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| Share Name | Share Symbol | Market | Stock Type |
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| @UK | ATUK | London | Ordinary Share |
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| 0.00 | 0.00% | 52.00 | 01:00:00 |
| Open Price | Low Price | High Price | Close Price | Previous Close |
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| 52.00 | 52.00 |
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Posted at 30/11/2013 12:58 by bobby.ifa Re-trawled this from the other thread from Nick last month:4 Oct'13 - 09:00 - 7668 of 8629 0 0 I didn't get a chance to read through all the posts in last couple of day.....However I noted another two points from the RNS is something which I said earlier as well FIRST POINT (I'll write the 2nd point in next post) - the entire procurement industry is going towards the automation of p2p starting with spend analysis first (s2p). Games are being played at the highest level - Visa and MasterCard - who are seeking technology companies to meet client demands. See the yesterday RNS text from Visa : - "A key differentiator of cloudBuy is its starting point. The system operates on artificial intelligence technology that analyses a buying organization's spend detail in just days" - "Upon implementation, cloudBuy continues to offer data analysis that produces extensive reports that assist organizations with supplier management, contract negotiations and renegotiations, as well as real time tracking of cost management leading to better business forecasting" Spend analysis coupled with eprocurement is becoming the next big thing and MasterCard requires two companies to offer this solution to their client whilst Visa offers with just one company, one integrated product suite - ATUK. OB10 (Tungsten) will be providing similar client proposition where spend analysis will be performed on a regular basis. OB10 (Tungsten) is launching a Bank to assist them to loan the money to supplier for invoice discounting. TradeShift is a competitor of OB10(Tungsten) and like OB10 (Tungsten) has secured $3billion funds for loans. Both are going to capture clients starting with spend analysis and we know that there is no competition to ATUK for item level spend analysis - which gives OB10 (Tungsten) an competitive advantage. Having said that OB10 (Tungsten) doesn't have eprocurement capability and if clients wants a ecommerce based eprocurement (note the phrase), then they will give that lead to ATUK still retaining the e-invoices and invoice discounting part. See my earlier post on this - Nick2008 - 30 Sep 2013 - 15:48:58 - 7406 of 7661 The entire industry is going towards the automation of p2p starting with spend analysis first (s2p). Just a look at the recent events confirms the importance of ATUK. Last week, Basware formed a partnership with Mastercard for ecommerce offering in the b2b space (purchase to pay) Yet the point to be noted is that Basware doesn't have the spend analysis capability. So what happens to that part? dig a bit deeper and you will see that Basware and Bravosolutions have formed a partnership where Bravosolutions will provide the 'spend analysis' (though can't offer item level details as ATUK can, the very reason why Tungsten gave the contract to ATUK) and Basware will provide the ecommerce within the b2b space for the client. it will take months, if not years, to combine their processes to offer seamless solution to client. ATUK has all these offerings in their integrated cloud based software suite. What this tells is that Mastercard requires two companies to offer a solution to their client which Visa offers with just company, one integrated product suite - ATUK. i.e. Games are being played at the highest level - Visa and MasterCard - who are seeking technology companies to meet client demands. No wonder Visa asked for 3 year EXCLUSIVE partnership with ATUK. Note that both Basware and Bravosolutions are bigger companies with more client base, though that's history now as the new trend is automation of payables starting with spend analysis, where both these companies put together can't match what ATUK can offer as their technology and product suite can't be changed over night. Basware is worth about $300m whilst Bravosolutions is a part of Italian company. Both these companies and partnership may perform very as well as not much of software integration is required and can leverage / compliment each other's strength. But if that happens, then it will in the new emerging demand of automated source to payment - something where Visa wants to capture its market using ATUK. But if there are issues with their partnership or changes required in their software products or in the way the solution has to be offered / customised to client, then its not an easy task - whilst with ATUK, Visa can get it changed or customised to meet the client needs in no time. ATUK technology was always ahead of its time, that actually was an issue as they had to educate the client both aspects - new way of working and new product to achieve it. In most cases, the senior mgt in the client side didn't want to try anything new for the fear that if it fails, they will be thrown out. But times have changed now - market is finally catching with new way of working and Visa is giving the much required credibility to ATUK offering. DYOR Nick |
Posted at 25/11/2013 21:44 by yump Shows how much research proactive investor do doesn't it, because the first half was flattered considerably by revenue brought over from the last half last year, but since when have tip-sheet pundits been interested in facts.I think ATUK would have been in the IC list, on the basis of just the word 'Visa', the 2-3mln revenue (as it is sufficiently small) and the lack of evidence that the business model is working yet to generate big revenue jumps. Unfortunately ATUK has a well-developed product and is not being roadshowed as the 'next big thing', so its clearly unsuitable for being in a list with WAND, NANO and BLUR, particularly the latter which by all accounts is going to change the way all of B2B does business. Because the CEO says it will. When the Google/ATUK headline caused all the initial excitement here, despite being totally in error... the price shot up. So clearly what's needed here is some enthusiastic misleading "headlines". eg. "In 5 years, ATUK will have transformed the way most governments expedite their procurement". |
Posted at 05/11/2013 09:26 by troutisout Illtud, I tend to agree with you on the long term future, but as an investor you must always look at all the risks, we are lucky in the Group has just listed them for us in the latest placing document.Risks related to the Group The Group operates in an evolving market The ecommerce industry is rapidly evolving. The Group's business and prospects must, therefore, be considered in light of the risks and difficulties the Group encounters operating in this evolving industry. These risks and difficulties: * difficulties in managing rapid growth in personnel and operations; * complex technology that may require substantial investment to keep up with technological developments; * lack of profitability to date; and * reliance on customers to change procurement habits and adopt the Group's cloud solution. The Group cannot be certain that its business strategy will be successful or that it will successfully address these risks. The Group's failure to address any of the risks described above could have an adverse effect on its business. The Group's platform depends on the proper operation of the real-time communication network (typically the Internet) used by the customer and the Company's hosting sites The Group relies to a significant degree on the efficient and uninterrupted operation of its computer and communications systems and those of third parties, including the internet. Customer access to the Group's platform and the speed with which customers and suppliers interact with the online process of the platform may affect the retention of clients of the Group and the attractiveness of its services. Any failure of the network generally or any failure of current or new computer and communication systems could impair the processing and storage of data and the day-to-day management of the Group's business. While the Group does have extensive disaster recovery and business continuity contingency plans, no assurance can be given that, if a serious disaster affecting the business, its systems or operations occurred such plans would be sufficient to enable the Group to recommence trading without loss of business. Furthermore, the Group has, from time to time, experienced operational ''bugs'' in its systems and technologies which have resulted in errors. The Group expects operational bugs to continue to occur from time to time due to a combination of one or more of the following: electro-mechanical equipment failures, computer server or system failures, network outages, software performance problems or power failures. The efficient operation of the Group's business systems and IT is critical to attracting and retaining customers. If the Group is unable to meet customer demand or service expectations due to one or more of the aforementioned issues arising, deterioration in the Group's financial condition and future prospects may occur. Information security may be compromised leading to loss of contracts and reputational damage The Group relies on encryption and authentication technology to provide the security necessary to effect the secure transmission of confidential information from its customers. The Group cannot guarantee absolute protection against unauthorised attempts to access its IT systems, including malicious third party applications that may interfere with or exploit security flaws in the platform and the Group's services. Viruses, worms and other malicious software programs could, among other things, jeopardise the security of information stored in a user's computer or in the Group's computer systems or attempt to change the internet experience of users by interfering with the Group's ability to connect with its users. If any compromise in the Group's security measures were to occur and the Group's efforts to combat this breach are unsuccessful, the Group's reputation may be harmed leading to an adverse effect on the Group's financial condition and future prospects. The Group may be affected by an increase in governmental regulation of the internet and/or online service provision The application or modification of existing laws or regulations, or adoption of new laws and regulations relating to the internet and online operations could adversely affect the manner in which the Group currently conducts its business. The law of the internet remains largely unsettled, even in areas where there has been some legislative action. In addition, the growth and development of the market for online service provision may lead to more stringent customer protection laws which may impose additional burdens on the Group, all of which may have an adverse effect on the Group's financial condition and future prospects. Any expansion by the Group through merger and acquisition activity may be unsuccessful The Group may expand through mergers and acquisitions. In identifying potential merger and acquisition targets, the Group would make every effort to ensure appropriate due diligence is carried out. Merger and acquisition activity, including the difficulties involved in integrating companies, businesses or assets, may divert financial and management resources from the Group's core business, which could have an adverse effect on the Group's financial condition and future prospects. In addition, there can never be a guarantee that mergers or acquisitions will successfully achieve their aims. Technological risks The Group operates in an industry where competitive advantage is heavily dependent on technology. It is possible that technological development may reduce the importance of the Group's function in the market. Staying abreast of technological changes may require substantial investment. The Group's existing platform may become obsolete or may be superseded by new technologies or changes in customer requirements. The technology used in the Group's platform is ever evolving and is highly complex and may change rapidly. If it fails to keep up with technological developments and the resulting changes in user behaviour, its business, financial condition and results of operations may be materially and adversely affected. The ownership of the intellectual property within the platform used by the Group may be challenged by third parties that have contributed to its production The Group's intellectual property has been developed by a number of individuals, most of whom were directly employed by the Group, but also by a number of external contractors. The Group is not aware of any third party that has any claim over the intellectual property of the Group, however, if it was proven that part of the Group's intellectual property was in fact owned by a third party, this could lead to third party infringement claims and other litigation, the removal of certain functionality from the Group's platform, a possible suspension of access to the platform and the business, financial condition and results of operations may be materially and adversely affected. Intellectual property protection The Group has no registered intellectual property rights in respect of its platform, however, under English law the Group would usually be protected by copyright over its source code. Any failure to protect the Group's intellectual property may result in another party copying or otherwise obtaining and using the platform without authorisation. There may not be adequate protection for the intellectual property in every country in which the Group's services are made available and policing unauthorised use of proprietary information is difficult and expensive. The Group may not be able to detect and prevent infringement of its intellectual property. Any misappropriation of the Group's intellectual property could have a negative impact on the Group's business and its operating results. Furthermore, the Group may need to take legal action to enforce its intellectual property, to protect trade secrets or to determine the validity or scope of the proprietary rights of others. Litigation relating to the Group's intellectual property, whether instigated by the Group to protect its rights or arising out of alleged infringement of third party rights, may result in substantial costs and the diversion of resources and management attention and there can be no guarantees as to the outcome of any such litigation. Litigation Whilst the Group has taken, and intends to continue to take, such precautions as it regards appropriate to avoid or minimise the likelihood of any legal proceedings or claims, or any resulting financial loss to the Group, the Directors cannot preclude the possibility of litigation being brought against the Group. There can be no assurance that claimants in any litigation proceedings will not be able to devote substantially greater financial resources to any litigation proceedings or that the Group will prevail in any such litigation. Any litigation, whether or not determined in the Group's favour or settled by the Group, may be costly and may divert the efforts and attention of the Group's management and other personnel from normal business operations. Expansion into overseas/new markets The Group's future growth may be impacted by its ability to generate business in additional geographical markets. There is no guarantee that the Group will be able to generate the required level of sales or profitability if the costs of entry into and operating in these new geographical areas prove to be higher than expected. Other anticipated barriers to entry include language and the legal and regulatory regimes of the territory concerned. There is also no guarantee that expansion into additional geographical markets will not cause disruption and harm to the Group's existing business. Geographical expansion may present money laundering and other legal risks on the Group As a function of the Group's growth, the Group may have future engagements in countries that carry money laundering risks, other legal risks and/or sanctions. The Group will monitor brief and project delivery from these territories and flag any suspicious trends. Dependence on key executives and personnel The Group's development and prospects are dependent upon the continued services and performance of its Directors, senior management and other key personnel. The loss of the services of any of the Directors, senior management or key personnel or a substantial number of talented employees, could cause disruption or the loss of experience, skills or customer relationships of such personnel, which could have a material adverse effect on the Group's business, financial condition and results of operations. Potential requirement for further investment Any future expansion, activity and/or business development may require additional capital, whether from equity or debt sources. There can be no guarantee that the necessary funds will be available on a timely basis, on favourable terms, or at all, or that such funds if raised, would be sufficient. If additional funds are raised by issuing equity securities, dilution to the then existing shareholdings may result. Debt funding may require assets of the Group to be secured in favour of the lender, which security may be exercised if the Group were to be unable to comply with the terms of the relevant debt facility agreement. The level and timing of future expenditure will depend on a number of factors, many of which are outside the Group's control. If the Group is not able to obtain additional capital on acceptable terms, or at all, it may be forced to curtail or abandon such planned expansion, activity and/or business development. Market risks The Group faces competitive and strategic risks that are inherent in a rapidly growing market. The Group's technology platform is complex and may contain undetected defects; problems may also be discovered from time to time in existing, new or enhanced services. Undetected defects could increase the Group's costs or reduce revenues. Market opportunities targeted by the Group may change and this could lead to an adverse effect upon its revenue and earnings. Competition Current and potential competitors of the Group may have substantially greater financial, technical and marketing resources, longer operating histories, larger customer bases, greater name recognition and more established relationships than the Group and so may be better able to compete in the Group's target markets. Reputation The Group's reputation is central to its future success, in terms of the services and products it provides, the way in which it conducts its business and the financial results which it achieves. Failure to meet the expectations of its clients, suppliers, employees, shareholders and other business partners may have a material adverse effect on the Group's reputation and future revenue. Dividends The Group's current policy is not to pay dividends. There can be no assurance as to the level of future dividends (if any) that may be paid by the Group. Any determination to pay dividends in the future will be a decision for the Board (and, except in the case of an interim dividend, will be subject to Shareholder approval) and may depend upon the Group's contractual restrictions, restrictions imposed by applicable law and International Financial Reporting Standards, from time to time, and other factors the Board deems relevant. The payment of dividends by the Group is subject to its having sufficient distributable reserves and cash for such purpose, each of which will depend on the underlying profitability of the Group. The Group's objectives may not be fulfilled Although the Group has a clearly defined future strategy there can be no guarantee that its objectives will be achieved. The failure of the Group to fulfil its strategy as currently anticipated (whether in whole or in part) may have an adverse effect on future Group revenue. The Group has discretion as to the use of the net proceeds of the Firm Placing and the Open Offer and may not use these funds in a manner Shareholders would prefer The Group's management will have broad discretion in how it applies the net proceeds receivable by the Group from the Firm Placing and the Open Offer. In addition, the Group is unable to determine how much of the net proceeds will be used for any identified purpose because circumstances regarding its planned use of the proceeds may change, although the Directors currently have no intention of departing materially from the purposes referred to in section 3 of Part I of this document. Investors will not have the opportunity to evaluate the economic, financial or other information on which the Group bases its decisions on how to use the net proceeds. The failure of the Group's management to apply these funds effectively could harm investor confidence and cause the price of the Ordinary Shares to decline. Visa Agreement In the event that there is a change in strategy by the management of Visa then this may impact on the success of the Visa Partnership and the ability of the Company to succeed with the new business model referred to in the letter from the Chairman set out in Part I of this document. |
Posted at 08/10/2013 20:07 by nick2008 Nick2008 - 29 Aug 2013 - 15:54:24 - 4891 of 7837"Illtud 29 Aug'13 - 15:23 - 4880 of 4888 0 0 I calculate that as being equal to a share price of 76p at today's rate of exchange. Illtud" Absolutely true !! this company missed out the IPO in dotcom boom days and had to survive on wafer thin cash - the result was that they built the software products which are less resource hungry and brought in heaps of innovations Re-read the AGM statement and see that RD said ATUK will become a "truly global technology provider" Note the world 'technology provider' and not company. I've saying this all along that ATUK is just a technology company - takeover written all over it. Almost a month ago another technology Hybris was bought out by SAP at almost 10times their revenue. If ATUK is making �50m yearly, then the take out price would be 10 times, that's about half a billion, about 600p. That's around 20 times the current price Coming back SAP buying Hybris, Just Google and you will find most articles say that - their turnover was $114m last year with significant profits. - SAP may have paid in excess of $1billion as it was valued that much in 2010, post that it became a market leader. couples of quotes extracted from news � - "The success of hybris cannot just be attributed to an opportunity identified in the developmental stage of the internet economy, as many other ecommerce providers that were bidding against hybris for projects 5 or more years ago are now struggling to compete in the tough mid-market." - "Unlike those competitors, hybris has continually invested in R&D and international expansion, and has increased its business and customer base significantly by continually invested in R&D and international expansion (earlier in its growth life)� Is this not what ATUK is doing now? - R&D on products and better technology providing not just cost-cutting but better value for money. See the example of Serco, where ATUK is delivering the 'innovation' as required in the contract between Serco and Herts council. - International expansion, first Australia and then roll out to other countries. In Australia and New Zealand, there is political drive promoting eprocurement and no legacy systems to be integrated with or to be replaced with..... DYOR Nick |
Posted at 08/10/2013 20:05 by nick2008 Just posting 2 of my posts again as I think they are key here - Nick2008 - 04 Oct 2013 - 12:03:49 - 7700 of 7837 Guys Just a step back from too much info/detail and getting caught in the RNS wording etc and try to realise what's happening in the industry and what opportunity does ATUK have in terms of approaching clients for a) sales b) Convert them into actual revenue what are industry demands and how is ATUK meeting them? Who is backing ATUK and giving them credibility? How easy or difficult is to replicate their model from one country to another? Is there a repeat business? Does the client have to incur extra cost to ask ATUK to build emarketplace (Cloudbuy) ATUK has products - spend analysis and emarkerplace(cloudbu With right products, ATUK has the backing from Visa / Serco to take them through the sales process, not just put them in front of them. With right products, backed by Visa/Serco, their model can be replicated regionwise and countrywise With right products, Visa/Serco backed, easy rollout into countries, ATUK products could be used in for most non-pay services (social care as well), which makes it easier for a faster rollout. The cost for building and maintaining ATUK emarketplace comes from the rebate from Visa/Member-Banks, so no extra cost from the client side. - Savings from the current spend is the mantra for the clients - New revenue from current and new clients is the requirement for the suppliers - Carbon-footprint is optional service Visa and ATUK get paid from the current client spend still giving the client much required savings and new revenue growth to supplier - its a win-win situation for all. DYOR Nick |
Posted at 04/10/2013 12:03 by nick2008 GuysJust a step back from too much info/detail and getting caught in the RNS wording etc and try to realise what's happening in the industry and what opportunity does ATUK have in terms of approaching clients for a) sales b) Convert them into actual revenue what are industry demands and how is ATUK meeting them? Who is backing ATUK and giving them credibility? How easy or difficult is to replicate their model from one country to another? Is there a repeat business? Does the client have to incur extra cost to ask ATUK to build emarketplace (Cloudbuy) ATUK has products - spend analysis and emarkerplace(cloudbu With right products, ATUK has the backing from Visa / Serco to take them through the sales process, not just put them in front of them. With right products, backed by Visa/Serco, their model can be replicated regionwise and countrywise With right products, Visa/Serco backed, easy rollout into countries, ATUK products could be used in for most non-pay services (social care as well), which makes it easier for a faster rollout. The cost for building and maintaining ATUK emarketplace comes from the rebate from Visa/Member-Banks, so no extra cost from the client side. - Savings from the current spend is the mantra for the clients - New revenue from current and new clients is the requirement for the suppliers - Carbon-footprint is optional service Visa and ATUK get paid from the current client spend still giving the client much required savings and new revenue growth to supplier - its a win-win situation for all. DYOR Nick |
Posted at 04/10/2013 11:26 by nick2008 In terms of revenue, Visa cloudbuy is one of the source of revenue (not the only one). Its a significant one, but definitely not the only one.Have a look at this post specially points 2 and 3 - Nick2008 - 21 Aug 2013 - 10:11:47 - 3919 of 7690 1. Revenue from Australia from Visa partnership For BUYER as for more details of assumptions and references, see post 2758 - Till date from the launch of SpendInSight (3.5 yrs) ATUK has analysed £450billion spend. This of course covers UK and Oz (India to an little extend) - In Oz, in less than year of launch, ATUK has analysed AUS Dollar $6 billion spend i.e. about GBP £3.6 billion. - card-interchange-rat - ATUK can charge to the maximum of 0.35%. Of course buyer won't be happy if ATUK takes away all their cashback. So, let's assume ATUK charges between 0.15%-0.25%. i.e. ATUK will get revenue FROM THE BUYER between GBP £5.4m-£9m every year just based on the current spend analysed and current card interchange rate. For SELLER - In Oz, in less than year of launch, ATUK has analysed AUS Dollar$6 billion spend i.e. about GBP £3.6 billion. - This spend is payment from buyer to supplier. Since the supplier provides good and services through the VISA network, they are charged by Visa for using their network. Supplier usually pays this by discounting their prices anywhere from 10-30%. - ATUK charges these supplier 2% rebate /commission for bringing them new revenue due to engagement with buyer. Considering 10-20% savings from the total cost due to new supplier, it is approx £7-14m. Just taking half of this gives us £3.5m from all suppliers yearly With higher level of spend, the corporate buyer get higher rebate(cash back), so ATUK can charge more. With more spend analysed and higher card interchange rate (Visa will increase to compensate the loss in EU), ATUK will get more revenue yearly. If we consider the entire spend analysed till date (£450b), then ATUK revenue will be staggering £675m-£1.125bn yearly. Of course, in reality it will be less than this.....however what this actually says that the RD's claim of £50m yearly revenue over the period of next 3-5yrs may be achieved...perhaps sooner. 2. Revenue from 10,000 identified clients for spend analysis and green analysis - Nothing to do with Visa partnership. In the UK there is another source of revenue which most have ignored is the selling of spend analysis and green analysis to the 10,000 clients identified through NHS spend analysis contract in end of 2011. Early 2012, UK telesales team was formed which prepared proposals for these clients. Currently these stand at £8.9m. Most of these proposals are for the UK clients as there are 4 sales person here and only 1 in Aus. (In Aus, Visa is getting its sales team of 50 persons to do most of pre-sales activities for ATUK) Spend Analysis was priced at £10k and Green Analysis was also priced at 10k. Both require very less manual efforts to implement and use automation and artificial intelligence to generate the results. Can be undertaken remotely once the data is collected from client. The results are out within 48hrs and clients can decide the next steps if they want implement emarketplace ATUK has huge margins on both spend analysis and green analysis - so just say 100 clients taking either or both will pay on average of £15k. This itself will give us £1.5m revenue with high profits.....only one source of revenue. What if say 200 or 300 clients take these solutions here in the UK. The above has nothing to do with Visa and still ATUK could easily generate £3-4.5m revenue with high profits. Becos this is so simple, could be sold over the phone, and most of work is done remotely and automatically - this becomes easier to appoint an external agency to get them either just the business or actually undertake the entire spend & green analysis. Going forward, spend analysis will also be priced on percentage basis. This is what I like about ATUK - multiple sources of revenue in real sense. 3. Direct and indirect selling to UK Councils - general and social care eMarketplace Indirect through Serco where serco is the end client and ATUK gets paid upfront for both licence fee of £35k(full profit) yearly and cost of efforts required for implementing emarketplace which is approx £500k (ATUK makes small profit on this). There are 160 councils for social care and same ones for general emarketplace. Recently Serco has been seen promoting its social care services (including emarketplace) in the US. DYOR Nick |
Posted at 04/10/2013 09:00 by nick2008 I didn't get a chance to read through all the posts in last couple of day.....However I noted another two points from the RNS is something which I said earlier as well FIRST POINT (I'll write the 2nd point in next post) - the entire procurement industry is going towards the automation of p2p starting with spend analysis first (s2p). Games are being played at the highest level - Visa and MasterCard - who are seeking technology companies to meet client demands. See the yesterday RNS text from Visa : - "A key differentiator of cloudBuy is its starting point. The system operates on artificial intelligence technology that analyses a buying organization's spend detail in just days" - "Upon implementation, cloudBuy continues to offer data analysis that produces extensive reports that assist organizations with supplier management, contract negotiations and renegotiations, as well as real time tracking of cost management leading to better business forecasting" Spend analysis coupled with eprocurement is becoming the next big thing and MasterCard requires two companies to offer this solution to their client whilst Visa offers with just one company, one integrated product suite - ATUK. OB10 (Tungsten) will be providing similar client proposition where spend analysis will be performed on a regular basis. OB10 (Tungsten) is launching a Bank to assist them to loan the money to supplier for invoice discounting. TradeShift is a competitor of OB10(Tungsten) and like OB10 (Tungsten) has secured $3billion funds for loans. Both are going to capture clients starting with spend analysis and we know that there is no competition to ATUK for item level spend analysis - which gives OB10 (Tungsten) an competitive advantage. Having said that OB10 (Tungsten) doesn't have eprocurement capability and if clients wants a ecommerce based eprocurement (note the phrase), then they will give that lead to ATUK still retaining the e-invoices and invoice discounting part. See my earlier post on this - Nick2008 - 30 Sep 2013 - 15:48:58 - 7406 of 7661 The entire industry is going towards the automation of p2p starting with spend analysis first (s2p). Just a look at the recent events confirms the importance of ATUK. Last week, Basware formed a partnership with Mastercard for ecommerce offering in the b2b space (purchase to pay) Yet the point to be noted is that Basware doesn't have the spend analysis capability. So what happens to that part? dig a bit deeper and you will see that Basware and Bravosolutions have formed a partnership where Bravosolutions will provide the 'spend analysis' (though can't offer item level details as ATUK can, the very reason why Tungsten gave the contract to ATUK) and Basware will provide the ecommerce within the b2b space for the client. it will take months, if not years, to combine their processes to offer seamless solution to client. ATUK has all these offerings in their integrated cloud based software suite. What this tells is that Mastercard requires two companies to offer a solution to their client which Visa offers with just company, one integrated product suite - ATUK. i.e. Games are being played at the highest level - Visa and MasterCard - who are seeking technology companies to meet client demands. No wonder Visa asked for 3 year EXCLUSIVE partnership with ATUK. Note that both Basware and Bravosolutions are bigger companies with more client base, though that's history now as the new trend is automation of payables starting with spend analysis, where both these companies put together can't match what ATUK can offer as their technology and product suite can't be changed over night. Basware is worth about $300m whilst Bravosolutions is a part of Italian company. Both these companies and partnership may perform very as well as not much of software integration is required and can leverage / compliment each other's strength. But if that happens, then it will in the new emerging demand of automated source to payment - something where Visa wants to capture its market using ATUK. But if there are issues with their partnership or changes required in their software products or in the way the solution has to be offered / customised to client, then its not an easy task - whilst with ATUK, Visa can get it changed or customised to meet the client needs in no time. ATUK technology was always ahead of its time, that actually was an issue as they had to educate the client both aspects - new way of working and new product to achieve it. In most cases, the senior mgt in the client side didn't want to try anything new for the fear that if it fails, they will be thrown out. But times have changed now - market is finally catching with new way of working and Visa is giving the much required credibility to ATUK offering. DYOR Nick |
Posted at 30/9/2013 15:56 by nick2008 Also, Mastercard doesn't one vendor / one solution for this p2p which they can roll out into all countries. In the UK, they have tie-up with Proserve (see my post below) and as highlighted in my last post 7406 they have formed partnership with Basware (perhaps for outside UK).Visa has one company and one product suite (ATUK) to rollout to all countries. Nick2008 - 04 Sep 2013 - 12:52:06 - 5378 of 7409 Trout, Just saw your earlier post ProServe and MasterCard have a tie-up on emarkteplace here in the UK - Just like Visa has with ATUK. See the news below But the crux is that proserve doesn't have an fully automated end-to-end procure to pay system like ATUK. This what CEO of Procserve says - "He sees the firm staying with eMarketplaces as the heart of the business, but wants to develop the sort of transactions clients can do through the system, therefore increasing volume and value through the network. There�s a strong intent to move �beyond procurement� into wider finance and supply chain capabilities such as payments. �We�ve got some interesting work on ePayments in hand, including developments with MasterCard�, he explains. (We may come back to that as it develops, as it sounds interesting�) i.e. procserve is developing the epayment functionality within their emarketplace after it has been deployed for many years now. ATUK developed this end-2-end payment functionality whilst they were developing their emarketplace system. That's the reason why GeM awarded the �1m contract to ATUK without even a contract. MasterCard will have other tie-up with other vendors outside of UK - none of them have this payment capability built as part of core emarketplace functionality. DYOR, Nick |
Posted at 30/9/2013 15:48 by nick2008 Trout,I'm still not in the UK and will stay here for few more days. Placings linked to preparing the firm for credit assessment is my thinking. That 33p average was as of last 20 working days and RD couldn't have agreed a price with institutions several weeks before, though may have given a tentative price to be confirmed later. RD could have upped the price by waiting for few more days. The entire industry is going towards the automation of p2p starting with spend analysis first (s2p) and institutions would have easily agreed to a revised higher price. Just a look at the recent events confirms the importance of ATUK. Last week, Basware formed a partnership with Mastercard for ecommerce offering in the b2b space (purchase to pay) Yet the point to be noted is that Basware doesn't have the spend analysis capability. So what happens to that part? dig a bit deeper and you will see that Basware and Bravosolutions have formed a partnership where Bravosolutions will provide the 'spend analysis' (though can't offer item level details as ATUK can, the very reason why Tungsten gave the contract to ATUK) and Basware will provide the ecommerce within the b2b space for the client. it will take months, if not years, to combine their processes to offer seamless solution to client. ATUK has all these offerings in their integrated cloud based software suite. What this tells is that Mastercard requires two companies to offer a solution to their client which Visa offers with just company, one integrated product suite - ATUK. i.e. Games are being played at the highest level - Visa and MasterCard - who are seeking technology companies to meet client demands. No wonder Visa asked for 3 year EXCLUSIVE partnership with ATUK. Note that both Basware and Bravosolutions are bigger companies with more client base, though that's history now as the new trend is automation of payables starting with spend analysis, where both these companies put together can't match what ATUK can offer as their technology and product suite can't be changed over night. Basware is worth about $300m whilst Bravosolutions is a part of Italian company. Both these companies and partnership may perform very as well as not much of software integration is required and can leverage / compliment each other's strength. But if that happens, then it will in the new emerging demand of automated source to payment - something where Visa wants to capture its market using ATUK. But if there are issues with their partnership or changes required in their software products or in the way the solution has to be offered / customised to client, then its not an easy task - whilst with ATUK, Visa can get it changed or customised to meet the client needs in no time. ATUK technology was always ahead of its time, that actually was an issue as they had to educate the client both aspects - new way of working and new product to achieve it. In most cases, the senior mgt in the client side didn't want to try anything new for the fear that if it fails, they will be thrown out. But times have changed now - market is finally catching with new way of working and Visa is giving the much required credibility to ATUK offering. DYOR Nick |
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