Getting expense management right

8/12/2019 Getting expense management right

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Copyright Quocirca 2014

Clive LongbottomQuocirca LtdTel : +44 118 948 3360Email: [email protected]

Rob BamforthQuocirca LtdTel: +44 7802 175796Email: [email protected]

Getting expense management right

Managing expenses is complicated and requires deep knowledge andexpertise. For an organisation to attempt to cover all the bases internally, itmay be more expensive than it thinks.

January 2014

More and more employees are now carrying out business activities whileout of the office. Many of these activities have costs expenses for whichthey will need to be reimbursed. The age of the spreadsheet should be long-

gone, but it stubbornly refuses to die. Now is the time for an accurate,speedy and fully reportable expenses system.
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Getting expense management right Managing expenses is complicated and requires deep knowledge and expertise. For anorganisation to attempt to cover all the bases internally, it may be more expensive than itthinks.

Travel and expense(T&E) management iscomplex

Spreadsheets or other manual systems are ill- fitted to todays travel and expense managementprocesses. Alongside the increasing need to allow access to T&E management systems frommultiple devices while employees are mobile, there is a need to ensure compliance both withcorporate policy and legal requirements.

A corporate T&Epolicy is required

Failing to put in place a corporate T&E policy will lead to the inability to adequately track andmonitor expenses with the result that organisations wont be able to optimise their overallexpense costs. Look for systems that come with best practice templates out of the box, andadapt these on an iterative basis to best serve the organisation.

A shared, cloud-based system willserve better than anon-premisedeployment

A software as a service (SaaS) T&E system is better positioned to support an organisation.

Hardware and management costs are shared; the technical costs of provisioning and updatingsystems are handed over to the SaaS provider. New functionality can be more easily introduced

and changes to the legal aspects of T&E management can be more rapidly reflected.

Open booking activity has to becaptured andmanaged

Some employees are now by-passing the use of travel management companies (TMCs) in orderto gain what they see as better deals with faster booking and a greater control over their choiceof airline, hotel and other aspects of an expense. T&E expenses are often an organisationssecond largest controllable cost behind salaries. Without all travel and expense activities beingcaptured at an early stage and brought in under corporate policy, an organisation runs the riskof not having full visibility into this data.

The legal aspects ofT&E cannot beoverlooked

Even within a single country, the laws on what can be claimed as a valid expense can be complex.

Once international travel is brought into the mix, the need to understand multiple VAT rates andrules, per diems, cross-border rules and so on makes this a minefield for both the expenseclaimant and those dealing with the claim. A fully managed system from a provider whounderstands the whole market will enable these legal aspects to be embedded in the system andkept up to date.

24x7 support is animportant aspect

Travellers need to be able to know that they can gain access to full support no matter where theyare. For international travellers, this may mean support outside the general working hours attheir home base. It is important that a system is chosen that provides full 24x7, worldwidesupport for claimants and claims processors along with the in-depth knowledge around T&Emanagement that is required.

Domain expertise willensure continuous

compliance andoptimise tax recovery

Choosing a vendor who has a proven track record of fast and expert deployment is paramountin getting up and running and gaining business benefits quickly. Choose a vendor who will trulypartner with your organisation to get the best out of your service, ensuring continuouscompliance and effective tax recovery.

ConclusionsThe days of using spreadsheets to manage travel and expense claims should be long gone. However, Quocircas research shows thatorganisations are leaving themselves open to problems: whether these are disagreements with employees over what is a valid claimor insufficient information and inadequate reporting systems to meet the requirements of government (HMRC) audits. Ensuring thatdata across the whole of the employee base is collected and analysed effectively will enable organisations to identify whereemployees are spending too much or claiming outside of policy or legal compliance: the capability to work with a supplier that hasextensive knowledge of such analysis and to advise on the best way forward should also be high on the list of needs when looking fora systems provider. The costs and risks of using an on-premise system remain high, pointing towards a fully managed, SaaS-basedsystem being the best choice to ensure that an organisation can control and optimise its expense processes.


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Background

Travel and expense (T&E) management is an increasingly important area for any organisation, due to increasing levelsof employee mobility and global trading. However, many organisations are still using manual systems with little in theway of checks against claims, leading to a lack of visibility as to what is really happening and potential overspend.

In todays markets, T&E management does not need to be an issue. The incr easing acceptance of software as a service(SaaS) means that external service providers can be considered alongside on-premise software deployments. The useof SaaS means that the cost of acquisition and ownership is reduced as the hardware, software and service costs arespread across multiple customers. The complexity of implementation and management is the responsibility of theservice provider, and the flexibility to grow and shrink the number of people using the system as required is built-in.

This paper looks at what anyone within an organisation that has to deal with the issues around T&E whether this isaround someone incurring expenses, dealing with the claims process, or processing, reporting, or analysing the

financial impact on an organisation should be looking to get from a T&E management system.

The move towards SaaS Increasingly, organisations are seeing the basic benefits of software as a service (SaaS). Not having to purchase servers,provision them and then install and manage software means that up-front capital costs and variable operating costsare avoided. Software can be up and running in days, hours or even minutes, compared to months for on-premisesoftware.

However, Quocirca believes that for certain functions, such as T&E management, SaaS should be the first choice forany business wanting to create a more effective and efficient process.

In essence, T&E management is fraught with issues. Employees need to be fully up to date with changes, regardlessof whether these changes are internal or in line with legal or national government requirements. By moving to anexternal provider, following and applying changing rules becomes the providers issue freeing claims processors inyour organisation to deal with other issues around the corporate side of travel and expense.

This short report looks at what a SaaS-based travel and expense management system can provide to an organisation and what sort of functionality is beginning to differentiate one provider from another.


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The trouble with expenses Theoretically, dealing with expenses should be simple. Precisely because it seems simple in theory (an employee incurs

an expense while carrying out their work, claims for it, and gets reimbursed), expense claims have often beenmanaged using a word processor document or a spreadsheet. Indeed, in Quocircas research carried out for Concur,claims processors stated that over 80% of their organisations were still using such an approach (Figure 1).

Figure 1 What system is used to manage expenses within your organisation? (Claims processors only, N=200)

However, manual systems have their problems. In theory, every single item being claimed for has to be manually

checked to ensure it is valid and has been entered correctly; in practice this will not be achieved. Then, as the claimsprocessor copies the details into whatever back-end accounting system is in use, transcription errors will be inevitable.Just these two areas can result in claims being time consuming and inaccurate, delaying payments to employees forexpenses that they have rightfully incurred on behalf of the business.

This can be just the tip of the iceberg. An organisation should have an expenses policy, stating what is acceptable tobe claimed for under what circumstances. Again, Quocircas research shows that this is not always the case: althoughthe same claims processors stated that 75% of their organisations had an expense policy, only 53% check claimsagainst the policy (Figure 2).

0% 5% 10% 15% 20% 25% 30%

Manual paper-based expense system no electronic system used(other than a word processor) by the expense claimant at all

claims submitted as single totals (no VAT or other tax broken out)on sheets of paper with or without associated receipts

Manual electronic-based expense system Excel (or otherspreadsheet) system used to input expenses on an item-by-item

basis with no calculations for VAT or other tax

Semi-automated electronic-based system Excel (or otherspreadsheet) system used to input expenses against an agreedtemplate containing basic calculations for e.g. VAT, car mileage

tax

Bespoke automated electronic system an in-house designedsystem where claimants input expenses against a central

database

Off-the-shelf on premise automated system the use of acommercial expense management system with the software run

on servers within the organisation


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Figure 2 Does your organisation monitor and check expense claims? (Claims processors only, N=200)

The importance of a policy should not be overlooked, though. Consider what a basic travel policy should cover; forexample, should all employees be able to travel in the same way, irrespective of where they are going or who theyare? Should public transport be mandated for local travel; company cars for shorter distances and planes for furtherafield? If plane travel is allowed, what is the policy? Should everyone travel standard class, or are senior executivesallowed to travel business or even first class? How about travel across continents should any traveller taking a tripover 10 hours be allowed to travel one class higher than for trips below that limit? And then there is the hotel booking

at the end of that flight does the business want to cap rates by hotel rating, or by a cost depending on city the personis staying in? For example, the cost of a hotel in London is considerably more expensive than one in, say, Stuttgart orMumbai, and meal costs can also vary enormously: there are a huge number of variables that need to be managed.

On top of this are other issues for those with a highly mobile workforce who may cross international borders. Forexample, in countries such as Germany or Denmark, expenses may need to be dealt with on a per diem basis, with aflat amount being paid to a claimant, whereas in most other countries it is based on an agreed receipted basis foractual costs incurred.

Now consider how an organisation deals with expenses manually. An employee claims a set of expenses for a giventrip. The claims processor compares the claim against the corporate policy and finds that many items are outside ofthe agreed corporate policy. The claims processor points this out to the employee; the employee may disagree. It will

then have to be taken up with the employees superiors and more time and money is wasted in trying to deal withthis after the event. Disagreements are inevitable; the whole process is inefficient and ineffective.

The legal side has its complexities as well. Some expenses can have their VAT component reclaimed directly; others,such as use of private car expenses, have a complex calculation that needs to be applied to the mileage rates toidentify the reclaimable tax component of the claim. Many expenses, such as most travel by bus, train or plane do nothave a reclaimable tax component to them.

All of these issues need to be borne in mind when looking at travel and expenses management.

0% 5% 10% 15% 20% 25% 30% 35%

No - the individual claims for what they need, and we pay it

No - but we have general guidelines to follow and don't paypeople if the claim isn't appropriate

Yes - but we do not monitor actual claims processingagainst the corporate policy

Yes - we randomly monitor actual claims processing againstthe corporate policy

Yes - we closely monitor actual claims processing againstthe corporate policy


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Choosing a travel and expensemanagement solution Quocirca recommends that a SaaS implementation be used for T&E management due to reasons covered above.However, there will be many areas that need to be considered when choosing a SaaS T&E management vendor. Takingthe lifecycle of a product, we can break this down into the pre-sales activity, its implementation and set-up and itson-going maintenance.

Pre-salesWhen looking for a system to manage travel and expense, there are a whole set of functions that should be present.This section covers the areas that you should talk to a possible vendor about before short-listing their system forfurther consideration.

In the first place, the system should have a full end-to-end capability for managing the T&E process. For example, anemployee should be able to use the system in order to book travel and accommodation directly through the system.By capturing the process at this early stage, corporate policy can be applied and enforced. Therefore, the system mustbe able to apply a comprehensive, flexible and reportable corporate policy.

Many companies choose to tie in to a travel management company (TMC) to book and manage travel. However, therehas been a move by employees to a more self-service approach with the use of direct booking through an airlines ora hotel chains own site . This direct use of travel booking sites by employees is known as open booking and isincreasingly being seen in both larger and smaller organisations. It is necessary to be able to capture these at as earlya stage as possible and include them in the T&E management process.

The system should also be able to deal with both an individuals and the organisations preferences. For example, anemployee may have a preference for a specific airline based on loyalty cards and points earned. As long as the bookingfalls within policy, the employee should not only be allowed to book with their preferred airline or hotel, but relevantbookings should be pushed to the top of their list when they search within the system. However, the organisationmay wish to override such individual preferences and enforce deals through specific companies to gain better bulk discounts. Where this is the case, the reason should be made clear to the traveller so that they can understand whatthe organisation is gaining from enforcing such a policy.

The system should also have the capability to capture other expenses as close to the point of expense as possible. Themajority of organisations still operate on an end-of-period expense management approach. Employees are told thattheir expenses need to be submitted by a certain point. However, the employee has to find all the receipts, rememberwhat they were for, fill in their claim and submit it and it is generally put off until the last possible moment andsubmitted with missing receipts, wrongly completed claims and errors littered through the document.

It is far better to have a system that allows an expense to be captured as soon as possible. Some T&E managementsystems now allow the employee to use the camera on their mobile phone to photograph a receipt and then toautomatically scan this and convert it into a line item on a claim, or at least to ensure that the receipt is held in asecure electronic format for when the employee comes to submitting their claim. Another benefit of linking mobilephone cameras into an expense management system is when organisations fall under specific regulatory rules. Forexample, many financial institutions now have to make a list of who they entertain, and a photograph of the group ata meal, directly linked to the expense, can act as supporting evidence if required.

Check that the proposed system can also provide a secure integr ation into the employees business and personalcredit cards, as well as with their bank account. In this way, the employee could simply click on the items to bereimbursed directly from their electronic credit card statement on a screen on their PC or other device, to add them


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to their expense claim. Again, a suitable T&E management system should then pre-populate the claim form for them,leaving the employee to match this up with the right receipt image.

Integrating credit cards and bank accounts with a T&E system also provides another benefit. Once the claim isprocessed, the money can be paid directly to the credit card company or the bank, avoiding any risk of late payment

to the employee and the interest charges they may incur.

The T&E management system should also allow an employee to check corporate policy before they incur an expense.For example, if an employee is travelling abroad, they may need to check what the policy is on meals. If this is a perdiem, they can then choose a restaurant that fits into that amount, or if it is a basis of a reasonable allowable expense,then a different restaurant may be chosen.

It is also advisable to ensure that the system enables granular reporting. The majority of organisations do not havethe visibility required to identify where major savings could be made. For example, many employees will have sourcedtheir own mobile device and will have bought this with a mobile phone contract attached to it. Being able to identifyspend across all these users should provide enough useful information for an organisation to approach a single mobilephone operator and ask for a corporate agreement. Savings could be massive by sharing voice and data plans acrossthe workforce, rather than each one having their own dedicated consumer plan.

Likewise, it may become obvious that a lot of consumables for home use are being sourced from expensive localstationers. Whereas the cost per employee may be low, when aggregated across a few hundred workers the amountmay become appreciable. Negotiating a special deal with a same- or next-day on-line stationers could help provide arapid ROI on the investment in the expense management system. If dedicated suppliers for goods and services areidentified, make sure that the chosen T&E service provider can integrate with the suppliers systems so that employeepurchases can be made from within the T&E system. This means the claimant may not have to expense any personalmoney themselves with the company paying directly, or that their expense will be dealt with rapidly and paymentmade to their credit card or bank account in good time.

The main aspect that should be looked for, however, is domain expertise. For an organisation of any size, attemptingto recruit staff who have a full understanding of T&E expense management is not easy, and keeping them up to dateis costly and time consuming. However, a SaaS-based T&E management company lives or dies by how well it managesthe complexities of expenses. A good T&E management company will be dealing with thousands of customers, andpotentially millions of end-users, and will therefore have the resources to employ a broad base of experts.

The costs of these experts are shared across the customer base, and the scale of staff involved means that a rollingprocess of skills and knowledge updates can be maintained that will have no adverse impact on the quality of serviceprovided. Combined with the right technical skills, the domain expertise will be embedded within the service offered,automating the knowledge as far as possible to make its use available to all customers. The actual processes requiredto make a T&E management experience flow smoothly, as well as the legal aspects of dealing with the personal andcorporate policies, are best left to those with the deepest understanding and this will not be the individual incurringthe expense, nor the company reimbursing them. A SaaS-based service means that updates can also be applied rapidlyfor everyone, avoiding the need for an organisation to retro-test any provided update or patch as they would have todo with an on-premise system.

As with any major project, ask the vendor about existing customers and success stories in your organisation s ownarea. Ask for customers that you can call up and talk to and make sure you ask them where they felt that the processof implementation did not meet their expectations. Make sure that the vendor has a suitable answer as to how theywill ensure that these issues will not arise in your case.

This then brings in the area of innovation. A T&E management services vendor must be able to show not only thatthey can support what is happening today, but should also provide some insight into where they believe the world ofexpenses is heading, for example in the area of employee mobility. For example, what work is the vendor doing onintegrating some forms of payment directly into the system? Are they working on integrating mobile apps that canbook a taxi for a user direct from their phone so that payment can be made electronically to the taxi firm? Are they


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looking at what near-field communication (NFC) and contactless payment can do for capturing expenses as they areincurred? How about further out: get the vendor to paint a picture for you of a t ravellers day does it include theuse of their system for electronic ticketing in airports, for checking in to hotels without the need to queue at the checkin desk and for using NFC as the electronic key to the room with the temperature, lighting and curtains already set just as you want them? Look for statements that give you the wow! factor, that make you want to work with the

company.

Post-sales

Once you are satisfied that the system meets the basic needs, it is then time to move on to what happens once thesystem has been purchased from the vendor. Just how quickly can you be provided with the system? How quickly canyour companys travel policy be fed into the system, and is this something you have to do, or does the vendor have ateam to do this on your behalf? Are basic templates available that will allow you to get up and running with a best-practice T&E policy right from the beginning? How are additions, deletions and changes dealt with in the system isthis something appointed administrators can do, or is it a process where only the vendor can do this? Make sure thatthe system can grow (or shrink) with your needs. If you suddenly acquire another business and find yourself with 30%more employees, can these new people be quickly provisioned on the service? How about if you acquire a business

or open up an office in a new geography will the service not only be available here, but also will it be available innative language with native language help? Dont just go for a one that meets your needs today make sure that youcover your foreseeable needs for the future.

Once the system is implemented, you need to understand who you will be dealing with. Is this going to be anyemployee of the vendor who happens to be available, or a named group of people who will have been tasked withunderstanding your specific needs? How often will you be able to talk to them, and will they keep you updated onupcoming features and timings for implementations? Will they take ideas and requests from you and ensure they areconsidered properly by the vendor?

Part of this will also be around on-going product technical and usage support. This should not just cover the systemitself, but should also provide help on the domain expertise around global T&E management. For example, the

vendors help desk should be able to help the user in getting the most out of the software and showing them how touse it. It also should be able to give information on the legal aspects of expenses in the geography the person findshimself or herself in. As the world is increasingly a global village , this support should also be available 24 hours a day,7 days a week not just 9am 5pm around one geographys clocks.

A strength of a SaaS service is that all the customers are working against the same code base. Being able to enter intodiscussions with other users allows problems to be aired and to find out if others have solved this or if it is somethingthat should be raised with the vendor. Therefore, find out if the vendor has web sites enabling customer interactionsand discussions and make sure that they participate in them. Check how often the vendor runs physical customerevents or webinars in your area, and whether you will be able to attend these and at what charge if any.

What you are looking for is a complete system that operates on any device, enabling employees to have their expensescaptured as soon as possible, with fully automated processing and direct payment wherever possible. By freeing upthe claims processors from the drudge work of dealing with individual tasks, and associated risks of errors in matchingmanual inputs and outputs, they can put more effort into identifying where savings can be made.

The importance of a travel policy

The lack of a travel policy (or, the lack of actually enforcing an extant travel policy) can lead to many issues for anorganisation. Different employees will see things in different ways, leading to some claiming for anything andeverything, while others try to minimise their expenses. This can lead to bad feeling amongst individuals, which canharm overall morale and also waste time to dealing with any issues arising.


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However, this is not the only problem. From a legal point of view, some expenses could be deemed by HMRC to bepayment in kind and will be subject to tax. If it is felt that claiming significant amounts of such expenses could bedeemed to be fraud, then the business itself could be fined. International travel may bring in the need for differentexpense policies depending on location, such as the use of per diems (a set amount per day to cover all expenses) incertain areas, where claiming on a per item basis is unacceptable.

Therefore, a system that can provide a rules engine that easily embraces an organisations own T&E policy as well asdomain expertise to provide a deep understanding of the legal aspects of expense management must be looked for.

Flexibility within the realms of the policy must be allowed for. For example, if an employee is only allowed to travelstandard class, they should only be offered choices within that class. If they can only stay at hotels charging less thana certain amount, then they should only be shown the choices available in the city they are going to. However, if noroom is available within a particular city within corporate policy, the employee should be able to request an exceptionto the policy, which can be easily authorised by their manager through automated means.

It may be that the employee finds himself or herself entertaining a top client or prospect, and needs to check withtheir manager as to whether policy can be broken in order for a more expensive meal, or even a bottle of wine, to beexpensed. An automated system can allow for such exceptions to be raised and sent directly, not only to a namedmanager (who may not be available) but also to a role that may include multiple people so that not only canauthorisation be given, but the authorisation is logged against the expense to indicate that it is OK, even though it isout of policy.

It may be that an expense can be authorised that is not only outside of corporate policy, but which could also lead toa benefit in kind charge. The system should be able to pick this up and flag it to the individual, so that they can maketheir own decision around whether to go ahead with the expense or not.


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AEGONAEGON is a global financial services company headquartered in Edinburgh in the UK. With nearly5,000 employees (with 1,000 of these having to submit expense claims), handling expenses basedon manually completed paper-based forms had become a long and cumbersome process. Too muchtime was being spent by the claimant and the finance department in dealing with claims, and anevaluation of automated systems was entered into.

RequirementAEGON needed a system that would take the strain off employees submitting expense claims as wellas simplifying processes for those dealing with the claims in the busy Finance Department. Thestated requirement was for a system that would be easy to use, efficient, integrate with corporatecards and give insight into corporate spend.

SolutionAEGON evaluated the market and implemented Concur Expense as its system of choice.

BenefitsAfter a swift implementation period, the benefits of Concurs automated expense service werealready clearly emerging for AEGON, and included:

Significantly increased efficiency in the overall expense claims process

Integration with a range of corporate credit card providersIncreased levels of control and insight into employee spendImproved employee satisfactionFaster reimbursement options for employees

After seven years of using Concur Expense, AEGON is still reaping the benefits of the system.

Mark Sandison, AEGON UKs Business Solutions Manager, said Our old manual expense claim sprocess was long and horrendous, but we have now streamlined the process. The integration ofBarclaycard and pre-population of expense claims has shaved time off the process, while the overalltime spent managing expenses has reduced significantly. All of our employees currently using thesystem are extremely happy with Concur and no longer dread the expense claims system. Werelooking forward to many more years using Concur Expense.

Customer Case Study


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Conclusions The complexities of managing a corporate travel and expense process should not be underestimated by an

organisation of any size. Attempting to deal with the end-to-end expense claim through manual means will only leadto errors and problems with audit and tax reporting.

The increasing number of employees using self-booking as a means of ensuring rapid travel and accommodationreservations means that these expenses can slip through the net. The chosen system should allow for these openbooking activities to take place, but with full visibility. As a result, if all employee bookings are recorded, thenreporting can be carried out to identify where cost savings can be made and where employees are identifying betterdeals themselves.

Choosing the right solution to meet the changing needs of an organisation and its increasingly mobile workforce usingBYOD should not be seen as a business cost in itself. A suitable system will pay for itself rapidly by enabling the bettercontrol of expenses in line with corporate policy, and identifying where savings can be made.

However, on-premise systems may take too long to be acquired and implemented, and keeping them up to date willalways be a problem. SaaS systems provide a more rapid means of implementation, with predictable costs, and shouldhave the backing of people with deep domain expertise in both the product and around the legal aspects of dealingwith T&E management.

SaaS-based systems should also offer higher availability and be accessible and supported 24x7 wherever a traveller is.Due to the manner in which true SaaS systems are implemented, they should be able to cope with the growth orshrinkage of an organisation without the need for any CapEx expenditure or major changes to how the system isconfigured or operated.

All told, a SaaS-based T&E management system is best placed to provide the functions an organisation needs to

manage their employees travel and ex penses costs. Quocirca recommends that any organisation that is currentlyusing manual-based systems, as well as those who are coming up to a review point for any on-premise system, lookto those vendors who offer SaaS systems instead.


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About Concur

Concur is the leading provider of integrated travel and expense management solutions. Through Concurs openplatform, the entire travel and expense ecosystem of customers, suppliers, and developers can access and extendConcurs T&E cloud. Concurs systems adapt to individual employee preferences and scale to meet the needs of

companies from small to large. Learn more at www.concur.uk or the Concur blog .
http://www.concur.uk/http://www.concur.uk/http://www.concur.uk/http://www.concur.com/blog/category/en-ukhttp://www.concur.com/blog/category/en-ukhttp://www.concur.com/blog/category/en-ukhttp://www.concur.com/blog/category/en-ukhttp://www.concur.uk/


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About Quocirca

Quocirca is a primary research and analysis company specialising in the

business impact of information technology and communications (ITC).With world-wide, native language reach, Quocirca provides in-depthinsights into the views of buyers and influencers in large, mid-sized andsmall organisations. Its analyst team is made up of real-world practitionerswith first-hand experience of ITC delivery who continuously research andtrack the industry and its real usage in the markets.

Through researching perceptions, Quocirca uncovers the real hurdles totechnology adoption the personal and political aspects of anorganisations environment and the pressures of the need fordemonstrable business value in any implementation. This capability touncover and report back on the end-user perceptions in the market

enables Quocirca to provide advice on the realities of technology adoption,not the promises.

Quocirca research is always pragmatic, business orientated and conductedin the context of the bigger picture. ITC has the ability to transform businesses and the processes that drive them, butoften fails to do so. Quocircas mission is to help organisat ions improve their success rate in process enablementthrough better levels of understanding and the adoption of the correct technologies at the correct time.

Quocirca has a pro-active primary research programme, regularly surveying users, purchasers and resellers of ITCproducts and services on emerging, evolving and maturing technologies. Over time, Quocirca has built a picture oflong term investment trends, providing invaluable information for the whole of the ITC community.

Quocirca works with global and local providers of ITC products and services to help them deliver on the promise thatITC holds for business. Quocircas clients include Oracle, IBM, CA, O2, T -Mobile, HP, Xerox, Ricoh and Symantec, alongwith other large and medium sized vendors, service providers and more specialist firms.

Details of Quocircas work and the services it offers can be found at http://www.quocirca.com

Disclaimer:This report has been written independently by Quocirca Ltd. During the preparation of this report, Quocirca may haveused a number of sources for the information and views provided. Although Quocirca has attempted whereverpossible to validate the information received from each vendor, Quocirca cannot be held responsible for any errorsin information received in this manner.

Although Quocirca has taken what steps it can to ensure that the information provided in this report is true andreflects real market conditions, Quocirca cannot take any responsibility for the ultimate reliability of the detailspresented. Therefore, Quocirca expressly disclaims all warranties and claims as to the validity of the data presentedhere, including any and all consequential losses incurred by any organisation or individual taking any action based onsuch data and advice.

All brand and product names are recognised and acknowledged as trademarks or service marks of their respectiveholders.

REPORT NOTE:This report has been writtenindependently by Quocirca Ltdto provide an overview of theissues facing organisationsseeking to maximise theeffectiveness of todaysdynamic workforce.

The report draws on Quocircasextensive knowledge of thetechnology and businessarenas, and provides advice onthe approach that organisationsshould take to create a moreeffective and efficientenvironment for future growth.
http://www.quocirca.com/http://www.quocirca.com/http://www.quocirca.com/http://www.quocirca.com/

Getting expense management right

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