Hello PerfectForms Community,
PerfectForms is a very flexible tool that can be used to build out anything as simple as a basic web form to complex applications with third party integrations. By using our Connections tab configuring connections to other software is made easy. Our integrations include Database connections, Directory Service Connections, Connections to PerfectForms Form data, and SOAP API/Web service calls.
PerfectForms ability to connect to almost anything allows you to fill the gap in a current software solution without costly development. You can utilize PerfectForms to replace or extend your current solution with its ability to:
• Quickly build HTML Forms
• Build Workflow Driven Processes
• Convert or Format Data
• Store Data
• Integrate with other software
• Run Real-Time Calculations
And much more.
A great example of how PerfectForms connections can be utilized to interact with 3rd party software was recently published by WebMerge. The blog post outlines a quick and easy instructional on how they were able to use PerfectForms’ form creator software to create a web form that would be used to populate fields in their E-Form. WebMerge offers a product with a unique feature set including the ability to upload a PDF copy or Word Document version of a form in which you would like the fields to be populated by API from a web form. This offering can come in handy for forms with a set format such as a W2 (Which we all know don’t convert well to digital format.) A link to this article can be found HERE.
I hope this article sparked some creative thoughts on doing more with PerfectForms.
Thanks for reading and happy form building.
Online web forms can be a useful asset for converting qualified visitors to your company’s website into prospects and leads. However, people often worry about giving away too much information via web forms. Luckily, there are ways to keep your potential leads from getting scared off before providing useful information.
Be sure to make the form page appealing. Opt for a clean, uncluttered form. Too many instructions may frustrate your prospects, while a clean form will encourage a visitor to feel more comfortable with the form.
By incorporating these suggestions, you can be sure your forms will be filled out completely. PerfectForms allows you to create sophisticated website forms for your business to utilize — instantly.
It is important for businesses to try to save time and therefore, money. One industry where business process management software can save both time and money is in financial institutions.
Financial institutions have many regulations to keep track of. Workflow process software allows managers to create a streamlined process to make sure all of the steps are followed for reporting requirements.
With customizable templates from Perfect Forms, it is not necessary to know how to program to create business process software. The experts who know the most about the particular process can create the workflow in the software, eliminating the need to wait for the IT department. Since the experts are creating the workflow, they can assure that all the necessary steps are included. And it can be integrated with existing databases, making it easy to access historical information.
Perfect Forms has a number of workflow templates already available for customers to modify, including expense reports, loan applications, and invoice management documents, among others. It allows for automatic notifications, so a form will never get lost on someone’s desk. The system is online, allowing it to be used anywhere you have an Internet connection.
Repost from IsUtility
Cloud computing take different forms and, consequently offer different benefits, but generally, client companies move towards this model for its scalability. Clients receive scalable resources (via remote pc access, computing, storage, applications, etc.) with instant on/off capabilities, typically at a lower cost of conventional, in-house computer services.
Particularly in today’s economic climate, organizations need to demonstrate ROI, and have the ability to seamlessly integrate without putting the organization at risk (in the forms of heavy capital IT expenditures, downtime, and security).
Paula Selvidge, Vice President of Products and User Experience, Perfect Forms, shares her insights on cloud/utility computing solutions, and how they put productivity back in the hands of the end-user.
In today’s environment of cloud computing you don’t have to be a Fortune 500 company with a multimillion dollar IT budget to get the benefit of the latest revolution in business process management and productivity enhancement. All you need is a web browser and you can get your money’s worth on productivity solutions right away. An SMB looking for productivity tools needn’t have to accept dozens of useless pieces of bloatware in order to find the solution they actually want.
I was recently looking through a Forrester Research survey from last year entitled “The State of Enterprise Software,” analyzing yearly software adoption trends. In the report, Pierre Garbani, VP and principal analyst at Forrester, stated: “Companies are willing to adapt their business processes to cheaper packaged software solutions rather than wait for custom applications. Automation is the key to IT’s future.”
I couldn’t agree more; workflow automation is critical to the advancement of IT within organizations everywhere. However, customers shouldn’t have to choose between what’s cheap and what’s good. One of the reasons PerfectForms exists is to provide our SMB users with the most efficient, easy-to-use, intuitive and up-to-date way to automate their daily workflow processes – everything from timesheet forms to vacation requests to CRM and lead generation – and as an added bonus, our solutions are really affordable.
The key to making any business thrive is flexibility; too often, SMBs find themselves trapped in a relationship with a pricey, cumbersome legacy application that they’ve grown to depend on for daily operations. Small businesses should focus on automation solutions that give them the choice of how to install it – on-premise or on-demand – and provide every graphical and functional building block they need to create electronic workflows, track user input and utilize this data to make their businesses run more efficiently. These web-based workflows allow SMB workers to focus on their jobs and passions without wasting hours trying to figure out how to use an outdated application that probably won’t even do what you need it to do.
Another advantage of using cloud-based process or workflow automation applications is that they’re easy to maintain and update. There’s no hardware to integrate, no long outages while the system gets upgraded. They’re grab-and-go intuitive solutions, automatically rolling out updates to in seconds. And SMBs don’t need to abandon the idea of customization with a SaaS solution. On the contrary, the flexibility of being available in real-time on the Web makes automation apps like PerfectForms simple to modify to fit any company’s standards.
Choosing between quality and price isn’t a choice – it’s a wholly unnecessary chore. SMBs trying to modernize should make sure the solutions they’re using can grow and scale with them. As the old adage states, the best way to get from point A to point B is a straight line – the same is true when it comes to overcoming the business challenges you face on a daily basis. Simply ask yourself – would you rather be able to address the challenges you face in real-time with a simple on-demand solution tailored to your specific pain point, or would you rather spend weeks trying to figure out which element of a major enterprise vendor stack solution may (or may not) address your specific issues?
Jon Brodkin recently wrote a thought-provoking, if controversial, piece in Network World highlighting the common misconceptions surrounding cloud computing. Even though it seems like cloud computing and cloud applications affect every aspect of our business lives (which I don’t feel is a bad thing), there appears to be a lot of confusion out there amongst business users as to what the cloud actually provides. And oddly enough, I wouldn’t be surprised to find some IT users that are stumped as well – not by what the cloud can do, per se, but by what it can’t do…which according to Brodkin includes: replacing MS Office, pre-determining legal ownership of IP, and always being cheap.
Jon’s article is less of a celebration of cloud computing and more of a myth-busting “gotcha” segment. I agree that the more information we can share about the intricacies of the cloud and how it compares to traditional on-premise deployments the better, but there is one point in particular with which I take issue, and one point with which I totally agree.
Disagree: Brodkin says cloud computing isn’t as affordable as people think. He uses the example of some cloud apps offering attractive subscription prices and then requiring Internet bandwidth upgrades or bizarre contracts. While it’s up to a customer to read through the contracts they sign (and as a cloud provider I can tell you that no one I know puts out shady EULAs), the Internet bandwidth argument is a little questionable. While bandwidth upgrades can cost upwards of $10,000, it isn’t difficult to find out how much you’ll need for any given cloud app. That’s part of due diligence, and there are thousands upon thousands of cloud applications that will not hog your bandwidth.
Agree: The article’s first contention is that cloud computing will not put IT professionals out of a job and/or make them obsolete. I wish that more IT staffers would absorb this reality and stop worrying that the cloud above their heads is planning to rain all over their careers. “Moving to the cloud” does not need to be followed by IT losing their jobs, and very rarely is. While companies that have been forced to lay off workers due to tough economic times can work more efficiently with collaborative cloud-based BPM solutions (increase productivity, decrease cost) – there will always be a need for management, supervision and technical liaison with cloud vendors. As Brodkin notes, certain skill sets might eventually become less relevant, but employing people with technical knowledge will never fall out of fashion.
I recently came across an interesting opinion piece by analyst and consultant Allen Bonde on SearchCRM (part of TechTarget’s publication network, which now includes eBizQ as well). Bonde made some very reasoned, topical arguments acknowledging the prominent role of “social CRM” in the enterprise and cautioning companies to wait a minute before diving in. I wholeheartedly agree.
As Bonde points out, there are three major ideological questions around the concept of a “social business strategy” that must be answered to ensure that we’re adopting social media for the right reasons – not because the bandwagon beckons. First of all, will social methods of operation really improve our products’ market prospects or adoption? Second, is going from “social media to Enterprise 2.0” really a clean transition? And finally, here’s the question that really piqued my interest – are we prioritizing style over substance when it comes to balancing what’s best for the business with what’s hot for consumers?
Obviously this is a point of lively debate and so long as traditionalists and experimentalists continue to work alongside each other, it won’t be resolved. Nonetheless, I can’t help but see the “old school” and “new school” attitudes as two faces of the same coin. To argue that social media and “Enterprise 2.0” are the folly of over-stimulated twenty-somethings is to dismiss a fundamental change in our business environment for fear of embracing progress. Conversely, putting up a Facebook page for one’s middleware solutions company and expecting to have 100,000 IT executives fawning and fanning over it is equally ludicrous.
In the business world we’re all too eager to co-opt any successful trend as our own creation. It’s as though we simply must use popular social networks because ignoring them will show our age and creative limitations. What we’re conveniently forgetting is the reason such communities were started – not for the purposes of sharing product updates and podcasts, but as a haven for checking up on friends – a repository of fond memories. That’s why I’m hesitant to barge ahead and force my company to assume an identity in a social space that is still tremendously successful at facilitating college romances.
That’s not to say that I’m a traditionalist, either. As I’ve discussed in the past, we’re moving towards a communications renaissance through which we can connect with others across the globe face-to-face, and shunning that incredible potential for fear of looking silly is a disservice to your customers, to your employees and to yourself. The key is to incorporate not just the most popular of consumer social media elements, but those that actually directly involve one’s target audience. There are so many places on the Web where IT executives, business executives, purchasing managers and any number of specific groups congregate, and these places don’t just pay lip service to our commonalities – they exist because of them.
Social media is not defined by a single application like Facebook, Twitter, Tumblr or Posterous. Forcing a square peg into a round hole doesn’t make us fashionable and hip; it reduces us to drones. The Internet is nearly limitless and filled with opportunities for every company to customize, create and hone their social business experience; to mingle with the right contacts; to learn from customers and grow in maturity and influence. I assure you – engaging one’s true followers, loyal customers and trusted friends, through genuine conversations and caring, thoughtful interactions will never go out of style.
Numerous articles have been written over the past several months on the critical role that collaboration and “social” elements will play in helping companies move forward post-recession. The idea that rendering a process or even an entire organization accessible via a public or private network is taking the enterprise community by storm. The premise of bringing people together – especially those who would otherwise not communicate closely with another group – is long overdue. In essence, we’ve gone full circle in how we view collaboration as a business productivity tool.
The very earliest forms of structured organization for the purpose of financial profit consisted of simple business processes – producing a commodity, trading or bartering for another item or service, and a close-knit network of relationships built over years of trust and routine reliability. This is not to say that the earliest forms of incorporation were joyous and peaceful, as the oldest group activity was battle, but each transaction followed a process that was constantly being refined. Business took place face-to-face.
In the Industrial Revolution of the early 19th century, we saw the proliferation of technology, specifically for manufacturing and mass production, and the propensity for individuals with a common goal and a variety of skills to pool their resources for potential fame and fortune. It was during this time that businesses began a gradual type of disassociation with collaborative thinking; workers were separate from management, plants were separate from executive offices. International travel was becoming less prohibitive and more efficient, and global operations grew stronger, interpersonal communication got weaker.
Now we’ve voluntarily reversed what seemed to be a permanent fact of business life. We’re talking again. Business and IT departments are starting to collaborate (even if it’s not quite mainstream yet) on business process management initiatives, and solutions like workflow automation are making it possible for employees, who would otherwise be preoccupied with mundane tasks, to join the real human conversation. The communication tools we now have at our disposal – from videoconferencing to social networks to instant messaging – can help us facilitate person-to-person interaction no matter where we are and what we’re doing.
I often hear people express reserve at the idea that our daily activities are becoming so driven by technology that society might eventually feel almost robotic. On the contrary, modern technological solutions are helping us communicate more frequently and more genuinely than ever before. If anything, technology is succeeding in making us more human.
Gartner recently released seven guidelines for business process management (BPM) success, all of them being conceptual priorities and strategies as opposed to technical specifications. The recommendations, led by VP and distinguished analyst Bill Rosser, are designed to help companies determine which BPM projects to pursue.
Of these seven guidelines (summarized here on eBizQ), amongst them “limited scope,” “high value,” “clear alignment to goals,” “the right metrics,” “goal agreement,” “enthusiastic business sponsor” and “business user engagement,” I want to focus my discussion on the last two.
Gaining the support of a “business sponsor” and engaging “business users” is integral to the success of any BPM project, but for reasons beyond those listed in the original press release. An enthusiastic business sponsor shouldn’t just be the senior executive who will benefit from the project – he should play a primary role in authorizing it, allocating budget for it and implementing it. Rather than be a “cheerleader” for the IT team presumably pursuing the BPM project in the first place, the business leader should be, well, leading it.
The second point of contention is the idea of engaging business users for BPM project success. In the press release, Gartner phrases the advantages of this course of action: “getting them on board typically means offering a fresh perspective on how to look at what they do in their jobs, and making a process view easy to understand and intriguing.”
The idea of encouraging IT to see things from a business user’s perspective is commonly advocated by a variety of BPM experts, not just Gartner, and on face it seems like a very civil, collaborative means of moving forward. My issue with IT trying to make things simpler and more “intriguing” for business users, however, is that it elicits at the very least a mild sense of condescension.
Forgive me if I’m examining this from too granular a perspective, but the vision that comes to mind when imagining IT professionals trying to position the jobs of business professionals in an interesting way is that of a big brother guiding his smaller, less experienced sibling and showing him how to tie his shoes (except in this case, the younger brother is 37 with a master’s degree in marketing). Ultimately, the idea of asking IT users to design a process view so that business users – those who directly drive the creation, implementation and successful resolution of business processes (and therefore BPM) – can understand them is patronizing.
This is the counter-productive result of putting one group in charge of addressing the needs of an entirely different group, and by no means is attributable to any one organization or influencer. I have a special appreciation for business users and their needs because I see the level to which they’re disenfranchised; it’s why my company’s focus is on serving the needs of business users by letting them build and automate every process, saving IT from having to pay a house call and letting both groups focus on their own jobs. The presumption that IT should influence BPM in any way is damaging for both IT and business users because it’s convoluted. Those who need the solution should be able to create the solution. IT professionals will welcome the freedom to focus on things that actually affect them.
In implementing BPM or any sort of organization-wide project, please remember that “business users” are simply professionals whose expertise is in a subject other than programming.
In an interview with Victoria Barret of Forbes this week, IDC Senior Vice President Frank Gens predicted that 2010 would be “a transformational year for IT.” In particular, Gens discussed a potential economic rebound that would see IT growth return to 2007 levels, and a technological renaissance of sorts – “the basis for new leadership around mobile computing, cloud computing and emerging markets.”
I completely agree with Gens’ expectation that 2010 will be a watershed year for priming the future of the IT sector, but not necessarily because of stellar software sales or a new widget. In the wake of a unparalleled recession, preceded by more than thirty years of vendor-driven autocracy, we’re now wise enough – and some would say disillusioned enough – to realize that maintaining a herd mentality when it comes to product adoption and deployment is counter-productive. For years we were sold on huge, enterprise-wide solution suites (ERP comes to mind) that sent our data to silos and hundreds of thousands of our dollars to vendors up-front, even though we knew inside that not all of these applications were necessary, that some of it was merely bloatware. We feared becoming beholden to large vendors and their suite upgrades but we went along with it because that’s just how it was.
Well, in 2010, that’s not how it has to be. Gens likened the old-school model of on-premise installations to pouring concrete and letting it set “for four or five years” as opposed to the cloud computing model, in which you can pay as you go, consume only the elements of a product that you feel you need and execute your company’s objectives with some degree of freedom. Of course it’s a monumental financial relief to not have to pay for unnecessary add-ons, but more importantly, using on-demand solutions is testament to our level of engagement in how we run our businesses.
The good news is that in today’s environment of cloud computing you don’t have to be a fortune 500 company with a multimillion dollar IT budget to get the benefit of the latest revolution in computing. All you need is a little time to put together the list of companies that best suit your requirements, a web browser and you can get started paying as you get value right now. If the past decade has taught us anything at all it’s that everything in IT is transitory – as soon as something is determined as the “new ideal,” it is on its way to being dethroned.
By now, the story of Microsoft and T-Mobile’s notorious Sidekick data debacle is well-known; Microsoft’s servers failed on October 2, affecting some of the Sidekick handset users who could no longer access the mobile Internet or email. What really put things over the edge was when the Sidekick server and its backup server became corrupted in the process of restoring customer access, and the users affected by the initial outage saw all of their data erased. This incident highlights the growing debate of SaaS vs. on-premise software – something we see every day with our customer’s adopting workflow automation software.
Traditionalists favor on-premise software deployment because it’s familiar, however, the flexibility of being able to host enterprise applications in-house and customize them to suit a particular environment is tremendously liberating. Having solutions on-premise may seem like a more secure way of doing business – by keeping all data within a company’s physical walls. However, SaaS offers some unique benefits as well. It requires no infrastructure investment and eliminates the need for installations and maintenance, which is very attractive, especially when budgets are a concern.
When events like Sidekick’s data loss occur, it unfortunately reinforces fears about the security and long term viability of SaaS. Asking whether the SaaS model is fallible is like asking if popular websites have ever suffered outages – the answer is yes. Amazon.com, Gmail, even entire countries’ servers have shut down on occasion. Some of the worries over SaaS are legitimate, but it wasn’t so long ago that organizations were questioning the security of doing business on the Internet. SaaS must go through a similar process and earn trust and acceptance, which it will.
Many of our customers have cited “affordability” and “user-friendliness” as major reasons for selecting PerfectForms’ SaaS version. One customer, Trilliant, selected PerfectForms via SaaS for its “simplicity.” Another, Visalia Unified School District, needed a solution that could be easily deployed over a secure Intranet system so they selected an on-premise version.
Offering both on-demand and on-premise gives our customers the ability to choose whichever option they feel best suits their needs. Forcing one model upon customers and prospects doesn’t acknowledge the incredible disparities in size, function and composition that separate different groups.
Remember – whether you’re a startup with 5 employees or a multinational conglomerate of 50,000, choose the software deployment option that you feel will be of the greatest benefit to your organization.
If you’ve made a choice to use or not to use a SaaS application for your business, I’d like to know what challenges you faced in making that decision.