clextra Features & Benefits PPT

1. Enterprise Framework to
ensure Stakeholder(s)
Investments are safe and
Investor Interests are
maximised.
“Everything else is jargon”

2. The Software Enable, Tools Suite,
Product & Platform.
Business Model(s),
Methods, Systems,
Workflow,
Process, Standards,
Systems &
Campaigns.
The Firm!
Consultant(s)
& Expert(s)
Individual(s) OR Firm(s)

3. In a Nutshell
Features Benefits
1. Focus on Strategic and Tactical 1. Vision­Mission alignment, Execution,
rather than Operational. Monitoring and Efficacy of Decisions.
2. Functional Integration 2. NOT Modular, nor limited to HR,
Finance, Sales, Marketing, Delivery,
Logistics etc. No dependency on IT and
Techies.
3. Knowledge Management, 3. Not just data, Software and IT.
Options of Business Models,
Select a Global Best Practice
4. Open Architecture; Linux / unix
and Open. 4. Work with existing investments in IT.
Less dependency on the Consulting Big
5. Biological design. Boys with improved security and
control.
6. Low Total Cost of Ownership; 5. Focus specific – extremely flexible.
Quick Return on Investment.
7. Works with lower PC 6. TCO of 30% and less than Global
Penetration. Competition.
7. Lower costs; Bridge the digital Divide
with a flatter and leaner organisation
with a dis appearing Corporate Ladder.
8. Project Management 8. Large Multiple Complex Collaborative
Projects – Controlling Risk
9. MACS 9. Effective Management Accounting and
Control System.

4. Management Accounting &
Control System (MACS)
Financial Accounting Management Accounting
Audience External stockholders, creditors, Internal workers, managers and
tax authorities executives.
Purpose Report on past performance to Inform internal decisions made by
external parties; contracts with employees and managers, feedback
owners and lenders. and control on operating
performance.
Timeliness Delayed historical Current, future oriented.
Restrictions Regulated; rules driven by No regulations. Systems and
generally accepted accounting information determined by
principles and government management to meet strategic,
authorities. tactical and operational needs.
Type of Financial measurement only Financial plus operational and
Information physical measurements on
processes, technologies, suppliers,
customers and competition.
Nature of Objective, auditable, reliable, More subjective and judgemental,
Information consistent, precise. valid, relevant and accurate.
Scope Highly aggregate. Report on Dis-aggregate; drill-down; information
entire organisation. on local decisions and action.

5. Trying to describe
A. MACRO …. Category.
q It’s a KM Tool. (Knowledge Management)
q ERP.
q BI. (Business Intelligence and Business Modeling).
q DSS. (Decision Support System)?
q SI. (Systems Integration) Tool?
q Software for Software? OR Framework for Consulting?
q SaaS. (Software as a Service).
q New Economy Information Management Tool?
q Decision Execution System.
B. Micro …
q MODULAR – Functional …
• HR­PMS. Finance. Sales. Logistics. Head­Office
q MODULAR – Area …
• Documentation. Management; Sales Incentives Management; PMS;
q MODULAR – Services …
• End­of­day Consolidation; Post­dated­Cheque Management; Performance
Appraisal; Assessments; Verification System; Risk Metrics System; Card­holder
database System …
q MODULAR – Industry …
• TeleComm.; Education; Retail; Agro. Manufacturing;
q MODULAR – Digital Content Delivery.

6. Business Models
1. Product.
• Server­centric N Managers X users License.
• Select from 60+ Modules, 500+ Features.
• Pay for what you use – Use what you pay for.
2. SaaS; ASP OR Software on Demand
• Captive or Shared; VPN or Internet Deployed.
• Per transaction or Per month usage.
3. Consulting or Practice
i. Business Model. Strategy Alignment. Programme
Priorities.
ii. Product selection, configuration & deployment to
meet Model or Programme.
iii. Managed Services. (Fixed or variable, Staffing, out­
sourced and related options).

7. Quantity of Features
As of Sep 2011

8. Your focus
MACS HR CIS CRM SCM PLM PIE
1 IT and ITES A A A
2 Manufacturing A A A A A A A
3 Trading A A A A A A A
4 Agriculture A A A A A A
5 Aviation A A A A A A A
6 Education A A A A
7 Retail A A A A A A
8 TeleComm. A A A A A A A
9 Convergence A A A A A
10 Banking/Insurance A A A A A A
MACS = Management Accounting & Control System, Finance
HR = Human Resources
CIS = Customer, Supplier, Distributor and/or Retailer Information System
CRM = Marketing, Sales, Customer Support & Quality Assurance. After Market Services.
SCM = Procurement, Purchase, Warehousing, Logistics, Inventory, Bill­of­Materials
PLM = Capacity, Plan, Make or Buy, In and Field Stocking, Installed Base, After­Market potential
PIE = Workflow, Documentation, Process Improvement, Cycle­time reduction, Cost Controls.

9. • Different purposes at different times;
depending on the Market circumstances
and Current Internal needs. Example our
‘Top 3’ priorities this Quarter …
e fit • Like a newspaper; you read only what
B en you want, when you want it and what
concerns you that day. Everyone gets the
Key same daily.
• Imagine … if the Team can can use
1. Flexibility different parts of the multi­purpose tool
at the same time ...

10. 2. Disruptive Technology HR IT
Culture A Culture B
Management
Finance Management
Finance
Mfg.Delivery
Mfg.Delivery
HR IT
Field Forces Suppliers &
Logistics
Customers
Field Forces Suppliers &
Logistics Customers
Finance Mfg.Delivery
Management HR IT
Field Forces Suppliers &
Logistics Customers
New Economy Culture C

11. 3. Focus on FOCUS
ef it 1. People. Performance vs
B en 2.
Behaviour.
Collaborative Communications.
Key 3. Asset and Investment
Performance Management.
4. Cash.
5. Balanced Scorecard.
i. Financial Perspective.
ii. External Customers Perspective.
More iii. Internal Perspective.
COMPLEXITY
Fix the Do it iv. Learning & Growth.
DEGREE OF
Complexity Differently 6. Process Improvement.
7. Documentation Management &
Controls.
8. Content availability. Training
Do it Do it Administration & Learning
Cheaper Better Goals.
9. Motivation, Incentives, Reward
Less & Recognition.
Operational Transformation 10. Identifications, Authorisation &
Efficiency Security. (Plastic Cards).
11. Risk Practices with measures and
OBJECTIVES Metrics.

12. ne fit
4. TCO of 30% to 5% Be
Key
MNC Product or ERP clextra System & Solution
1. Infrastructure / Hardware 1. Infrastructure / Hardware
1. Server(s). 100 1. Server(s). 50
2. Client(s). 100 2. Client(s). 5
3. Connectivity 100 3. Connectivity 80
4. Bandwidth. 100 4. Bandwidth. 40
2. Software 2. Software
1. Server Licenses. 100 1. Server Licenses. 30
2. Client Licenses. 100 2. Client Licenses. 15
3. Services­Support 3. Services­Support
1. Time to Deploy. 100 1. Time to Deploy. 30
2. Person­Months. 100 2. Person­Months. 10
3. Person­Hour Rates. 100 3. Person­Hour Rates. 20
4. Other Support Costs. 100 4. Other Support Costs. 20
TOTAL 1000 TOTAL 300
Comparated to Global Competitors ….
TCO = Total Cost of Ownership

13. 5. Better Value for money
TRADITIONAL. The BIG WAY … The clextra WAY …
•… High­end Computing 50% •… Minimal Computing 40%
•… Microsoft 30% •… Unix­linux. Open Source. 5%
•… SAP or Oracle 15% •… clextra 5%
•… THEN WHAT? 5% •… INFORMATION FOCUS. 50%
ne fit
Be
Key
Hardware
Systems Software
Application Software
Information
* Given the same $$$ budget or Expenditure.
** Focus on Know-how from Information and Technology .

14. 6. Enterprise Information
1. Focus on Corporate Information
… vs Individual Power.
2. Behavioural aspects of
e fit
Information Acquisition and
Dissemination. Human B en
endeavour, values, lifestyles. Key
3. Differentiate between ‘Data’,
‘Information’ and ‘Know­how’.
4. The essence of ‘Knowledge’ is in
‘Applying it’ – Confucius.
5. Information Focus. Information
Priority. Information Cost. Return
on Information.
6. Intellectual Property. Patents,
Copyrights, Trademarks, Trade
secrets …
7. Information paradox.
“Information at the click­of­a­
button” is a myth and a reality.
8. Control. Central vs Distributed.
9. Risk. Information to manage …

15. 7. Open Technology
1. Linux (unix) based. ne fit
2. Import and Export data easily. Be
Key
3. Integrate with any other Applications including our
Competitors.
4. Designed ground­up for the Internet.
5. Server­Side. Potential to upgrade to any
technology in PC, Clients, Mobile, AutoID or
future gadget access.
6. Self­sufficiency. Not dependent on the Big­5, EY,
PWC, Microsoft’s, SAP’s, Oracles and the IBM’s
of this world.
7. Client licenses a factor of load (NOT users).
8. Bridging the Digital Divide even within your Firm.

16. 8. Less dependence on Traditional IT.
• Throw out the Techie Cartel.
• Focus on your core­competence.
• Build Internal Functional Knowhow.
• Know and Listen to Customers.
• Listen and engage your Colleagues.
CxO focus … not the CTO
Protect existing investments in IT infrastructure
• clextra requires lower computing server AND clients than MS­
Windows based Microsoft, SAP, Oracle etc.
• Server based architecture requires Thinner Clients and Client
licenses.
• Optimised for low bandwidth utilisation.
fit
• Integration with existing Applications. ne
• Export / Import using CSV and Spreadsheets. Be
Key

17. 9. Not just Software
I. Data, Information, Analytics, Patterns to Know How.
II. Process & Method for workflow.
III. Best Practice Options.
IV. Business Models options.
V. Content Management options.
VI. Guru OR Expert advice implementation.
VII. Export / Import from any other Software.
VIII. Integrate with devices and gadgets.
IX. Variety of PAYMENT options in the clextra Chain.
X. FOCUS on Customers’ Customer(s) ne fit
Be
Key

18. 10. It s just a tool but!!!
1. It’s got Diagnostics to test the health of your Enterprise.
2. It’s got Best Practice options to select the optimal treatment
of THE disease in your Enterprise.
3. Helps select a Focus and Priority, to ensure a focus on the
Treatment that YOU and I select.
4. User definable Automation levels – 1% to 100% to
implement your Business Rules.
5. It has Monitoring and Assessment tools to ensure that the
desired course is followed AND/OR decide a course is not
working and to change this course.
Not just … … but

19. Physical Storage
Library Science
Museum Cataloging
Content Dewey Decimal OR Library
Acquired or of Congress
Disseminated Taxonomy
Knowledge Of any list
Structured Virtual Storage
Unstructured Any multimedia File
Syllabus i3S Methodology
Systematic Method
of Learning. Ownership
Digital Rights
Usage Tracking
Cash Security * Integrity * Sharing
Chart of Accounts
Metrics & Ratios Structured
Risk Management
Systems
Grouping
fit
Of assets
Of things
Programming ne Of people
Software Programs
Databases & Tables y Be Geography
Ke
Demography
Instances etc. Psychography
Focus
Project Six Sigma. Grill Feature.
Management Search Information Costing.
Inventory Dimensioning.
Jobs­Orders Structured Storage
Tasks­Activities Structured Retrieve Financial Metrics.
Workflow Bibliography Risk Factors.
Cycles Ranking & Rating.

20. 11. New Economy Design
1. Internet and clextra
• Always on. Interactive. Low­cost.
2. Mobile and clextra
• Server­Side. Future Client access.
• Anywhere. Secure. Payment.
• PLUS cards. Authentication and ID.
3. Functions and clextra
• Finance – People need cash, use cash, manage cash.
• Sales – Some people need things; other people have things; People match
these people.
• Purchase – People need things; People know where to get it.
• Manufacturing or Delivery – People use things to make things; People
make quality things or shoddy things.
• Risk ­ Management
4. People and clextra
• People work for people; People achieve things; People manage risk.
• People are human beings. Idiosyncrasies, fear, greed … beliefs, values.
5. Business and clextra
• Business Models. Global Engagement. Local challenges.
e fit
• Extreme Competition.
B en
Key

21. 12. Enhance your ERP ne fit
Be
Marion’s 12 obstacles clextra View
K ey
1. Understanding the importance of 1. Change Management using clextra
change management. .
2. Picking software before deciding on 2. We offer Business, IT and
Business Process. Management Consulting first.
3. Fine tuning ERP to exactly match 3. We agree.
your business. .
4. Under­budgeting for training. 4. Cost of training is MUCH lower.
5. Embracing a ‘big­bang’ whole­ 5. We agree.
company approach. .
6. Giving short­shrift to vendor 6. Do not think big names such as SAP,
selection. Oracle, Microsoft are …. IT.
7. Keeping legacy systems alive. 7. Keep your USEFUL systems alive.
8. Fragmenting development by 8. Develop and Prioritise by Integrated
department or location. Functionality.
9. Allowing apathy (or not my job) at 9. You are the top. Make everyone a
the Top. part of the non­apathy.
10. Relying on your new ERP for 10. Use clextra as a Management
conventional Management Reporting. Accounting and Control Tool instead.
11. Trusting ‘open systems’ promises 11. clextra is designed, ‘Open’ and will
from the ERP interfaces. stay ‘Open’.
12. Assuming ERP is a project with a 12. We agree.
finite timetable. .

22. 13. Enterprise Convergence ne fit
Display Signage Be
Interactive Kiosks Key
Front-end
Browser Mobile
Thin-Client(s) Middleware SMS-WAP
PC s
Server
Centric
Devices
Handheld(s) RFID
Smartcard
Camera Stations
Surveillance Camera(s)

23. 14. Enterprise Application(s) Integration
TEAM 1. Increase Revenue
Individual Performance
Performance Assessment, 2. Reduce Expenses
Assessment, Measurement
Measurement 3. Communicate Better
& Management
& Management 4. Employee Know how
Self­
Service
ne fit
Models, Options,
Be
ey
Methods, Roles
Competency Maps. K
Integrated
Enterprise Decision Taking
Workflow Information
Execution Monitoring
electronic
Distribution
System Audit,
Records and
Internet Archival System
Browser­based
24x7x365 Management
Remote Accounting &
Multi­location Control System

24. 15. Unique amongst ERP likes e fit
Ben
y
1. ONLY functionally integrated. Ke
2. Does NOT require ABAP (or other Programming knowledge).
3. Does NOT require BPR. (Business Process Re­engineering).
Can be configured and adapted to your Process.
4. Flexible and adaptable. Nothing is frozen over time. Change
configurations; reduce or increase usage; include or exclude
modules.
5. DO NOT be bogged down by ISO (and other time­wasting
standards or process and AUTOMATION of the
RIDICULOUS).
6. Makes a real difference on a Quarterly Changes to adapt to
market realities and your Business Bottom­Line.
7. Quicker, easier, cheaper and more easily deployed than ANY
OTHER ERP in the global market.
8. A catch ­ you need to have SMART people to do this.

25. 16. No B.P.R.
1. Business Process Re­engineering is a pre­requisite
for any other major ERP.
2. The claim … its done before; we know best; it’s
the best practice; this is how to do it; we’ll tell you;
do it this way. Our way.
3. This saves THEM costs; time and and they earn
MONEY lots of CASH if you adapt.
4. If you get a 100% your way; then you are buying
BESPOKE, CUSTOM software, unique to you
NOT a product.
5. clextra is the ONLY ERP that ALLOWS you to
configure the ERP to your BUSINESS PROCESS
and way of working.
6. You ONLY have to learn how to use the Software.

26. 17. Structured and Systemic Data
1. By default and forced into Information Analysis, a Methodology,
Work Flow and/or Best Practice in ANY modules.
2. Structured and Systemic method of ‘Geography’. eg.
inKAblrANNW04. 13 character coding.
3. Mapping and Artworks 2 x 100 (any further number) of P_NNN or
L_NNN visuals.
4. EPC, GPS and coord Fields.
5. Teams of 10 x 7 x max(26).
6. Structured and Systemic method of Multimedia (ANY media –
Text, Video, Audio, Visual) file using the GiCA MBSP system, for
upload, storage, retrieval, Ownership, Access, Sequencing, Usage.
7. Households of Demographic, Psychographics Groups.
8. Financial and/or Management Account Heads.
9. Campaigns.
10. Subscriptions Options.
11. Socket programming access for automation.
12. 10’s of 100’s Supported Global Best Practices and Functional
Models include.
13. Financial and Risk Metrics, Ratios etc. for ANY and ALL data.

27. 18. Finance Focus (Finance-4 Maps)
1. Increase Revenue 2. Reduce Expenses
1. Identify, recognise and reward 1. Identify, recognise and reward your Best
your most effective Sales­Persons. Performers.
2. Know more about your most 2. Know more about the Suppliers who
profitable customers. give you the best Return on Investment.
(ROI)
3. Better Price­Lists Management.
Allow for currency fluctuation, 3. Compute and know the Total Cost of
demand and supply etc. Ownership (TCO) of every Asset.
4. Leverage the Internet. Implement 4. Know the ‘Risk Metrics’ of every area
an e­Catalogue. of your Business.
5. Centralised Order Acceptance. 5. Identify and focus on the ONE thing
6. Collect cash effectively. from last years Expenses.
7. In a Pareto 80­20 ‘lateral focus’ on 6. Task and empower a key­person with
the 80% and NOT just the obvious this.
20%. 7. This person with this task needs
8. It’s really the incremental ­ the last information, drill­down and one­click
5% that could be 50% of YOUR decision making options.
PROFIT. 8. Pull out the next blade.
9. Metrics and Math driven.
3. People Growth 4. Collaborative Communications
1. Identify, recognise and reward your
1. Identify, recognise and reward your most effective Leaders.
most talented Employee(s).
2. Most ‘execution’ globally fails due
2. What exactly is a person doing 8­ to a lack of focus on teams.
hours a day? Execution is all about collaboration
3. People work for people – people do and delivery by a team.
not work for organisations. Who is 3. Enterprise must have a state­of­the­
each reporting to? art technology and a framework that
4. Rewards and additional allows teams to collaborate.
responsibility must come from the 4. A single­bee can only do so much.
Immediate Superior. What are the other bees in THAT
hive doing?
5. Recongition from the Senior 5. A single hive can excel – how many
Leaders in the firm. You climb but hives do you have? Does the colony
on the shoulders of giants. thrive because of it?
6. Talent and Queen­Bees have to be
managed and nurtured – however
with the Enterprise and Community
purpose constantly in focus.

28. KEY TAKE-AWAYS
1. Networking. Resource(s) Sharing. (Physical and Virtual).
2. No pre­requisite for BPR (Business Process Re­engineering).
3. Internet (and browser) enabled. 24x7x365 anytime, anyplace.
4. Enterprise Productivity NOT Individual Productivity.
5. Everything is a Project. With a start and finish. Has risks.
6. Not just a Tool … Best Practice; Processes and Methodologies;
Enterprise Models; Business Rules; Know how AND Systems.
7. Finance everywhere. It’s all about money­honey; Cash is king.
8. TOP to BOTTOM. Strategic Planning; Tactical Decision—Making
AND Operational Execution.
9. HORIZONTAL & VERTICAL – Manufacturing; HR; Finance;
Marketing; Sales; Logistics; Automating ICT Automation; Agro.;
Healthcare; BIFS; Infrastructure; Education …
10. Cost reduction due to Open Source technologies. Lower (TCO) Total
Cost of Ownership. Quicker Return on Investment. (ROI)
11. Revenue increase due to improved People Relationships – Investors,
Staff, Customers, Suppliers & Well­wishers.
12. No need for Programmers and expensive Techies.
13. Time to DEPLOY is quicker, faster and cheaper than any other ERP.
14. IMPORT – EXPORT Integration with ANY Legacy Application.
15. Interface with Automation, Devices, Field Equipment, Mobile

29. Scope of Supply
CONSULTING.
DATA. IT
Raw Data? Needs Hosting,
Information? Firewalls, OS,
Know how? Web Servers, Databases,
Intelligence? Tools & Integration
Components
CONTENT.
Crash MBA.
TQPM.
Process. MODELS.
Psychology. Your, Our OR Market
Process, Methods,
Metrics, Norms or
Rules of Business

30. Expertise Spread for Success
No BPR Admin. Usage
38% 12% 50%
Hardware
20%
Software
65%
Services
15%

31. Pricing Models (options)
1. Standard Licensing++
Instead of end­user licenses we have a Server­side licensing; making
the TCO much lower. Supply will be on a fully­loaded Server.
Usually internal / Intranet
2. Monthly Subscription (Software as a Service)
Monthly subscription for pre­defined ‘menu’ of hardware availability
+ systems software + software applications + clextra Modules +
business models + consulting + support + services. Usually
online with regional or global SECURE availability.
3. Transaction Billing
Pay per use. For each transaction eg. HR periodic Performance
appraisal; Insurance Claim; Security Verification check;
Documentation Storage & Retrieval .. etc. Usually with near­
SECURE open login based availability.
4. Business Alliance
ICT is an integral part and heartheat of you business. Outsource this
as a Managed Service partner. We’ll take ALL or SOME of your
costs … we can form a time­bound JV or LLP/LLC. A
percentage of your Revenue or Expenses is ours.

32. All I want is a simple system.
1. “If you pay peanuts you get monkeys”. Don’t get
‘sapped’ nor ‘confused with oracular diatribe’.
2. Go for the Big’un … provided it has these :­
1. A central any­time, any­where location for Planning and
Managing Multiple Projects.
2. The ability for Users and Project Teams to update their
own Tasks Status.
3. Notification to Project Managers and Workers when
Tasks parameters are changed with clear reasons why
and when Tasks are complete.
4. The ability to share all related notes and Project
Documents on Tasks and Projects.
5. Visibility ­ accountability, responsibilities, authority,
priorities and risks ­ across Multiple Projects.

33. Further
1. Corporate website … http://edgevalue.com
2. Product website … http://clextra.com
3. Send us an email … casper@edgevalue.com
4. Call us on hand phone … 91­98450­61870
5. Contact a Channel Partner or Consultant near­you …
6. Available on request …
ü Case Studies.
ü Customers over 2, 5 and 20 years.
ü Business Models Supported.
ü Functional Range of Modules.
ü Verticals or Horizontals
ü List of Partners / Consultants
ü Geographical coverage.
7. Service Models & Support
8. Commercial Options as End­user, Intermediary or
Investor/Partner.

34. Partnership Brands
1. Our Software Platform
2. Method (Options)
3. Training Suite.
4. All_India Support­Services.
5. India & Global Consortium

35. http://www.edgevalue.com
http://www.clextra.in
casper@edgevalue.com © JAN 1999
62 B Modi Residency, Millers Road
Benson Town
Bangalore 560 046 INDIA
Phone : 91 (india) 80 (bangalore) 2595 0059
Cellphone : 98450 61870
21/09/2011