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Pre-Built Integrations with Leading CRM and ERP Solutions Advances OpenAir’s SRP Leadership

OpenAir CEO Morris Panner Unveils Offering at Annual User Summit

BOSTON, Mass. - October 28, 2009 - OpenAir, Inc., a NetSuite Inc. (NYSE: N) company and a leading provider of cloud computing professional services automation (PSA) and services resource planning (SRP) software, today announced the launch of OpenAir Connect, a set of pre-built integrations available for some of the industry’s leading customer relationship management (CRM) and Enterprise Resource Planning (ERP) solutions.

OpenAir Connect enables enterprise organizations to realize the benefits of cloud computing PSA while protecting their investment in existing business solutions.  As a result, OpenAir SRP customers experience an accelerated quote-to-cash cycle by linking disparate systems into a single, streamlined flow of information.  Fueled by both SOAP and XML API’s, OpenAir Connect eliminates manual reentry of data while improving operational efficiencies through integrated workflows.  Building on OpenAir’s existing integration with NetSuite, OpenAir Connect supports integration with many of the industry’s leading CRM and ERP solutions including:

  • OpenAir Connect for Oracle
  • OpenAir Connect for SAP
  • OpenAir Connect for Salesforce.com
For more information on OpenAir Connect, visit http://www.openair.com/connect.

In a recent independent study by SPI Research, organizations that integrated their PSA solution with existing CRM or ERP solutions to create an end-to-end SRP solution experienced significant improvements in project management, resource management, and operational efficiency, including:

  • 35% increase in profit margins
  • 80% increase in real-time visibility
  • A project cancellation rate of only 1.5%
  • An average of 5.2 concurrent projects managed compared to 4.5 with non-integrated PSA

“There is no better PSA solution on the market today or one that is more open to different platforms and systems,” said Eric Berridge, Founder of Bluewolf Group.  “Whether you are running Salesforce.com and Oracle or Salesforce.com and SAP, you can’t find a better PSA solution than OpenAir which will readily integrate into your infrastructure.”

“SRP will drive the future of the services economy,” said Morris Panner, CEO at OpenAir.  “Services companies have unique business needs, and therefore require unique systems to support them.  As services executives seek the answers to very difficult questions regarding profitability, project margins, and resource utilization, the visibility provided by an end-to-end integrated SRP system is becoming a business necessity.”

About OpenAir

OpenAir, Inc., a NetSuite Inc. company, is a leading provider of Software as a Service (SaaS) services automation software. With offices in Boston, MA, Toronto, ON, London and Sydney, Australia, OpenAir offers both professional services automation (PSA) and services resource planning (SRP) solutions, providing project-based organizations and firms the tools they need to grow their businesses quickly and profitably. Providing enterprise-level functionality for businesses of all sizes, OpenAir helps world-class firms to better capture billable time, manage projects and resources and bill customers. Coupled with a team of highly experienced consultants from some of the world’s leading services firms, OpenAir’s services automation solutions drive higher profits through improved utilization, visibility and data collection. To learn more, please visit http://www.openair.com.

NOTE: OpenAir, NetSuite and the OpenAir and NetSuite logos are registered service marks of NetSuite Inc.

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Discussion Forum
Seeking Opinion on When to Bill and When Not to Bill?

We are a professional services organization within a software product
company.  Our products are all large scale applications in the electronic
payments field.  Every implementation is heavily customized to suit the
business needs of the client.  We are having internal discussions on
what activities should or should not be billed to the customer; mostly
surrounding project management but the discussion extends to all PS
staff as well. 

For example, our delivery methodology specifies that we have weekly
meetings with our senior management to review the status of projects. 
Project Managers prepare for and conduct a portion of the senior
review.  Should that PM time be logged against the customer project
and billed to the customer? 

Another example:  PMs spend time preparing invoices, addressing
billing questions, entering/checking/verifying/editing data in our
Oracle financial and project accounting systems.  Do other companies
bill the customer for this administrative time logged by PMs? 

Another example:  Since our applications are customized for every
implementation, there are inevitably software bugs.  Those software
bugs lead to internal review meetings, delays in delivery, and rework.
Although we would not bill for rework, should the time the PM spends
coordinating all the internal activities be charged to the customer? 

One last example:  our delivery methodology calls out specific
activities & deliverables such as Quality Gates, Quality Audits, Post
Mortem analysis, Executive Review sessions with customer execs,
weekly status reports and many more.  Where do other companies
draw the line between when an activity is billed to a customer because
it is part of the customer project, and when the activity is not billed
because it is an internal action that the company elects to perform that
is only tangentially part of the customer project?

This may seem like a simple question but it is really quite complicated. 
We are finding that making the transition from a pure software vendor
(our old model) to a services company (the new model) is not that
easy.  Maybe you have experienced the same thing. 

People are lining up on both sides of the aisle.  On one side are the
people who think we should bill every hour of time that we think about,
do something about, talk about or work on a project.  On the other side
are those who think that some of the things we do are driven by our
own internal desire for process, methodology and data, and, if an
activity is internally driven, we should not bill the customer as it is a
‘cost of doing business’. 

I’d be interested in any opinions or examples you have on the topic.

Thanks.

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