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HYLAND SOFTWARE. By: Jackie Bergey, Rachel Jones, Jordan Nichols, Danielle Stein, and Meredith Storey. Table of Contents. History and Current Situation Industry and Competitive Analysis Analysis of Competitive Situation Strategy Issues Strategy Implementation/Execution Feedback Questions.

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HYLAND SOFTWARE


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    1. HYLAND SOFTWARE By: Jackie Bergey, Rachel Jones, Jordan Nichols, Danielle Stein, and Meredith Storey

    2. Table of Contents • History and Current Situation • Industry and Competitive Analysis • Analysis of Competitive Situation • Strategy Issues • Strategy Implementation/Execution • Feedback • Questions

    3. Hyland Software Founded in 1991 Developer on OnBase Enterprise Content Management Software Solution 300 domestic and international partners More than 10,300 customers Partners with Microsoft, HP, Oracle, and more Over 1,200 employees worldwide $30 million annual revenue reinvested back into company for research and development

    4. Core Values • We conduct ourselves with honesty, integrity, and fairness in our relationships with our partners, customers, employees, and shareholders. • We deliver configurable business solutions that are intuitive to use. Our customers are confident when navigating our solutions. • OUR CUSTOMERS ARE OUR PARTNERS! • OUR EMPLOYEES ARE OUR FAMILY! • WE ARE MOTIVATED PEOPLE PASSIONATLEY DEDICATED TO THE SUCCESS OF THE COMPANY. • http://www.youtube.com/watch?v=Odlo9yJjx54

    5. Corporate Responsibility • Mission: Hyland Software is committed to giving back to the communities where we live and work, with a special focus on helping children learn more efficiently and effectively through supporting intuitive, sustainable programs with money, time, and technology. In addition, we’re committed to furthering our internal Core Values and responding to the interests and concerns of our employees and partners.

    6. Corporate Responsibility

    7. Executive Team -CEO • A.J. Hyland is the CEO and President of Hyland Software. • Joined the company in 1993 • Quality Assurance team in 1995, moved up to Sales Department • Promoted President in 1997 and in 2001 named CEO. • B.S. in Business Administration from Georgetown University.

    8. Executive Team • Chris Hyland is the EVP and CFO. • Joined Company in 1992 and served as chair of the board since 2002. • B.A. Economics from Ohio Wesleyan University • Miguel Zubizarreta is the EVP and CTO. • Responsible for the architecture and product development direction of the OnBase product line. • Bill Priemer is the Executive EVP and COO. • Responsible for driving growth and delivery of all Hyland clients • Includes global sales and marketing, professional services, technical training and Hyland's industry-leading customer support.

    9. Best-Cost Provider Strategy

    10. Objectives Strategic Financial • Create good product • Active participant in community • Building valuable relationships with employees and customers • Be profitable but… • Create a positive impact in people before money is involved

    11. Industries Dominant Economic Features • Supply and demand conditions • Pace of tech. change • Degree of product differentiation • Number of buyers • Vertical integration • Economies of scale • Scope of competitive rivalry • Product innovation

    12. Competition Among the Leaders of the ECM Market

    13. Threat of New Entrants • The threat of additional entry into the market is low because it takes high capital investments to start an ECM company and combined with the low rate of change it makes it even more difficult to start a substantial company base.

    14. Bargaining Power of Suppliers • There are no suppliers to Hyland in the fact that they generate the systems required to use ECM. The suppliers of the hardware on the other hand have low bargaining power with Hyland because there are a lot of hardware manufactures out there and if the price became too high Hyland could easily find another source.

    15. Bargaining Power of Buyers • Bargaining power between the buyers and the sellers of ECM systems is moderate in strength. The need for a good ECM system is high and puts pressure on companies like Hyland to produce a good product and constantly update. However the cost of change is high and lowers the threat of change.

    16. Threat of Substitutes • Substitutes for ECM or other HRIS firms are relatively low considering how hard it is to change from one system to another. For a company to change it would take a lot of time and money to fully incorporate the system. With that being said the competition between companies is fierce because of that very fact. They want to keep customers.

    17. Rivalry Among Competitors • The rivalry among sellers is high because once a company secures a customer it usually will hold that customer for a number of years. This fact makes it critical for a company to garb and maintain as many customers as it can to remain competitive.

    18. Drivers of Change • “A big driver of change in the industry would be the state of the economy. Depending on what companies can afford determines whether or not they have money to spend on software. Although our software will ultimately help the bottom line and give a substantial ROI, sometimes companies have a hard time justifying the purchase of ECM software.” (Amanda Gerding HR professional at Hyland Software) • Increasing globalization of industry • Changes in long-term industry growth rate • Product innovation/technological change • Diffusion of technical knowledge

    19. Which Companies are in the Strongest/Weakest Positions? Hyland is partnered with Microsoft, HP, Oracle, SAP, Lawson, Esriand CITRIX.

    20. Strategic Moves Rivals Will Make • The basic content management requirements of organizations have become more complex. So has the definition of what comprises “basic content”– from text, to audio, to video, to various types of social-media content. Content management technologies have also matured. Market consolidation has enabled leading vendors to deliver a broader set of solutions with combinations of technologies, although, even when buying from a single vendor, it can still prove a challenge to get its organic and acquired components to work together seamlessly. (Gartner)

    21. Key Success Factors at Hyland • New technology. • Being proactive in identifying new markets or new customers. • At Hyland we treat our customers as our partners, treating them with integrity and respect gains their trust. • Dedicated to keeping employees happy, the employees are our family. (Amanda Gerding)

    22. Is the Industry Attractive? • The industry is moderately attractive for a few different reasons. • Unattractive: financially difficult to cross over entry barriers • Most firms already cemented into market and are clear leaders. • Attractive: Potentially profitable in growing economies were new markets are growing and businesses are needing ECM systems

    23. Hyland’s Current Strategy: Living Core Values • Conducting business with honestly, integrity and fairness in relationship • Delivering configurable business solutions • Treating customers as partners • Treating employees as family • Remaining dedicated to the success of the company

    24. SWOT Analysis • Strengths • Online growth • Loyal customers • Committed workers • Pricing Strategy • Weaknesses • No essential range • Economic Slowdown • Opportunities • Emerging market and expansion abroad • Product and services expansion • Threats • Competition • External Changes

    25. Competencies • Core Competencies • Online Growth • Pricing • Distinctive Competency • Committed Workers

    26. Competitive Position Industry Attractiveness Competitive Strength/ Market Position

    27. Strategic Use of Benchmarking Benchmarking: Tool for learning which companies are best at performing particular activities and then use their “Best Practices” to improve the cost and effectiveness of a company’s own internal activities. • Nontraditional Benchmarking • Quality Assurance Development

    28. Strategic Issues • Keeping up with the Competitors • Economic Slowdown

    29. Collaborative Strategies • Client Information • E-bill • Efficiencies in Departments • Consolidating diverse repositories

    30. ECM Statistics • Enterprise content management (ECM) spending actually grew, by 5.1% in 2009 and by 7.6% in 2010 (Gilbert). • ECM software revenue alone was $3.9 billion in 2010. • Project that this growth will continue at an impressive CAGR of 11.4% through 2015 (Gilbert).

    31. Vertical Integration • Largest Vertical Market • Acquisitions • Vendors • 6 main industry segments

    32. Outsourcing • Use a third party system • Epic, GE, Centricity, Cerner, Eclipsys, etc.

    33. Offensive or defensive strategies • OnBase ECM Suite • Vertical expertise • Vertical market focus • Clear Strategy • Paperless operation • Strong Management

    34. Value Chain Activities • Product R&D, Technology, and Systems Development • Human Resources Management Primary Activities & Costs General Administration Support Activities & Costs

    35. Foreign Markets • World’s largest independent & highest Growth ECM • Acquisitions • eWebHealth • U.S., Brazil, U.K., Japan • Industry: Content and Document Management Software & Computer Software

    36. Growing Markets • Asia/Pacific • Singapore • Australia • China

    37. Primary components of the company’s approach to strategy implementation? • Recruiting/maintaining the “right” employees is our core competency • Employees that are dedicated to honesty, integrity, and the success of the company • A lot of money is allocated to keeping our employees dedicated to the company: • Community events, day care, work place development • The company understands that when it is evident that management cares about them, they will work harder • Hyland created policies that lay the foundation but allow for employees some “breathing room” to grow the ideas and work as hard as they desire. • Constant feedback is requested from upper management to the partners (customers) and through employees • Management is constantly improving all of their business procedures • Software companies have the best operating software that shares information quickly throughout the entire business • No monetary rewards are used at Hyland, because the management doesn’t need to! • They are so successful in simply producing a great culture with lots of perks that the employees always feel driven and motivated to do their best • Hyland knows that a good Corporate culture is key to successful strategy implementation, we pride ourselves in honesty, integrity and fairness not only between employees and customers, but to the shareholders as well. • Top level managers have a great relationship with all co-workers, often times the high level management will sit in on random meetings to show their interest and care in all aspects of Hyland’s company.

    38. Recruiting/ maintaining the “right employees” $$$ allocated to ensuring the employees are happy and dedicated Sr. Mngt sits in on random meetings to show interest in all levels of business It evident that an employee reacts when he knows mngt. cares about them Pride themselves on being honest, integral, and fair to employees, customers, and shareholders Primary components of the company’s approach to strategy implementation Constant feedback from employees and customers (partners) No monetary rewards needed! Software companies produce their own OS to share info across the company

    39. Key Policies and Operating Practices • First and foremost: great corporate culture • Constant strategy improvement based on surveys and feedback

    40. Strong Company Culture “Core values, beliefs, business principles, traditions, work practices, operating styles” pg 232 TRADITIONS – FUN, ENERGETIC FAMILY VALUES – “to minimize your focus off work, we’ll help you ease your outside factors “LET US MAKE THIS AS EASY AS WE CAN ON YOU.” INDIVIDUAL IMPROVEMENT- changing lifestyles, health benefits

    41. Strategy Implementation Report Card: A- • Great job of staffing, retaining the “right” employees • Great evidence of caring management and dedicated employees • Phenomenal corporate culture: lifestyle, family, career development, friendly, FUN • Constant motivation to be better • Frequent surveys to improve their strategy implementation

    42. Feedback • Build strategic alliances and collaborative partnerships • Keep eyes on emerging markets • Make sure all choices continue to exercise 5 core values • Continue to put in 15% into research and development • Create a global culture • Branch more into social content management not just transaction in foreign markets

    43. Bibliography • Hyland Software. "Why Work at Hyland Software, Developer of OnBase? - YouTube." YouTube - Broadcast Yourself. 24 Feb. 2011. Web. 29 Nov. 2011. <http://www.youtube.com/watch?v=Odlo9yJjx54>. • "Hyland Software Executive Team - Chris Hyland." Enterprise Content Management (ECM) Software | Document Management | Document Imaging | Hyland Software. Web. 29 Nov. 2011. <http://www.hyland.com/hyland-software/executive-team/chris-hyland.aspx>. • "Magic Quadrant for Enterprise Content Management." Technology Research | Gartner Inc. 16 Nov. 2011. Web. 29 Nov. 2011. <http://www.gartner.com/technology/media- products/reprints/microsoft/vol14/article8/article8.html>.

    44. Questions?