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SaaS HR Solutions Market Landscape Introduction




    © 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
SaaS HR Market Landscape in 2012
     SaaS is growing fast!
           SaaS is a $21B global market in 2012 (Gartner).
           83% of all companies expect to adopt SaaS (IDC).
     There is pent p demand for HR solutions!
               pent-up                             sol tions!
           HR systems is a $10B worldwide market, growing at
            CAGR 8% to 22% depending upon module (Forrester).
           Versus the USA, European organizations have much lower
            adoption of HR solutions integrated with payroll and benefits
            administration (61% vs. 92% in US organizations via CedarCrestone).

While the market for big companies is saturated with executives debating the merits of
adopting/upgrading to SaaS, the biggest market opportunity for SaaS is the small business
(more than a million registered businesses) and the mid-market (100,000 companies).
Beyond the initial on-demand and affordability benefits of SaaS, adoption is accelerated by the availability of access/try/use additional products
and services much like an app store. Also driving SaaS HR adoption is the growth and demand for bundled (multi-process, multi-function)
outsourced solutions such as Workforce Management (WFM) and Human Capital Management (HCM). These outsourcing solutions represent a
large market due to limited overall penetration in the small & medium sized businesses (~50% of all business). In secondary and tertiary
markets, enterprise providers with their “bundled” outsource service offerings are not present. With this unsatisfied demand, there is an
opportunity for accelerated organic revenue growth (18%-22% per year).

For larger enterprises, there is a short-list of software providers depending on whether a company opts for an ERP (business management
system for enterprise resource planning), a core HRMS including the TM suite (talent management), and then adds-on “point specific solutions”
to fit their unique needs. While the market for larger enterprises, has consolidated to a few dozen major global players, the small and mid-
market i hi hl f
     k t is highly fragmented.
                          t d

Using EPM (Employee Performance Management), which is greater than a $1B worldwide market, as an example to show that the HR technology
market continues to grow, consolidate and evolve, consider that EPM started as a stand-alone application and is now readily available as part of
an ERP, part of an HRMS, or as a single application. In 2005, Gartner recognized 27 Performance Management Vendors. In 2009, by Ephor’s
count, there were 60 vendors with specialized industry solutions with active clients, but in 2011 there were only 17 remaining that had a
significant number of clients. Between 2010 and 2012, there were more than 30 major acquisitions in the talent management software market
alone,
alone and nearly every solution provider launched several new offerings Now starting in 2012 large corporations including SAP and Oracle are
                                                                 offerings. Now,              2012,
focused on HR SaaS. The market demand for HR solutions, coupled with the deployment economics and profitability of the SaaS model, has
triggered an industry consolidation. Now, there are only a few large corporate leaders with impressive technology and client lists; on the other
end of the spectrum, there are small business startups looking to emerge.

During 2012, emerging technology providers capitalizing on new client demands (social goals, mobile, etc.) will start to solve the small business
and global market gap.
Why SaaS HR?
Companies that adopt HR solutions:
1. Outperform the competition based on key
   comparables and financial benchmarks.
                                                               Why companies are buying:
                                                               1. Self-Service for employee and manger
2. Have more flexible, resource efficient costs
                                                                  “consumerism” (i.e. access to information and
   structures. Average annual HR administration
                                                                  tools).
   expenditures per employee is greater than $1k for
   SMBs without a unified HR system versus less
                                                               2. People dependant Business Process
   than half that for enterprises with an HRMS
                                                                  Improvements core to operations.
   (human resource management system).
                                                               3. Talent Management Processes and Automation
3. Organizations that choose an ERP with HRMS
                                                                  (for example: Job & Career Management, or
   based talent management approach outperform
         ta e t a age e t app oac outpe o
                                                                  Recruiting & O b
                                                                  R     iti    Onboarding).
                                                                                     di )
   with as much as 48% greater sales per employee
   than those choosing a best-of-breed talent
                                                               4. HR Systems Strategy (HR Analytics, Social,
   management approach.
                                                                  Global, Mobile).

                                                               5.
                                                               5 Enterprise Portal and Transaction Cost
                                                                  Reductions.

                                                               6. Workforce Optimization (Job Management,
                                                                  Contingent Labor, Labor Costs Management).

                                                               7. Upgrade existing solution.


                              © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
SaaS HR Buyer’s Guide
Historically, the cost to implement, manage, and utilize
a HR system based on a licensed software model has
inhibited the
i hibit d th routine use of these systems. These
                  ti        f th      t     Th                 Criteria
                                                              1. Vendor Credibility
                                                                                                            Feature/Fact


licensed software rollouts (non-SaaS systems) have                        # of Customers Added Per Year with SaaS
                                                                          Notable Clients
additionally required mass customization and coding to                    Notable Partners

fit workflow processes and end-user adoption has been
                                                                          Financial Stability
                                                              2. Client Fit

limited due to expense. Today, there are a significant                    Verticals

number of organizations that, due to performance                        Local Offices
                                                              3. Technology Solution Fit
                                                                         gy
mandates and/or regulations, are now required to                          SaaS multitenant scalable platform with Workflow, Real-time Reporting, CRM.
                                                                          Configurability
automate, standardize, document, and streamline                           Scalability

processes and add support functions.                                      Ease of Interoperability (Integration)
                                                                          What vendors are integrated?
                                                                          Performance Management (see PM Feature Comparison) Performance
                                                                                                                        SaaS                           Management         Provider A         Provider B         Provider C
                                                                          Business Management Reporting
                                                                                                                                              Application Providers
To date, the technology capabilities of these products                    Global Capabilities                          HR Consulting Services                            Y - Enteprise       Y - E & SMB       Nothing beyond
                                                                                                                                                                                                           implementation support.
have outpaced the adoption and use. In fact, the                          Talent Management
                                                                          ERP (Enterprise Resource Planning)       Performance Management                                Y - Enteprise       Y - E & SMB        Y - Enteprise
majority of implementations deployed have failed to           4. Sizzle Features - What are the sizzle features? Compensation Planning, Baseball Card
                                                                                                                       Goals Management                                  Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                                          WOW Sizzle Feature #1
fully utilize the entire suite of possibilities due to the                                                             Collaboration                                     Y - Enteprise       Y - E & SMB        Y - Enteprise

complexity of both deployment and ongoing, routine                       WOW Sizzle Feature #2              Automated Workflow                                           Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                              5. Cost and Implementation Time/Resource Estimates  - What is the ROI? What are the
use of these systems.                                                     Pricing Model
                                                                                                                       Employee Self Service                             Y - Enteprise       Y - E & SMB        Y - Enteprise

                                                                                                                     Manager Self Service
                                                                          Results? How many projects do they start but not complete? Do they publish                     Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                                                S   (S                         )?
                                                                          Methodology - What is the philosophy of the company? Does the process align
                                                                                                                       Best Practices Templates, Competencies            Y - Enteprise       Y - E & SMB             N
Today’s SaaS market leaders are known for: “The
      y                                                                                                      ?
                                                                          Analytics and Reporting - What daily, weekly and monthly reports and metrics
                                                                          Cost-Benefiti Analysis i h
                                                                           ill            ?D           1 Cli k d hb d l t for Metrics/Dashboard
                                                                                                                    Templates fi M t ibili/D ? hb d
                                                                                                                    T                       i                            Y-E t i
                                                                                                                                                                           Enteprise         Y - E & SMB        Y - Enteprise
                                                                                                                                                                                                                    Et i
Best Deployment and Service”, adoption by                                                                                                       Setup Time
                                                                                                                       Learning Management System                       Y - Via Partners     Y - E & SMB        Y - Enteprise
employees and constituents versus top-down roll-out;                                                                 Implementation Time to Implement Core
                                                                                                                       Training Content Time and Costs
                                                                                                                                  Training
                                                                                                                                                                        Y - Via Partners     Y - E & SMB             N

i.e. the need for a solution that works on-demand, and                                                                 Succession
                                                                                                                                       Monthly Average Cost              Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                                                                                   Total Cost Average Per Client for 3 Years
provides a series of add-on products and services to                                                                   Surveys             ROI Expectations
                                                                                                                                                                      Y - Enteprise Add-On   Y - E & SMB        Y - Enteprise

meet organizational workforce needs.                                                                                   Communications                                    Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                                                                                                                                         Y - Enteprise       Y - E & SMB        Y - Enteprise
                                                                                                                       Org. Chart
                                                                                                                       Career Management                                       N             Y - E & SMB        Y - Enteprise
Contact a professional to put together a specific ROI                                                                  Talent Management                                 Y - Enteprise           N              Y - Enteprise
assessment for your organization.

                                    © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
Strategies for Growth in 2012




© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
Revenue Strategies for Growth in 2012

   Portfolio optimize everything! Lead sources, channels, product mix, etc.
                                        sources channels           mix etc

   Create “Star Performer Targets” and manage to! If what gets measured
    gets improved; then what gets measured and discussed certainly gets
    improved f t
    i       d faster. Email ephor[at]ephorgroup.com f industry comparables.
                      E  il   h [ t] h              for i d t           bl

   Forget everything you learned about traditional “feet on the street”
    sales models.

   Create employee-centric solutions and focus on utility.

   By definition, your sales prospects are online. Savvy online marketing
    must become the norm.

   Create Fan communities. Don’t market or sell products or services. Sell
                                  Don t
    solutions that solve highly segmented, highly valuable client for life value
    propositions.
                        © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
Ephor Group Overview

   Garry Meier founded the Ephor Group in 2002 to apply the strategic and performance improvement
        y                     p        p              pp y            g      p             p
    methodologies and shareholder value processes to emerging companies, which Garry and his associates
    developed over the past three decades, as a result of their strategic management careers.

   We are an experienced, highly effective, and results-driven team that focuses exclusively on technology
    e ab ed outsou c g o e ted bus ess ode s spec ca y
    enabled outsourcing oriented business models specifically in the areas of Healthcare Business Services,
                                                                 t e a eas o ea t ca e us ess Se ces,
    BPO, Human Resource Outsourcing, IT Outsourcing, and Marketing Services Outsourcing

   Our focus and approach, coupled with Ephor’s knowledge of the institutional investment arena, allows us
    to identify and develop organizations that enjoy value propositions which can satisfy future demand
    curves and investment returns that outperform the market.

   Ephor Group creates wealth for our financial partners and operating companies by developing or
    transforming the existing business model into an emerging platform or sector impact participant. Often
    by increasing strategic and business model effectiveness; organizational efficiencies; developing brand
    equities; enhancing product and distribution venues; creating scalable service delivery constructs; all
    combined with a measurement and metric centric management process.


   Mission:      Provide the skills, resources, and methodologies to enable emerging outsourcing
    businesses to achieve their growth objectives




                               © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
Clients By Sector >2008
•   Business Process Outsourcing (BPO)                    Healthcare Business Services (HBS)
        Latin American Card Services (2003-current)           GeBBS (2012–current)
        Bradshaw Group (2011-current)                         HRAdvance (2008-2010)
        US DataWorks (2012–current)                           Healthcare Coding Resources (2007-2008)
        Polus Group (2011–current)                            ADPI (2003-2008)
        Perquest (2007-2010)
                  (2007 2010)                                  Certus (2002-2007)
                                                                       (          )
        Alsbridge (2009-2010)
        myCFOnetwork (2009–2010)                         Marketing Services (MSO)
                                                               Canidium (2011-current)
   Human Resource Outsourcing (HRO)                           Novo (2011-current)
        Bullseye (2011–current)
                y (              )                             HubSpot (2011–current)
                                                                        (2011 current)
        Sentric (2011-current)                                JDM Marketing (2007-current)
        Achilles (2007-current)                               HRMarketer (2007-current)
        Workstream Inc (2007-2011)
        HRAdvance (2008-2010)
        HRAmerica (2006-2008)
         TalentTree (2005-2008)
                                                          IT Outsourcing (ITO)
        SmartTime (2003-2008)
                                                               Extreme Technologies (2009-current)
                                                               Serenity (2008-2011)
                                                               BluWare (2011)
   Institutional Funds                                        Broadleaf (2011)
        Glencoe Capital (2011-current)
        Austin Ventures (2008-2010)
         A ti V t         (2008 2010)
        CCGVP (2008-2010)
        Baird Capital Partners (2005-2009)
        Great Hill Partners (2008-2009)
        CapStreet Group (2002-2008)
Ephor Group is a strategic advisory firm which helps our clients
(technology, VAR and outsourcing providers) create wealth by achieving their growth goals.

Benefits of our methodology approach
                          gy pp                                                     Ephor was created as an
(as opposed to traditional consulting, coaching or iBanking) includes               alternative to traditional
our Methodologies and our Perform Model.                                            consulting. We put our own
                                                                                    “skin in the game” and truly
Ephor Perform Business Process™ methodologies:                                      work in the company’s interest
 FlightPlan™ for GoToMarket ensures effective/efficient revenue strategy.
  FlightPlan                                                                        as part of our Perform Model
                                                                                    and we insource our
GrowthSTEP™ guides companies to their next plateau inclluding                      Methodologies to our clients.
Alliances, Distribution and/or M&A Corporate Development.
                                                                                    Ephor Group was founded as
Boardwalk Management Science™ provides Controls and Intelligence                   the “family office for Garry E.
                                                                                         family office”
and ensures optimum asset creation, monetization and value realization.             Meier and other high net worth
                                                                                    individuals to provide
Read more about our methodologies online.                                           advisory services to our
                                                                                    investments and portfolio of
                                                                                    clients.

                                                                                    Ephor Group’s approach is
         Intelligence              Controls                  Assets                 pragmatic, proven, and
         •Market Research
         •Landscape:
                                   •Governance               •Brand                 performance-oriented. Ephor
                                    Boardwalk                •Sources of Revenue
          Competitive and
          Buyers                   •Management
                                         g                   •Insourcing approach
                                                                                    works with technology and
         •Wealth Creation           Science Reporting         creates processes     outsourcing providers. We have
          Drivers                  •PayforPerformance
         •Industry Comparables                                                      led, advised, and invested in
         •Competitive
          Intelligence
                                                                                    some of the most successful
         •Pricing Intelligence                                                      business service companies
                                                                                    in the Americas.
Ephor Group Background
   Garry E. Meier founded the Ephor Group in 2002 to apply the
    performance methodologies and shareholder value processes
       f            th d l i      d h    h ld     l
    Garry and his associates developed over the past three decades.

   We are an experienced, highly effective, and results-driven team
    that combines over 150 years of domain, functional, strategic
    management and b
               t   d board l
                         d level expertise i our domain areas.
                               l       ti in      d     i

   Ephor Group focuses exclusively on technology enabled
    outsourcing oriented business models specifically in the areas of
    BPO, Human Resource Outsourcing, IT Outsourcing, Marketing
    Services Outsourcing and Healthcare Business Services.
                           d     lh

   Our focus allows Ephor to identify and forecast unsatisfied
    outsourcing demand curves for the future. As a result, we
    identify organizations that provide value propositions that can
    satisfy the future demand curves.

   Ephor Group creates wealth for our financial partners and
    operating companies by developing or transforming the existing
    business model into an emerging platform or sector impact
    participant. Often by increasing organizational effectiveness and
    efficiency, adding product and distribution venues, creating
    scalable service delivery constructs, all combined with a
    measurement and metric centric management process.
Ephor Group Clients: A track record of results Solving the Value Equation.
Client engagements:
 Brand Refresh and GoToMarket: Sentric (Workforce Management Technology)
 Product Launch: ProBenchmark (SaaS) Polus Group (FAO) Bullseye (SaaS)
                                  (SaaS),              (FAO),                                 Recent Client Accomplishments:
 M&A Corporate Development: Serenity (IT MSP), Moderor (HRO)
 Expansion: Bluware (Staffing), Novo (Call Center, Contact Center, BPO).                     • Grew provider from $1M to $9M in 18
                                                                                              months and then strategic investment
                                                                                              by Hewitt.
Board Advisory Clients:
     Administrative & Transactional
     Ad i i t ti      T      ti   l                              Functional
                                                                 F   ti   l                   • P j t oriented t
                                                                                                Projects i t d transactionall
                                                                                                                          ti
Outsource Int. (OSI) (HRO/PEO)                  Tandem/(OSI) (Recruiting & Staffing)          business transitioned into recurring
     Chairman/CEO 1998-2001                        Chairman 1998-2001                       solutions provider.
       o    Revenue: $480m Turnaround                 o    Division Revenue from $180m to
       o    Exit: Divestiture of Brands                    $280m                              • Acquired add-on “book of business”
                  Strategic Buyer: TeamStaff         o    Exit: Financial Buyer: Cerberus    which added additional revenues,
                  Strategic Buyer: Spherion
                                                                                              clients, and team members.
HR America (ASO)                                Talent Tree (Recruiting & Staffing)
     Chairman 2002-2006                            Chairman/CEO 2002-2005                   • Received $2.56M in funding capital
       o Revenue from $3m to $22m                     o Revenue from $90m to $145m
       o    Exit: Strategic Buyer: Gevity             o Exit: Financial Buyer: Chrystal       raise.

SmartTime Software (T&L Mgmt)                   HR Advance (Benefit Admin)                    • Rolled up $30M of p y service
                                                                                                        p          payroll
     Chairman/Interim CEO 2004-2007                BOD Advisor 2008-2010                    providers to create a national provider
       o    Revenue from $6m to $15m                  o   Revenue from $9m – $19m
       o    Exit: Strategic Buyer: Kronos             o   Exit: Strategic Buyer: Hewitt/AON   of “Workforce Management Solutions.”

Perquest (Payroll/WFM)                          Achilles (HRO)                                • Doubled staffing provider revenues
     BOD Advisor 2007-2011                         Chairman 2007-Current                    from $40M to $80M.
       o   Revenue from $4m to $19m                   o    Revenue from $4m to $11m
       o   Exit: Strategic Buyer: ADP
           E it St t i B                              o    Exit: Current H ldi
                                                           E it C      t Holdings
We Understand Technology and                                             Since 2006, we conduct quarterly research
Outsourcing Firms.                                                       surveys on utilization and best practices for
                                                                         technology and outsourcing buyers.

                                                                         We also, interview 400 businesses every year to
Mid-Market
Mid Market Research Findings from 2011:                                  determine the market landscape, forecast, and
                                                                         opportunities.
                                                                                               landscape forecast


 I.     The demand drivers have shifted from license software to         Defining the SME Middle-Market Buyer:
        SaaS solutions, from cost savings to capability enabling         The mid-market is significant as the table
        solutions, and from functional specific to business-centric.     illustrates the potential universe of SME & mid-
                                                                         market employers with 50 to 10,000 full-time W-
                                                                                      p y                  ,
                                                                         2 employees:
 II.    Utilization improving based on adaption of technology to
        meet today’s work requirements (flattening span of control,       TARGET        Americas   India &       Asia     Europe
                                                                          (thousands)              Middle East
        global multi-location complexities, younger workforce,
                                                                          Mid-market    100,000    10,000        25,000   100,000
        mobile and contingent workforce).
                                                                         What will satisfy the needs of the SME market is
 III.   Recurring oriented business models are the market leaders. simplifying the technology and functional
        Portfolio and distribution key contributors to more efficient processes with a business-centric mindset.
        model leaders.
                                                                         The majority of businesses consider themselves
                                                                         mid-market enterprises. They have multiple
                                                                         vendors complicated by changing business
                                                                         demands and evolving landscape, and lack
                                                                         efficient and effective processes and expertise to
                                                                         adequately fit their needs.

                                                                         The ideal customer buys to simplify their
                                                                         business, while valuing the solutions based
                                                                         approach coupled with industry vertical specific
                                                                                 h      l d ith i d t        ti l    ifi
                                                                         domain expertise.

                                                                         By making the buying process easy, the long-
                                                                         term profitability potential is great.
HRO Expertise
Processing & Administration
         g                                               Functional Support
                                                                      pp




         Payroll & Tax                                   Recruiting & Staffing

   Outsource International                               OSI/Tandem Staffing
   Perquest                                              Talent Tree
                                   Work
                                Management:
       Time & Labor
                Labor,             “Supporting the
                                    Supporting           Benefit Eli ibilit and
                                                         B   fit Eligibility  d
     Productivity Mgmt.              Needs of the           Administration
                                       Worker”
   SmartTime Software
   WorkPlace Solutions                                   HRAdvance



    Administrative Service                                 Departmental HR
     Organization (ASO)                 PEO                  Outsourcing

   HRAmerica
    HRA   i                                               Achilles
                                                           A hill
                                    Synadyne
BPO Expertise

Processing & Administration
         g                                                          Functional Expertise
                                                                                 p




             SaaS                                                      Contact Center

   ERP, Workforce Management                                        Eligibility, Call Center



                                      Administration
        Point Solutions                 Platform                Departmental Outsourcing

   RPO, SPM, EPM
                                                                     Financial, HR, Recruiting,
                                                                      Marketingg



    Administrative Services                                           Advisory Services
                                Financial Administration

   Payroll, AP, AR, Expense                                         GoToMarket, M&A
                                      Outsourced Billing and
                                                                      Corporate Development,
                                       Financial Reporting
                                                                      Board Governance
“In 2012 and beyond, wealth will be created for those unique
revenue models, that are the most economically efficient,
promote and excel at owing their communities, and                      Alternative
                                                                                      Economic
                                                                                       Efficient
focus on key strategic initiatives (i e customer satisfaction) ”
                                    (i.e.          satisfaction).      Distribution
                                                                                        Model
-Garry E. Meier, Ephor Group Founder


                                                                            Star Performer
  Calls to Action                                                            Capabilities
   1.   Have a Market Validated Growth Strategy.
        Focus on expansion via a portfolio of products
        and revenue sources.

   2.   Do Not Accept Mediocrity. Mediocrity
        Promotes Failure!                                Contact us, when you need interim help, from
                                                         a Chief Marketing Advisor or Chief
                                                         Strategy Officer, as there are proven,
                                                         pragmatic methods for expanding revenues
                                                                                          revenues.

                                                         Getting started, we can discuss and share
                                                         insights regarding:
                                                         I.   Star Performer Checklist to
                                                          Increasing Valuations for y
                                                                     g                your industry.
                                                                                                   y
                                                         II. Revenue Growth and Expansion Plan.
                                                         III. Our Industry Investment Thesis for
                                                          your sector.

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SaaS HR Solutions Market Landscape Intro

  • 1. SaaS HR Solutions Market Landscape Introduction © 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
  • 2. SaaS HR Market Landscape in 2012  SaaS is growing fast!  SaaS is a $21B global market in 2012 (Gartner).  83% of all companies expect to adopt SaaS (IDC).  There is pent p demand for HR solutions! pent-up sol tions!  HR systems is a $10B worldwide market, growing at CAGR 8% to 22% depending upon module (Forrester).  Versus the USA, European organizations have much lower adoption of HR solutions integrated with payroll and benefits administration (61% vs. 92% in US organizations via CedarCrestone). While the market for big companies is saturated with executives debating the merits of adopting/upgrading to SaaS, the biggest market opportunity for SaaS is the small business (more than a million registered businesses) and the mid-market (100,000 companies). Beyond the initial on-demand and affordability benefits of SaaS, adoption is accelerated by the availability of access/try/use additional products and services much like an app store. Also driving SaaS HR adoption is the growth and demand for bundled (multi-process, multi-function) outsourced solutions such as Workforce Management (WFM) and Human Capital Management (HCM). These outsourcing solutions represent a large market due to limited overall penetration in the small & medium sized businesses (~50% of all business). In secondary and tertiary markets, enterprise providers with their “bundled” outsource service offerings are not present. With this unsatisfied demand, there is an opportunity for accelerated organic revenue growth (18%-22% per year). For larger enterprises, there is a short-list of software providers depending on whether a company opts for an ERP (business management system for enterprise resource planning), a core HRMS including the TM suite (talent management), and then adds-on “point specific solutions” to fit their unique needs. While the market for larger enterprises, has consolidated to a few dozen major global players, the small and mid- market i hi hl f k t is highly fragmented. t d Using EPM (Employee Performance Management), which is greater than a $1B worldwide market, as an example to show that the HR technology market continues to grow, consolidate and evolve, consider that EPM started as a stand-alone application and is now readily available as part of an ERP, part of an HRMS, or as a single application. In 2005, Gartner recognized 27 Performance Management Vendors. In 2009, by Ephor’s count, there were 60 vendors with specialized industry solutions with active clients, but in 2011 there were only 17 remaining that had a significant number of clients. Between 2010 and 2012, there were more than 30 major acquisitions in the talent management software market alone, alone and nearly every solution provider launched several new offerings Now starting in 2012 large corporations including SAP and Oracle are offerings. Now, 2012, focused on HR SaaS. The market demand for HR solutions, coupled with the deployment economics and profitability of the SaaS model, has triggered an industry consolidation. Now, there are only a few large corporate leaders with impressive technology and client lists; on the other end of the spectrum, there are small business startups looking to emerge. During 2012, emerging technology providers capitalizing on new client demands (social goals, mobile, etc.) will start to solve the small business and global market gap.
  • 3. Why SaaS HR? Companies that adopt HR solutions: 1. Outperform the competition based on key comparables and financial benchmarks. Why companies are buying: 1. Self-Service for employee and manger 2. Have more flexible, resource efficient costs “consumerism” (i.e. access to information and structures. Average annual HR administration tools). expenditures per employee is greater than $1k for SMBs without a unified HR system versus less 2. People dependant Business Process than half that for enterprises with an HRMS Improvements core to operations. (human resource management system). 3. Talent Management Processes and Automation 3. Organizations that choose an ERP with HRMS (for example: Job & Career Management, or based talent management approach outperform ta e t a age e t app oac outpe o Recruiting & O b R iti Onboarding). di ) with as much as 48% greater sales per employee than those choosing a best-of-breed talent 4. HR Systems Strategy (HR Analytics, Social, management approach. Global, Mobile). 5. 5 Enterprise Portal and Transaction Cost Reductions. 6. Workforce Optimization (Job Management, Contingent Labor, Labor Costs Management). 7. Upgrade existing solution. © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
  • 4. SaaS HR Buyer’s Guide Historically, the cost to implement, manage, and utilize a HR system based on a licensed software model has inhibited the i hibit d th routine use of these systems. These ti f th t Th Criteria 1. Vendor Credibility Feature/Fact licensed software rollouts (non-SaaS systems) have # of Customers Added Per Year with SaaS Notable Clients additionally required mass customization and coding to Notable Partners fit workflow processes and end-user adoption has been Financial Stability 2. Client Fit limited due to expense. Today, there are a significant Verticals number of organizations that, due to performance Local Offices 3. Technology Solution Fit gy mandates and/or regulations, are now required to SaaS multitenant scalable platform with Workflow, Real-time Reporting, CRM. Configurability automate, standardize, document, and streamline Scalability processes and add support functions. Ease of Interoperability (Integration) What vendors are integrated? Performance Management (see PM Feature Comparison) Performance SaaS Management Provider A Provider B Provider C Business Management Reporting Application Providers To date, the technology capabilities of these products Global Capabilities HR Consulting Services Y - Enteprise Y - E & SMB Nothing beyond implementation support. have outpaced the adoption and use. In fact, the Talent Management ERP (Enterprise Resource Planning) Performance Management Y - Enteprise Y - E & SMB Y - Enteprise majority of implementations deployed have failed to 4. Sizzle Features - What are the sizzle features? Compensation Planning, Baseball Card Goals Management Y - Enteprise Y - E & SMB Y - Enteprise WOW Sizzle Feature #1 fully utilize the entire suite of possibilities due to the Collaboration Y - Enteprise Y - E & SMB Y - Enteprise complexity of both deployment and ongoing, routine WOW Sizzle Feature #2 Automated Workflow Y - Enteprise Y - E & SMB Y - Enteprise 5. Cost and Implementation Time/Resource Estimates  - What is the ROI? What are the use of these systems. Pricing Model Employee Self Service Y - Enteprise Y - E & SMB Y - Enteprise Manager Self Service Results? How many projects do they start but not complete? Do they publish Y - Enteprise Y - E & SMB Y - Enteprise S (S )? Methodology - What is the philosophy of the company? Does the process align Best Practices Templates, Competencies Y - Enteprise Y - E & SMB N Today’s SaaS market leaders are known for: “The y ? Analytics and Reporting - What daily, weekly and monthly reports and metrics Cost-Benefiti Analysis i h ill ?D 1 Cli k d hb d l t for Metrics/Dashboard Templates fi M t ibili/D ? hb d T i Y-E t i Enteprise Y - E & SMB Y - Enteprise Et i Best Deployment and Service”, adoption by Setup Time Learning Management System Y - Via Partners Y - E & SMB Y - Enteprise employees and constituents versus top-down roll-out; Implementation Time to Implement Core Training Content Time and Costs Training Y - Via Partners Y - E & SMB N i.e. the need for a solution that works on-demand, and Succession Monthly Average Cost Y - Enteprise Y - E & SMB Y - Enteprise Total Cost Average Per Client for 3 Years provides a series of add-on products and services to Surveys ROI Expectations Y - Enteprise Add-On Y - E & SMB Y - Enteprise meet organizational workforce needs. Communications Y - Enteprise Y - E & SMB Y - Enteprise Y - Enteprise Y - E & SMB Y - Enteprise Org. Chart Career Management N Y - E & SMB Y - Enteprise Contact a professional to put together a specific ROI Talent Management Y - Enteprise N Y - Enteprise assessment for your organization. © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
  • 5. Strategies for Growth in 2012 © 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
  • 6. Revenue Strategies for Growth in 2012  Portfolio optimize everything! Lead sources, channels, product mix, etc. sources channels mix etc  Create “Star Performer Targets” and manage to! If what gets measured gets improved; then what gets measured and discussed certainly gets improved f t i d faster. Email ephor[at]ephorgroup.com f industry comparables. E il h [ t] h for i d t bl  Forget everything you learned about traditional “feet on the street” sales models.  Create employee-centric solutions and focus on utility.  By definition, your sales prospects are online. Savvy online marketing must become the norm.  Create Fan communities. Don’t market or sell products or services. Sell Don t solutions that solve highly segmented, highly valuable client for life value propositions. © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
  • 7. Ephor Group Overview  Garry Meier founded the Ephor Group in 2002 to apply the strategic and performance improvement y p p pp y g p p methodologies and shareholder value processes to emerging companies, which Garry and his associates developed over the past three decades, as a result of their strategic management careers.  We are an experienced, highly effective, and results-driven team that focuses exclusively on technology e ab ed outsou c g o e ted bus ess ode s spec ca y enabled outsourcing oriented business models specifically in the areas of Healthcare Business Services, t e a eas o ea t ca e us ess Se ces, BPO, Human Resource Outsourcing, IT Outsourcing, and Marketing Services Outsourcing  Our focus and approach, coupled with Ephor’s knowledge of the institutional investment arena, allows us to identify and develop organizations that enjoy value propositions which can satisfy future demand curves and investment returns that outperform the market.  Ephor Group creates wealth for our financial partners and operating companies by developing or transforming the existing business model into an emerging platform or sector impact participant. Often by increasing strategic and business model effectiveness; organizational efficiencies; developing brand equities; enhancing product and distribution venues; creating scalable service delivery constructs; all combined with a measurement and metric centric management process.  Mission: Provide the skills, resources, and methodologies to enable emerging outsourcing businesses to achieve their growth objectives © 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com
  • 8. Clients By Sector >2008 • Business Process Outsourcing (BPO)  Healthcare Business Services (HBS)  Latin American Card Services (2003-current)  GeBBS (2012–current)  Bradshaw Group (2011-current)  HRAdvance (2008-2010)  US DataWorks (2012–current)  Healthcare Coding Resources (2007-2008)  Polus Group (2011–current)  ADPI (2003-2008)  Perquest (2007-2010) (2007 2010)  Certus (2002-2007) ( )  Alsbridge (2009-2010)  myCFOnetwork (2009–2010)  Marketing Services (MSO)  Canidium (2011-current)  Human Resource Outsourcing (HRO)  Novo (2011-current)  Bullseye (2011–current) y ( )  HubSpot (2011–current) (2011 current)  Sentric (2011-current)  JDM Marketing (2007-current)  Achilles (2007-current)  HRMarketer (2007-current)  Workstream Inc (2007-2011)  HRAdvance (2008-2010)  HRAmerica (2006-2008) TalentTree (2005-2008)  IT Outsourcing (ITO)  SmartTime (2003-2008)  Extreme Technologies (2009-current)  Serenity (2008-2011)  BluWare (2011)  Institutional Funds  Broadleaf (2011)  Glencoe Capital (2011-current)  Austin Ventures (2008-2010) A ti V t (2008 2010)  CCGVP (2008-2010)  Baird Capital Partners (2005-2009)  Great Hill Partners (2008-2009)  CapStreet Group (2002-2008)
  • 9. Ephor Group is a strategic advisory firm which helps our clients (technology, VAR and outsourcing providers) create wealth by achieving their growth goals. Benefits of our methodology approach gy pp Ephor was created as an (as opposed to traditional consulting, coaching or iBanking) includes alternative to traditional our Methodologies and our Perform Model. consulting. We put our own “skin in the game” and truly Ephor Perform Business Process™ methodologies: work in the company’s interest  FlightPlan™ for GoToMarket ensures effective/efficient revenue strategy. FlightPlan as part of our Perform Model and we insource our GrowthSTEP™ guides companies to their next plateau inclluding Methodologies to our clients. Alliances, Distribution and/or M&A Corporate Development. Ephor Group was founded as Boardwalk Management Science™ provides Controls and Intelligence the “family office for Garry E. family office” and ensures optimum asset creation, monetization and value realization. Meier and other high net worth individuals to provide Read more about our methodologies online. advisory services to our investments and portfolio of clients. Ephor Group’s approach is Intelligence Controls Assets pragmatic, proven, and •Market Research •Landscape: •Governance •Brand performance-oriented. Ephor Boardwalk •Sources of Revenue Competitive and Buyers •Management g •Insourcing approach works with technology and •Wealth Creation Science Reporting creates processes outsourcing providers. We have Drivers •PayforPerformance •Industry Comparables led, advised, and invested in •Competitive Intelligence some of the most successful •Pricing Intelligence business service companies in the Americas.
  • 10. Ephor Group Background  Garry E. Meier founded the Ephor Group in 2002 to apply the performance methodologies and shareholder value processes f th d l i d h h ld l Garry and his associates developed over the past three decades.  We are an experienced, highly effective, and results-driven team that combines over 150 years of domain, functional, strategic management and b t d board l d level expertise i our domain areas. l ti in d i  Ephor Group focuses exclusively on technology enabled outsourcing oriented business models specifically in the areas of BPO, Human Resource Outsourcing, IT Outsourcing, Marketing Services Outsourcing and Healthcare Business Services. d lh  Our focus allows Ephor to identify and forecast unsatisfied outsourcing demand curves for the future. As a result, we identify organizations that provide value propositions that can satisfy the future demand curves.  Ephor Group creates wealth for our financial partners and operating companies by developing or transforming the existing business model into an emerging platform or sector impact participant. Often by increasing organizational effectiveness and efficiency, adding product and distribution venues, creating scalable service delivery constructs, all combined with a measurement and metric centric management process.
  • 11. Ephor Group Clients: A track record of results Solving the Value Equation. Client engagements:  Brand Refresh and GoToMarket: Sentric (Workforce Management Technology)  Product Launch: ProBenchmark (SaaS) Polus Group (FAO) Bullseye (SaaS) (SaaS), (FAO), Recent Client Accomplishments:  M&A Corporate Development: Serenity (IT MSP), Moderor (HRO)  Expansion: Bluware (Staffing), Novo (Call Center, Contact Center, BPO). • Grew provider from $1M to $9M in 18 months and then strategic investment by Hewitt. Board Advisory Clients: Administrative & Transactional Ad i i t ti T ti l Functional F ti l • P j t oriented t Projects i t d transactionall ti Outsource Int. (OSI) (HRO/PEO) Tandem/(OSI) (Recruiting & Staffing) business transitioned into recurring  Chairman/CEO 1998-2001  Chairman 1998-2001 solutions provider. o Revenue: $480m Turnaround o Division Revenue from $180m to o Exit: Divestiture of Brands $280m • Acquired add-on “book of business”  Strategic Buyer: TeamStaff o Exit: Financial Buyer: Cerberus which added additional revenues,  Strategic Buyer: Spherion clients, and team members. HR America (ASO) Talent Tree (Recruiting & Staffing)  Chairman 2002-2006  Chairman/CEO 2002-2005 • Received $2.56M in funding capital o Revenue from $3m to $22m o Revenue from $90m to $145m o Exit: Strategic Buyer: Gevity o Exit: Financial Buyer: Chrystal raise. SmartTime Software (T&L Mgmt) HR Advance (Benefit Admin) • Rolled up $30M of p y service p payroll  Chairman/Interim CEO 2004-2007  BOD Advisor 2008-2010 providers to create a national provider o Revenue from $6m to $15m o Revenue from $9m – $19m o Exit: Strategic Buyer: Kronos o Exit: Strategic Buyer: Hewitt/AON of “Workforce Management Solutions.” Perquest (Payroll/WFM) Achilles (HRO) • Doubled staffing provider revenues  BOD Advisor 2007-2011  Chairman 2007-Current from $40M to $80M. o Revenue from $4m to $19m o Revenue from $4m to $11m o Exit: Strategic Buyer: ADP E it St t i B o Exit: Current H ldi E it C t Holdings
  • 12. We Understand Technology and Since 2006, we conduct quarterly research Outsourcing Firms. surveys on utilization and best practices for technology and outsourcing buyers. We also, interview 400 businesses every year to Mid-Market Mid Market Research Findings from 2011: determine the market landscape, forecast, and opportunities. landscape forecast I. The demand drivers have shifted from license software to Defining the SME Middle-Market Buyer: SaaS solutions, from cost savings to capability enabling The mid-market is significant as the table solutions, and from functional specific to business-centric. illustrates the potential universe of SME & mid- market employers with 50 to 10,000 full-time W- p y , 2 employees: II. Utilization improving based on adaption of technology to meet today’s work requirements (flattening span of control, TARGET Americas India & Asia Europe (thousands) Middle East global multi-location complexities, younger workforce, Mid-market 100,000 10,000 25,000 100,000 mobile and contingent workforce). What will satisfy the needs of the SME market is III. Recurring oriented business models are the market leaders. simplifying the technology and functional Portfolio and distribution key contributors to more efficient processes with a business-centric mindset. model leaders. The majority of businesses consider themselves mid-market enterprises. They have multiple vendors complicated by changing business demands and evolving landscape, and lack efficient and effective processes and expertise to adequately fit their needs. The ideal customer buys to simplify their business, while valuing the solutions based approach coupled with industry vertical specific h l d ith i d t ti l ifi domain expertise. By making the buying process easy, the long- term profitability potential is great.
  • 13. HRO Expertise Processing & Administration g Functional Support pp Payroll & Tax Recruiting & Staffing  Outsource International  OSI/Tandem Staffing  Perquest  Talent Tree Work Management: Time & Labor Labor, “Supporting the Supporting Benefit Eli ibilit and B fit Eligibility d Productivity Mgmt. Needs of the Administration Worker”  SmartTime Software  WorkPlace Solutions  HRAdvance Administrative Service Departmental HR Organization (ASO) PEO Outsourcing  HRAmerica HRA i  Achilles A hill  Synadyne
  • 14. BPO Expertise Processing & Administration g Functional Expertise p SaaS Contact Center  ERP, Workforce Management  Eligibility, Call Center Administration Point Solutions Platform Departmental Outsourcing  RPO, SPM, EPM  Financial, HR, Recruiting, Marketingg Administrative Services Advisory Services Financial Administration  Payroll, AP, AR, Expense  GoToMarket, M&A  Outsourced Billing and Corporate Development, Financial Reporting Board Governance
  • 15. “In 2012 and beyond, wealth will be created for those unique revenue models, that are the most economically efficient, promote and excel at owing their communities, and Alternative Economic Efficient focus on key strategic initiatives (i e customer satisfaction) ” (i.e. satisfaction). Distribution Model -Garry E. Meier, Ephor Group Founder Star Performer Calls to Action Capabilities 1. Have a Market Validated Growth Strategy. Focus on expansion via a portfolio of products and revenue sources. 2. Do Not Accept Mediocrity. Mediocrity Promotes Failure! Contact us, when you need interim help, from a Chief Marketing Advisor or Chief Strategy Officer, as there are proven, pragmatic methods for expanding revenues revenues. Getting started, we can discuss and share insights regarding: I. Star Performer Checklist to Increasing Valuations for y g your industry. y II. Revenue Growth and Expansion Plan. III. Our Industry Investment Thesis for your sector.