In general, we can see the followin

In general, we can see the following three parties involved in selling an auto-mated BPM solution:
1 Parties internal to the organization
2 A software vendor
3 A system integrator and/or consultant.
Many organizations have internal sponsors and advocates for an automated BPM solution. There is, however, a shift from enthusiastic individuals to amore structural support, in the form of process owners, Centers of BusinessExcellence or Chief Process Officers. In many cases these internal personnelleverage the benefits and lessons learned from earlier implementations.For a long time, BPM vendors were niche companies in a small market.Pure play BPM software vendors had a background in developing and selling workflow management solutions (e.g. Staffware) or document management solutions (e.g. Filenet). When the first early adopters of BPM technology demonstrated significant business benefits and of course a good ROI, businessanalysts such as Gartner and Forrester began to notice this. Favorable reports were written on the future and benefits of BPM, and a billion dollar market was predicted. This has definitely woken up the supplier market. New pureplay vendors have emerged, and some vendors are repositioning themselvesfrom, for example, CRM vendors to BPM vendors. Others have come into theBPM space through acquisitionfor example, Tibco software buyingStaffware. Finally, the traditional big companies, such as IBM, SAP and Siebel,are offering BPM-type solutions. However, as outlined in this chapter, it is cru-cial that vendors look at a BPM solution from the specific business perspectiveand not from a ‘package’ point of view. At the same time, numerous system integrators are investing in BPM knowl-edge and setting up dedicated BPM practices. Consultancy firms are offeringservices to design, describe and help implement the business process. It is impor-tant to ensure that these organizations are able to provide the best solution andare not limited due to their partnerships or specific package knowledge. Associations such as the WfMC, BPMI.org have been set up to define BPMstandards. BPM communities have been set up, such as the bpm-forum.organd BPtrends.com. Numerous new websites, training courses, postgraduatedegrees and dedicated magazines are available. With all these suppliers, ranging from the pure play BPM software vendor,through to consultancy firms to the postgraduate degree, the buyer should be very aware of what the organization’s business requirements are when select-ing a specific vendor, and should take into account that this explosion of BPMsuppliers will sooner or later result in a shake-out of the market

Hasil (Bahasa Indonesia) 1:

Secara umum, kita dapat melihat ketiga pihak terlibat dalam menjual auto-dikawinkan BPM solusi berikut:1 pihak internal organisasi2 vendor perangkat lunak3 sistem integrator dan/atau konsultan.Many organizations have internal sponsors and advocates for an automated BPM solution. There is, however, a shift from enthusiastic individuals to amore structural support, in the form of process owners, Centers of BusinessExcellence or Chief Process Officers. In many cases these internal personnelleverage the benefits and lessons learned from earlier implementations.For a long time, BPM vendors were niche companies in a small market.Pure play BPM software vendors had a background in developing and selling workflow management solutions (e.g. Staffware) or document management solutions (e.g. Filenet). When the first early adopters of BPM technology demonstrated significant business benefits and of course a good ROI, businessanalysts such as Gartner and Forrester began to notice this. Favorable reports were written on the future and benefits of BPM, and a billion dollar market was predicted. This has definitely woken up the supplier market. New pureplay vendors have emerged, and some vendors are repositioning themselvesfrom, for example, CRM vendors to BPM vendors. Others have come into theBPM space through acquisitionfor example, Tibco software buyingStaffware. Finally, the traditional big companies, such as IBM, SAP and Siebel,are offering BPM-type solutions. However, as outlined in this chapter, it is cru-cial that vendors look at a BPM solution from the specific business perspectiveand not from a ‘package’ point of view. At the same time, numerous system integrators are investing in BPM knowl-edge and setting up dedicated BPM practices. Consultancy firms are offeringservices to design, describe and help implement the business process. It is impor-tant to ensure that these organizations are able to provide the best solution andare not limited due to their partnerships or specific package knowledge. Associations such as the WfMC, BPMI.org have been set up to define BPMstandards. BPM communities have been set up, such as the bpm-forum.organd BPtrends.com. Numerous new websites, training courses, postgraduatedegrees and dedicated magazines are available. With all these suppliers, ranging from the pure play BPM software vendor,through to consultancy firms to the postgraduate degree, the buyer should be very aware of what the organization’s business requirements are when select-ing a specific vendor, and should take into account that this explosion of BPMsuppliers will sooner or later result in a shake-out of the market

Hasil (Bahasa Indonesia) 2:

Secara umum, kita dapat melihat tiga pihak berikut yang terlibat dalam menjual auto-dikawinkan BPM solusi:
1 Pihak internal untuk organisasi
2 A vendor perangkat
lunak. 3 Sistem integrator dan / atau konsultan
Banyak organisasi memiliki sponsor internal dan pendukung untuk BPM otomatis solusi. Ada, Namun, pergeseran dari individu antusias untuk amore dukungan struktural, dalam bentuk pemilik proses, Pusat dari BusinessExcellence atau Kepala Proses Pejabat. Dalam banyak kasus ini personnelleverage internal manfaat dan pelajaran dari sebelumnya implementations.For lama, vendor BPM yang perusahaan niche dalam market.Pure bermain BPM vendor software kecil memiliki latar belakang dalam mengembangkan dan menjual solusi manajemen alur kerja (misalnya Staffware) atau solusi manajemen dokumen (misalnya FileNet). Ketika pengadopsi awal pertama dari teknologi BPM menunjukkan manfaat bisnis yang signifikan dan tentu saja ROI yang baik, businessanalysts seperti Gartner dan Forrester mulai memperhatikan ini. Laporan menguntungkan ditulis pada masa depan dan manfaat BPM, dan pasar miliar dolar diprediksi. Ini pasti telah terbangun pasar pemasok. Vendor pureplay baru telah muncul, dan beberapa vendor reposisi themselvesfrom, misalnya, vendor CRM vendor BPM. Orang lain telah datang ke dalam ruang theBPM melalui contoh acquisitionfor, software Tibco buyingStaffware. Akhirnya, perusahaan-perusahaan besar tradisional, seperti IBM, SAP dan Siebel, menawarkan BPM-jenis solusi. Namun, seperti diuraikan dalam bab ini, cru-resmi yang vendor melihat solusi BPM dari bisnis yang spesifik perspectiveand tidak dari 'paket' sudut pandang. Pada saat yang sama, sistem integrator banyak berinvestasi di BPM penge-edge dan mendirikan praktek BPM berdedikasi. Perusahaan konsultan yang offeringservices untuk merancang, menjelaskan dan membantu melaksanakan proses bisnis. Ini adalah impor-tant untuk memastikan bahwa organisasi-organisasi ini mampu memberikan solusi terbaik andare tidak terbatas karena kemitraan mereka atau pengetahuan paket tertentu. Asosiasi seperti WfMC, BPMI.org telah dibentuk untuk menentukan BPMstandards. Masyarakat BPM telah ditetapkan, seperti bpm-forum.organd BPtrends.com tersebut. Banyak situs-situs baru, pelatihan, postgraduatedegrees dan majalah khusus yang tersedia. Dengan semua pemasok, mulai dari bermain BPM vendor perangkat lunak murni, melalui perusahaan konsultan dengan gelar pascasarjana, pembeli harus sangat menyadari apa kebutuhan bisnis organisasi adalah ketika pilih-ing vendor tertentu, dan harus memperhitungkan bahwa Ledakan ini BPMsuppliers akan cepat atau lambat mengakibatkan goncangan dari pasar