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1   © 2011 Forrester Research, Inc. Reproduction Prohibited
Cloud Breakout Session:
What Comes After ERP?

China Martens, Analyst
Forrester Research

April 12, 2012 4:45 p.m.




2   © 2011 Forrester Research, Inc. Reproduction Prohibited
      2009
Agenda


Introduction

ERP: Yesterday, today, and tomorrow

Challenges companies battle in their supply chain

The appeal of the cloud and collaborative commerce

User case studies

Q&A




3   © 2012 Forrester Research, Inc. Reproduction Prohibited
What do we mean by “cloud”?




    Cloud = Forrester defines cloud computing as: “a standardized IT
    capability (services, software, or infrastructure) delivered by Internet
    standard technologies in a pay-per-use, self-service way.”

    There are three classes of cloud services – software you rent (software-
    as-a-service -- finished apps); app services and platforms (platform-as-a-
    service -- middleware for developers to build cloud apps); and
    infrastructure services and platforms (infrastructure-as-a-service -- places
    to deploy cloud apps – on-demand virtual hosting).



4   © 2012 Forrester Research, Inc. Reproduction Prohibited
What do we mean by “network” and “collaborative
commerce”?




    Network = a platform to connect companies with their trading partners
    and to facilitate collaboration between all parties. The network supports a
    wide variety of functionality including partner discovery, e-procurement,
    and e-invoicing.

    Collaborative commerce = a combination of cloud software, services,
    and community to enable organizations and their current and potential
    trading partners -- suppliers and buyers -- to negotiate and work closer
    together for their mutual financial benefit.



5   © 2012 Forrester Research, Inc. Reproduction Prohibited
The processes powering ePurchasing

                                                                                   Emerging category:
                                                                                   Supplier risk and
                                                               2. Supplier         performance
                                                               assessment          management
                       1. Spend
                       analysis                                              3. Supplier
                                                                             identification

8. Electronic
invoice                                                           Supplier
                                                                  network         4. Sourcing
processing and
presentment                                                       services



       7. Order
                                                                               5. Contract
       fulfillment
                                                                               life-cycle
       (services
                                                                               management
       procurement)
                                                          6. Procurement
 6   © 2012 Forrester Research, Inc. Reproduction Prohibited
Potential agenda


Introduction

ERP: Yesterday, today, and tomorrow

Challenges companies battle in their supply chain

The appeal of the cloud and collaborative commerce

User case studies

Q&A




7   © 2012 Forrester Research, Inc. Reproduction Prohibited
Seven trends are reshaping ERP, other business apps
 Flexibility drives higher value and business involvement




  8   © 2012 Forrester Research, Inc. Reproduction Prohibited
A closer look at three of those trends:
SaaS, mobile, and collaboration

   Cloud deployment models change app economics

      - SaaS is also impacting look-and-feel of apps

      - Creating cloud apps ecosystems.


   Mobile technology accelerates business processes

      –      Rethinking apps for mobile impacts user interfaces

      –      Tablets extend user experience


   Social collaboration tools come to apps

      –      Much of the initial focus is on internal collaboration

      –      Creates linkages across a firm's business apps

9   © 2012 Forrester Research, Inc. Reproduction Prohibited
But much of ERP's focus remains inward looking


  ERP as a transactional system
       – Centered on individual company‟s needs
       – Some vertical focus
       – On-premises deployment




  ERP as transactional and enablement system
       – Centered on individual company‟s needs
       – More vertical focus
       – Variety of deployment options, including SaaS




10   © 2012 Forrester Research, Inc. Reproduction Prohibited
Four forces are reshaping ePurchasing


                                                                            Vertical
       Cloud                                                               industry
     computing                                                               focus


                                                            E-purchasing
       Smart
     computing                                                  software

                                                                           Supplier
                                                                           networks


11    © 2012 Forrester Research, Inc. Reproduction Prohibited
Four drivers for ePurchasing customers


  SaaS is becoming more attractive – sometimes, epurchasing software is
   only available as a SaaS deployment, e.g., supplier networks.
  The rise of „smart computing‟ – the addition of analytics and collaboration
   to apps.

  A stronger focus on the needs of specific industries – to meet the different
   buying processes of verticals including government.
  Supplier networks are the place for buyer-supplier engagements –
   exchanges of purchase orders, invoices, documents, etc. More recognition
   among buyers of the value of such networks.




12   © 2012 Forrester Research, Inc. Reproduction Prohibited
Most enterprises still have a buyer-centric approach
     to ePurchasing




13    © 2012 Forrester Research, Inc. Reproduction Prohibited
We‟re now seeing the emergence of global
 communities of buyers and sellers




                                                               Cloud
                                                               Computing




                                    •Scale and reach to be effective
                                    •Unstructured collaboration, not merely transactions
                                    •Sharing information with your peers
14   © 2012 Forrester Research, Inc. Reproduction Prohibited
Three tiers of B2B supplier networks

     EDI-based                                 GXS, IBM Sterling,                EDI standards, direct
                                                 Crossgate, SPS                  between buyers and
                                              Commerce, Covisint,              suppliers, any documents
                                            Covisint, Liaison, EasyLink,         through pipe, charge
                                              Seeburger, NuBridge             suppliers more than buyers

     PO and/or                                Ariba, ADP P2P (DO2),            XML standards, standard
     invoice based                              Basware, Hubwoo,              security and reliability, POs
                                             Quadrem, OB10, Perfect,          and/or invoices and related
       Emergence of                          Capgemini Procurement,           documents, charge buyers
     Relationship-based
                                             GHX, TradeCard, Elemica,          or suppliers more heavily
                                                Exostar, Agentrics,
            networks
                                              SciQuest, OFS Portal,
                                              JPMorgan Chase P2P
     General                                    Itella (Finland), Stralfors   Basic security and reliability,
     electronic                                     (Norway), Evenex           any documents, low fees
     documents                                          (Denmark)               equally for buyers and
                                                                                       suppliers


15     © 2012 Forrester Research, Inc. Reproduction Prohibited
Emerging tier of B2B supplier networks:
 Transaction and relationship-based network

 Enables advanced collaboration

  In addition to exchanging PO/invoice data, companies are also:
       – Reaching out during the sourcing process to discover new suppliers, or, if
         suppliers, finding potential new customers.
       – Proposing and evaluating services, e.g., temporary labor candidates, with the
         aim of discovering the best value.
       – Negotiating spot buys.




16   © 2012 Forrester Research, Inc. Reproduction Prohibited
Potential agenda


 Introduction

 ERP: Yesterday, today, and tomorrow

 Challenges companies battle in their supply chain

 The appeal of the cloud and collaborative commerce

 User case studies

 Q&A




17   © 2012 Forrester Research, Inc. Reproduction Prohibited
Challenges companies are trying to deal with across
 their global supply chains

  How to more proactively respond to change – economic, environmental,
   industry – and manage risk
  How to improve connections between their ERP apps and the many
   disparate apps being used by trading partners to minimize process
   inefficiencies, errors, and costs

  How to cut back on manual processes and move to more automation,
   freeing up staff from data entry, support desk, and “firefighting” roles
  How to better co-innovate with suppliers in both good economic times and
   bad
  How to gain more visibility into order, invoice, and payment status

  How to gain more control over spend



18   © 2012 Forrester Research, Inc. Reproduction Prohibited
Challenges companies face with managing their
 supply chains – looking outward as well as inward

  How to continue making internal processes more efficient and
   streamlined, both to cut costs and to grow profitability.
  How to boost interorganizational productivity by forging tighter bonds with
   all their partners and the transactions they‟re engaged in.

  How to achieve a deeper level of collaboration with partners and
   customers and a more effective two-way flow of information.
  How to realize more benefit from buyer and supplier networks – both in
   terms of expanding additional relationships and identifying potential new
   opportunities and partners.
  How to work with partners so they and the company function as a
   community, a combined organization for the better benefit of all – re
   resolving issues faster, negotiating discounts, etc.


19   © 2012 Forrester Research, Inc. Reproduction Prohibited
Customers are keen to open up their supply chain
 beyond the four walls of their organization




20   © 2012 Forrester Research, Inc. Reproduction Prohibited
Potential agenda


 Introduction

 ERP: Yesterday, today, and tomorrow

 Challenges companies battle in their supply chain

 The appeal of the cloud and collaborative commerce

 User case studies

 Q&A




21   © 2012 Forrester Research, Inc. Reproduction Prohibited
Why companies are choosing SaaS apps
  Don‟t want to be in the “IT business” of supporting on-premises software
  Seeking cheaper alternative to on-premises software and associated
   maintenance

  Keen to cut costs of IT infrastructure, servers, etc.
  Speed of SaaS implementation and deployment
  Gain features or functionality not available in traditional licensed product
  Comfortable with SaaS model, want to try it elsewhere in the organization
  Want to focus internal IT resources on other projects
  Have a SaaS-first IT strategy for apps

  Mismatch between existing on-premises apps and business needs is
   widening



22   © 2012 Forrester Research, Inc. Reproduction Prohibited
What are your firm‟s concerns about using SaaS?

           Percentages represent the percentage of respondents who selected “4” or “5” on a scale of 1 to 5
                              where 1= not at all concerned and 5= very concerned.




                     Base: 556 North American and European software decision-makers in enterprise organizations
       Source: Forrsights Software Survey, Q4 2011
23   © 2012 Forrester Research, Inc. Reproduction Prohibited
Companies worry about SaaS security, but that
 concern is being gradually allayed


  Enterprise use of SaaS means enterprises have
   carried out and continue to carry out their own
   assessments of SaaS vendors‟ infrastructure
  Some organizations view SaaS as potentially more
   secure and less risky than their own aging, on-
   premises environments

  SaaS vendors continue to build out data center
   infrastructure around the globe
  Increased confidence in SaaS vendors‟ security
   policies and their service level agreements
  More interest/confidence in third-party certification
   of SaaS security

24   © 2012 Forrester Research, Inc. Reproduction Prohibited
Benefits of collaborative commerce


  Technology that non-invasively hooks existing ERP into supply chain
   community to access a broader wide range of spend and collaborative
   business processes
  Access to a large community of suppliers and buyers beyond the trading
   partners firms already engage with

  A single point for all suppliers to collaborate
  Better positioned to manage supplier relationships, more easily onboard
   new suppliers, etc.
  Can be more proactive to change, speed invoice process

  Can better communicate real-time invoice and payment status to suppliers
  Can realize savings when more transactions are automated

25   © 2012 Forrester Research, Inc. Reproduction Prohibited
Recent cloud moves from ERP and supply chain
 vendors


  Ariba – Commerce Cloud – combines SaaS spend management, finance
   management, and sales generation apps with Discovery services
  Basware – B2B Cloud - Alustra multi-tenant cloud-based platform for B2B
   transaction collaboration – focus on wide range of company sizes.

  IBM – Smart Commerce – combines recently acquired (DemandTec,
   Emptoris, Sterling Commerce) and in-house technologies
  Oracle – Fusion Procurement
  SAP – SAP Supplier Infonet – cloud-based data collection service collects
   information from customers‟ ERP systems and presents to suppliers as
   KPI graphs and alerts




26   © 2012 Forrester Research, Inc. Reproduction Prohibited
Vendors expanding scope via M&A
  2011:*
  Ariba buys Quadrem (supply network provider, SaaS supply
   management)

  Emptoris buys Rivermine (telecom expense management)
  Emptoris buys Xcitec (German supplier management vendor)
  Ariba buys b-process (French e-invoicing service provider)

  SAP buys Crossgate (B2B integration provider)
  2012:
  Basware buys First Businesspost (German e-invoicing network
   operator)

  IBM buys DemandTec (SaaS price, promotion, merchandising
   analytics)
  IBM buys Emptoris (supply and contract management vendor)

27   © 2012 Forrester Research, Inc. Reproduction Prohibited
Potential agenda


 Introduction

 ERP: Yesterday, today, and tomorrow

 Challenges companies battle in their supply chain

 The appeal of the cloud and collaborative commerce

 User case studies

 Q&A




28   © 2012 Forrester Research, Inc. Reproduction Prohibited
User case study - Nalco




29   © 2012 Forrester Research, Inc. Reproduction Prohibited
User case study - Alcoa




30   © 2012 Forrester Research, Inc. Reproduction Prohibited
User case study – Rio Tinto




31   © 2012 Forrester Research, Inc. Reproduction Prohibited
Potential agenda


     Introduction

     ERP: Yesterday, today, and tomorrow

     Challenges companies battle in their supply chain

     The appeal of the cloud and collaborative commerce

     User case studies

     Q&A




32     © 2012 Forrester Research, Inc. Reproduction Prohibited
Q&A




33   © 2012 Forrester Research, Inc. Reproduction Prohibited
       2009
Thank you


China Martens
+1 617.613.6548
cmartens@forrester.com
Twitter: @chinamartens

www.forrester.com




  © 2009 Forrester Research, Inc. Reproduction Prohibited

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What Comes after ERP?

  • 1. 1 © 2011 Forrester Research, Inc. Reproduction Prohibited
  • 2. Cloud Breakout Session: What Comes After ERP? China Martens, Analyst Forrester Research April 12, 2012 4:45 p.m. 2 © 2011 Forrester Research, Inc. Reproduction Prohibited 2009
  • 3. Agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 3 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 4. What do we mean by “cloud”? Cloud = Forrester defines cloud computing as: “a standardized IT capability (services, software, or infrastructure) delivered by Internet standard technologies in a pay-per-use, self-service way.” There are three classes of cloud services – software you rent (software- as-a-service -- finished apps); app services and platforms (platform-as-a- service -- middleware for developers to build cloud apps); and infrastructure services and platforms (infrastructure-as-a-service -- places to deploy cloud apps – on-demand virtual hosting). 4 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 5. What do we mean by “network” and “collaborative commerce”? Network = a platform to connect companies with their trading partners and to facilitate collaboration between all parties. The network supports a wide variety of functionality including partner discovery, e-procurement, and e-invoicing. Collaborative commerce = a combination of cloud software, services, and community to enable organizations and their current and potential trading partners -- suppliers and buyers -- to negotiate and work closer together for their mutual financial benefit. 5 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 6. The processes powering ePurchasing Emerging category: Supplier risk and 2. Supplier performance assessment management 1. Spend analysis 3. Supplier identification 8. Electronic invoice Supplier network 4. Sourcing processing and presentment services 7. Order 5. Contract fulfillment life-cycle (services management procurement) 6. Procurement 6 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 7. Potential agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 7 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 8. Seven trends are reshaping ERP, other business apps Flexibility drives higher value and business involvement 8 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 9. A closer look at three of those trends: SaaS, mobile, and collaboration  Cloud deployment models change app economics - SaaS is also impacting look-and-feel of apps - Creating cloud apps ecosystems.  Mobile technology accelerates business processes – Rethinking apps for mobile impacts user interfaces – Tablets extend user experience  Social collaboration tools come to apps – Much of the initial focus is on internal collaboration – Creates linkages across a firm's business apps 9 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 10. But much of ERP's focus remains inward looking  ERP as a transactional system – Centered on individual company‟s needs – Some vertical focus – On-premises deployment  ERP as transactional and enablement system – Centered on individual company‟s needs – More vertical focus – Variety of deployment options, including SaaS 10 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 11. Four forces are reshaping ePurchasing Vertical Cloud industry computing focus E-purchasing Smart computing software Supplier networks 11 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 12. Four drivers for ePurchasing customers  SaaS is becoming more attractive – sometimes, epurchasing software is only available as a SaaS deployment, e.g., supplier networks.  The rise of „smart computing‟ – the addition of analytics and collaboration to apps.  A stronger focus on the needs of specific industries – to meet the different buying processes of verticals including government.  Supplier networks are the place for buyer-supplier engagements – exchanges of purchase orders, invoices, documents, etc. More recognition among buyers of the value of such networks. 12 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 13. Most enterprises still have a buyer-centric approach to ePurchasing 13 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 14. We‟re now seeing the emergence of global communities of buyers and sellers Cloud Computing •Scale and reach to be effective •Unstructured collaboration, not merely transactions •Sharing information with your peers 14 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 15. Three tiers of B2B supplier networks EDI-based GXS, IBM Sterling, EDI standards, direct Crossgate, SPS between buyers and Commerce, Covisint, suppliers, any documents Covisint, Liaison, EasyLink, through pipe, charge Seeburger, NuBridge suppliers more than buyers PO and/or Ariba, ADP P2P (DO2), XML standards, standard invoice based Basware, Hubwoo, security and reliability, POs Quadrem, OB10, Perfect, and/or invoices and related Emergence of Capgemini Procurement, documents, charge buyers Relationship-based GHX, TradeCard, Elemica, or suppliers more heavily Exostar, Agentrics, networks SciQuest, OFS Portal, JPMorgan Chase P2P General Itella (Finland), Stralfors Basic security and reliability, electronic (Norway), Evenex any documents, low fees documents (Denmark) equally for buyers and suppliers 15 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 16. Emerging tier of B2B supplier networks: Transaction and relationship-based network Enables advanced collaboration  In addition to exchanging PO/invoice data, companies are also: – Reaching out during the sourcing process to discover new suppliers, or, if suppliers, finding potential new customers. – Proposing and evaluating services, e.g., temporary labor candidates, with the aim of discovering the best value. – Negotiating spot buys. 16 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 17. Potential agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 17 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 18. Challenges companies are trying to deal with across their global supply chains  How to more proactively respond to change – economic, environmental, industry – and manage risk  How to improve connections between their ERP apps and the many disparate apps being used by trading partners to minimize process inefficiencies, errors, and costs  How to cut back on manual processes and move to more automation, freeing up staff from data entry, support desk, and “firefighting” roles  How to better co-innovate with suppliers in both good economic times and bad  How to gain more visibility into order, invoice, and payment status  How to gain more control over spend 18 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 19. Challenges companies face with managing their supply chains – looking outward as well as inward  How to continue making internal processes more efficient and streamlined, both to cut costs and to grow profitability.  How to boost interorganizational productivity by forging tighter bonds with all their partners and the transactions they‟re engaged in.  How to achieve a deeper level of collaboration with partners and customers and a more effective two-way flow of information.  How to realize more benefit from buyer and supplier networks – both in terms of expanding additional relationships and identifying potential new opportunities and partners.  How to work with partners so they and the company function as a community, a combined organization for the better benefit of all – re resolving issues faster, negotiating discounts, etc. 19 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 20. Customers are keen to open up their supply chain beyond the four walls of their organization 20 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 21. Potential agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 21 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 22. Why companies are choosing SaaS apps  Don‟t want to be in the “IT business” of supporting on-premises software  Seeking cheaper alternative to on-premises software and associated maintenance  Keen to cut costs of IT infrastructure, servers, etc.  Speed of SaaS implementation and deployment  Gain features or functionality not available in traditional licensed product  Comfortable with SaaS model, want to try it elsewhere in the organization  Want to focus internal IT resources on other projects  Have a SaaS-first IT strategy for apps  Mismatch between existing on-premises apps and business needs is widening 22 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 23. What are your firm‟s concerns about using SaaS? Percentages represent the percentage of respondents who selected “4” or “5” on a scale of 1 to 5 where 1= not at all concerned and 5= very concerned. Base: 556 North American and European software decision-makers in enterprise organizations Source: Forrsights Software Survey, Q4 2011 23 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 24. Companies worry about SaaS security, but that concern is being gradually allayed  Enterprise use of SaaS means enterprises have carried out and continue to carry out their own assessments of SaaS vendors‟ infrastructure  Some organizations view SaaS as potentially more secure and less risky than their own aging, on- premises environments  SaaS vendors continue to build out data center infrastructure around the globe  Increased confidence in SaaS vendors‟ security policies and their service level agreements  More interest/confidence in third-party certification of SaaS security 24 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 25. Benefits of collaborative commerce  Technology that non-invasively hooks existing ERP into supply chain community to access a broader wide range of spend and collaborative business processes  Access to a large community of suppliers and buyers beyond the trading partners firms already engage with  A single point for all suppliers to collaborate  Better positioned to manage supplier relationships, more easily onboard new suppliers, etc.  Can be more proactive to change, speed invoice process  Can better communicate real-time invoice and payment status to suppliers  Can realize savings when more transactions are automated 25 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 26. Recent cloud moves from ERP and supply chain vendors  Ariba – Commerce Cloud – combines SaaS spend management, finance management, and sales generation apps with Discovery services  Basware – B2B Cloud - Alustra multi-tenant cloud-based platform for B2B transaction collaboration – focus on wide range of company sizes.  IBM – Smart Commerce – combines recently acquired (DemandTec, Emptoris, Sterling Commerce) and in-house technologies  Oracle – Fusion Procurement  SAP – SAP Supplier Infonet – cloud-based data collection service collects information from customers‟ ERP systems and presents to suppliers as KPI graphs and alerts 26 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 27. Vendors expanding scope via M&A  2011:*  Ariba buys Quadrem (supply network provider, SaaS supply management)  Emptoris buys Rivermine (telecom expense management)  Emptoris buys Xcitec (German supplier management vendor)  Ariba buys b-process (French e-invoicing service provider)  SAP buys Crossgate (B2B integration provider)  2012:  Basware buys First Businesspost (German e-invoicing network operator)  IBM buys DemandTec (SaaS price, promotion, merchandising analytics)  IBM buys Emptoris (supply and contract management vendor) 27 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 28. Potential agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 28 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 29. User case study - Nalco 29 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 30. User case study - Alcoa 30 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 31. User case study – Rio Tinto 31 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 32. Potential agenda Introduction ERP: Yesterday, today, and tomorrow Challenges companies battle in their supply chain The appeal of the cloud and collaborative commerce User case studies Q&A 32 © 2012 Forrester Research, Inc. Reproduction Prohibited
  • 33. Q&A 33 © 2012 Forrester Research, Inc. Reproduction Prohibited 2009
  • 34. Thank you China Martens +1 617.613.6548 cmartens@forrester.com Twitter: @chinamartens www.forrester.com © 2009 Forrester Research, Inc. Reproduction Prohibited

Notes de l'éditeur

  1. *Date of deals cited are the closing dates for the acquisitions, not the announcement dates.