Secure KarenSoft ERP2, IVest SP Seminar 2005 - 15th December 2005

Event: IVest SP Seminar 2005
Organiser: MIMOS Berhad
Date: 15th December 2005
Topic: Secure KarenSoft ERP2
Presenter: Chee Chong Hwa, CA(M), CPA, CEO/Executive Chairman, KarenSoft Technology Berhad

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Agenda
Brief Profile
Challenges faced by Market
What is KarenSoft ERP
KarenSoft Architecture
Secured by iVEST
Benefits of Solution
References
Product Demo

Company Profile
Established since 1991
Listed on KLSE MESDAQ Market since 24/1/03
ISO 9001:2000 certified by Moody International in 2004
Leading provider of enterprise solutions such as the KarenSoft ERP2, KarenSoft CRM, KarenSoft SCM, KarenSoft FMS, KarenSoft HRIS

Challenges Faced by Market Today
Challenges Faced by Market Today(2)

Solution Description KarenSoft ERP2 comprising KarenSoft CRM, SCM, FMS, HRIS
ERP2=ERP+CRM
ERP=SCM+FMS+HRIS
SCM=SDS+MRP+PCS+PPS
FMS= FAS + FAR + TM
HRIS=HRMS + PMS + TMS
KarenSoft ERP2, Seen Graphically

Secure KarenSoft System Architecture
KarenSoft LAN Application
Terminal Services Technology
Active Server Pages (Web Client)
Terminal Services VS .ASP
KarenSoft Briefcase Model

Secured by iVEST
KarenSoft ERP2 products such as KarenSoft SCM and KarenSoft HRIS on the web are secured via iVEST
iVEST Authentication to enable secure login
iVEST digital signature to allow various approval levels.
iVEST is a PKI-based security platform for e-Business and e-Public services and is an adopted standard for e-ID in many countries

iVEST creates a safe and secure environment for Net transactions
User Authentication
digital certificate based authentication system
more secure than username and password
Encryption
Full confidentiality is assured
Digital Signature
non-repudiation
ensure data integrity
Implement according to Digital Signature Act 1997 (DSA97)
Legally-binding transactions

Diagram Flow

Benefits of Secure KarenSoft ERP2
Benefits of Secure KarenSoft ERP2(2)

Partial Customer List (ERP/SCM)
Customers : ERP Component, FAS for All Sectors
Customers : ERP Component, FAR for Manufacturing
Customers : ERP Component, HRIS for Manufacturing
Customers : ERP Component, HRIS for Hotels & Resorts
Customers : ERP Component, FAR for Hotels & Resorts

Thank you!

From Startup to PLC, the KarenSoft Story, 1st ICT-SME Interactive Forum, 7th April 2005

Event: 1st ICT-SME Interactive Forum: Expanding the Boundaries of ICT in Malaysia
Topic: From Startup to PLC, the KarenSoft Story
Organiser : MCA IT Resource Centre
Venue: Wisma MCA, KL
Date : 7th April 2005
Presenter: Chee Chong Hwa, CA(M), CPA - Executive Chairman/CEO

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Corporate Profile on KarenSoft Technology Berhad
1989 – 1996, the Early Years
1997, Birth of Mesdaq Vision and first exposure to VC
1998, Serious due diligence by a major local VC & entry of Biz Angel
Taste of Media Attention & Achievements
2000, dotCom boom & Chance to list on Mesdaq Market ?
2001, Enters MSC Venture Corporation…
2002, The Road to KLSE Mesdaq Market
Why list on the KLSE Mesdaq Market
Challenges KarenSoft faced during the listing process
Transformation from private to public company
Listed on KLSE Mesdaq Market on 24 January, 2003
Corporate Information
Strong Management Team
Core Products
KarenSoft ERP2, Seen Graphically
Market Positioning

The Early Years (1989-1996)
1989, CHCA Software Solution, first product, the KarenSoft FAR for DOS
1991, What if you die tomorrow ? Formation of KarenSoft Sdn Bhd/CCH Software Solutions Sdn Bhd
1993, Some serious marketing
1995, First HRIS product and beginning of MRP product
1996, Understanding the need to Brand, name change to KarenSoft Corporation Sdn Bhd/KarenSoft Solutions Sdn Bhd
1996, Pioneer Status for KarenSoft MRP2 for DOS
1996, First Windows product, the KarenSoft Web Browser, 1998 Pikom-Computimes IT Product of the Year
Achievements

The Road to KLSE Mesdaq Market
Acceptance by a MESDAQ Advisor to prepare and submit application
Meet milestones (if any) set by MESDAQ Advisor
Actual Submission of application including 5-year Biz Plan (24 January 2002)
Clearing 1st and subsequent round queries raised by KLSE . Presenting to/Visit by KLSE MESDAQ Market
Approval by KLSE
Approval by SC as an Approved Company (15 July 2002)
Underwriting of public issue (yellow, pink & white forms)
Final clearance of Prospectus by SC
Issue of Prospectus (18 December 2002)
Balloting of white forms (29 Jan 2003)
Actual listing (24 Jan 2003)

Enters MSC Venture Corporation
1999, First contact by Fan Kuan Weng
2000, Reminder at 1999 APMITTA Awards Dinner
Aug 2000, First visit by Nubly & Amin
Sept 2000, Forwarded Biz plan based on MV1 template
Oct 2000, Presentation to CEO and full team (8)
Oct-Nov 2000, Business Due Diligence
Dec 2000, Term Sheet Issued
Dec 2000, MV1 Board Approval
Jan 2000, Legal and Financial Due Diligence
Feb-Mar 2000, Haggling over subscription & shareholders agreements
April 2000, Disbursement of RM 2.3 Million

Why list on KLSE MESDAQ Market ?
KLSE MESDAQ Market is a separate board to cater for high growth or high tech companies such as KarenSoft Technology Berhad
Strict due diligence by MESDAQ but no need to have 2nd Board profit track record
To raise funds for R & D, local and overseas expansion
To have a higher profile which is good for Branding & Marketing
To show customers that we are here to stay
To encourage staff retention via ESOS
To allow angel and institutional investors an exit point

Challenges faced by KarenSoft in Listing
Must have funds to pay upfront to reporting accountants, due diligence lawyers and MESDAQ Advisors etc
Balancing the need to perform and yet concentrating on meeting Advisors, KLSE & SC requirements
Appointing the right Advisor i.e cost is not the only factor
Placing out shares during a bearish market
Competing for Media attention

Transformation from Private to Public Company
Shareholders Approval to legally change from Sdn Bhd to Bhd
Change of mindset i.e learning to behave as a Public Company
Search and appointment of experienced Independent Directors
Formation of Board Committees such as Audit, ESOS and Remuneration

Corporate Governance

Investors Relations

Media Recognition
New Straits Times
The Sun Daily
The Star
Other Interesting Articles

IPO Conference 2004 : Going MESDAQ : KarenSoft Technology Berhad’s Experience, 21 September 2004

Event :IPO Conference 2004: Conference on Initial Public Offerings (IPOs) - Scaling New Heights for Prospects in Fundraising Strategy
Organiser : U-LINK
Venue : Holiday Villa, Subang
Date : 21st September 2004
Time: 5.00 pm - 5.00 pm
Session B: Accounting & Financial Issues
Topic : Going MESDAQ : KarenSoft Technology Berhad’s Experience
Presented by : CEO/Executive Chairman, Chee Chong Hwa, CA(M), CPA

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Contents of this Presentation
Brief background of KarenSoft
Reasons for seeking listing on Mesdaq
Benefits of this listing
Various milestones
Challenges KarenSoft faced during the listing process
How KarenSoft transformed itself from private to public company
Any other pertinent points for Mesdaq aspirants
Corporate Information

Why list on KLSE MESDAQ Market ?
KLSE MESDAQ Market is a separate board to cater for high growth or high tech companies such as KarenSoft Technology Berhad
Strict due diligence by MESDAQ but no need to have 2nd Board profit track record
To raise funds for R & D, local and overseas expansion
To have a higher profile which is good for Branding & Marketing
To show customers that we are here to stay
To encourage staff retention via ESOS
To allow angel and institutional investors an exit point
Benefits of listing on KLSE MESDAQ Market ?
Provide liquidity for shareholders
Improved cashflow
Remain competitive via pure and applied R & D
Funds is now available for local and overseas expansion
Funds is now available to build up the KarenSoft Brand via active advertisement, participation in roadshows, ICT events in Malaysia and overseas thus increasing share
Effective staff retention via ESOS
Improved customer service via increased headcount and additional training facilities
Improved credibility

Milestones
Acceptance by a MESDAQ Advisor such as AmMerchant Bank to prepare and submit application
Meet milestones (if any) set by MESDAQ Advisor
Actual Submission of application including 5-year Biz Plan (24 January 2002)
Clearing 1st and subsequent round queries raised by KLSE . Presenting to/Visit by KLSE MESDAQ Market
Approval by KLSE
Approval by SC as an Approved Company (15 July 2002)
Underwriting of public issue (yellow, pink & white forms)
Final clearance of Prospectus by SC
Issue of Prospectus (18 December 2002)
Balloting of white forms (29 Jan 2003)
Actual listing (24 Jan 2003)

Challenges faced by KarenSoft in Listing
Must have funds to pay upfront to reporting accountants, due diligence lawyers and MESDAQ Advisors etc
Balancing the need to perform and yet concentrating on meeting Advisors, KLSE & SC requirements
Appointing the right Advisor i.e cost is not the only factor
Placing out shares during a bearish market
Competing for Media attention
Transformation from Private to Public Company
Shareholders Approval to legally change from Sdn Bhd to Bhd
Change of mindset i.e learning to behave as a Public Company

Corporate Governance
Search and appointment of experienced Independent Directors
Formation of Board Committes such as Audit, ESOS and Remuneration
Corporate Governance

Other Relevant Areas
Support from shareholders (particularly VCs) , directors and staff
Investors Relations
Media Support
Corporate Governance

Quick Introduction
Corporate Profile
Corporate Structure
Board of Directors
Strong Management Team
Human Resources

Business Model
Our business model is structured so as enable rapid growth both nationally and regionally include :
Collaboration with IBM, Malaysia as an IBM Business Partner
Collaboration with RosettaNet as a RosettaNet Solutions Partner
Direct sales and marketing by our regional offices in Malaysia
Certified KarenSoft Solutions Providers [CKSP] trained and certified by KIT who then act as resellers, installers and maintainers of our software solutions.
In Malaysia , we are focusing on recruiting Systems Integrators and Accounting Firms as our CKSP’s. Our overseas expansion will be CKSP based. For example, we are looking forward to identify and appoint CKSPs in ASEAN, China & the Middle-East

Core Products
KarenSoft ERP2, Seen Graphically
Market Positioning

Achievements
New Straits Times
The Sun Daily
The Star
The Edge
Others

FMM Seminar on "ERP Implementation: The Need for the Right System and Strategies", 10th February 2004

Topic: FMM Seminar on "ERP Implementation: The Need for the Right System and Strategies"
Organiser : Federation of Malaysian Manufacturer (FMM)
Date: 10th February 2004
Presented by :Chee Chong Hwa, CA(M), CPA, Executive Chairman/Chief Executive Officer, KarenSoft Technology Berhad

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What is ERP & ERP2 ?
Evolution, from MRP to ERP2
Seen as an Equation
KarenSoft ERP2, Seen Graphically

Benefits of an ERP2 System

Pitfalls of an ERP2 System

How to evaluate an ERP2 System ?

TIPS: ERP2 Implementation - Before
TIPS: ERP2 Implementation - During
TIPS: ERP2 Implementation - After

Overall Summary

Thank You !

About Seminar Speaker & KarenSoft Technology Berhad
Speaker’s Profile
About KarenSoft Technology Bhd
About KarenSoft Technology Bhd(2)

ERP2 Implementation Guide
Implementation Methodology : Overview
Overview: Steering Committee
Steering Committee: Customer’s Team
Overview: Project Scheduling
Overview: System Study

An Overview of KarenSoft ERP2- the engine behind e-Business
Overview: Customer Relationship Mgt
Overview: Sales Distribution (SDS)
Overview : MRP
Overview : LMS (Procurement)
Overview: PPS
Business Decision Support
Overview: Payroll Management
Overview : HRM
Overview : HRM (2)
Overview : Time Management
Overview: Financial Accounting

KarenSoft ERP2 Architecture
KarenSoft System Architecture
Terminal Services Technology
Active Server Pages (.ASP)
Terminal Services VS .ASP
KarenSoft Briefcase Model
KarenSoft LAN Application

e-Business versus e-Commerce
What is e-Commerce ?
What is e-Business ?

1st Analysts Briefing , Pre-IPO, 15 January 2003

Event :1st Analysts/Fund Manager Briefing by KarenSoft Technology Berhad
Date: 15th January 2003
Location: AmMerchant Bank Nuilding, KL
Presented by : Chee Chong Hwa, CA(M), CPA, CEO/Executive Chairman

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This inaugaral Analysts/Fund Manager's Briefing was organised by AnMerchang Bank on our request.

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Quick Introduction
Corporate Information
Corporate Structure
Board of Directors
Corporate Governance

What is ERP2 ?
Evolution, from MRP to ERP2
Core Products
KarenSoft ERP2, Seen Graphically

Achievements

Business Model
Our business model is structured so as enable rapid growth both nationally and regionally include :
Collaboration with IBM, Malaysia as an IBM Business Partner
Collaboration with RosettaNet as a RosettaNet Solutions Partner
Direct sales and marketing by our regional offices in Malaysia
Certified KarenSoft Solutions Providers [CKSP] trained and certified by KIT who then act as resellers, installers and maintainers of our software solutions.

In Malaysia , we are focusing on recruiting Systems Integrators and Accounting Firms as our CKSP’s. Our overseas expansion will be CKSP based. For example, we are looking forward to identify and appoint CKSPs in ASEAN, China, Middle-East & the Czech Republic (gateway to Central/Eastern Europe)

Prospects
5-Year Plan

Our Competitive Edge

Thank You !

Financial Highlights

Listing Statistics (Comparatives)

KarenSoft System Architecture

KarenSoft System Architecture
Terminal Services Technology
Active Server Pages (.ASP)
Terminal Services VS .ASP
KarenSoft Briefcase Model
KarenSoft LAN Application

Bundled Tools & Special Product Features
KarenSoft Spreadsheet
KarenSoft Word Processor
KarenSoft SMS
KarenSoft Mail
KarenSoft Web Browser
KarenSoft Fax
KarenSoft Customers

Customers
Partial Customer List (ERP/SCM)
Customers : ERP Component, FAS for All Sectors
Customers : ERP Component, FAR for Manufacturing
Customers : ERP Component, HRIS for Manufacturing
Customers : ERP Component, HRIS for Hotels & Resorts
Customers : ERP Component, FAR for Hotels & Resorts

Management & HR
Management Team

Customer Service : Human Resources
Chee Chong Hwa, Executive Chairman/CEO
Khoo Ping Ping, COO/Executive Director
Ng Hock Soon, CFO/Executive Director
KarenSoft ERP2, Modular Approach

Market Leadership

Market Positioning

Executive Presentation for MSC TechVentures Forum IV, CyberView Lodge, 1st March 2001

Comments :

This presentation to a group of Venture Capitalists was in the presence of the late Tan Sri Othman, founding Executive Chairman of MDC. Limited to 15 Minutes flat (ie they cut off your microphone once time's up), it was our last test before the disbursementr of RM 2.3 Million by MSC Venture Funds via a Mezzanine Level Funding to KarenSoft Technology Sdn Bhd.

BTW, I managed to complete it with 30 seconds to spare...

CONTENTS

Business Overview
Business Overview (Cont’d)
Business Overview (Cont’d)

Corporate Structure

Problems Addressed

Our Solutions
Our Solutions (Cont’d)

Product Features

Product Features (Cont’d)
Product Features (Cont’d)
Product Features (Cont’d)
Product Features (Cont’d)

Technology And Intellectual Rights

Market

Our Customers

Our portfolio of more than 250 customers and clients in the manufacturing sector and other various sectors includes companies owned by American, Australia, British, Canadian, Danish, Dutch, French, Japanese, Singaporean, Taiwanese and Malaysian companies.
Local Market Size

For the forthcoming KarenSoft-SMI Malaysia-Intel launch of the KarenSoft ERP 2000 for SMIs/SMEs, our future targeted customers will be the 11,000 SMIs registered with MITI . According to sources, SMIs affordability are as follows:-
Software Budget
RM 35,000 - 60,000 50%
RM 60,001 - 100,000 30%
RM100,001 - 150,000 20%

As a reality check, our previous enquiries with MIDA in August 1997 revealed that there are 9,414 registered factories as at 31 December 1995. This figure would have grown significant since then notwithstanding the recent economic crisis.

Target Market & Competitive Edge

Asia-Pacific Market Size

According to IDC’s 2000 Asia-Pacific survey on ERM, the overall software market exclude Japan is valued at USD650.4 million. The ERM software revenue for the 5 Asean countries accounts for 27.1%, ie. USD176 million.
Singapore remains largest with 41% of the Asean market, followed by Malaysia 29.3%, Thailand 13.6%, Philipines 9.2% and Indonesia 6.9%. It is expected that the region ERM market to growth 18.9% from 1999 to 2004 with a value of USD419 million in the year 2004.

Competitive Edge

Competitive pricing as result from no royalties cost.
Scalability of our products.
Customization and modularity.
Sophisticated product features.
One-stop solutions for multiple indutries.
Collaboration with Intel etc.
World-class support


competition

Sales Channel

The Company business model is structured such that it is able to grow rapidly nationally and regionally by having delivery channels based on smart partnerships with key players in the industry. These includes :

Having Certified KarenSoft Solutions Partners [CKSP] trained by KarenSoft Institute of Technology who act as resellers, installers and maintainers of our software solutions. Thus sales, support and delivery can be effected globally with minimal cost and human resource constrains. In Malaysia, we are focusing on recruiting Systems Integrators and Accounting Firms as our CKSP’s. The CKSP will share a profit of 40% from the sales.

Collaboration Intel as their ISP to tap into their network of over 400 Genuine Intel Dealers.

Direct sales and marketing by our offices.
Commencing from 2001, we will be expanding regionally to Singapore, Thailand, Philippines and Indonesia by using the CKSP model

Organisation Chart

Financial Performance

Achievements

Achievements (Cont’d)

Operations - Management Team

SWOT Analysis

Business Info

Thank you for the attention.

MVCA-TEAM Event - 3M Breakfast Meeting:From a Dream to a Reality, the KarenSoft Story, 7 April 2003

Presented by Executive Chairman/CEO, Chee Chong Hwa, CA(M), CPA

The KarenSoft Story

Corporate Profile on KarenSoft Technology Berhad
1989 – 1996, the Early Years
1997, Birth of Mesdaq Vision and first exposure to VC
1998, Serious due diligence by a major local VC & entry of Biz Angel
Taste of Media Attention & Achievements
2000, dotCom boom & Chance to list on Mesdaq Market ?
2001, Enters MSC Venture Corporation…
2002, The Road to KLSE Mesdaq Market

Why list on the KLSE Mesdaq Market
Challenges KarenSoft faced during the listing process
Transformation from private to public company
Listed on KLSE Mesdaq Market on 24 January, 2003
Corporate Information
Management Team
Human Resources
Core Products
KarenSoft ERP2, Seen Graphically
Market Positioning

The Early Years (1989-1996)
1989, CHCA Software Solution, first product, the KarenSoft FAR for DOS
1991, What if you die tomorrow ? Formation of KarenSoft Sdn Bhd/CCH Software Solutions Sdn Bhd
1993, Some serious marketing
1995, First HRIS product and beginning of MRP product
1996, Understanding the need to Brand, name change to KarenSoft Corporation Sdn Bhd/KarenSoft Solutions Sdn Bhd
1996, Pioneer Status for KarenSoft MRP2 for DOS
1996, First Windows product, the KarenSoft Web Browser, 1998 Pikom-Computimes IT Product of the Year

Achievements

The Road to KLSE Mesdaq Market
Acceptance by a MESDAQ Advisor to prepare and submit application
Meet milestones (if any) set by MESDAQ Advisor
Actual Submission of application including 5-year Biz Plan (24 January 2002)
Clearing 1st and subsequent round queries raised by KLSE . Presenting to/Visit by KLSE MESDAQ Market
Approval by KLSE
Approval by SC as an Approved Company (15 July 2002)
Underwriting of public issue (yellow, pink & white forms)
Final clearance of Prospectus by SC
Issue of Prospectus (18 December 2002)
Balloting of white forms (29 Jan 2003)
Actual listing (24 Jan 2003)

Enters MSC Venture Corporation
1999, First contact by Fan Kuan Weng
2000, Reminder at 1999 APMITTA Awards Dinner
Aug 2000, First visit by Nubly & Amin
Sept 2000, Forwarded Biz plan based on MV1 template
Oct 2000, Presentation to CEO and full team (8)
Oct-Nov 2000, Business Due Diligence
Dec 2000, Term Sheet Issued
Dec 2000, MV1 Board Approval
Jan 2000, Legal and Financial Due Diligence
Feb-Mar 2000, Haggling over subscription & shareholders agreements
April 2000, Disbursement of RM 2.3 Million

Why list on KLSE MESDAQ Market ?
KLSE MESDAQ Market is a separate board to cater for high growth or high tech companies such as KarenSoft Technology Berhad
Strict due diligence by MESDAQ but no need to have 2nd Board profit track record
To raise funds for R & D, local and overseas expansion
To have a higher profile which is good for Branding & Marketing
To show customers that we are here to stay
To encourage staff retention via ESOS
To allow angel and institutional investors an exit point

Challenges faced by KarenSoft in Listing
Must have funds to pay upfront to reporting accountants, due diligence lawyers and MESDAQ Advisors etc
Balancing the need to perform and yet concentrating on meeting Advisors, KLSE & SC requirements
Appointing the right Advisor i.e cost is not the only factor
Placing out shares during a bearish market
Competing for Media attention
Transformation from Private to Public Company
Shareholders Approval to legally change from Sdn Bhd to Bhd
Change of mindset i.e learning to behave as a Public Company

Corporate Governance
Search and appointment of experienced Independent Directors
Formation of Board Committes such as Audit, ESOS and Remuneration
Corporate Governance

Investors Relations
Thank You !

Media Recognition
New Straits Times
The Sun Daily
The Star
Other Interesting Articles

Transfom Your Research to Business Venture : From a Dream to a Reality, the KarenSoft Story, 28th July 2004

Event : Transform your Research to Business Venture !!
Venue : USM
Date: 28th July 2004
Organiser : National Unipreneur Development Program (NUDP), a unit under MSC Technopreneur Development Flagship of Multimedia Development Corporation (MDC)
Presented by : Executive Chairman/CEO, Chee Chong Hwa, CA(M), CPA

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Corporate Profile on KarenSoft Technology Berhad

1989 – 1996, the Early Years
1997, Birth of Mesdaq Vision and first exposure to VC
1998, Serious due diligence by a major local VC & entry of Biz Angel
Taste of Media Attention & Achievements
2000, dotCom boom & Chance to list on Mesdaq Market ?
2001, Enters MSC Venture Corporation…
2002, The Road to KLSE Mesdaq Market

Why list on the KLSE Mesdaq Market
Challenges KarenSoft faced during the listing process
Transformation from private to public company
Listed on KLSE Mesdaq Market on 24 January, 2003
Corporate Information
Management Team
Human Resources
Core Products
KarenSoft ERP2, Seen Graphically
Market Positioning

The Early Years (1989-1996)
1989, CHCA Software Solution, first product, the KarenSoft FAR for DOS
1991, What if you die tomorrow ? Formation of KarenSoft Sdn Bhd/CCH Software Solutions Sdn Bhd
1993, Some serious marketing
1995, First HRIS product and beginning of MRP product
1996, Understanding the need to Brand, name change to KarenSoft Corporation Sdn Bhd/KarenSoft Solutions Sdn Bhd
1996, Pioneer Status for KarenSoft MRP2 for DOS
1996, First Windows product, the KarenSoft Web Browser, 1998 Pikom-Computimes IT Product of the Year

Achievements

The Road to KLSE Mesdaq Market
Acceptance by a MESDAQ Advisor to prepare and submit application
Meet milestones (if any) set by MESDAQ Advisor
Actual Submission of application including 5-year Biz Plan (24 January 2002)
Clearing 1st and subsequent round queries raised by KLSE . Presenting to/Visit by KLSE MESDAQ Market
Approval by KLSE
Approval by SC as an Approved Company (15 July 2002)
Underwriting of public issue (yellow, pink & white forms)
Final clearance of Prospectus by SC
Issue of Prospectus (18 December 2002)
Balloting of white forms (29 Jan 2003)
Actual listing (24 Jan 2003)

Enters MSC Venture Corporation
1999, First contact by Fan Kuan Weng
2000, Reminder at 1999 APMITTA Awards Dinner
Aug 2000, First visit by Nubly & Amin
Sept 2000, Forwarded Biz plan based on MV1 template
Oct 2000, Presentation to CEO and full team (8)
Oct-Nov 2000, Business Due Diligence
Dec 2000, Term Sheet Issued
Dec 2000, MV1 Board Approval
Jan 2000, Legal and Financial Due Diligence
Feb-Mar 2000, Haggling over subscription & shareholders agreements
April 2000, Disbursement of RM 2.3 Million

Why list on KLSE MESDAQ Market ?
KLSE MESDAQ Market is a separate board to cater for high growth or high tech companies such as KarenSoft Technology Berhad
Strict due diligence by MESDAQ but no need to have 2nd Board profit track record
To raise funds for R & D, local and overseas expansion
To have a higher profile which is good for Branding & Marketing
To show customers that we are here to stay
To encourage staff retention via ESOS
To allow angel and institutional investors an exit point

Challenges faced by KarenSoft in Listing
Must have funds to pay upfront to reporting accountants, due diligence lawyers and MESDAQ Advisors etc
Balancing the need to perform and yet concentrating on meeting Advisors, KLSE & SC requirements
Appointing the right Advisor i.e cost is not the only factor
Placing out shares during a bearish market
Competing for Media attention

Transformation from Private to Public Company
Shareholders Approval to legally change from Sdn Bhd to Bhd
Change of mindset i.e learning to behave as a Public Company
Search and appointment of experienced Independent Directors
Formation of Board Committees such as Audit, ESOS and Remuneration
Corporate Governance
Investors Relations

Corporate Governance
Investors Relations

Thank You !

Media Recognition
New Straits Times
The Sun Daily
The Star
Other Interesting Articles

Listing on KLSE MESDAQ, an Issuer’s Perspective, E & O Hotel, 3rd March 2003

KarenSoft Technology Berhad

Listing on KLSE MESDAQ, an Issuer’s Perspective
- Presented by CEO/Executive Chairman, Chee Chong Hwa, CA(M), CPA

Contents of this Presentation
Brief background of KarenSoft
Reasons for seeking listing on Mesdaq
Benefits of this listing
Various milestones
Challenges KarenSoft faced during the listing process
How KarenSoft transformed itself from private to public company
Any other pertinent points for Mesdaq aspirants
Corporate Information
Why list on KLSE MESDAQ Market ?
KLSE MESDAQ Market is a separate board to cater for high growth or high tech companies such as KarenSoft Technology Berhad
Strict due diligence by MESDAQ but no need to have 2nd Board profit track record
To raise funds for R & D, local and overseas expansion
To have a higher profile which is good for Branding & Marketing
To show customers that we are here to stay
To encourage staff retention via ESOS
To allow angel and institutional investors an exit point
Benefits of listing on KLSE MESDAQ Market ?
Provide liquidity for shareholders
Improved cashflow
Remain competitive via pure and applied R & D
Funds is now available for local and overseas expansion
Funds is now available to build up the KarenSoft Brand via active advertisement, participation in roadshows, ICT events in Malaysia and overseas thus increasing share
Effective staff retention via ESOS
Improved customer service via increased headcount and additional training facilities
Improved credibility
Milestones
Acceptance by a MESDAQ Advisor such as AmMerchant Bank to prepare and submit application
Meet milestones (if any) set by MESDAQ Advisor
Actual Submission of application including 5-year Biz Plan (24 January 2002)
Clearing 1st and subsequent round queries raised by KLSE . Presenting to/Visit by KLSE MESDAQ Market
Approval by KLSE
Approval by SC as an Approved Company (15 July 2002)
Underwriting of public issue (yellow, pink & white forms)
Final clearance of Prospectus by SC
Issue of Prospectus (18 December 2002)
Balloting of white forms (29 Jan 2003)
Actual listing (24 Jan 2003)
Challenges faced by KarenSoft in Listing
Must have funds to pay upfront to reporting accountants, due diligence lawyers and MESDAQ Advisors etc
Balancing the need to perform and yet concentrating on meeting Advisors, KLSE & SC requirements
Appointing the right Advisor i.e cost is not the only factor
Placing out shares during a bearish market
Competing for Media attention
Transformation from Private to Public Company
Shareholders Approval to legally change from Sdn Bhd to Bhd
Change of mindset i.e learning to behave as a Public Company
Corporate Governance
Search and appointment of experienced Independent Directors
Formation of Board Committes such as Audit, ESOS and Remuneration
Corporate Governance
Other Relevant Areas
Support from shareholders, directors and staff
Investors Relations
Corporate Governance
Thank You !
KarenSoft Company Background
Quick Introduction
Corporate Structure
Board of Directors
Management Team
Human Resources
Business Model
Our business model is structured so as enable rapid growth both nationally and regionally include :
Collaboration with IBM, Malaysia as an IBM Business Partner
Collaboration with RosettaNet as a RosettaNet Solutions Partner
Direct sales and marketing by our regional offices in Malaysia
Certified KarenSoft Solutions Providers [CKSP] trained and certified by KIT who then act as resellers, installers and maintainers of our software solutions.
In Malaysia , we are focusing on recruiting Systems Integrators and Accounting Firms as our CKSP’s. Our overseas expansion will be CKSP based. For example, we are looking forward to identify and appoint CKSPs in ASEAN, China, Middle-East & the Czech Republic (gateway to Central/Eastern Europe)
Core Products
KarenSoft ERP2, Seen Graphically
Market Positioning
Achievements

SMIDEX Showcase 2003 - eBiz and Supply Chain Integration

Presented by
Mr. Chee Chong Hwa, CA(M), CPA,Executive Chairman/CEO
KarenSoft Technology Berhad

Contents
What is ERP & ERP2
What is SCM
What is e-Commerce
What is e-Business
Integrating e-Business with SCM
RosettaNet & e-Business
Profile of KarenSoft Technology Berhad
What is ERP2 ?
Seen as an Equation
Evolution, from MRP to ERP2
What is SCM ?
Understanding Sales Distribution (SDS)
SDS : Typical Modules
Example : KarenSoft SDS
Understanding MRP
MRP: Typical Modules
Example: KarenSoft MRP
Understanding PPS
Example: KarenSoft LMS
PPS: Typical Modules
What is e-Commerce ?
What is e-Business ?
What is e-Business ? (2)
Integrating e-Biz with SCM
Back-end SCM System comprising
Sales Distribution
MRP
Logistics Management (Procurement)
Planning & Production
Portal Front-end comprising
Sales Order
Inventory
Purchase Requisition
Purchase Order

RosettaNet
What is RosettaNet ?("lingua franca for E-Business")
RosettaNet : Purpose
RosettaNet: Benefits
RosettaNet: Objectives
Existing Supply Chain
RosettaNet : Supply Chain
RosettaNet : Processes
System to System Execution
RosettaNet: PIP versus EDI
RosettaNet: PIP versus EDI (2)
What are PIPs ?
PIP : Building Block
RosettaNet: Malaysian Experience
Corporate Profile
Corporate Profile (2)

CREATING AN E-ENABLING ENVIRONMENT FOR FUTURE GROWTH IN PENANG - Penang Economic Outlook Seminar, November 29, 2001

Penang Economic Outlook Seminar, November 29, 2001
Presented by Chee Chong Hwa, CA(M), CPA, CEO of KarenSoft Technology Sdn Bhd

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1. What is E-enabling ?
E-enabling refers to the process of enabling the interaction with the outside world via electronic networks such as the Internet and particularly the World Wide Web (www) . The "E" means "electronic networks" and describes the application of electronic network technology, including Internet and electronic data interchange (EDI) to improve and change business processes. E-enabling in many ways is closely identified with E-Commerce, E-Business and theKnowledge Economy (k-Economy)

2. What is E-Commerce ?
2.1 E-commerce
E-Commerce refers to the process of buying and selling products or services over an
electronic network such as the Internet.

2.2 Types of E-Commerce
E-commerce covers three types of business transactions
· B2C - Business to Consumer
· B2B - Business to Business
· C2C - Consumer to Consumer

2.3 B2C - Business to Consumer
The classic example of a business that engages in B2C E-Commerce is Amazon
(http://www.amazon.com) which sells books, CDs, electronics and videos directly to
consumers over the Internet. According to an article in the Edge (a Malaysian business and investment weekly magazine) dated 26th November 2001, the turnover of Amazon forQuarter 3, 2001 was more than USD 639 Million.

B2C E-commerce can also include services such as that provided by Match.com that sells subscriptions to their Web site to enable consumers to browse their listings for potential romantic partners. In Malaysia, cari.com.my and catcha.com.my provides similar services but do not require any subscriptions.

2.4 B2B - Business to Business
B2B E-commerce refers to transactions between one business and another and businesses
that engage in this type of E-Commerce is generally less visible to consumers and the
general public. Cisco Systems, which creates much of the communications infrastructure of the Internet, is an excellent example of a business that engages in B2B E-Commerce.

2.5 C2C - Consumer to Consumer
Over the last few years, C2C E-commerce involving consumer-to-consumer transactions has become very popular. The most obvious example of a business that engages in C2C ECommerce is eBay (http://www.ebay.com). eBay collects a fee from every item that is
auctioned between its customers. The Edge Daily recently reported that eBay earned USD 11 Million on auction sales of USD 225 Million. On the Malaysian front, lelong.com.my is providing the same auctioning services.

2.6 Credit Card Payments
Another essential component of E-Commerce particularly B2C and C2C is the credit card
payment mechanism to facilitate online payment.

2.7 Others
Another valid form of E-Commerce would be a Web site that lists the products that are
available in a real brick-and-mortar business even if they do not offer a method for
consumers to buy and pay online. The objective of such a Web site would be to entice
customers to visit your store or contact you for your services.

3. What is the difference between E-Commerce and E-Business?
3.1 Introduction
E-business and E-Commerce are terms that are frequently used interchangeably , and yet the terms are different.

3.2 E-Commerce
E-commerce covers outward-facing processes that touch customers, suppliers and
external partners, including :
· sales, marketing, order taking, delivery, customer service
· purchasing of raw materials and supplies for production and
· procurement of indirect operating-expense items, such as office supplies.

It's ambitious but relatively easy to implement because it involves only three types of integration:
· vertical integration of front-end Web site applications to existing transaction systems
· cross-business or lateral integration of a company with Web sites of customers, suppliers
or intermediaries such as Web-based marketplaces
· integration of technology with modestly redesigned processes for order handling,
purchasing or customer service.

3.3 E-Business
E-business includes E-commerce but also covers internal processes such as production,
inventory management, product development, risk management, finance, knowledge
management and human resources.

E-business strategy is more complex, more focused on internal processes, and aimed at cost savings and improvements in efficiency, productivity and cost savings.
An e-business strategy is also more difficult to execute, with four directions of integration:
· vertically, between Web front- and back-end systems;
· laterally, between a company and its customers, business partners, suppliers or
intermediaries;
· horizontally, among e-commerce, enterprise resource planning (ERP), customer
relationship management (CRM), knowledge management and supply-chain
management systems;
· and downward through the enterprise, for integration of new technologies with radically redesigned business processes.

But e-business has a higher payoff in the form of more efficient processes, lower costs and potentially greater profits.

3.4 E-Commerce Strategy
All companies should have an e-commerce strategy. (Governments should have an e-public service strategy.) Electronic networks in general and the Internet in particular are too important for firms to ignore if they want to interact with customers, suppliers or distribution partners.

3.5 E-Business Strategy
But some companies need to move beyond e-commerce and form e-business strategies -
especially large companies that already have links to EDI networks or have completed major ERP implementations. These companies have already reaped some of the biggest benefits from e-commerce strategies. They're also likely to experience rganizational pain as conflicts develop among their ERP, EDI, supply-chain management and e-commerce strategies. And last, they have enough experience and knowledge in electronic-network technologies - and in process redesign and integration - that they have a chance of being successful in an ebusiness strategy.

Still, the coordination and organizational obstacles to developing an e-business strategy are formidable. It involves major and potentially disruptive organizational change. The risks of failure and the consequences from limited success are higher in an e-business strategy than in an e-commerce strategy. Being a leader in e-business can contribute to long-term success, but the stresses and strains of business transformation can cause near-term damage.

A wise company may decide to consolidate its gains and complete the work involved in its existing and largely separate e-commerce, ERP, CRM or supply-chain initiatives before making the big leap to becoming an e-business. Jumping too soon can be as disastrous as moving too late.

3.6 Summary
E-Business=E-Commerce + Internal Processes
Source : Adapted and summarised from an article by Andrew Bartels published on the Computerworld.com,
community services, 30th October 2000

4. k-Economy versus p-Economy
4.1 Introduction
Penang is an example of a successful p-Economy (Production Economy) while the USA is the world's leading k-Economy (Knowledge Economy).

There are marked differences in the characteristics of the two types of economies.

4.2 GDP Profile of k-Economy

The comparative GDP profile of the USA is as follows
1978 (%)
Early k-Economy
1998 (%)
Leading k-Economy
Agriculture 3.0 1.4
Manufacturing 23.4 16.4
Trade/Wholesale/Retail 16.6 15.9
Services & Finance 25.6 40.1
Government 15.3 12.6
Others 19.1 13.6
Source : Adapted from http://www.bea.doc.gov/bea/an/0600gpi/tableee.htm

As you can see, the US k-Economy is characterised by the pronounced shift from
manufacturing towards services and finance i.e from 25.6 % to 40.1 %
The k-Economy is largely characterized by business, personal services and, increasingly, knowledge-based ICT services. The US services sector has become global in nature and this has further strengthened its economic position and influence throughout the world.

Service-centred economies typically engage in information activities and this builds theplatform for enabling existing manufacturing industries to engage in more R&D on emerging technologies as well more sophisticated and specialized activities such as software,marketing, e-commerce and e-retailing.

4.3 GDP Profile of p-Economy
Whereas the comparative GDP profile of Penang is as follows
1990 (%)
1999 (%)
Leading p-Economy
Agriculture 2.9 1.4
Manufacturing 43.1 42.5
Trade/Wholesale/Retail 14.2 14.6
Services & Finance 11.6 12.0
Government 6.6 6.8
Others 21.7 22.8
Source : Adapted from SERI July 2000 Penang Statistics Report, pp.5

For Penang, we have consolidated as a leading p-Economy with no visible shift towards the k-Economy and with manufacturing as the dominant sector.

It is interesting to note that Penang’s trade, wholesale and retail sectors percentage contribution is almost the same as that of the US. However, Penang lacks the e-business presence such as strong participation in e-marketplaces as well as e-commerce. The large majority of businesses are traditional in nature and may not even have basic ICT infrastructure.

Although Penang has “high technology” assembly and production industries, their
characteristics differ from those of k-economies because they are production-based and cost-centred and not innovation- or knowledge-driven. Despite efforts in the past decade by Penang-based multinational corporations (MNCs) to carry out more R&D, design and testing, the aggregate effect have generally been regarded as small.
Penang’s high economic growth has been mainly achieved through low value-added
manufacturing activities. The ability of MNCs’ industrial linkages and technology transfer programmes to grow local industries has been limited.

5. Why the need to E-enable ?
Businesses in Penang need to E-enable via E-Commerce or E-Business due to the following drivers :
· Malaysia's shift to the k-Economy as evident on the emphasis on the MSC
· E-Commerce and E-Business are an integral part of k-Economy
· Need to stay competitive with the Impending arrival of AFTA
· Need to connect to global supply chain via adoption of E-Business standards such as Rosettanet

RosettaNet (http://www.rosettanet.org) is an organization set up by leading information technology companies to define and implement a common set of standards for E-Business.

RosettaNet is defining a common parts dictionary so that different companies can define the same product the same way. It is also defining up to 100 e-business transaction processes and standardizing them. Because RosettaNet is supported by all or most of the major companies in the IT industry, its standards are expected to be widely adopted.

RosettaNet has developed a structured four-part approach for creating what it calls Partner Interface Processes (PIPs).
· Business Process Modeling examines common business procedures and defines the
components of the processes.
· Business Process Analysis analyzes the processes and defines a target list of
desirable changes to the processes.
· PIP Development establishes guidelines and documentation for the changes.
· Dictionaries consist of two data dictionary: a technical properties dictionary and a business properties dictionary. Along with the RosettaNet Implementation Framework (which defines an exchange protocol for PIP implementation), the dictionaries form the basis for PIP development.

RosettaNet's more than 40 members include Microsoft, Netscape, 3Com, Toshiba America,
Compaq, CompUSA, Hewlett-Packard, IBM, and Intel.The organization's slogan is "lingua
franca for E-Business."

6. Who should E-enable ?
Most organisations should E-enable their businesses. For example,
· Businesses in retail and wholesale should consider B2C E-Commerce
· Manufacturers, Property developers, Distributors, Agriculture should consider B2B ECommerce via participation of eMarketPlaces
· Public sector
· All other businesses should have at least a Web site listing thoer products and services

7. What are the Barriers/Solutions to E-Enabling ?
7.1 Major Barriers
As I see it, the major barriers to E-Enabling in Penang are as follows :
· Telecommunication issues
· Poor ICT adoption
· R & D Centres of Excellence
· Need for affordable back end ERP/ERP2 systems
· Difficulty in getting Credit Cards Merchant Account

7.2 Telecommunication Issues
7.2.1 Pressing issues
Based on the Telecom User Survey 2000 of the issues affecting ICT in Malaysia and the Asia Pacific, the most pressing issues that will likely affect telecommunication users in Penang are as follows :-
· Bandwidth
· Quality of Service
· Reliability
· Cost

7.2.2 Bandwidth
With the rapid growth of Internet traffic, the lack of bandwidth is a serious issue.
What is alarming is that almost 87 per cent of Asia Pacific users are now on
broadband . Unfortunately almost all Malaysian public users and more than 60 per cent of local industries, commercial and services sector concerns in Penang are connected to the internet through dial-up accounts with internet solution providers at 56kbps or less.

An independent survey by IDC was reported to have indicated that Malaysian companies
across the board desire a bandwidth of at least 256kbps.

Broadband currently available in Penang are as follows :-
Broadband Type Bandwidth
Comments
ISDN 128 Kbps
ADSL/SDSL 512 to 1.5Mbps Testing in certain areas in FTZ
Dedicated Leased lines Up to 2.0 Mbps

China and India lead in the 2Mbps category while Korea leads in the 512Kbps category. This suggests a major challenge for Malaysia as it will be left far behind if access to high bandwidth channels are not provided to industry or not provided in a timely manner.

One possible solution is for Penang businesses to use software that can :-
· access data on an online and offline basis
· perform at the speed of thought using a 33.6 dialup connection

7.2.3 Quality of Service
Almost 35 per cent of respondents indicated that the quality of service has not improved in any of the listed services including data and Virtual Private Networks (VPNs). Only 3 per cent of respondents respectively said that improvements were seen in VPNs.

It would appear that most dissatisfied customers are in markets where the liberalisation of services has been slow and/or uncertain. In the most liberalized markets i.e Australia, Hong Kong and Singapore, users have the greatest choice and are provided better quality of service.

Since the quality of service is a national issue beyond the control of Penang. the usage of software that can connect to Internet servers for a short while and then going offline for the rest of the day may be a viable solution.

7.2.4 Reliability
Countries that raised reliability issues were Indonesia, China, Philippines and Malaysia. Both Chinese and Malaysian users are still unsatisfied with the price and this is made worse by the lack of reliability of these services. Thus Malaysia needs to improve the reliability of its telecommunication infrastructure, at the same attain a regionally competitive price structure and bandwidth demand to ensure that a sound and suitable ICT infrastructure is available for the k-driven economic growth.

7.2.5 Cost
Almost one third of Malaysian users are of the opinion that none of its telecommunication services are cost-effective. In addition, Internet provision services and VPN services in Malaysia are among those rated among the least cost effective across the Asia Pacific region and this concurs with the results of the primary research for both the private and the government sectors.

For example. the usage of say 100 hours per month of ISDN connection would cost RM 330 which is more than the average monthly household transportation and telecommunication expenditure of RM 310. As a comparison, markets in US, Hong Kong and Singapore are the most cost effective in terms of telecommunication usage.

The prohibitive cost of the cheapest dedicated lease line of 2 Mbps (More than RM100
thousand per annum) is the primary reason why companies have not taken up broadband
usage as wel as negatively influencing their decision in making ICT investments.

Apart from lobbying the telcos to reduce the prices, a possible solution may be the usage of thin-client technology that do not require a dedicated lease line.

7.3 Poor ICT Adoption Rate in Penang
In terms of ICT diffusion, the penetration of personal computers (PC) and Internet usage is still low in Penang compared to the US. PC usage and registered Internet accounts in Penang is significantly lower than the US (see below). In part, the latter is caused by cost, reliability and quality of the infrastructure.

Population per 1000 Penang (2000) USA (2000) World Class Std
Number of PCs Less than 100 Almost 600 400
Registered Internet Users 70 486 250
Source : Adapted from http://www.c-i-a.com/200010iuc.htm, Treasury, Economic Report 2000/2001, American
Electronics Association, The Star April 17,2000
The consequence is that Penang lacks the e-business presence such as active participation in e-marketplaces as well as e-commerce. The large majority of businesses particularly the SMIs may not even have basic ICT infrastructure.

7.4 R & D Centre of Excellence
Another factor in the growth of the US K-economy is a a dominant R&D and training culture, the shifting of resources by entrepreneurs into developing new business models and supporting financial flows that enable such shifts to occur.
In seeking to move away from the focus on traditional manufacturing, Penang has long
stressed many of these factors but the extent to which comparable depth and quality have been achieved is arguable. Universiti Sains Malaysia (USM) has been expanded and there are more tertiary-level private colleges but none can claim to be a centre of excellence in a particular field of science and technology whether at the basic research or the commercialization end.

The US’s economic progress has been characterized by the setting up of public and private R&D laboratories, commercialization centres and other institutional facilities and infrastructure that are knowledge- and service-intensive. Perhaps more importantly, dynamism was reinforced by highly charged entrepreneurs and competitive work environment and culture. This contrasts with the Malaysian and Penang manufacturing experience, which is more passive.
Malaysia’s R&D investment (1998) as a percentage of GDP is still well below 0.5 per cent compared to more than 2.5 per cent in the US case. Malaysia’s k-economy investments, particularly in the area of human and capital investment, lag considerably in terms of quantity. The quality of knowledge workers produced must also be given emphasis and standards must be improved in line with international levels.

We need to build and nurture our own R&D centers of excellence and all efforts should be made by the Penang state government to lobby for a Regional MSC Centre in Penang to attract as well retain Technopreneurs to invest their R & D in Penang. This will significantly increase the competitiveness of our knowledge workers.

7.5 Need for affordable back end ERP/ERP2 systems
As mentioned in 2.3 above under E-Business, integrating with back end ERP/ERP2 systems is absolutely necessary for a succesful E-Commerce and E-Business. After all, ERP/ERP2 is the driving force behind E-Business.

By having access to timely and accurate data on an integrated and enterprise-wide basis,management would be able to make well-informed decisions over crucial areas such as finance, human resources, distribution, materials, manufacturing and production.

Other obvious benefits being minimising duplication of work, identifying bottlenecks and inefficiencies, competitive pricing, lower inventory holding costs, lower human resources costs and timely response to customer needs.

Traditionally, ERP/ERP2 solutions, being foreign developed were expensive and not
affordable to Penang's SMIs. Fortunately, some Malaysian companies including Penang based KarenSoft have developed quality yet affordable ERP/ERP2 solutions for such SMIs.

7.6 Difficulty in getting Credit Cards Merchant Account
Due to the small volume of business and increasing credit frauds, small e-Tailers will have difficulty in getting merchant accounts from credit card companies which will hinder the conduct of B2C E-Commerce.

Fee-based dotComs such as Jobstreet.com which is Penang-based got round this problem by allowing customers to order and define theor own job advertisements and yet billing is done the old-fashioned way.

Another alternative used by KarenSoft.com in marketing their ExecSuite software product is using a US-based escrow service.

8. Conclusion
Despite the much publicised demise of dotComs, the Internet is here to stay. Get e-Enabled fast or perish in the face of global or even regional competition such as AFTA. Getting e-Enabled doesn't mean being a dotCom !

By acknowledging that the Internet is here to stay, top management should not hesitate to take steps to E-enable their businesses in order to remain competitive as customer loyalty is merely a click away.

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Anna Ong wrote :
To : cch@karensoft.com
Date : Fri, 30 Nov 2001 09:32:53 +0800
Subject : Thank You

Dear Chee,
I would like to thank you for participating in the Penang Economic
Outlook Seminar at the Cititel Penang on November 29, 2001. Your
presentation on 'Creating An E-enabling Environment for Future Growth in
Penang' has generated a lot of interest among the audience.

I look forward to future cooperation between you and SERI.
Thank you.

ERP2 & the Accountant - MIA Evening Talk, 19/09/02

Presented by :Chee Chong Hwa, CA(M), CPA, Chief Executive Officer, KarenSoft Technology Berhad

What is ERP2
Evolution, from MRP to ERP2
Seen as an Equation
KarenSoft ERP2, Seen Graphically
How to evaluate an ERP2 System ?
ERP2 Implementation - Before
ERP2 Implementation - During
ERP2 Implementation - After
Core Areas for Accountants
Thank You !
Corporate Profile

KarenSoft System Architecture
Terminal Services Technology
Active Server Pages (.ASP)
Terminal Services VS .ASP
KarenSoft Briefcase Model
KarenSoft LAN Application
What is e-Commerce ?
What is e-Business ?
What is e-Business ? (2)
An Overview of KarenSoft ERP2- the engine behind e-Business
What is KarenSoft CRM ?
Sales Distribution System (SDS)
What is KarenSoft MRP ?
What is KarenSoft LMS ?
What is KarenSoft PPS ?
Business Decision Support
What is KarenSoft PMS ?
What is KarenSoft HRM ?
What is KarenSoft TMS ?
What is KarenSoft FMS ?
FAS OVERVIEW
Fixed Assets RegisterUser Interface – Reports

MSC Mission to the Czech Republic, Praque - 21 March 2002

KarenSoft Technology Berhad.
Company Profile

Quick Introduction

Corporate Structure

Core Products/Customers

Solutions for SMI/SME

Solutions for Hospitality Industry

Solutions for Healthcare Industry

Revenue Model
Our revenue model is structured so as enable rapid growth both nationally and regionally include :
Certified KarenSoft Solutions Providers [CKSP] trained and certified by KIT who then act as resellers, installers and maintainers of our software solutions. Thus sales, support and delivery can be effected globally with minimal cost and human resources.

In Malaysia , we are focusing on recruiting Systems Integrators and Accounting Firms as our CKSP’s. Profit sharing is 30 % - 35 % of CKSP sales. Our overseas expansion will be CKSP based. For example, we are looking forward to identify and appoint CKSPs in the Czech Republic

Collaboration with Intel as their Intel Solution Provider
Collaboration with IBM, Malaysia as an IBM Business Partner
Direct sales and marketing by our regional offices in Malaysia
Rental of ERP solutions via the ASP Model

Competitive Edge

KarenSoftTM System Architecture
Terminal Services Technology
Active Server Pages (.ASP)
T. Services VS .ASP
KarenSoftTM Thin-Client Tech.
KarenSoft LAN Application

Opportunities in the Czech Republic



Contact Information

Thank you for your attention.

KarenSoft Enterprise Resources Management Seminar for Business Success, Kota Kinabalu, 2nd August 2001

KarenSoft Enterprise Resources Management Seminar for Business Success
Organised By IQuest Systems Sdn. Bhd. (Certified KarenSoft Solutions Provider)
2nd August 2001


Official Launch By
YB Datuk Tham Nyip Shen
Deputy Chief Minister
Minister of Industrial Development of Sabah


What is ERM ?
ERM = ERP/SCM + CRM
 
where
ERP=Enterprise Resources Management (transactions based)
SCM=Supply Chain Management (decisions based)
CRM=Customer Relationship Management
 
ERP=Financial Management +
Human Resources Management +
Distribution +
Materials Management +
Manufacturing +
Production Management
 
CRM = Suite of interrelated modules to track pre-sales, marketing, and post-sales activities with a view of acquiring new customers, knowing your competitors and retaining existing customers. CRM is an excellent tool for sales force management.

What is ERP ?

What is ERM ? From MRP to ERM

ERM for Better Business
Benefits : Sales Distribution
Benefits : Material Management
Benefits : Manufacturing & Production Management
Benefits : Financial Management
Benefits: Human Resources Management
Business Decision Support

Web-enabled Applications
Web Browser
E-Commerce
Security Concerns
Web-enabled Applications (Snap-shot)
Web-enabled Application : Conclusion

Barriers to ERP ImplementationAffordability
ASP Model
Suitability to SMI/SME Environment
Expensive Platform
karensoftASP.com
ASP Architecture ?

Promotion Packages !!
Promotion Package 1 !!
Who Should Buy ?
Promotion Package 2 !!
Who Should Buy ?
Promotion Package 3 !!
Who Should Buy ?

In there any solution for Non-SMI ?

Who are we ?

Where to go from here …

Q & A ….

KarenSoft ERP2000 for SMI/SME Product Launch In Collaboration with Intel Electronics (Malaysia) Sdn Bhd, 24th April 2001

KarenSoft ERP2000 for SMI/SME Product Launch In Collaboration with Intel Electronics (Malaysia) Sdn Bhd
20TH April 2001

What is ERP ?

From MRP to ERP...
ERP started out as Materials Requirement Planning (MRP) and evolved into Manufacturing Resources Planning (MRP2) with the addition of manufacturing and production management.

Subsequently, with the inclusion of financial management and human resources management, it became Enterprise Resources Planning (ERP).


MRP = Distribution + Materials Management
MRP2 = MRP + Manufacturing +
Production Management
ERP = MRP2 + Financial Management +
Human Resources Management

Benefits
Benefits : Sales Distribution
Benefits : Logistic Management
Benefits : Planning & Production
Benefits : Financial Management
Benefits : HR Management

Barriers to ERP Implementation
Affordability
ASP Model
Suitability for SMI/SME Environment
Expensive Platform
karensoftASP.com

ASP Architecture ?
Promotion Packages !!
Promotion Package 1 !!
Who Should Buy ?
Promotion Package 2 !!
Who Should Buy ?
Promotion Package 3 !!
Who Should Buy ?

Who Are We ?

Where to go from here …

Launching of KarenSoft CRM at Hotel Equatorial, 20th April 2000

What is CRM ?

Why do we need CRM ?
Conventional Methods
With new customer service approach ....
With the new approach ….

KarenSoft CRM 2000

CRM OverviewProduct Knowledge Base
Product Benchmarking
Market Share
Suspect Profile
Prospect Profile
Market Campaign
Sales Quotation
Sales Quotation - by Origin
Sales Quotation
Quotation issued by Industry
Sales Quotation
Sales Quotation – By Sales Person
Sales Quotation
Dealers Tracking
Customer Activity
To Do List
Product Inventory
Sales Order
Sales Order – By Range
Sales Order
Sales Order – By Year
Sales Order
Historical Sales Analysis

Conclusion

9th CIMA-CEO Conference : Web-enabled ERP for Better Business, 29 September 2000

Event: 9th CIMA-CEO Conference
Organiser : Chartered Instute of Management Accountants, Malaysia
Venue : Penang
Date : 29th September 2000
Topic: Web-enabled ERM Solution for Better Business

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What is ERM ?
Viewed as an equation
From MRP to ERM ...
a Historical Perspective
Again, viewed as an equation

Web-enabled ERM for Better Business
Integration
Sales Distribution
Materials Management
Manufacturing & Production Management
Financial Management
Human Resources Management
Business Decision Support

Web-enabled Application
Web-enabled Application - Snapshot