Developing an Information Strategy

8/3/2019 Developing an Information Strategy

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by Kevin Quinn

Developing an Information Strategy

Strategize, Align, Govern, Execute, and Optimize

A White Paper


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Vice President, Product Marketing

Bringing more than 25 years of software marketing and implementation

experience to his role as vice president of Product Marketing for Information

Builders, Kevin Quinn oversees marketing for all product lines.

Mr. Quinn has been credited with helping to define business intelligence (BI)

end-user categories through his creation of guidelines for using business

intelligence tools. He has helped companies worldwide develop information

deployment strategies that accelerate decisions and improve corporate

performance. His efforts in this position have helped propel Information

Builders WebFOCUS and iWay Software solutions to category leadership in

their respective areas. Mr. Quinn is also the founder of Statswizard.Com, an

interactive sports statistics website that leverages BI functionality.

Mr. Quinn holds a Bachelor of Science degree in Computer Science from

Queens College in Flushing, New York.

Kevin Quinn


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1 Executive Summary

2 Which Came First, Your Strategy or Your Data?

3 Data Governance and Performance Management

4 Strategize and Align: Define Organizational and Functional Strategies

7 Govern: Prioritize Data Governance Initiatives

8 Execute: Focus on Operational Applications and Initiatives

10 Optimize: Leverage Business Analytics

13 Why Information Builders

16 Conclusion

Table of Contents


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Information Builders1

Executive Summary

An information strategy defines how a company will use the data it collects to achieve a

competitive advantage. It is a comprehensive, constantly evolving plan that encompasses five

distinct actions: strategize, align, govern, execute, and optimize. When working in harmony, these

actions, improve processes, increase productivity, and enhance decision-making. Information

strategy permeates every level of the business, from the CEOs office down to frontline workers

and out to customers and partners.

In this white paper we explore how these five vital actions, as well as the technologies that enable

and support them, can help organizations develop an effective and broad-reaching information

strategy that drives positive change.


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Developing an Information Strategy2

Which came first, the chicken or the egg? This age-old question has never been answered

definitively. Some might say it doesnt really matter. What does matter is that they are forever bound

together. There can be no more chickens without eggs, and no more eggs without chickens.

Consider a similar question. Which came first, your strategy or your data? That is, did you develop

a strategy for your organization before you started collecting data? Or did you simply begin your

business, start collecting data, and then use it to develop a strategy as you moved forward? Like

the chicken and the egg, it doesnt really matter which preceded the other. The only thing that

counts is that both are forever tied together. Your data will help you determine the best strategy

for your organization moving forward, and your strategy will help you prioritize which data-related

projects you address first.

Which Came First, Your Strategy or Your Data?


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Two critical practices must align to help organizations in their quest for success, although

not everyone sees them as linked in the same way as the chicken and egg. Performance

management is the practice of ar ticulating, communicating, and measuring the achievement of

an organizations strategic objectives. Data governance is the practice of overseeing the people,

systems, and processes that produce the data that is the lifeblood of your organization. In any

business, strategy defines which data elements are critical to execution, and that data helps you

make decisions that facilitate achievement of your strategic goals.

An Organization and Its Data: Strategy directs the organization and data is critical to its operation.Performance management manages the strategy and data governance manages the data.

This paper is intended to help organizations develop an information strategy. An information

strategy is a perpetually evolving plan that leverages key technologies to create channels of

constant improvement in how data is generated, handled, stored, transformed, and used. These

channels synchronize with a corporate strategy and change as the organization matures.

Data Governance and Performance Management


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There is a difference between technologies and practices. For example, generalized integration

technologies like data adapters, extract, transform, and load (ETL) utilities, and business process

automation (BPA) suites can be used in thousands of different types of projects. A practice, like

data governance, uses these technologies (and others) for a very specific purpose such as

promoting data integrity. The same is true about performance management. Although it uses

business intelligence (BI) technologies like dashboards, reporting, and information delivery, it

has a very specific purpose the use of metrics to communicate, measure, and monitor the

achievement of strategic objectives.

These two practices, performance management and data governance, are the bookends for

an information strategy. Very often companies try to determine which integration projects or

which BI projects they should initiate first, often prioritizing projects by determining which has

the highest return on investment (ROI). Whether you can identify ROI for your performancemanagement or data governance initiatives up front is irrelevant, given the fact that both of these

practices will determine your ability to execute, prioritize, and measure ROI for every other project

in the future. While you consider which IT project has the highest ROI, you should first lay the

groundwork for assessing ROI more accurately and definitively in the future.

Strategize and Align: Define Organizational and Functional Strategies

Who do we want to be? This is the question an organizations executive management team

continually ponders. Do we want to be the biggest in our industry or the most profitable? Do we

want to be known for providing the best customer service or the best value? These questions help

a company define its corporate mission. One management expert has suggested that by reading

the annual report of a company, and specifically its letter to shareholders, one can glean the

primary intent of a companys overall strategy.

Whether you know it or not, a corporate strategy directly governs the IT projects that an

organization will undertake. A corporate or organizational strategy defines areas where the

company wants to excel and which areas of the business need attention to deliver momentum for

reaching strategic objectives.

Every business unit within an organization (from finance to sales and marketing to customer

support) can then develop its own plan in alignment with the overarching organizational strategy.

This is known as a functional strategy. For example, assume a companys strategy is to improve

profitability. Its plan for achieving this is to increase repeat sales from its customer base (selling

into the customer base is less costly than marketing and selling to new customers). At a functional

level within the organization, each business unit would design a strategy to align its own activities

and objectives with the overall corporate goal of improved profitability. Customer support

would focus on improving customer satisfaction, because a customer is 80 percent more likely to

purchase from their existing vendor if they are happy. Marketing campaigns would target existing

customers for upgrades or complimentary products and services. Sales would increase the

number of meetings with existing customers to expand up-sell and cross-sell opportunities.


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Organizational and Functional Strategies Determine Which Data Is Most Important

When you look deep within a strategy, first at the corporate level and then at the individual

functional levels, you begin to understand which data is most important for achieving strategic

goals. In the preceding example, existing customers were most important to reaching the

objective of increased profitability; so customer data is of the utmost importance from a data

governance perspective. This information needs to be complete, consistent, secure, and available.

Without workflows for managing data, business units will be hard-pressed to meet their goals.

Incorrect customer information for billing, shipping, and support will affect customer satisfaction.

Duplicate records in contact data could increase the cost of marketing to these customers (i.e.,

they may be sent the same catalog twice). Without the ability to instantly analyze customer

purchase histories, understanding buying habits and potential up-sell opportunities can be a

challenge for sales reps.

Strategy and Data Bookend a Corporate Mission: Performance management and data governanceare the practices that can enable information strategy execution.

How to Communicate Strategy

The concepts presented so far are simple. Now, lets dig down and see how a company uses

technology to achieve results. Management expert Peter Drucker once said, What gets measured

gets managed. The intent of performance management is to help a company measure the status

of the strategic objectives intended to drive it towards its goals. If we look at the previous example

of the company aiming to drive profitability by increasing repeat sales into its customer base, we

should ask such questions as: How would it measure its achievements? Which measures would

help it better understand its performance in this area?


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Profit, of course, is the most important measure. However, it is the end result of the strategy. The

company has determined that the way to reach this goal is through its customer base. What

measures provide insight into the progress towards increased profitability? The number of repeat

sales (more specifically, the increase in repeat sales from one period to the next, by year, quarter,

month, or week) could be one of those measures. Think deeper. How will a manager determine if

a sales rep has really aligned with this effort? He could measure the number of meetings or phone

calls the rep makes into the customer base, compared to previous time periods. How can it be

determined if marketing is on board? Perhaps by measuring the number of campaigns in progress

targeting the customer base, or by tracking the number of leads or opportunities generated

within the customer base. How can the company determine if customer support is aligning with

the strategy? This is particularly important because, as we mentioned earlier, happy customers are

more likely to purchase from the same vendor. What is the customer satisfaction level in this period,

compared to last? What is the rate of first-call resolution? How long were customers on hold beforespeaking to a representative? All of these measures lead to customer satisfaction.

What weve just learned is a lesson about lagging and leading indicators, as described in Norton

and Kaplans bookThe Balanced Scorecard1, which describes a popular method of performance

management.

The following diagram is a simple strategy map that shows objectives and the related measures

that help a company monitor and manage the achievement of strategic goals. Sharing this

information with each of the stakeholders in the form of scorecards and dashboards lies at the

heart of performance management.

This strategy map highlights the functional goals (at the lower levels) that align with overallobjectives. It also shows the measures that are related to monitoring the status of those goals.

1 Kaplan, Robert S. and Norton, David P. The Balanced Scorecard: Translating Strategy Into Action, Harvard Business

Press, First Edition, September 1996.


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The strategy demonstrated in the previous diagram might also be made available as a scorecard,

which lists each measure, its previous period counterpart, and its positive or negative movement

towards a target goal. This combination is called a metric. A scorecard shows all metrics, or a

combination of metrics, that are specific to a business unit, or even an individual. Here is an

example of a scorecard that shows all metrics for the above strategy:

This scorecard lists the metrics (current, previous, target, change, direction) associated with thestrategy in a single concise report.

Sharing and communicating the organizations strategy in e-mails or on the corporate website

is one thing, but translating strategy into measurable objectives that are made available as

on-demand dashboards and regularly distributed scorecards makes it easier for everyone to

see how their particular business unit is contributing. When scorecards can be broken down

to an individual level, it also shows the part each person plays in the strategy. This aids in both

motivation and alignment for the individual and the business unit.

Govern: Prioritize Data Governance Initiatives

Lets relate the strategy, objectives, and scorecards to their initial data set. It should be obviousfrom the strategy discussed earlier that customer data is key to executing and achieving related

goals. Ensuring data is accurate and complete gives the company the ability to service the

customer appropriately. It also ensures that when customer reports are being run (for example,

performance reports), the metrics are accurate. If there are duplicate records for some customers,

the measure for Customer Visits will be inaccurate, as will the measure for Revenue Per Customer.

If there is duplicate, missing, or incorrect data, the company may not be able to efficiently market

to the customer. For example, one customer may receive three of the same pieces due to record

duplication, while another doesnt receive any because of an incorrect zip code.


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Data quality and master data management (MDM) are technologies that can improve data

management. They can be used to identify duplicate records, automatically correct mismatched

addresses and zip codes, help centralize and manage critical data about customers so that all

touchpoints (i.e., sales, marketing, and customer support) are working with the same information,

and can even enrich customer data with external information about its location on a map, the

customers current economic standpoint, its industry, and other information. The enriched

information can also help design campaigns that specifically target the highest value customers.

At this point the information strategy is formulated by breaking down the corporate plan into

measurable objectives. Defining functional strategies helps align the operations and activities

of individual business units with the overall goals of the company. This is the first step in

understanding how an information strategy highlights the data that is critical to achieving

strategic objectives.

The next step is to create a data governance workflow (see our white paper titled Seven Steps

to Data Governance for further detail on this topic), which includes business users from each

functional area as well as members of the IT team. These people are responsible for defining

policies and critical data elements, are involved in processes that identify and correct suspicious

customer data, and manage the data used to measure and execute on the strategy.

Three of the five actions that are critical to formulating and executing an information strategy:strategize, align, and govern.

Execute: Focus on Operational Applications and Initiatives

Lets assume that a company has made great strides in the first three areas of its information

strategy implementation. Corporate strategy gave birth to functional strategies, and those

functional strategies helped the organization focus on critical elements for its data governance


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strategy. The next step is to figure out which operational initiatives can have the biggest

impact on reaching the specific goals that are tied to that strategy. For example, at one large

telecommunications company, profitability goals were very much tied to customer retention.

Customer retention was tied to customer satisfaction, and customer satisfaction was tied to the

quality of support customers received through the call center.

Performance reporting told this company that a key contributor to customer attrition was their

frustration with sluggish resolutions to support issues (as is the case for many organizations).

Upon investigation, the company found that many customers were spending too much time

on hold, being transferred from one representative to another, and of ten required a call back to

resolve relatively minor issues. The reason for this was that support information was stored in three

separate databases, creating silos of customer data.

This problem is not unique to this organization; it is common among many businesses. Very often,

these transfers, or the need for multiple interactions with different representatives, are due to the

fact that data exists in separate systems. Different representatives have expertise in each system,

requiring several of them to handle a single issue.

The organization decided that its first operational initiative was combining data from these

disparate systems into a single, real-time customer support data warehouse. Transaction-

by-transaction updates from all relevant systems are sent to the warehouse so that all

customer-related information is fully centralized, allowing every representative to support and

resolve any customer issue. The days of putting a customer on hold or transferring them to

another staff member were over. Customer satisfaction improved, customer retention increased,

repeat sales rose sharply, and higher profitability was eventually achieved.

IT could then focus its efforts on a very specific project that was critical to achieving company

goals. This was brought about by liberal communication of the corporate strategy and its

translation into functional requirements.

Everyone can suggest how to reduce bottlenecks and drive competitive advantage through

the use of information technology, and every organization will take different approaches

to overcoming these challenges. Success is guaranteed by a companys ability to focus on

operational projects that most closely align with corporate and functional strategies. Effective

execution of these operational projects is how companies achieve ROI.

Communication of a strategy through performance management initiatives helps providedirection. Timely access to rich and relevant information from data governance practices provides

the means for communicating that strategy and delivering on its operational initiatives.

The previous example showed how information technology was used to overcome a process

bottleneck and correct inef ficiency. Other approaches are more proactive. For example, Scottish

and Southern Energy (SSE), a UK-based provider of energy to 420,000 customers, proactively

sought to tighten its bond with clients by transforming the standard vendor/customer relationship

into a more partnership-oriented one. By strengthening these relationships, it could improve

communication, increase loyalty, and reduce attrition. SSE used information Builders scalable


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BI technology to create a portal that allows customers to better manage energy consumption.

Customers understand usage patterns and identify ways to reduce consumption to save money.

More importantly, the portal is helping SSE reach its growth and profitability goals.

The Execution action frequently involves IT initiatives that aim to overcome bottlenecks orintroduce new services (particularly ones that are not available from competitors) at the operationallevel, and are often executed by frontline workers in conjunction with technology initiatives.

Optimize: Leverage Business Analytics

The final piece of the information strategy puzzle is optimization. As companies mature, reduce

or eliminate bottlenecks, and improve their competitive position through innovative uses of

information technology, optimizing day-to-day decision-making though business analytics is the

next logical step towards success.

Business analytics allow a company to leverage historical data and apply statistical formulas to

make more accurate predictions about the future. When a company has clean, accurate historical

data, a mathematical formula can more precisely predict the future than instinct alone which is

what many organizations rely on today.

While business intelligence technology, such as reporting and query and analysis tools, can

provide answers to the questions such as, What happened? and How, when, and where did it

happen?, business analytics leverages similar data to forecast what will happen next and the best

case scenario.

While it is often assumed that statisticians and math majors can only do statistical analysis, todays

software allows organizations to create formulas that can be embedded in analytical applications

to be used by businesspeople and frontline operational workers. Decision-making is improved

without requiring users to be experts in statistics.


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Many companies are even combining external data, like demographics, weather, and geo-coding

(location intelligence), with their own internal data to improve the accuracy of their business

analytics and extend it into new areas.

Take our strategy example from earlier. For marketing to align its functional strategy with

corporate strategy (increased profitability), it might run more campaigns into the customer base to

drive more profitable sales. Using business analytics software, marketing could first identify which

of the companys products are most often sold together. This is known as market basket analysis

or identifying product affinities.

Consider the sales clerk who asks a customer buying a shirt if he is also interested in purchasing

a matching tie. Product relationships also exist on these more subtle levels, and the right software

can reveal those relationships. Marketing could then pull a list of customers who have already

purchased one of the two products that are most often sold together and send an e-mail

promoting the other.

Another example would be using customer support as the channel to offer new products to

existing customers. As customer information appears on the screen, the support representative

could see what the customer has already purchased and recommend companion or

complementary products. This could result in high-probability, low-cost sales.

With rich customer demographics (age, gender, location, income level, children, automobiles, etc.),

companies can also apply statistical models to better understand their purchase trends. Resulting

models can then be used to determine the products that are most often purchased by people

with the same profile, boosting sales and profitability.

Each of these examples demonstrates how optimization can be achieved by creating analytic

applications that provide operational workers with timely, relevant analysis.

Lets look at a story outside of the commercial space to see how optimization with business

analytics software can have a positive effect on any organizational strategy. Take, for example,

the City of Richmond Police Department. Ranked the fifth most dangerous city in the U.S. in

2004, Richmond, Virginia reduced its violent crime rate by double digits two years in a row after

implementing our WebFOCUS BI platform to predict crime in its jurisdiction. The system, which

won Gartners 2007 BI Excellence Award, provides predictive crime analysis, data mining, reporting,

and geographic information system (GIS) capabilities to the entire department.

With WebFOCUS, data from the records management system is integrated and analyzed on

a continuous basis. The citys crime analysts now have the ability to look at the interaction

between present and past data, such as arrest records, motive, and type of crime at a particular

location, based on the day, time, weather, and coincidence of public events. This insight is used to

optimize police resources for deterring crime. Before a shift, officers receive the most up-to-date

information available, along with a screen of predictions of crime hot spots. The system is linked

to Richmond.com, which feeds it contextual information about local activities, such as sporting

events and a city-maintained weather data collection system. GIS capabilities allow officers to

view specific types of crime for a given area, and per form crime-mapping and analysis functions.


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Officers can view maps of crime-density hot spots based on location or crime type, such as car

thefts, to see specific incidents within a zip code, neighborhood, city district, or other user-defined

area. Data for weather, events, time of day, case history, associated suspects, and aerial photos can

also be integrated. The result is a sophisticated data model of criminal activity with a user-defined

set of elements that predict future criminal behavior.

Moving from a reactive crisis-management structure to a proactive problem-deference model

has not only increased protection of the citys 220,000 citizens, but also has resulted in numerous

other benefits, including:

More efficient and targeted resource deployment

A 49 percent reduction in random gunfire incidents, a 246 percent increase in confiscated

weapons, and more than $15,000 saved in overtime costs on the first New Years Eve after

implementation

Significantly reduced rates of murder (32 percent), rape (20 percent), robbery (3 percent),

aggravated assault (18 percent), burglary (18 percent), and auto theft (13 percent) during the

first year

A 42 percent drop in homicides and a 45 percent drop in commercial robberies in 2008

Most importantly, the city dropped from being the fif th most dangerous city in 2004 to outside

the top 30 within two years. By 2010 it was outside the top 100.

The Framework for an Information Strategy: For most companies, initiatives that support eachaction happen simultaneously, but how an organization executes on its strategy will be unique.


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Creating and executing an information strategy is an arduous task for any organization, requiring

coordination and commitment from many people across the business. Executive management

must commit to a strategy and be willing to take steps to make the execution of that strategy

an inherent part of the companys culture. Business unit managers need to understand their

departments role in the strategy, so they can clearly identify the areas where they will contribute

to its success. The same is true for frontline operational workers, who must be aware that every

decision they make impacts the organizations success in some way.

As mentioned at the very beginning of this paper, the foundation of any strategy is data and the

information derived from it. It contains the metrics that help various stakeholders track a strategys

progress. As data is collected, moved, and transformed throughout the organization, it enables

the processes that provide value to customers. The quality of the data, and the ease with which

it moves from system to system to support production, shipping, accounting, customer support,and other core business activities, determines how successful the company will be.

Information technology is what provides this ease. Unfortunately, it can also hinder some processes.

When systems from one department dont integrate with those from other departments,

bottlenecks are created. Sometimes the resolution of a bottleneck entails the re-creation of data

from one system in another, which often causes inconsistencies and data quality issues.

Information Builders is a very unique company because of its ability to provide a single platform

that offers enabling technologies and professional services in support of all five actions of an

information strategy.

Why Information Builders

Data IntegrationData QualityMaster Data ManagementData Movement (ETL)Data Profiling

Business Process AutomationComplex Event ProcessingPervasive Business Intelligence

Business AnalyticsAdvanced Visualization

Performance Management

Information BuildersTechnologies


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Information Builders single, fully integrated platform offers all of these functions, so companies

can get their information strategy off the ground with a minimal amount of specialized software.

The platform also boasts the most comprehensive list of data adapters available; so all information

that is collected can be accessed and used by the tools, regardless of its source. In fact, the largest

software and hardware vendors in the world resell these adapters to their customers when

integration with data and applications outside their boundaries is required.

Information Builders supports the five actions of an information strategy with a suite of

technologies:

Strategize and Align

Communication of strategy and measurement of its achievement at the organizational and func-

tional levels, as well as on the frontlines, is critical to the top two actions of an information strategy.

Performance Management Framework (PMF) Provides a pre-packaged data mart and

extensive reports, dashboards, scorecards, and dynamic alerts to help organizations commu-

nicate, measure, and manage the effectiveness of their strategy

Govern

The Enterprise Information Management (EIM) Suite provides a complete set of tools which,

along with people and processes, can facilitate the effective creation and enforcement of a formal

data governance strategy. EIM includes:

Data Profiler Provides reports, dashboards, and analytics about the quality and consistency

of critical data elements. Initially, it can help a business get started with data quality initiatives

and can eventually serve as the foundation of key metrics about the success of the data

governance strategy

Data Quality Center Provides utilities to create scripts that can enforce information

management policies regarding critical data. It can automatically correct many common issues

with pre-existing and real-time data, and can build the foundation for a workflow that allows

data stewards to monitor and correct issues that require manual intervention

Master Data Center Provides utilities for centralizing and managing critical data elements

used across an organization. It can enable the creation of a single, consistent view of customers,

marketing, finance, and other key operational data for the entire enterprise to leverage

DataMigrator This ETL utility helps companies merge, cleanse, enrich, and move data for any

critical IT initiative associated with an information strategy

Universal Adapter Suite Includes a broad array of read-and-write adapters that provide

access to virtually any data source for integration, data quality, data movement, business

intelligence, business analytics, and performance management initiatives

Execute

Information Builders provides a suite of solutions to improve business operations. These tools can

eliminate bottlenecks in processes, embed intelligence into processes, and improve decision-

making by frontline employees through instant access to relevant, timely information. These

solutions include:


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Business Intelligence WebFOCUS is the foundation for all information access and delivery

capabilities. It is a comprehensive platform for creating operational BI applications that blend

into the fabric of a companys business processes, making information available to anyone

during the course of their daily duties

Business Process Automation Based on iWay Service Manager, this solution allows

developers to easily leverage all other Information Builders products to script automated

business processes

Complex Event Processing This tool dynamically monitors business events in a visually

oriented fashion, and automates decision-making based on a set of user-defined business rules

Optimize

WebFOCUS also provides advanced visualization capabilities and predictive analytics to help

identify outliers in any area of the business and predict and optimize outcomes.

Advanced Visualization Visual Discovery allows the human mind to easily process millions of

rows of data by representing it as unique visual dashboards, making it faster and easier to spot

trends, important relationships, and unusual events

Predictive Analytics WebFOCUS Business Analytics allows users to leverage historical data to

make accurate predictions about the future. These predictions can be embedded as scores in

any operational or analytic applications built in WebFOCUS. With this, frontline employees can

make accurate decisions that closely align with the companys strategy


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In summary, five actions are essential steps in an information strategy. They dont necessarily have

to be executed in order. Very often, a proof of concept project at an operational level will help

a company gain confidence in a supporting technology and the organizations ability to drive

positive change. The lines between the layers may often be blurred. Corporate and functional

strategies may be looked at as one top-down strategy. Components of analytical applications

may be combined into operational applications that give frontline workers the ability to make fast,

accurate decisions. Data governance workflows will permeate all levels of the business.

The point is that each of the five actions makes up a well-executed information strategy. Here is a

quick summary description of each action.

Strategize: Executive management defines and articulates the overall strategy of the

company, answering the questions, Who do we want to be? and Where must we excel to

reach our goals?

Align: Functional managers create strategies that align their business units (finance, support,

sales, etc.) with corporate strategy. These functional managers are creating cascading

strategies that align with the overall corporate vision.

Govern: IT focuses its attention on the data and projects that are most important to the

execution of this strategy. They create a data governance workf low that leverages business

unit advocates to monitor and manage data that is critical to implementing functional plans.

Execute: Business and IT work together on initiatives directed by functional strategies. These

initiatives focus efforts on projects that can use information to remove bottlenecks, improve

efficiencies, and create competitive advantage.

Optimize: With rich, accurate, and complete data, business and IT can build analytical

applications that leverage business analytics to improve the accuracy of decisions in every

area of the business.

Conclusion

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Egypt InfoBuild Middle East

Abu Dhabi 971-2-627-5911

Dubai 971-4-3914391

Ethiopia MKTY IT Services Plc

Addis Ababa 251-11-5501933

Finland InfoBuild Oy

Espoo 358-207-580-840

Greece Applied Science

Athens 30-210-699-8225 Guatemala IDS de Centroamerica

Guatemala City 502-2412-4212

India* InfoBuild India

Chennai 91-44-42177082

Israel SRL Group Ltd.

Tel Aviv 972-3-7662030

Italy NessPRO Italy S.p.A.Genoa 39-010-64201-224

Milan 39-02-2515181

Turin 39-011-5513-211

Japan K.K. Ashisuto

Osaka 81-6-6373-7113

Tokyo 81-3-5276-5863

Jordan InfoBuild Middle East

Abu Dhabi 971-2-627-5911

Dubai 971-4-3914391

Korea

UVANSYS

Seoul 82-2-832-0705

Kuwait InfoBuild Middle East

Dubai 965-22322926

Lebanon InfoBuild Middle East

Dubai 961-4-533162

Norway InfoBuild Norway

Oslo 47-48-20-40-30

Oman InfoBuild Middle East

Abu Dhabi 971-2-627-5911

Dubai 971-4-3914391

Poland/Central and Eastern Europe InfoBuild SP.J.

Warsaw 48-22-657-00-14

Qatar InfoBuild Middle East

Dubai 974-467-7311

Russian Federation FOBOS Plus Co., Ltd.

Moscow 7-495-926-3358

Saudi Arabia InfoBuild Middle East

Riyadh 996-1-2180280 Singapore

Automatic Identification Technology Ltd.

Singapore 65-6286-2922

South Africa

InfoBuild South Africa (Pty.) Ltd.

Gauteng 27-83-4600800

Fujitsu Services (Pty.) Ltd.

Johannesburg 27-11-2335911

Taiwan Galaxy Software Services

Taipei 886-2-2586-7890

Thailand Datapro Computer Systems Co. Ltd.

Bangkok 662-679-1927, ext. 200

Turkey InfoBuild Middle East

Ankara 90-312-266-33-00

Istanbul 90-212-325-4114 United Arab Emirates InfoBuild Middle East

Abu Dhabi 971-2-627-5911

Dubai 971-4-3914391

Venezuela InfoServices Consulting

Caracas 58-212-763-1653

* Training facilities are located at these branches.

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Developing an Information Strategy

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