Proceedit 20110819 Companys Presentation For Partners Eng Dol

“the BPM process factory”

Versión 02 Company's Presentation for Partners 1

Company’s Presentationfor Partners


Collaboratively manufacturing and marketing

of “prêt-a-porter” BPM Processes,

Connectors and Vertical Software Solutions


Contents

BPM & BPMSBPM MarketproceeditVersión 02 Company's Presentation for Partners 2


Company's Presentation for Partners 3Versión 02

BPM & BPMS

Change of Paradigm – Functional Issues

ThirdParty

ThirdParty

ThirdParty

External ApplicationsExternal Applications

Employees

FunctionTraditional

OrganizationExtended

Organization

Focused on Register of Transactions Focused on Procedures Support

Internal Applications

Process

Str

uct

ure

d C

om

munic

ati

on

Non S

truct

ure

d C

om

munic

ati

on

Supervisors

BPMSExternalized

Users

ExternalUsers

Third Parties

Internal Users

Invited Users

Internal Applications



BPM & BPMS

Change of Paradigm – Conceptual Issues

Characteristic Traditional Organization Extended Organization

Structure Tree Mash

Functional Areas Closed Open

Operative Assignation Functional Responsibility Actor en Processes

Operative Unit Transaction Procedimiento

Driver of Information Document Task

Information Flow Vertical and Manual Horizontal and Automated

Data Structure Only one Data and Relations Base. Unique Data.

Several Bases of: Classifications, Entities, Relations, Attributes, Events and Status; synchronized among

them trough a Unified Knowledge Base and its corresponding connectors

Application of Polices Orders Business Rules

Actors Heads, Employees and Third PartiesSupervisors, Internal, Externalized and Third Parties

Employees, Anonyms Guests, Third Parties

Actors’ Control Physical Presence Results measured by KPI’s

Supervising Function Signature of each Document Exceptions Resolution

Calendar / Time Table Per Site Personalized for each Employee

Operative Schedule 8 hours/day, 5 days/week 24 hours/day, 7 days/week

Actors’ Situation Fixed at Sites Mobile

Relational Model By Imposition Collaborative

BPMS


BPM & BPMS

Definitions - BPM & BPMS


BPM =Business Process

Management

BPMS =Business Process

Management Suite

ConceptMethodology

ToolTechnology

1.970+

2.000+


BPM & BPMS

Definitions - BPO & BAM


BPO =Business Process

Operation

BAM =Business Process

Monitoring

ManagementWork

Tool Supervision


BPM & BPMS

Definitions - BPM Process

Technological Implementation on a BPMS Platform of a business procedure established by applying the BPM Methodology which, once invoked:

1. Interacts with Actors and Systems, by means of Personal Tasks, Automated Tasks and Connectors to other applications,

2. Generates actions and manages data and metadata, transactions, documents and KPI’s and,

3. Is monitored by KPI’s which, once having been analyzed, permit its automation.



Supervision

Operations

Technological Consultancy

Elements BusinessConsultancy

BPM & BPMS

5 Steps for BPM Processes Deployment


BPM

BPMS

Working Procedures

BPM Process Classes

BPO BPM Process Instances

BAM KPI’s from Instances

Actors

Systems

Personal Tasks

Automated Tasks

Connectors

Documents

Establish

Monitoring

Develop

OperateActions

Transactions

KPI’s

Optimize

1

2

3

4

5

Data and MetaData



Transactional Applications

BPMS Platformsand BPM Processes

BPM & BPMS

BPM & BPMS = Heard of the Organization

External Collaborative

Users

Internal Transactional

Users

SupervisoryUsers

Third Party Users

ExtendedOrganization

ExternalizedOrganization

Third Parties Management

Collaborative Applications

Thir

d P

art

y A

pplic

ati

ons

Busi

ness

Info

rmati

on

Applic

ati

onsDocuments and MetaData

Data and Relations

BPMS

Internal Collaborative Users

Externalized Transactional Users

Bases de Datos Relacionales

BI, …

CRM, ERP, SCM, RRHH, …

ERP, SCM, …

BPMS Platforms

e-commerce

Zona Cloud

Documental Bases

Office, OCR, Outlook, Exchange, Web, Intranet, Extranet, …


BPM & BPMS

BPM & BPMS Functions

Procedural Motor

CommunicationBus

2

User’s Unified Interface

3

Operates the business procedures, sending tasks to the actors at the right time and execute automated tasks and connectors against the involved internal and external systems

Transports Data and Documents among the different Actors and Systems involved in the Working Procedures

Provides a single interface for collaborative work to the users of any organization

1




BPM & BPMS

BPM Processes Examples

There are a huge number of distinct business procedures and therefore BPM processes an organization can operate. We could talk about tens in micro companies, hundreds en small companies, thousands in big companies and Public Administration and tens of thousands in Corporations. Among the most common BPM processes in any organization, we could cite: Registration of Project Working Hours.

Planning, Launching and Monitoring Activities.

Entry, Register and Standardised Revision of Incoming Documents.

Edition, Revision, Approval, Distribution and Standardised Register of Outgoing Documents.

Storage and Distribution of Incoming and Outgoing Documents.

Management of Decisions by Consensus.

Management of Products and Services Items and Redaction of Offers to Customers.

Management of Orders from Customers.

Management of Orders to Suppliers.

Billing Clients for Products and Services Provided.

Entry, Processing and Automated Recording of Accounting Documents.

Management and Recording of Salary Advances and Justification of Travel Expenses.

Management of Complaints.

Application and Control of Holiday Days.

Organisation and Monitoring of Meetings.

Management of Shared Resources.



BPM & BPMS

BPMS versus ERP, SCM, DMS & CRM

BPMS is a completely new technology (for most of the softare vendors it’s available since only three or four years ago) and distinct, we could say opposite, to which ERP’s*, SCM’s*, DMS’s* & CRM’s* are based on; and to the different collaborative applications used by companies; not only in its technical conception, but also in the way it interacts with users.

With respect to the applicable scenarios and concrete functions of the BPMS technology, we could summarize them in the following phrase:

* ERP = Enterprise Resource Planning; SCM = Supply Chain Management; DMS = Document Management Systems; CRM = Customer Relationship Management.

“All which with technologies as ERP, SCM, DMS and CRM is highlycomplex to automate, if not infeasible due to its elevated implantationcost, it is solved with BPMS on a natural way, in less time, with lessinvestment, highest sustainability and achieving a biggest users’satisfaction”.


Transactions


BPM & BPMS

Process versus Transaction

Task 1 Task 2 Task 3 Task … Task … Task … Task … Task … Task … Task n

Transaction 1

Actors >

Process >Actions

Documents

Documents TransactionsData

Drivesthe Action!

BPMS

Registersthe Past

ERP

Saves theDocuments

DMS


BPM Market

A Good Question

Why we talk so much about BPM?

1. Cash Flow. Each BPM Process correctly developed and deployed generates an enormous jet of Net Cash Flow for the End User.

2. Business. It is a huge potential business for the IT Industry.




BPM Market

Savings Implementing BPM - A real Case

Project Data

Sector: Automotive Auxiliary Industry

Employees: 8.000 Named / 2.000 Concurrent

Processes: 100 BPM Processes to be Deployed in 5 years

Effort: 100.000 hours (Client + Consultancy + Implantation)

5 years Profitability Criteria ValueMUS$ %

US$ perHour Process Employee

Total Cost of Ownership (TCO) 27,8 100 277,5 277.517 3.469

Accumulated Operative Savings (AOS) 45,4 164 453,9 453.856 5.673

Accumulated Net Cash Flow (ANCF) 17,6 64 176,3 176.339 2.204

Net Present Value (NPV) al 15 % rate 6,9 25 69,4 69.379 867

Internal Rate of Return (IRR) 53 %

Return on Investment (ROI) 40 months



BPM Market

Potential BPM Business

As an average,5 BPM Processesper Organization

1.000 hours / BPM Process

As an estimation, there are in the World, approximately, 65.000.000Organizations potentialy users of BPM

90,2 US$ Trillions

277.500 US$ TCO / Process

325.000.000BPM Processesto be deployed

180 Millionsof man-years

0,50 % of theWorld Population

28,7 % of the Global GDP

0,9 BPM Processes / year /100 inhabitants

5 years fordeployment



57,3US$ Trillions

176.300 US$ NCF / Process




BPM Market

Potential Market Volume

Most probably, the development and deployment of BPM Processes is one of the IT business with the highest potential of the past years, if not the highest:

1. 65.000.000+ potential End Users.

2. 100.000+ distinct BPM Processes.

3. 500+ Processes/End User to implement.



BPM Market

Barriers and Brakes

1. Huge Investment. A huge investment in consulting services, licenses, systems, maintenance and support is required.

2. High Effort. A long time and effort is required for the transmission of business knowledge and its transcription on a technological support.

3. Lack of Expertise. There is a lack of trained experts in BPM in its two aspects, Business Consulting and Technology Consulting.

4. Fear of Risk. Fear of financial risk for a technology failure or an incorrect implementation.

5. Resistance to Change. Fear of the implications for change in how to manage the Organization (break the comfort of the routine, jobs obsolescence, chock after showing the real workload, change of responsibilities, collaborative model, ...).



proceedit A Second Good Question

Why to pay more than 1,60* US$ per hour of effort** and per concurrent internal user, for the development of yours BPM Processes?


* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily

currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx

** Total man-hours effort applied to the Development and/or Standardization of the BPM Process, Connector and/or Software Vertical Solution.

http://www.imf.org/external/np/fin/data/rms_sdrv.aspx



proceedit

Our Answer

proceedit, an innovative multinational cluster, co-developing and co-distributing BPM Processes, Connectors and Vertical Software Solutions, together with our Partners-Shareholders and End Users, sharing and applying a common business model:

a. BPM Process Factory + ours Development & Standardization Programs.

b. 300+ BPM Process Corporative Catalogue.

c. try & buy and try & lease business approach.

d. 1,60 US$/hour/CIU, an affordable Product License Price.

e. 10 % Royalty return for our Customers.



proceedit Our 3 Principles

1. Collaborative Development.

2. Standardization.

3. Reutilization.Versión 02 Company's Presentation for Partners 21


proceedit

An Innovative Collaborative Model


proceedit

CatalogueFactory & Programes

Customers

Partners -Shareholders

Customers

Partners -Shareholders

30+ Shareholders

300+ BPMProcesses

Co-development

Co-distribution


proceedit Our Easy Business Model 1 > 2 > 3

try & buyor

try & lease

1,60 US$* per hour of effort & per concurrent internal user

2

10 % Royalty for Customer!

3

No commitment= No risk

Affordable& Scalable

Fair &Self-payable

1


* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at

August 12, 2.011. See daily currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx




BPM Process Factory

proceedit

BPM Process Factory & Developing Program

ProposesRequirements

Customer ADeveloper

Partner

GO

Analysis +Approximate

Budget

Customer A

proceeditPartner A

Development & Tests

Customer A

GO

End

CustomerBuys Licenses+ Maintenance

Contracts SaaSor Cloud

Computing End

Operates theProcesses and

ConnectorsORGO

OK

End

End

AnalyzesRequirements

try & buy

try & lease

1,60 US$/hour/CIU*

1

try buy or lease

9 %/month

proceeditPartner A

Customer’s Commitment Line !!!


* Concurrent Internal User


ReutilizationDevelopment

proceedit BPM Process Cataloging & Standardization

Customer A

proceedit& Partner A

Proceedit’s BPM Processes,

Connectors & Vertical Software

Solutions Catalogue

BPM ProcessDevelopment

proceedit& Partner B

BPM ProcessCustomization &Standardization

Customer B



BPM Process Factory

proceedit BPM Process Reutilization

proceeditPartner B

Presents the BPM Process

Customer B

GO

End

CustomerBuys Licenses+ Maintenance

Contracts SaaSor Cloud

Computing

Operates theProcesses and

ConnectorsOR

OK End

buy or lease

1

proceeditPartner B

BPM Processand Connectors Customization

Customer B

GO

End

try

BPM Process Original

Developer

Customer A

AND

AND

try & buy

try & lease

AND

Royalty

15 %

10 %

1,60 US$/hour/CIU*

9 %/month

Customer’s Commitment Line !!!




Company's Presentation for Partners 27

SustainableCompetitiveAdvantage

Versión 02

proceedit No More Barriers & Brakes

EndUser

proceedit’sModel BPMProcesses

ApplyingBPMS

Technologies

TraditionalModel BPMProcesses


FinalCustomer

High InvestmentBig EffortLack of ExpertiseFear to RiskResistance to Change

try & buytry & lease1,60 US$/hour/CIU*10 % Royalty

???

!!!

???


&

&




proceedit 8 Advantages for our End Users

“0” Risk

“0” Investment

Access Models: “try & buy”, “try & lease” and “pay & use”

80 % Savings

Self-Financing

Suistanability

Access Model “try & lease”

1,60 US$ per Hour of Effort and per Concurrent Internal User

10 % Royalty

Anticipation

+ KnowledgeMultinational Cluster BPM Processes, Connectors and Vertical Software Solutions Catalogue

BPM Processes, Connectors and Vertical Software CatalogueFlexible BPMS MetaTechnology

Multinational ClusterBPM Processes, Connectors and Vertical Software Solutions CatalogueFlexible BPMS MetaTechnology

End User

Proceedit’sModel

1

2

3

4

5

6

7

Flexibility81,60 US$ per Hour of Effort and per

Concurrent Internal User“try & lease” Access Model




proceedit 8 Advantages for our Partners

“0” Barriers

+ Resources

Access Models: “try & buy”, “try & lease” and “pay & use”

+ Markets

Recursive Business

Sustainability

Sustainability ServicesAccess model “try & lease”

Multinational Cluster

+ Products

+ Knowledge

Multinational Cluster BPM Processes, Connectors and Vertical Software Solutions Catalogue

BPM Processes, Connectors and Vertical Software Solutions CatalogueIntegrated Technological Architecture

Multinational Cluster BPM Process, Connectors and Vertical Software Solutions CatalogueStandardization ProgramPost-Sales Centralized Support

Multinational Cluster’s Partners

Proceedit’sModel

1

2

3

4

5

6

7

Retorns8

Commercial SupportBPM Process FactorySaaS & Cloud Computing Platform

Contributions on KindPurchase of ServicesLeads GenerationBPM Process and Connectors FactorySales Margins or Discounts15 % Royalties and Dividends



proceedit

Differential Savings: Traditional vs proceedit

Project Data

Sector: Automotive Auxiliary Industry

Employees: 8.000 Named / 2.000 Concurrent

Processes: 100 BPM Processes to be Deployed in 5 years

Effort: 100.000 hours (Client + Consultancy + Implantation)

5 years Profitability CriteriaTraditional proceedit Differential

MUS$ % MUS$ % MUS$ %

Total Cost of Ownership (TCO) 27,8 100 13,1 100 -14,7 -53

Accumulated Operative Savings (AOS) 45,4 164 45,4 345 0,0 0

Accumulated Net Cash Flow (ANCF) 17,6 64 32,3 245 14,7 83

Net Present Value (NPV) al 15 % rate 6,9 25 16,2 123 9,3 133

Internal Rate of Return (IRR) 53 % 266 % 213 % 402

Return on Investment (ROI) 40 months 16 months -24 month -60



proceedit

Potential BPM Business – proceedit’s Model

As an average,5 BPM Processesper Organization

500 hours / BPM Process

As an estimation, there are in the World, approximately, 65.000.000Organizations potentialy users of BPM

42,7 US$ Trillions

131.500 US$ TCO / Process

325.000.000BPM Processesto be deployed

90 Millionsof man-years



0,9 BPM Processes / year /100 inhabitants




104,7US$ Trillions

322.300 US$ NCF / Process




Company's Presentation for Partners

Savings

Investment

Effort

proceedit’s ModelTraditional Model

Versión 02 32

proceedit Potential BPM Business – Differential







50 %

53 %

182 %


proceedit

Our Capabilities

Robustness: a 3+ MUS$ capital company supporting our activities.

Power: 30+ partners-shareholders BPM focused, collaborating in a multinational cluster.

Knowledge: 300+ “prêt-a-porter” BPM Processes, Connectors and Vertical Software Solutions in our Catalogue.

Experience: 300.000+ accumulated hours on BPM Processes, Connectors and Vertical Software Solutions development and deploying.

Capacity: BPM process factory, capable to develop on any BPMS Platform that Customer would prefer.




proceedit

Distribution Channels

proceedit

MultinacionalCluster’sPartners

try & buy

Licenses AcquisitionMaintenance & Support ServicesConsulting Services

ISP’s &

Telco’s

Sales & On-lineServices Web (end of 2.012)

try & lease pay & use

Application SaaS ServicesApplication & Systems SaaS Cloud Computing Services

Cloud Computing Services

DistributorsISP’s and Telco’sFinancersCollectivesEnd Users

Software VendorsDevelopersImplementersIntegratorsConsultants

Ch

an

nels

Mod

els


proceedit

Partner’s Categories & Investment Levels

AssociatedPartner*

PreferredPartner*

Legend:

Cash Investment (>=25 %)

Kind Investment (<= 75 %)

>= 2.800 US$

>= 70.000 US$

* See details of conditions & rights applicable to each Partner Category in our document: “Multinational Cluster – Partners and Contributions”

• Know-how• Consultancy & Technological Services• BPM Processes, Connectors & Vertical

Software Solutions• Software Licenses• Hardware Equipment• Goodwill• Company’s Shares or Participations

Minimum Investment Level for Next Capital Increase

Basic Partner*

>= 14.000 US$

Minimum Investment Level for Next Capital IncreaseMinimum Investment Level for Next Capital Increase



proceedit Our Challenge and Compromise

1. All Products: To Develop and Deploy any class of BPM Processes, Connectors and Vertical Software Solutions,

2. Fair Pricing: With a License Price of 1,60 US$* per hour of effort** and concurrent internal user,

3. Any Technology: On any BPMS Platform and complementary applications customer chooses,

4. No Risk: Without forcing our Customers to take any risk or compromise and,

5. Pay Back: Paying them back a 10 % royalty for the reutilization of the products we have developed for them.


* The Applicable Rate is 1 SDR (Special Drawing Rate) per hour of effort and per Concurrent Internal User, equivalent to 1,60 US$ at August 12, 2.011. See daily

currency exchange rate at http://www.imf.org/external/np/fin/data/rms_sdrv.aspx

** Total man-hours effort applied to the Development and/or Standardization of the BPM Process, Connector and/or Software Vertical Solution.




proceedit But, in a Few Words, How Is It Possible?

Because we anticipate the scale effect, as the development cost of the BPM Processes as well as the cost of the operative infrastructure needed for its use is distributed between many clients, not only the present users but also the future ones (!).

Believe us, … there’s no other secret. Well, there is one more: removing the hidden costs thanks to the outsourcing of the application and systems via Cloud Computing service.




Feel free to contact us

We are at your disposal in case you desire more information or you have already decided to co-develop BPM Processes, Connectors and Vertical Software Solutions together with our Multinational Cluster:

David Duran Rocha

Business Development - Area Manager – North America

Phone number (USA): +1 (305) 496 8261

Phone number (Spain): +34 695 47 03 61

Skype: david.duran.rocha

email: [email protected]

Office address: 1221 Brickell Avenue, suite 1540

Miami, FL, 33131, USA

mailto:[email protected]



Feel free to contact us

We are at your disposal in case you desire more information or you have already decided to co-develop BPM Processes, Connectors and Vertical Software Solutions together with our Multinational Cluster:

Josep Cos

Managing Director

Phone number (Spain): 0034 933 906 706

Phone number (Spain): 0034 660 193 163

Skype: jmcos.proceedit

email: [email protected]

Office address: Caponata 13, At. 4ª - 08034 Barcelona - Spain



Thanks

Thanks for your Attention!

Proceedit 20110819 Companys Presentation For Partners Eng Dol

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