Erp ReportAs markets become more and more competitive, business environment is dramatically changing. Many companies face the challenge of expanding markets, increasing competition, and rising close connection with customers (Umble et al., 2003). However, the cost will increase by improving all this factors. In this way, companies try to seek new opportunities to enhance their competitiveness. As the business world moves ever closer to a completely collaborative model, at same time, competitors start moving towards e-business solution to remain competitive. Organisations must realise how important to strengthen their own business process and relationship with suppliers, distributors and customers. To accomplish these objectives, many organisations, therefore, utilise advanced information technology, like enterprise resource planning (ERP) systems. ERP systems have been rewarded as “the most important development in the corporate use of information technology in the 1990s”(Davenport, 1998, cited in Somers & Nelson, 2001).
The Bandon group is a family owned distributor of office equipment, also a leases company. Due to their good customer service, technical support and innovative products, Bandon group grew continuously through 1970s. Currently, Bandon group has four divisions (Portland, phoenix-corporate headquarters, Salt Lake City, Denvor) each division uses decentralised approach to meet needs of local markets. Corporate headquarters handles central administrations, information system support. Most administrative information systems are generic, only meter click billing software is unique. They selected office machines dealership (OMD) to deal with their outgrown legacy system and connect to divisions, but it was not built using a relational database, so ad hoc query and reporting is difficult. They required Pivotal as their sales prospecting tool, but it did not integrate with OMD. It causes duplicated data and data inconsistency. Additionally, different
e.g., the Pivotal e3-D, used to run the office equipment and manage eDrive. They used a simple Pivotal for their email management system, but they were forced to adopt a Pivotal server for the main server and OMD for the other servers because Pivotal was not compatible with the rest of the company. The only other option was to install a special hardware installer that took care of the install and repair. They never gave the business many tools but, eventually, they agreed to pay for it by signing a contract but only if they have received a positive customer satisfaction score, and the business did not lose sales to the outside sales (non-customer.com). The company was acquired by General Electric, with an EBITDA of $23.6 million.
711. In 2003, with the sale, Bandon Group ceased using the same proprietary systems on its own, a result of their strong management structure at the company. They now do not rely on a conventional business or traditional IT system on its own, the same technology was used on their last unit and the same equipment used on the original units. They have the new IT systems, but it is new in their software stack. For this reason, they discontinued production and started selling their old equipment. These are now selling in bulk and have not been able to reach consumers.
748. Bandon group received a gift of $4.5 million in 2003 under the Bandon Acquisition Agreement under the B. S. of the Bandon Partnership for Consumer Technology, a company established in the 1980s. They have since worked more on the business than all other companies combined. They receive nearly $2.3 billion in compensation of $43 million in their latest payment. The company acquired in November 2003 by Bandon are an office equipment company and a leased equipment company (LEO). In the late 1990s, they acquired O2, a small supplier of office equipment in China. Their main focus now is to be as large as possible in China and the international market. They do not sell to retail stores. Their sales volume grew from 23%, to 25% in the third quarter of 2006. The company does not have a market capitalization of more than $1 billion. Bandon is also making a small business offering to customers who have already purchased their latest equipment. This enables more small businesses to offer more value to consumers and to pay for new services. They continue to develop a business-wide IT support for office equipment and services, they are developing technology as part of its business and using an integrated business model so the business still has business. Businesses that continue to operate from their current status have their revenues fully recovered and growth is possible. Their current operating margins at the current pace is 4-11%. More are projected for the coming years.
715. The sale of the company to General Electric means that General Electric will take on additional debt for the next five years to cover all of the debt the company has owed in the six prior years. However, in the first half of 2004, General Electric paid off the $14 million owed to Bandon GROUP after the sale, with only $1.3 million left to be paid. The amount owed to Bandon Group can now be considered a loss on their bank balance due $10 million to a creditor. On 2 February 2005 the company repaid the $12 million in debt due the first half of 2004. The sale of the company to General Electric results in a one in three increase in revenues and one-third increase in losses for the five years that Bandon Group has owned this business. The companies will no longer use any of the technology and processes incorporated into general-purpose equipment, and will instead build their own proprietary software. By the end of 2006: