport

BPM suppor t Doc. mgmt. App. Dev.platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of updateXX

PublicPrivateVendor

Better than average


Not a strength


43/66


Highly customizable system with a huge share of several smallniches

Product:Employees:


Founded:Presence:

Dynamics NAV89,000Redmond, WAMicrosoft.com 1975NASDAQ: MSFT

Emerging Player

Dynamics NAV (formerly Navision) serves more than 82,000 mid-sized enterprises in 150 countries, and is available in a licensedor hosted deployment.

Overview

Dynamics NAV has high flexibility to serve a broad array ofenterprises. It is very popular with VARs that serve niche markets

such as food distribution or fisheries. Dynamics NAV provides an Office-like environment and allows forintegration with other parts of the Microsoft stack.

The licensing model provides customers with a very priceconscious ERP system.

Strengths

Dynamics NAV customization and development is difficult withouthighly skilled ISVs. This customization makes NAV painful tomaintain and upgrade.

The value of the NAV platform comes from the VAR and SIcommunity not the product itself.

Challenges


$1 $1M+

http://www.microsoft.com/en-us/dynamics/erp.aspxhttp://www.microsoft.com/en-us/dynamics/erp.aspxhttp://www.microsoft.com/en-us/dynamics/erp.aspx


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Vendor Landscape

NAV requires a strong industry partner to implement thesystem


Choose NAV based on the implementer skill in your industry, not for overall features.

Analytics and

Reporting

Mobile

Applications

Multi-site ERP

functionality

Integration with

end-user toolsException mgmt. Industry specific

modules

Horizontal

supportBPM suppor t Doc. mgmt. App. Dev.

platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of updateX Public

PrivateVendor

Better than average


Not a strength

742nd out of 10

Value Index


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Product:Employees:


Founded:Presence:

JDE EnterpriseOne108,000Redwood Shores, CAOracle.com 1977NASDAQ: ORCL

Solid, flexible ERP system for any industry

Emerging Player

JDE came into Oracle s possession in 2005 as a part of thePeopleSoft acquisition. JDE EnterpriseOne is a solution best fit for upper mid-market

enterprises.

Overview

JDE EnterpriseOne has the depth to serve the needs of even themost complex mid-market enterprises.

JDE EnterpriseOne has configurations including the choice ofdatabase, operating system, and hardware to provide extensiveflexibility and scalability.

Strengths

The UI and reporting features are lagging behind competitors,leading to end-user uncertainty.

JDE EnterpriseOne is a mature product and has not seen itsadvanced features upgraded to compete with other vendors.


$1 $1M+
http://www.oracle.com/index.htmlhttp://www.oracle.com/index.htmlhttp://www.oracle.com/index.html


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Vendor Landscape

JD Edwards still has few rivals at the core ERP processes


The slow move of Oracle to clarify the marketing surrounding the ERP products and the cloud roadmapis an ongoing concern for those choosing JD Edwards.

N/AValue Index


could not be found.

Analytics and

Reporting

Mobile

Applications

Multi-site ERP

functionality

Integration with


modules

Horizontal


platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of updateXX

PublicPrivateVendor

Better than average


Not a strength


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Basic product that provides financials at a low cost

Product:Employees:


Founded:Presence:

Dynamics GP89,000Redmond, WAMicrosoft.com 1975NASDAQ: MSFT

Emerging Player Dynamics GP (formerly Great Plains) is widely used as the

financial add-on for many specialty products. Dynamics GP came from Microsoft s 2001 acquisition of Great

Plains Software.

Overview

The core ERP financial modules provide excellent functionalityfor the small to mid-market enterprises.

Dynamics GP provides an Office-like UI and integrates withMicrosoft Office to enhance the efficiency of users. Microsoft has greatly enhanced the product in 2013 with a

cleaner UI and better use of CSS to customize the UI.

Strengths

Dynamics GP lacks many features available in competitiveofferings.

Microsoft s overall message on the Dynamics platform has leadto confusion on GP s long -term future. Currently the roadmapnotes GP 14 will be delivered in 2015 -16. However, there is noindication if Microsoft will directly offer GP as a cloudsubscription.

Challenges


$1 $1M+


$1
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Vendor Landscape

Mature product that provides basic process and financialcontrol for Microsoft shops


Non-profits and small enterprises should look at GP as a good starting point for ERP.

Analytics and

Reporting

Mobile

Applications

Multi-site ERP

functionality

Integration with


modules

Horizontal


platform


Product Vendor

Features


End user


messaging)



Administration


Role-based controls

Process management

Ease of updateX Public

PrivateVendor

Better than average


Not a strength

565th out of 10

Value Index


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Arrange a call now: email [email protected] or call

1-888-670-8889 and ask for the Guided Implementation Coordinator.

Contract Review and Negotiation Tactics



1. Bring final contracts received fromvendors on shortlist.

An Info-Tech Consulting Analyst willdiscuss with you: Reviewing your contracts to ensure

the contract is fair and in line withindustry standards.

The best negotiation tactics to getthe best value for your purchase.

At the conclusion of the GuidedImplementation call, you will have: Tactics on how to get a better price

on your solution.

Confidence in the solution you arepurchasing .


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The Info-Tech Mid -Market ERP Vendo r Short l is t & Detailed Feature An alysis

Tool is designed to generate a customized shortlist of vendors based on y o u rkey priorities.

Identify leading candidates with the Mid-Market ERP Vendor Shortlist & Detailed Feature Analysis Tool

Overall Vendor vs. Product Weightings

Individual product criteria weightings:

FeaturesUsability Affordability Architecture

Individual vendor criteria weightings:ViabilityStrategyReach

Channel

This tool offers the ability to modify:
http://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-toolhttp://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-toolhttp://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-toolhttp://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-toolhttp://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-toolhttp://www.infotech.com/research/mid-market-erp-vendor-shortlist-detailed-feature-analysis-tool


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Issue an RFP to ensure that the vendor fits your needs,not the other way around

Use Info- Techs ERP Solu t io n Specif ica t ion Tem plate to conduct this criticalstep in your vendor selection process.

Prioritization Grid Relevant Assessment Approach Project Concerns Operating Unit Specific Requirements Horizontal Requirements Operating Characteristics Desired Metrics

Technical Environment

Info- Techs ERP Solut ion Specific at ionTemplate is populated with critical elementsincluding:
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Provide vendors with a consistent set ofinstructions for key scenarios from theperspective of IT and departmentalmanagers.

Outline solution capabilities and processesaround your organizational needs.

Establish common rules of engagement forconducting vendor demonstrations.

Take charge of vendor finalist demos with a Vendor Demonstration Script

The ERP Vendo r Demons trat ionScript will:

A product demo, using Info- Techs ERP Vendor Dem on stra t ion Scr ip t , helpsenterprise decision makers better understand the capabilities andconstraints of various solutions.
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End user

Social tools (process follow,integrated messaging)



Administration


Role-based controls

Process management

Ease of updatePublicPrivateVendor

Description of Usability Graphic

The ease with which the system canbe administered is key to the long-term value of an ERP system to theenterprise.

ERP administration is not justupdates and patches, but is alsoputting the right information at endusers fingertips when they need it.

The rapid expansion of cloudinfrastructure and mobileworkers has increased theneed for cloud deploymentoptions.

Public refers to thecustomer s ability toprovision their on-cloud

services.Private refers to the closedsystems, including datacenters and virtualizedinfrastructure.

Vendor refers to the ability toprovision ERP from thevendor as a cloud SaaS.

Usability of the system is a key criteriain the decision of purchase a ERP.The features described below are the

basis for the Usability Harvey Ball.

The consumerization of IT hasset user expectations for whattools and functionality shouldbe available in their work life.

The greater the ability to pushconfiguration to end users, themore usable the system will befor end users.

Better than average


Not a strength

V d L d M h d l


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Vendor Landscape Methodology:Overview

Info-Tech s Vendor Landscapes are research materials that review a particular IT market space, evaluating the strengths and abil ities of boththe products available in that space, as well as the vendors of those products. These materials are created by a team of dedicated analystsoperating under the direction of a senior subject matter expert over a period of six weeks.Evaluations weigh selected vendors and their products (collectively solutions) on the following eight criteria to determine overall standing:

Features: The presence of advanced and market-differentiating capabilities. Usability: The intuitiveness, power, and integrated nature of administrative consoles and client software components. Affordability: The three-year total cost of ownership of the solution. Architecture: The degree of integration with the vendor s other tools, flexibility of deployment, and breadth of platform app licability. Viability: The stability of the company as measured by its history in the market, the size of its client base, and its financial performance. Strategy: The commitment to both the market-space, as well as to the various sized clients (small, mid-sized, and enterprise clients). Reach: The ability of the vendor to support its products on a global scale.

Channel: The measure of the size of the vendor s channel partner program, as well as any channel strengthening strategies. Evaluated solutions are plotted on a standard two by two matrix:

Champions: Both the product and the vendor receive scores that are above the average score for the evaluated group. Innovators: The product receives a score that is above the average score for the evaluated group, but the vendor receives a score that is

below the average score for the evaluated group. Market Pillars: The product receives a score that is below the average score for the evaluated group, but the vendor receives a score that

is above the average score for the evaluated group. Emerging Players: Both the product and the vendor receive scores that are below the average score for the evaluated group.

Info-Tech s Vendor Landscapes are researched and produced according to a strictly adhered to process that includes the following steps: Vendor/product selection Information gathering Vendor/product scoring Information presentation Fact checking Publication

This document outlines how each of these steps is conducted.


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V d L d M th d l


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Vendor Landscape Methodology:Information Presentation Vendor Landscape

Info-Tech s Vendor Landscape is a two -by-two matrix that plots solutions based on thecombination of Product score and Vendor score. Placement is not determined byabsolute score, but instead by relative score. Relative scores are used to ensure aconsistent view of information and to minimize dispersion in nascent markets, whileenhancing dispersion in commodity markets to allow for quick visual analysis by clients.

Relative scores are calculated as follows:1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool

(for information on how Raw scores are determined, see Vendor LandscapeMethodology: Scoring, above).

2. Each individual criterion Raw score is multiplied by the pre-assigned weightingfactor for the Vendor Landscape in question. Weighting factors are determined

prior to the evaluation process to eliminate any possibility of bias. Weightingfactors are expressed as a percentage such that the sum of the weighting factorsfor the Vendor criteria (Viability, Strategy, Reach, Channel) is 100% and the sumof the Product criteria (Features, Usability, Affordability, Architecture) is 100%.

3. A sum-product of the weighted Vendor criteria scores and of the weighted Productcriteria scores is calculated to yield an overall Vendor score and an overall Productscore.

4. Overall Vendor scores are then normalized to a 20-point scale by calculating thearithmetic mean and standard deviation of the pool of Vendor scores. Vendors forwhom their overall Vendor score is higher than the arithmetic mean will receive anormalized Vendor score of 11-20 (exact value determined by how much higherthan the arithmetic mean their overall Vendor score is), while vendors for whomtheir overall Vendor score is lower than the arithmetic mean will receive anormalized Vendor score of between one and ten (exact value determined by howmuch lower than the arithmetic mean their overall Vendor score is).

5. Overall Product score is normalized to a 20-point scale according to the sameprocess.

6. Normalized scores are plotted on the matrix, with Vendor score being used as thex-axis, and Product score being used as the y-axis.

Vendor Landscape

Champions:solutions with aboveaverage Vendor

scores and aboveaverage Product

scores.

Innovators:solutions with belowaverage Vendor

scores and aboveaverage Product

scores.

Market Pillars:solutions with above

average Vendorscores and belowaverage Product

scores.

Emerging Players:solutions with below

average Vendorscores and belowaverage Product

scores.

V d L d M th d l g


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Harvey Balls

Vendor Landscape Methodology:Information Presentation Criteria Scores (Harvey Balls)Info-Tech s criteria scores are visual representations of the absolute score assigned to each individual criterion, as well as o f the calculatedoverall vendor and product scores. The visual representation used is Harvey Balls.

Harvey Balls are calculated as follows:1. Raw scores are transposed into the Info-Tech Vendor Landscape Shortlist Tool (for information on how raw scores are determined, see

Vendor Landscape Methodology: Scoring, above).2. Each individual criterion raw score is multiplied by a pre-assigned weighting factor for the Vendor Landscape in question. Weighting

factors are determined prior to the evaluation process, based on the expertise of the Senior or Lead Research Analyst, to eliminate anypossibility of bias. Weighting factors are expressed as a percentage, such that the sum of the weighting factors for the vendor criteria(Viability, Strategy, Reach, Channel) is 100%, and the sum of the product criteria (Features, Usability, Affordability, Architecture) is 100%.

3. A sum-product of the weighted vendor criteria scores and of the weighted product criteria scores is calculated to yield an overall vendorscore and an overall product score.

4. Both overall vendor score / overall product score, as well as individual criterion raw scores are converted from a scale of one to ten toHarvey Ball scores on a scale of zero to four, where exceptional performance results in a score of four and poor performance results in ascore of zero.

5. Harvey Ball scores are converted to Harvey Balls as follows: A score of four becomes a full Harvey Ball. A score of three becomes a three-quarter full Harvey Ball. A score of two becomes a half-full Harvey Ball. A score of one becomes a one-quarter full Harvey Ball. A score of zero becomes an empty Harvey Ball.

6. Harvey Balls are plotted by solution in a chart where rows represent individual solutions and columns represent overall vendor / overall

product, as well as individual criteria. Solutions are ordered in the chart alphabetically by vendor name.

Overall HarveyBalls representweightedaggregates.

Criteria HarveyBalls represent

individual rawscores.


Product Vendor

V d L d M th d l g


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Stoplights

Vendor Landscape Methodology:Information Presentation Feature Ranks (Stoplights)

Info-Tech s Feature Ranks are visual representations of the presence/availability of individual features that collectively comprise the Featurescriteria. The visual representation used is stoplights.

Stoplights are determined as follows:1. A single point is assigned to each evaluated feature that is regarded as being fully present, partial points to each feature that is partially

present, and zero points to features that are deemed to be fully absent or unsatisfactory. Fully present means all aspects and capabilities of the feature as described are in evidence. Fully absent means all aspects and capabilities of the feature as described are missing or lacking. Partially present means some, but not all, aspects and capabilities of the feature as described are in evidence, OR all aspects and

capabilities of the feature as described are in evidence, but only for some models in a line.

2. Feature scores are converted to stoplights as follows: Full points become a green light. Partial points become a yellow light. Zero points become a red light.

3. Stoplights are plotted by solution in a chart where rows represent individual solutions and columns represent individual features.Solutions are ordered in the chart alphabetically by vendor name.

For example, a set of applications is being reviewed and a feature of Integration with Mobile Devices that is defined as availability ofdedicated mobile device applications for iOS, Android, and BlackBerry devices is specified. Solution A provides such apps for all listedplatforms and scores green, solution B provides apps for iOS and Android only and scores yellow, while solution C provide s mobile devicefunctionality through browser extensions, has no dedicated apps, and so scores red.

Feature 1 Feature 2 Feature 4 Feature 5Feature 3

FeaturesFeature 6 Feature 7 Feature 8

Yellow showspartial availability(such as in somemodels in a line).

Green means afeature is fullypresent; red,fully absent.

Vendor Landscape Methodology:


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Value Index

Vendor Landscape Methodology:Information Presentation Value Index

Info-Tech s Value Index is an indexed ranking of solution value per dollar as determinedby the raw scores assigned to each criteria (for information on how raw scores aredetermined, see Vendor Landscape Methodology: Scoring, above).Value scores are calculated as follows:

1. The Affordability criterion is removed from the overall product score and theremaining product score criteria (Features, Usability, Architecture) are reweightedso as to retain the same weightings relative to one another, while still summing to100%. For example, if all four product criteria were assigned base weightings of25%, for the determination of the Value Score, Features, Usability, and

Architecture would be reweighted to 33.3% each to retain the same relativeweightings while still summing to 100%.

2. A sum-product of the weighted vendor criteria scores and of the reweightedproduct criteria scores is calculated to yield an overall vendor score and areweighted overall Product score.

3. The overall vendor score and the reweighted overall product score are thensummed, and this sum is multiplied by the Affordability raw score to yield aninterim Value Score for each solution.

4. All interim Value Scores are then indexed to the highest performing solution bydividing each interim Value Score by the highest interim Value Score. This resultsin a Value Score of 100 for the top solution and an indexed Value Score relative tothe 100 for each alternate solution.

5. Solutions are plotted according to Value Score, with the highest score plotted first,and all remaining scores plotted in descending numerical order.

Where pricing is not provided by the vendor and public sources of information cannot befound, an Affordability raw score of zero is assigned. Since multiplication by zero resultsin a product of zero, those solutions for which pricing cannot be determined receive aValue Score of zero. Since Info-Tech assigns a score of zero where pricing is notavailable, it is always in the vendor s best interest to provide accurate and up to datepricing. In the event that insufficient pricing is available to accurately calculate a ValueIndex, Info-Tech will omit it from the Vendor Landscape.

Those solutions that are ranked asChampions are differentiated for point of

reference.

E

10

D

30

C

40

B

80

A

100 Average Score: 52

Vendors are arranged in order of Value Score.The Value Score each solution achieved isdisplayed, and so is the average score.



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Vendor Landscape Methodology:Information Presentation Price Evaluation: Mid-Market

Info-Tech s Price Evaluation is a tiered representation of the three -year Total Cost ofOwnership (TCO) of a proposed solution. Info-Tech uses this method of communicating

pricing information to provide high-level budgetary guidance to its end-user clients whilerespecting the privacy of the vendors with whom it works. The solution TCO is calculatedand then represented as belonging to one of ten pricing tiers.

Pricing tiers are as follows:1. Between $1 and $2,5002. Between $2,500 and $10,0003. Between $10,000 and $25,0004. Between $25,000 and $50,000

5. Between $50,000 and $100,0006. Between $100,000 and $250,0007. Between $250,000 and $500,0008. Between $500,000 and $1,000,0009. Between $1,000,000 and $2,500,00010. Greater than $2,500,000

Where pricing is not provided, Info-Tech makes use of publicly available sources ofinformation to determine a price. As these sources are not official price lists, thepossibility exists that they may be inaccurate or outdated, and so the source of thepricing information is provided. Since Info-Tech publishes pricing information regardlessof vendor participation, it is always in the vendor s best interest to supply accurate andup to date information.

Info-Tech s Price Evaluations are based on pre -defined pricing scenarios (see ProductPricing Scenario, below) to ensure a comparison that is as close as possible betweenevaluated solutions. Pricing scenarios describe a sample business and solicit guidanceas to the appropriate product/service mix required to deliver the specified functionality,the list price for those tools/services, as well as three full years of maintenance andsupport.

Price Evaluation

Call-out bubble indicates within which pricetier the three-year TCO for the solution falls,provides the brackets of that price tier, and

links to the graphical representation.

Scale along the bottom indicates that thegraphic as a whole represents a price scale

with a range of $1 to $2.5M+, while the notationindicates whether the pricing was supplied by

the vendor or derived from public sources.


$1 $2.5M+




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Vendor Landscape Methodology:Information Presentation Scenarios

Info-Tech s Scenarios highlight specific use cases for the evaluated solution to provide as complete (when taken in conjunction with theindividual written review, Vendor Landscape, Criteria Scores, Feature Ranks, and Value Index) a basis for comparison by end-user clients as

possible.Scenarios are designed to reflect tiered capability in a particular set of circumstances. Determination of the Scenarios in question is at thediscretion of the analyst team assigned to the research project. Where possible, Scenarios are designed to be mutually exclusive andcollectively exhaustive, or at the very least, hierarchical such that the tiers within the Scenario represent a progressively greater or broadercapability.

Scenario ranking is determined as follows:1. The analyst team determines an appropriate use case.

For example: Clients that have multinational presence and require vendors to provide four-hour onsite support.

2. The analyst team establishes the various tiers of capability.For example: Presence in Americas Presence in EMEA Presence in APAC

3. The analyst team reviews all evaluated solutions and determines which ones meet which tiers of capability.For example: Presence in Americas Vendor A, Vendor C, Vendor E Presence in EMEA Vendor A, Vendor B, Vendor C

Presence in APAC Vendor B, Vendor D, Vendor E4. Solutions are plotted on a grid alphabetically by vendor by tier. Where one vendor is deemed to be stronger in a tier than other vendors in

the same tier, they may be plotted non-alphabetically.For example: Vendor C is able to provide four-hour onsite support to 12 countries in EMEA while Vendors A and B are only able to provide four-hour

onsite support to eight countries in EMEA; Vendor C would be plotted first, followed by Vendor A, then Vendor B.

Analysts may also elect to list only the most Exemplary Performers for a given use case. One to three vendors will appear for each of thesepurchasing scenarios with a brief explanation as to why we selected them as top-of-class.


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