SingularLogic Case Study - Business Assignment Help

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SingularLogic was established in 1984 and it is the leading Software and Integrated IT Solutions Group in Greece. It is a market leader in the Business Software Services and Business Software Licensing with 29% and 26% market share respectively. The business has reached its current form through a number of mergers and it has been listed on the ATHEX stock markets since the 1990s. The Group provides integrated solutions for the private and public sectors, in Greece and abroad, mainly in the Balkan area (Bulgaria and Romania). The Company has a large installed base of software and a leading market share in the Top 100 companies and SME segments in Greece. The software portfolio offering covers more than 40 software product solutions in 2006. The group had revenues of around €65Mill. in 2006 and its revenue is expected to exceed €75Mill. in 2007. The business is divided in three Divisions targeting different market segments and a range of activities. EnterpriseDIS Division focuses on the design and implementation of Integrated IT Solutions for large enterprises of the private sector, including distribution and support of well-established international IT products. Software Division focuses on the development and distribution of business software applications. Integrator Division focuses on the design and implementation of Integrated IT Solutions for the public sector organizations. The division also engages in the collation and broadcasting of election results and in European programs Key findings SingularLogic employs a total of 740 skilled professionals, of which 300 are certified IT consultants and 140 are top-class developers, overall 60 staff are working in the R&D tasks. There is about 23 full-time R&D staff, while 20 persons are working on a part-time basis and another 20 external persons are contracted from the universities and research institutions. Besides personnel-related costs, R&D investments include software licensing and equipments. R&D is carries out within the R&D department in cooperation with the department in charge of software project management. Hence, the R&D has a close linkage to customer interface. R&D function has a designated budget and external funding is obtained from the national and EU sources, e.g., IST and Leonardo programs. Nature and organization of R&D Typical outcomes of the R&D process are incremental improvements. The cycle of new product/service launch depends on the client group and the applied marketing approach. Project lead time varies between 4 months to 3 years. Often new markets launch take place on once a year basis. Typical outcomes of the R&D process are related to the service delivery process, enabling technologies, service delivery channel or the entire business model. The bottle-necks of the R&D are often related to the cyclical nature of the business and survival of the projects & funding through difficult times. It is so easy to save costs by cutting the R&D budget. The availability of skilled staff is another potential bottleneck for R&D. The R&D process itself could also be more organised and it could benefit from closer links to the business community. Essentially this could make the process faster which is a crucial element in the software services business. Awareness of the importance of the service R&D should be better within the firms top management and also among the public sector decision-makers. Typically the priorities of the R&D are decided on a yearly basis by the experts who work in the business units. Typically R&D department works in cooperation with the project management and most new ideas for the R&D come from the clients and business partners. Multi-skilled personnel is necessary for the R&D process, e.g.people who have experience in the ICT and marketing

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