fiskal solutions

Fiskal Condor
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market panoramics / competitive set
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Na tržištu se poduzetnicima nudi više od 300 različitih fiskalnih blagajni (2013)
http://www.poslovni.hr/hrvatska/na-trzistu-se-poduzetnicima-nudi-vise-od-300-razlicitih-fiskalnih-blagajni-228128#

Usporedni prikaz fiskalnih blagajni u HR
https://docs.google.com/spreadsheet/pub?key=0Ahpzw7pQzN2PdFdHeFpRYnlJTzB4MVpUNU1WOVEtRFE&chrome=false&gid=0
http://www.fiskalphone.com/fiskalne_blagajne.html
1.
http://www.fiskal1.hr/proizvodi.html - 24,000 korisnika
2.
https://www.hrvatskitelekom.hr/poslovni/ict/poslovna-rjesenja/fiskalizacija/mini-fiskalna-blagajna - 7000 korisnika
3.
http://possector.hr/fiskalne-blagajne - 3800 korisnika

http://www.slobodnadalmacija.hr/Hrvatska/tabid/66/articleType/ArticleView/articleId/213048/Default.aspx
http://kigokasa.com/
http://www.grc.hr/
http://moji-racuni.hr/aplikacija/
http://www.fiskalne-blagajne.biz/pricing-5col.html
http://www.fiskalux.hr/#home

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OTVORENA pitanja - project CONDOR

project CONDOR:
industrijalizirani knjigovodstveni servis + usluge fiskalne blagajne


Svako od ovih pitanja zahtijeva nekoliko rečenica razmatranja (mogućih alternativnih) odgovora

1. cloud infrastruktura ?
2. koji tip android terminala?
3. u kojem jeziku će se pisati serverski i klijentski software?

4. tko će napraviti DETALJNU specifikaciju?
4.a user Manual?
4.b produkcijski-mockup podaci, logovi, izgledi listića, excel izvješća?
4.c backend opis
4.d frontend opis
4.e serverski software - sve komponente i svi featursi
4.f klientskii software - android aplikacija i svi featursi


5. tko će pregledati i prekontrolirati specifikaciju u svim aspektima?

6. Posebna lista na koja sva pitanja se trebaju imati odgovori prije nego li se počne programiranje?
6.1 lista bez kojih odgovora se ne može započeti s razvojem
6.2 lista bez kojih odgovora bi se moglo krenuti dalje i odgovori odlučiti/pronaći naknadno, u "letu"

7. da li je pretpostavka od 3 mjeseca razvoja dovoljna s obzirom na točku 6
7.a detaljna roadmapa s 12 milestononova (3 mjeseca razvoja)
7.a gradualnih 12 test-case setova (nakon svakog sprinata)

8. hoćemo li imati code-review?

9. hoćemo li imati pravnog savjetnika?
10. hoćemo li imati fiskalnog savjetnika - knjigovodstveni servis?
11.a koliki bi bio budget ako razvoj traje 12 tjedana ( 4 developera )
ili
11.b koliki bi bio budget ako razvoj traje 24 tjedana ( 2 developera )

12. tko/kakav bi nam bio MERKETINŠKI APARAT

13. koja politika saas usluga, cijena

14. da li možemo uspijeti sami kao siročići bez pokroviteljsava nekog velikog partnera

15. koja su tri najveća konkurenta u hrvatskoj

16.a u čemu možemo biti bolji od konkurencije

16.b u čemu moramo biti bolji od konkurencije

16.c u čemu možemo biti jednako dobri kao konkurencija


17.a koliko je zasićeno tržište blagajni?
17.b MFB brojke?
- 1/6/2014 terminals: oko 7000
- 15/2/2015 terminals: oko 8500;
dakle u 8 mjeseci rast manji od 1500 terminala,
kada si se ti zaposlio imali smo 4000 terminala
operativnih manje od 3000 u posljednjih mjesec dana
17.c FISKAL1 brojke?

18.a koliko bi mi morali imati prodanih saas+hardware rental licenci u prvoj godini da bi vratili investiciju?
18.a koliko bi mi morali imati prodanih licenci u prve dvije godine da bi bili na granici rentabilnosti - nije linearno - oprez?

19. Ne znam koliko se sve to uopće isplati raditi sam bez velikog marketing partnera - da li imaš neki konkretan odgovor primjer?

20. Ne bi želio biti naivan i/ili preoptimističan -- molim te pogledaj
https://www.youtube.com/watch?v=Ye19fWux5RY
veliki HT je u poslu već oko 2 godine i ima "samo" 6000 terminala, od kojih oko 3000 operativnih


21. treba pogledati ću li je zakonski moguće (industrijalizirati) knjigovodstveni servis onima kojima prodajemo usluge blagajne i koja je tu problematitka

22. vjerujem da bez točke 21, cijeli projekt CONDOR nema smisla?
23. Koji su se novi proizvodi pojavili u 2014 godini na tržištu?

to je za sada to
to su samo MAKRO pitanja kada bi ulazio u detalje stigao bi lako do liste od jedno 200 pitanja vjerujem a ne 20-tak
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kažu u HT-u koji je lani od prodaje fiskalnih blagajni i popratnih usluga stekao 7,7 tisuća novih poslovnih korisnika i na njima imao prihod milijun kuna. Na tržištu se komentira da je Vipnet prošao slično, ali da k tome ima priliku svoje rješenje prodati u Sloveniju i Češku.
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http://www.bug.hr/forum/topic/komentari-it-vijesti/mini-fiskalna-blagajna-karticama/222016.aspx?page=0&jumpto=4547804&sort=asc&view=flat

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This list consists of a set of issues around which go-to-market plans are built, each of which incorporates a chasm-crossing factor, as follows:
• Target customer/market
• Compelling reason to buy Whole product/service
• Partners and allies
• Distribution
• Pricing
• Competition
• Positioning
• Next target customer

The game is not over, of course.
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Offer power
- Retain or innovate model
- Six levers model
- Price/Benefit model
- Core/context model

Recap: The Competitive-Positioning Checklist
To define the battle effectively so that you win the business of a
pragmatist buyer, you must:
Define the Battle

1. Focus the competition within the market segment established by your must-have value proposition—that is, that combination of target customer, product offering, and compelling reason to buy that establishes your primary reason
for being.
2. Create the competition around what, for a pragmatist
buyer, represents a reasonableand reasonably comprehensive set of alternative ways of achieving this value proposition. Do not tamper with this set by artificially excluding a reasonable competitor—nothing is more likely to alienate your pragmatist buyer.
3. Focus your communications by reducing your fundamental competitive claim to a two-sentence formula and then managing every piece of company communication to en
sure that it always stays within the bounds set out by that
formula. In particular, always be sure to reinforce the second sentence of this claim, the one that identifies your primary competition and how you are differentiated from it.

4. Demonstrate the validity of your competitive claim
through the quality of your whole product solution and
the quality of your partners and allies, so that the pragmatist buyer will conclude you are, or must shortly become, the indisputable leader of this competitive set.
Launch the Invasion
In this chapter the final pieces of the D-Day strategy come into
play—distribution and pricing. Aswelaunch our invasion across
the chasm, distribution is the vehicle that will carry us on our
mission, andi pricing is its fuel. These twoissues are the only two
points where marketing decisions come into direct contact with
the new mainstream customer. Decisions in both distribution and
pricing, therefore, have enormous strategic impact, and, with dis
tributionin particular, thereis typically onlyone chance to get it
right. For this reason, we have put these two last in our invasion
planning sequence, so that we could have the advantage of nail
ing everything else down first.

The number-one corporate objective, when crossing the chasm, is to secure a channel into themainstream market with which the pragmatist customer will be comfortable. This objective comes before revenues,

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Stage 1:
Starting allocations to begin project/initiative:
- infrastructure (hardware and software) and
- resource (people and money)
For those who lack the resources or would prefer not to staff up for mobile app dev, Constellation suggests engagement with design-shops and system-integrators who have platforms that can scale for the rapid of pace of change in mobile development.

Stage 2:
Updating existing tools and processes to be accessible from mobile devices.

Stage 3:
Updating existing tools and processes to be leverage mobile specific features such as cameras, GPS, accelerometers, etc. and to work across a variety of device types.

Stage 4:
Implementing new tools and/or processes that change the core business (products, services, revenue models, etc.) of the organization.

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In applying mobile solutions to the solution design point, Constellation recommends:

1. Assess how new generation enterprise mobile apps can change the business.
- seek the most common, cross-functional business problem that cannot be solved with linear thinking.
- Articulate the business problem and benefit.
- Show how the solution orchestrates new experiences.
- Identify how analytics and insights can fuel the business model shift.
- Exploit full native device features. Seek frictionless experiences.

2. Determine whether to build, buy, or modify.
Where solutions have been developed, expect to take these solutions as a platform to expand from.
Where solutions have not been developed, Constellation suggests that organizations who have strong app dev shops standardize on a mobile app platform for development.

3. Plan for a mobile experience workshop.
As part of the design thinking process, clients move beyond the inquiry or exploratory conversation to solidify objectives. The process starts with a proof of concept, road mapping engagement, and then the actual enterprise mobility project. The process often results in quick wins for the business side and cuts cost out of the IT budget.