Category Archives: Information Technology

In this category we are posting blogs and discussions related to IT industry. Vimeg Square is an IT solutions and services providing company having offices at Technopark India, New York and UK.

SAP Cloud services

SAP to craft cloud services for vertical industries

SAP plans to eventually envelop 25 industries with a new chain of industry-specific cloud services.

SAP Cloud services
SAP Cloud services

SAP is hoping to snatch a bigger piece of the money its customers spend on cloud-based software by crafting a new series of industry-specific services.

The declaration comes on the eve of SAP’s Sapphire conference in Orlando and a couple of months after Salesforce said it planned to go after six verticals in its own bid for further growth.

SAP’s goals are broader, with the aim of eventually wrapping all 25 industries it now serves, according to the announcement.

Working in industries with highly specialized challenges, they will focusing on their customers’ most relevant business problems and then work creatively and collaboratively to develop industry cloud solutions.

SAP has already made some steps in the direction of industry-specific cloud services. Latest announcement cited a preconfigured ERP (Enterprise Resource Planning) that suite for chemical companies; the Circular Authority for Insurance application; and the use of its Hana in-memory computing platform by a number of health care startups.

While the announcement may amount to SAP putting a stake in the ground, it’s an important one for the company to make, according to one observer.

Customers are whirling to other vendors in the cloud like Veeva for pharma, Accela for public sector and others.

Targeting industries acts to SAP’s strength “and customers are looking forward for this.

Vimeg Square RPO Champs

Is your HR Department unable to deal with the hassle of ramping up recruitment for your SAP Project?

What is RPO? Recruitment Process Outsourcing (RPO) is a well acknowledged choice to an organization’s HR Recruiting Department that supplies complete management of a project, division or an entire company’s recruiting practice by a third party.

Vimeg Square, Your RPO destination
Vimeg Square, Your RPO destination

An RPO service provider handles and accomplishes all activities associated to recruiting, including developing job descriptions, sourcing resumes, tracking applications, screening candidates, interviewing, selection process, on boarding and retention strategies.
RPO can provide several process enhancements such as reduced time to hire, improved value of candidate pool, lesser cost per hire, and enhanced EEO compliance. Particularly companies running SAP project-based work or organisations with more than 5,000 employees can enjoy the advantage from the process enhancement and proficiency of a dedicated RPO provider and SAP recruitment agency such as Vimeg Square.

Your SAP talent must be multi-skilled, multi-disciplined, and able to take on new roles to bring more value to your organisation.

Do your SAP or IT heads have time to write down in depth job descriptions, scrutinize through hundreds of resumes, interview a pool of candidates, close the suitable candidate and bring the new candidate onboard? Vimeg Square helps in your organisation’s development of this valuable resource from recruitment to retention. We have handled numerous thriving RPO assignments on all sides of the entire SAP recruiting function for companies’ SAP projects.

Let the specialists at Vimeg Square save you both time and money! With a Vimeg Square RPO Engagement Manager working with you and your management team, your managers will spend less time on SAP recruiting and more time guarantying your SAP project is completed on time and on budget.
Our end-to-end  SAP recruitment solutions are intended to add real value to your organisation by providing you with a flexible service delivery model to influence sourcing expertise throughout each phase of the SAP talent recruitment process:

Allow your HR department to spotlight on core business efforts while Vimeg Square relates its proficiency in SAP and talent acquisition to make best use of your human capital investment. Vimeg Square utilizes a proven methodology established through experience sourcing for multiple organisations with unstable levels of difficulties. Our RPO services offer you with instant access to our efficient talent acquisition infrastructure.

Join hands together with Vimeg Square and enjoy access to up to date systems that put together with your organisation’s on hand systems to provide wide-ranging data tracking and reporting, integration with online job boards, resume search executives and with effective resume filtering technology.

Vimeg Square

Splendid Benefits of Recruitment Process Outsourcing (RPO)

Recruitment process outsourcing or RPO is still novel for a lot of organizations. Some may not appreciate that there are alternatives in how to outsource or to advance their recruiting process, while

Vimeg Square RPO Champs
Vimeg Square RPO Champs

others may glue with other explanations because that’s the way it’s always done and that’s the way the person in charge likes to do things. However, if you’re serious about RPO and really want to be familiar with what it could do for your company, then here are the six awesome benefits of RPO.

1. Reduced Recruiting Costs

This is one of the peak motivations why organizations choose an RPO solution, and it’s also one of the biggest benefits of RPO. Many companies spend a lot of money on headhunters and job boards, or waste a lot of money through high turnover rates. With other companies, time is simply wasted in lengthy hiring processes or outdated (or a lack of) technology. An RPO provider can trim down recruiting costs by reforming your recruiting process and showing you how to find good candidates better and with less time and money.

2. Balancing Recruiting Capacity

As festive season approach, many employers during this time go through a hiring extravaganza for seasonal employees. If that’s you, then an awesome benefit of RPO is having a recruiting process in place that can scale up for the festive season, and then scale back down at the beginning of the next year. RPO is also good for companies that are growing rapidly, that may need extra help in balancing their recruiting facility to meet growth.

3. A Reliable and Predictable Recruit-to-Hire Process 

Applicants don’t like it if they don’t know where they stand in the recruiting process, or if they don’t know what’s happening or what’s supposed to take place next. This problem could also outbreak companies who have multiple entities or multiple departments, where each one could have their own hiring process. RPO can help get everything jointly and make the recruit-to-hire process reliable and predictable for both parties and across the entire organization. This makes it easier to know what’s going on and what one and all are doing to when recruiting or hiring someone.

4. Improved Candidate Quality

Hiring managers know that a excellent candidate is much more than a mixture of experience and education, but also includes personality and previous undertakings. Hiring managers who are pressed for time to fill a position, or have a ton of candidates to go through, may not necessarily take a look at the qualities that determine whether or not the new hire will stick with the position. An RPO key can get into those qualities while still looking for candidates who have the needed experience and education.

5. Increased Hiring Manager Satisfaction 

The increased hiring manager fulfillment comes from many aspects of RPO. Hiring managers now have better away to assess the accomplishment of their efforts. Hiring managers now have more hold from executives in the recruiting process. Hiring managers now aren’t long-drawn-out so thin and are better able to do their jobs. With the help and joint venture of an RPO contributor, hiring managers will be more pleased with what’s accomplished and how candidates are recruited and brought into an organization.

6. Enhanced Employment Brand

The employment brand is fundamentally the identity of the organization as an employer, and when every other characteristics of the recruiting process is in position and doing well, the employment brand get better. If your aspirant quality improves, that only looks good to other potential candidates for your organization. If your hiring managers are happy and are working in a reliable recruit-to-hire process, then people who go through that process will only have good things to say about it and your company as an employer. Overall, RPO helps the company in many more ways that just cutting recruiting costs or filling positions faster. RPO can in fact help a business become a superior place to work.

SAP Cloud Security by Vimeg Square

SAP and the 1-2-3 of Cloud Security

Security is #1 concern for enterprise organizations when building a cloud choice. Security is an important topic. But it needs a sense of proportion over an emotional discussion.

The force along the security isobars of IT SAP Cloud Security by Vimeg Squareare high but need at least space for value and business oriented conversation about cloud – how to help business become more agile and insightful.

The SAP Cloud Strategy and Customer Co-Innovation team regularly meets customers and discuss expectations, opportunities and concerns.

Let´s look into the 3 most important aspects of security.

1)        Location Matters

Cloud Communications are dominated by one question: “How secure is the cloud?” This is a tip of the iceberg question which normally leads to questions around:

  • Physical Security and Data Location
  • Network Security
  • Backup & Recovery
  • Operational Compliance
  • Confidentiality & Integrity
  • Data Portability

However, According to the latest Data Breach Investigations Report, 86% of all security breaches were executed by the use of stolen login credentials, making secure enforcement of employee passwords and single sign-on policies “a must”.

The location of a datacenter where the cloud solution and the respective data is handled fires up further discussions and IT definitively worry where the data is stored physically. The strictness of European regulations, and especially regulations in Germany (Germany’s Federal Data Protection Act which is known as Bundesdatenschutzgesetz or BDSG. The laws were reformed significantly in 2009 to cover a range of data protection-related issues), can help build trust when deciding on a geographical storage location for customers data.

And lets not forget, all of the above applies to on-premise as well as cloud solutions.

2)        It is all about trust

With cloud computing the insight of security changed deeply. It makes trust the #1 asset and brand value in cloud computing. And this drives us here at SAP.

SAP handles data with the utmost discretion and strives to deliver services and support that allow business-critical processes to run safely.

The primary aim is to secure customers against unauthorized data access and misuse, as well as confidential data disclosure, using various measures for employees, applications, organization, systems, and networks.

SAP is the leading provider for Enterprise business software in the market and is transforming rapidly into a Cloud Company with a comprehensive cloud portfolio. SAP is used to working with very sensible customer data. Data security and data privacy is part of the DNA – and to earn customer´s trust every day is the mission.

SAP runs cloud solutions and services at the same high level of security as its customers are used to for all other highly critical business processes.

SAP invests more in security, especially for the cloud, in most cases more than an IT Organization inside a large companies is able or willing to do. All companies, not only smaller ones without access to such resources definitely benefit.

Cloud computing with its different layers takes the burden of commodity task off the In-house IT to allow IT to concentrate on Value Add tasks. At the same time Cloud vendors concentrate on specific tasks and professionalize them to the maximum. This constant repetition and automation help eliminate manual steps and sources of errors.

Data encryption for user devices using SSL is another good example. You need to control every level of the cloud-computing stack, from datacenter to database to middleware and the applications layer.

In our Public Cloud model, every layer of the stack goes through rigorous security audits and adheres to most stringent security standards. We follow transparent security and auditing standards and adhere to the most stringent data privacy standards.

3) Manage the militarized and a de-militarized Zone on the Web

EU 95/46 EC, PCI-DSS, ISO 27002, BS7799, ASIO-4, FIPS Moderate, BS10012, SSAE-16/SOC2… Just to name the most important audit standards and certificates, which apply to datacenter and services, keeping a customer´s data secure.

SAP has achieved all of these certifications. In addition, our network architecture is multi-tiered. End-user traffic is limited to the front Demilitarized Zone (DMZ) tier of Web servers only. Each single tier in the hosting environment is organized into a DMZ-like pattern. This allows a firewall or Virtual Local Area Networks (VLAN) separation between each tier. A request is individually validated before creating the next tier independent request.

These are just a few examples of a long list. To answer all these challenge, SAP frequently undergo a SSAE16-SOC2 Type II auditing, twice a year.

SAP is the leading provider for Enterprise business software and is investing more to stay on top for the future. SAP offers its customers and partners to move to the cloud, and we learn new things every day through co-innovation how to improve the solutions (see portfolio here) and services we offer to our prospective clients.

Security is a major concern for SAP and its customers and partners – making security as simple as 1-2-3 is the top priority.

Courtesy: SAP Community Network

Why HR departments need to hire IT specialists?

Vimeg Square RPO-recruitmentBusinesses should hire coherent, influential IT professionals to help their human resources (HR) departments or offshore team RPO team to manage the extensive changes that technology is bringing to the workforce, according to a leading expert on organizational culture.

IT professionals have a vital role to play in serving their HR colleagues adapt to the changing work environment, as more staff work from home or on temporary contracts. HR departments need to have someone on the senior team who is highly technically literate and persuasive.

Senior HR professionals are often of a generation that is not technically literate, and are certainly far less informed and sophisticated about technology than young people entering the workforce. But once they see the potential that technology offers to transform the way companies manage their people, they will embrace it.

Remote working

HR people habitually get quite excited once they see how much money they can save, and what the options are for remote working, teamwork and recording and monitoring performance. Taking up new technologies, such as online recruitment or cloud-based talent management, can help senior HR leaders raise their profile in the business, particularly at board level, and an passionate IT professional on the HR team can help them to get started.

“HR people need to consider the potential and necessities of the future of work, and think about adapting to that future. They need to think about how IT can help that. Most of the offshore HR consultancies have Technical people in their team to help their sourcing and recruitment processes.

Technology will change the way people work

It is predicted that technology will essentially change the way people work.

Competition for labour will become global, as people as far afield as India begin offering their services online and as offshore center for perhaps a tenth of the price of similar services offered in the UK.

Questions over privacy

There will also be questions of privacy, as advances in technology make it possible to monitor employees’ work activity wherever they are based. Although there is a growing number of professionals who understand both HR and IT, overall numbers are still small. That means there is no alternative but for the HR and IT departments to collaborate or outsource the recruitment process to a better offshore RPO center who have these skills already inbuilt.

Four Important Benefits of Recruitment Process Outsourcing Today

Accountability – A good RPO program should include Service Level Agreements (SLAs) or metrics that measure the effectiveness of the program. While an internal recruiting program may have reporting, your RPO provider can be held to specific standards that help ensure you are getting what you pay for.

Focus – Many HR departments have generalists and recruiters who span the company and recruit for any open position. RPO engagements can be focused in specific areas, including highly-skilled areas or high-volume areas, to bring a focused, concentrated effort in the areas you need it most.

Expertise – Many RPO providers have experience recruiting in specific skill areas or industries. Through the RPO engagement, you are leveraging their knowledge and increasing your reach into specific talent communities.

Resources – With so many different sourcing and recruiting tools, including social media and online services, it can be confusing and difficult to assess which tools to use. An RPO provider can bring experience with a variety of tools or work with your existing resources to maximize your investments or help expand your recruiting tool set.

As Wearable Devices knock the Market, Apps are certain to Follow

If there’s to be a blast of wearable devices and smartwatches in 2014, as analysts forecast, the bigger question becomes when more apps will emerge that work with such devices.Vimeg Square Mob Apps

So far, a shortage of apps has been a major shortfall of many wearable devices. Some smartwatches might have only 15 to 20 apps, and they often need to work over Bluetooth to connect to a nearby smartphone. Compare that number to the 1 million-plus apps in Apple’s App Store or Google Play for smartphones, and you begin to see the challenge.

Analysts expect not only an explosion of wearable devices in the next three years, but an explosion of mobile apps of all kinds. Research firms predicted that wearable devices will drive half of all app interactions by 2017, a startling prediction, but believes was reinforced by the flurry of wearable devices shown this month.

The level of use of wearable apps is very nominal today. But the new cadre of smartwatches shown and things pinned to clothes [or other devices], shows it is safe to say that there will soon be a way to interact, through a mobile app, that’s in lieu of almost any other way of interacting, including the mobile Web or the desktop Web.”

Virtually all vendors are choosing mobile apps to interact with the way we will use a wearable device. It is being predicted that 50% of all app interactions will come from wearable devices by 2017 partly because of the way wearables work.

For example, many wearables won’t have a user interface, such as a heart rate monitor that is strapped to a runner’s chest. Offloading that interface to the user’s smartphone also means that the wearable depends on the mobile app for user input and output, configuration, content creation and consumption and, possibly, wireless or GPS connectivity.

The wearable connection to a mobile smartphone or tablet is a way for a manufacturer to keep the device small and efficient, which reduces the device cost and favors the use of apps that are easy to maintain and update.

Some of the data from fitness wearables will be stored briefly on the wearable device or on the smartphone the wearable is paired with, but many apps will require a Wi-Fi or cellular connection to take the onboard data and upload it to the cloud where it can be processed and analyzed before it is reported back to the user.

Apps are an obvious and convenient platform to enable great products and services to be developed.

Part of the reason wearable apps are expected to grow so quickly is due to the expected growth in wearables like smartwatches.

It is predicted that app downloads will reach $77 billion by 2017. Today, about 92% of app downloads are free, but users will often accept advertising or data connectivity in exchange for use of the app. Businesses benefit from free mobiles apps as a means of better engaging with their customers.

Vimeg Square

Corporate IT: Don’t Let Your Sourcing Hurt Innovation

A new class of IT service providers offers some great corporate opportunities but many organizations don’t have the sourcing policies to take advantage.

The big enterprise IT service providers that corporate technology professionals deal with daily have been joined by a host of start-ups, cloud providers, consumer technology companies, and marketing agencies with technology ambitions.

While many of these new companies will merge, go under, or be acquired by the large providers, the variety of choice in areas such as partnership, analytics, mobility, integration, and digital marketing is only going to rise.

This generates opportunities for companies that are flexible enough to take advantage, but many will find their hands are tied by their sourcing policies.

The CIO at a large multinational recently told that they only work with a small group of enterprise partners so, if a small provider develops an interesting new IT capability, they “wait until one of our enterprise partners copies the innovation, or buys the vendor.”

They give competitors who work with the original provider a head start of months or years, and in a world where 75% of digital marketing capabilities go from pilot to mainstream in less than six months, it is hard to see this as a sustainable strategy.

Two Sourcing Goals

Today, many IT teams have two goals when managing sourcing partners:

1. Reduce sourcing cost and complexity: Companies consolidate their technology purchasing with a small number of enterprise partners to gain scale benefits, reduce management overhead and technical complexity, and (at least in theory) allow the chosen few to develop a better knowledge of the client.

Cost and complexity are further constrained by thorough evaluation processes and performance metrics and by insisting on detailed, standardized contracts.

2. Manage sourcing risk: Companies minimize risk or transfer it to the vendor by bringing in their legal and audit teams, introducing yet more assessments, and requiring additional contractual language.

These goals are important; no firm wants to return to the days of ad hoc, subscale IT purchasing, or vendors who perform so badly that they jeopardize their clients’ businesses.

But the main side-effect of managing cost and risk so rigorously is that vendor selection and management become slow and onerous for all.

How to Exploit Innovative Ideas Rapidly

To exploit innovative ideas rapidly, progressive companies have made their IT sourcing policies more flexible in three areas.

1. Lower the bar for small-scale experiments: Fail fast, fail cheap is the watchword for innovation in IT, but it is hard to fail fast if it takes months to get approval to work with a new vendor that offers an innovative capability.

Some companies define an alternative, lightweight process for evaluating vendors when the aim is a proof of concept or pilot project rather than large-scale deployment.

2. Make allowances for start-ups: Sometimes a small or nascent vendor comes up with a capability that would make a real difference to company performance and isn’t available from anyone else.

In these circumstances, one senior IT leader recently told us that although they insist that the vendor signs the same risk indemnification clauses as their other providers, they know that the vendor doesn’t have the resources to fulfil their obligations if the worst happens.

Rather than introduce flexibility tacitly, it would be better to strip down the requirements and introduce other mitigation steps instead. This approach may also be useful when working with large providers of consumer technologies who are reluctant to make allowances for enterprise buyers.

Another issue that arises with emerging providers is their commercial naivety. In extreme cases, they may even need to be coached on how to negotiate with and support a large corporate customer.

3. Treat cloud providers differently: Evaluating cloud providers creates a dilemma. On one hand, the security, performance and ongoing viability of the provider is more important than when buying traditional on-premise software, and as the provider probably relies on other providers for hosting, their security, performance, and viability must also be assessed.

On the other hand, a thorough evaluation is hard if the provider has been chosen by a business leader who may not even consider it an “IT vendor.” One approach to addressing this dilemma is to establish separate cloud assessment criteria and involve business leaders in overseeing the evaluation.

One company that does this finds that business leaders are more likely to engage with the process if they have a stake in running it, and if it isn’t perceived as governance by IT.

Vimeg Square ipad-4

Apple kills the iPad 2, carries iPad 4 back from the deceased

After an amazing three-year run, Apple announced that it’s finally discontinuing the iPad 2. In its place, 2012′s fourth-generation iPad has returned to Apple’s line-up. With immensely superior internals, a retina display, and a lightning connector, the “iPad 4″ is a much improved device than the iPad 2. Even better, it’s being sold at the exact same $399 price point.

In a PR statement released earlier today, Apple unceremoniously announced the death of the long-lived iPad 2. Apple’s second tablet was released back in March of 2011, and remained a core part of Apple’s line-up until today. With its A5 SoC, 1024×768 resolution, and 30-pin dock connector, the iPad 2 really was a relic from another time. Even after the introduction of the cheaper iPad Mini, Apple couldn’t bring itself to discontinue the iPad 2 for the longest time.

While it is slightly saddening to see the iPad 2 go, the fourth-generation iPad is a much better device. It sports Apple’s A6X SoC, twice the RAM of the iPad 2, and a lightning connector. Those are all nice improvements for the $399 asking price, but the addition of the Retina display is by far the biggest jump forward. Four times the number of pixels are being shoved into the same area, and that makes a huge difference for the end user. When it comes to reading text and watching movies, budget-minded consumers will now finally get the benefit of a full Retina display.

Vimeg Square | Mob Apps Development

Unfortunately, this shake-up doesn’t rid Apple of its legacy technology completely. The original iPad Mini is still being manufactured, and it’s stuck with an ugly non-Retina display. Even worse, the iPhone 4S is still being sold with an old-fashioned dock connector and a 3.5-inch screen. Hopefully, this year’s tablet and smartphone refreshes will put the legacy connectors and screen resolutions behind us. Keeping multiple cables around is a huge hassle for consumers and retailers, and many developers are eagerly awaiting the day that non-Retina resolutions are no longer supported. The sooner Apple drops its legacy baggage, the better.

The fourth-generation iPad isn’t as powerful or as flashy as the $499 iPad Air, but this puts Apple in a better place to compete with the $379 8.9-inch Kindle Fire and the $399 10-inch Nexus 10. Consumers in the market for a big-screen tablet now have a bevy of high-quality options in the $400 price range. More than anything, this is evidence that Apple is completely willing to wage war with Amazon and Google for ultimate tablet dominance.

Vimeg Square | Mob Apps Development
Vimeg Square

The New SAP

SAP has mislaid its religion; swearing its once-holy message of tight combination between software applications as the key to enterprise resource planning ERP.

Beyond breaking up its strongly integrated package of applications–designed to automate corporate purposes such as general ledger, order entry management, and inventory management–the German software giant it is now preaching that integration is no longer even important.

So what’s essential now? According to SAP, joyful users and “pretty looking” applications.

SAP is launching a two-pronged campaign to change its image and make its applications easier to use and to value. The move comes on the heels of SAP’s extend into new territory–that of front-office applications, whose end users are unlikely to tolerate gray screen applications and complex user instructions.

The company is trying to dispose of its image as a creator of a highly technical software system that requires a master’s degree in R/3 to understand. It also is trying to outgrow the insight that execution of its system is likely to munch through all IT assets and take five years, requiring companies to pay out up to $10 on consultants for every $1 they spent initially on the software license.

To achieve those snooty goals, however, SAP is going to have to wipe five years of memory from the minds of corporate America, or at least persuade potential buyers that this is not their father’s R/3.

SAP–short for Systems, Applications, and Products in Data Processing–was formed in 1972 by IBM Germany consultant Hasso Plattner and four other colleagues who saw a need for packaged software to run on the hardware they were setting up for IBM customers.

“That was a time when people were leaving IBM to start consulting companies,” Plattner recently said in an interview with the Smithsonian Institute’s division of information technology. “But we left with the sole goal to develop standard software, and only 18 months after we started in 1972, we released our first standard software.”

That was System R, which in subsequent years became known as R/1 and later was followed by R/2 and R/3. But SAP’s first contract wasn’t for its standard software. Instead, it was for a custom software development project for Imperial Chemical Industry, a British-based multinational chemical maker.

Nevertheless, the deal was the shot in the arm SAP needed. SAP has been a major player in the chemical industry ever since, following the Imperial contract with ones from Dow Chemical, DuPont, and Eastman Chemical. All of those companies still are employing R/2, and are slowly migrating to R/3, the client/server version of the software.

R/3 first materialized in the late 1980s, when IBM rolled out its systems application architecture. Plattner immediately undertook the project to develop what eventually would become R/3, but he and his coworkers quietly decided to build it on the Unix platform rather than IBM’s. Development efforts went of for five years, and in 1992 R/3 was born.

The system was first installed at the Danish offices of a small Finnish company. It was targeted toward small companies while SAP continued to push R/2 to higher-end corporations. Then, in 1992, the market fell out of the mainframe industry and sales of giant computers stalled. R/3 had to scale up in order to meet the needs of large companies if SAP was to stay afloat. The company’s founders knew that Europe alone could no longer support their needs, so it was time for the company to take its new product to America.

Plattner flew to Los Angeles with hopes of landing some of the region’s small manufacturing firms as his first American clients. He did better than he could have hoped, signing his first deal with Chevron Oil, which has been a key SAP customer ever since.

SAP happened to land in America in the midst of a corporate revolution called business process re-engineering. All the Big Six software firms were racing to fix what ailed corporate America, which turned out to be its old style of doing business. SAP then entered the scene with a product that implemented many of the new business processes in the software, and hooked up with consulting firms such as Andersen Consulting to match its software to their business process consulting.

Today, SAP owns 32 percent of the ERP market and is shooting for 40 Percent market share. It is a $4 billion company, the fifth largest software firm in the world with 17,000 sites worldwide running R/3. Nearly all of the Fortune 500 companies run some piece of their vital business processes, such as monthly accounting or order entry, on R/3.

And now SAP is gunning for the front-office market, aiming to be all things software to corporations. It seems to be on the right track. The firm quickly is becoming to business what IBM was to business during the ’70s and ’80s, illustrated by the recent comment of one SAP customer who said, “We use to be an IBM shop. Now we are an SAP shop.”

As for SAP’s shift in philosophy regarding the need for tight integration, Plattner credits his change of heart to a grade school teacher who once told him that, “When you reach the point that you don’t change your mind anymore, you know you’re old.”

–Vimeg Square

Vimeg Square Technologies

Facebook Home does have a market, Because it’s India

The reactions to Facebook‘s new mobile experience called Home have been diverse. Personally, this was the least thrilling announcement in a very long time. There is no optimistic for any network here, let alone the user. And then there are the privacy concerns, haven’t found any basis to use Home as default boot option (if that’s what it can be called). Facebook feed is filled with pictures of quotes that are tagged with several users. Having these pictures circle on the lock screen will be frustrating enough to either:

  1. Quit Facebook
  2. Disable Facebook Home

When thinking about the Indian consumer, seems like Facebook‘s idea to make any Android phone into a Facebook phone might drive a new range of devices and marketing target from the Indian OEMs and operators. Both parts of the mobile ecosystem have in the past made attempts to support the Indian consumer with unique offers for Facebook use. Here are some examples:

  • Tata Docomo lets users check-in on Facebook without a data connection
  • Vodafone introduced a Facebook feature phone for $100
  • HTC had attempted a Facebook phone a few years ago with the HTC ChaCha
  • INQ launched a phone aimed at Facebook users

Point being, companies in India have seen a market in a “Facebook phone” for a few years, and Facebook Home will act as a solid podium to offer these services. Feels like Facebook doesn’t have a fiscal advantage in doing a big splash launch in India, the operators & phone manufacturers would be more than willing to leverage Facebook Home as a Marketing publicity-stunt to sell.

Facebook Home advancing any grip in India regardless of pointing out the following:

  • India is a second largest Android market
  • India’s mobile handset market saw a growth of 75% in the second half of 2012
  • India has the third largest Facebook user-base.

It is pointed out that apps like Nimbuzz and WhatsApp will be a roadblock for Facebook Home, that’s something very hard to take in or even believe. Messaging apps have affected carriers but that affecting Facebook Home’s adoption given that carriers will do anything to sell services that are a very amateurish prediction.

India is a good market for Facebook Home, not necessarily Facebook the company.