FPT360 as a Client Single Sign-on: Vendor and Supplier Manager

 Single Sign-on: Low Cost to Client, Minimal Change

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FPT360 – “One Look – One Pay”

FPT360 One Pay

 

In addition to congregating services and technologies through a single platform, FPT seeks to become a management layer to support timely payment of services to all of FPT’s partners. While FPT expects to respond to Client needs with approved Supplier Platforms such as the macro services and data management of say, the Cimpl platform this presumes the client will change from what he is already doing. Many clients do NOT want change, at least not at first. Thus the FPT360 premise of “Client Advocacy” is best served by the use of the FPT360 Single Sign-on Platform. FPT360 consolidates in one summary, single sign-on conduit, ALL of the SaaS, carrier, and I.T. asset vendor information which the Client already has. This is inexpensive, low or no “risk of change”, a high value proposition with minimal risk and cost to the Client.

Then with FPT360 in place, the Client can: a) more easily “see what it is doing” and b.) the Client allows FPT to “see” as well, thus facilitating FPT’s advisor roles. With FPT360 in place the Client and FPT can WITHOUT changing services providers, measure actual ROI on client vendors already in place. Thus FPT360 allows the aggregating of a variety of management services across asset, finance, expense, and software management. Currently FPT partners cooperating in a shared selling environment and client selected/incumbent vendor are able to present themselves at Client direction as RFP respondents. In the FPT service model Clients do NOT have to change vendors, rather they give FPT access to their current vendors.

While the client who uses FPT360 is not obligated to use FPT approved Partners or suppliers, it is clear to the client and to the market (by way of example at the time of this writing) that f FPT’s partners under the FPT Brand. rather than as a standalone players that may be only $3-4 million in revenue, actually have become an integrated services provider of I.T.T.E.A. M. which Brand revenues now in excess of $50,000,000 (Fifty Million US $) which is derived from the FPT Brand service aggregation managing well over $3,000,000,000 (Three Billion US$) of Client I.T.T.E.A.M. spend. Clients then are in business with an entity loyal first to them but one with a substantial market clout which then positions FPT as one of the larger players in this space.

For FPT approved Partners and FPT approved suppliers, by their joining FPT, they now become RFP respondents with over $50 million in services revenue and global reach. Also the same FPT approved Partners and suppliers gain the huge advantage of cross-selling to each other’s current Client base, a quality and price assured set of services under a common Code of Ethics. This FPT Brand/consortium represents an opportunity for smaller vendors that may traditionally have superior services, but be tossed out of larger RFPs due solely to revenue size or traditional geographic reach to partner with FPT and gain access to these proposals. The net effect should be that mid-sized and large enterprises gain access to high quality services that were previously unmet due to corporate procurement standards or the lack of vendor revenues.

FPT intends to provide client price points for IT and telecom management that is below market rates by starting with a fully integrated solution rather than a variety of piecemeal solutions. For Large and Complex Clients, after the services review of measuring the Client TCQ via FPT306, Cimpl may well serve as the core information and intelligence platform for clients seeking a technical management solution from FPT. As the easy in inexpensive use of FPT360 melds with the clients own evaluation of their “TCQ” (their Technology Control Quotient) the Client measures and decides its own fate. (Peter Drucker: “What is measured, improves.”) The FPT360 application will allow FPT to bring in additional advisory, managed services, and professional services as necessary for clients to fully maximize the value of existing management initiatives. The goal of this approach is to allow clients to maintain and maximize current technology management solutions while only bringing in FPT as necessary to fill in gaps or to upgrade existing capabilities as legacy or in-house solutions approach end-of-life support.
In summary, FPT provides an evaluation process labeled as the “Technology Control Quotient,” which allows clients to self-evaluate their own performance across a variety of technology management areas compared to anonymous data from similarly-sized clients. This provides a clear benchmark to identify potential areas for the client to either improve on their own or to involve FPT in finding a solution. From FPT’s perspective, the end goal is to assist clients in reaching a comprehensive and holistic state of control over technology by filling in the management gaps that have traditionally led to disappointing service levels and uncontrolled spend. In effect, FPT is seeking to introduce a “buy only what you need” mentality in an industry that has traditionally only sold software suites or broad-based services engagements.