The answers to the critical questions for each element will vary across the extremely diverse nations of Asia Pacific including Japan, China, Korea, Philippines, Vietnam, Thailand, Cambodia, Malaysia, Singapore, Indonesia, Bangladesh, India, Nepal, Sri Lanka, Maldives, Pakistan, Australia, and New Zealand.

While each company will have its own unique issues to address, here is a guide to get the ball rolling for an Asia market entry initiative.

Market: The only element beyond your control is the market for your product. Even though you can’t control it, you need to be able to answer each of the following questions for each national market.
* How big is the target market for your offering in Asia?
* Who are the buyers?
* How mature is the market? Will you be pioneers and evangelists or are you coming to the party late?
* Do the customers buy on the same basis and process as similar customers in your home market?
* What is the competitive landscape?
* Who are the major channel companies and which ones would be interested in carrying your product?
* What are the potential revenue opportunities in 6, 12 and 24 months?

Anybody can answer these questions about their home market, but collecting and assessing this information for Asian nations and determining which one(s) to enter first can be very challenging for the uninitiated.

Offering:
* Is your offering acceptable “as is” or will some functionality, interface, packaging, branding, or pricing modification be necessary?

Again, this is a very basic question to answer for your home market, but it’s quite challenging to collect that information for a region with so many languages, currencies, religions, systems of governments, development status, economies, demographics, infrastructure, types of customers, cultural norms and much more.

Strategy: “Give the People What They Want”
* Who are “your people”
* What do they want?
* How will you get it to them? What go-to-market model is best for that market within that country?
* What elements of your value chain will have to be replicated, modified or rebuilt to serve Asian customers and are your home office people and budgets prepared for the challenge?

Team: Many Asia entry attempts fail because the sales teams mobilize far before the rest of the company is ready to support. You must make sure strategies are aligned and everyone on the home office side is on the bus.  You also need to fully answer:

* What team configuration will you need in the region? What support must they get from HQ? Who will do that?
* What skills, relationships and experience must each member of the Asia team have?
* How will you recruit, retain, manage and reward the team? What legal entities and physical environments will you need to support the team?

Overall, I believe team is the most important, and most challenging, element. Success in Asia is not about brilliant strategy or touchdown passes. Success in Asia is about stellar execution - solid blocking and tackling day in and day out.

There’s only one thing on earth that can provide solid execution: people. Specifically, you need people to introduce you to customers and partners; people to present and demonstrate your offering; people to sell; people to support and people to train. Clearly, a start up can’t hire an army of people to do these things across Asia. So, the strategy and business model must be designed such that the army of people materializes off-payroll and can be effectively recruited, enabled, monitored, and rewarded.

The first step to getting all of these elements aligned correctly is to gain consensus for an Asia plan internally. Selling in Asia can be very easy if you first “Sell Asia” within your company. Make sure everyone who will have to contribute to the effort is on the bus and happy about it. The plan should have an elevator pitch conclusion along the lines of ,”We are going to build a business of X size in Asia in Y years and we are going to do it by doing Z things.” You need laser focus on this or you won’t get the support you need from home to be successful in the field in Asia.

About the Author:
Greg Lipper is CEO of Asian Century Solutions (ACS), a Singapore-based company that enables clients to assess, launch and grow their business in 18 countries across Asia Pacific, including Japan, China, India, Indonesia, Singapore, Australia, Philippines, Vietnam and other Asia Pacific markets. ACS helps clients generate revenue - and develop Asia market knowledge, perspectives, and relationships - BEFORE making HR, infrastructure and other long term business investments in Asia.

Channel partners in Asia will provide you with market information, access to customers, and a portion of time of product managers, sales people, and technical resources. However, the channel will not sell for you in Asia.  What I mean by this is that most channel companies will not proactively market, generate leads, and aggressively sell a new product that is not supported by a brand, a marketing budget, and strong local support.

Why? A few reasons:

1. Most of the sales people at channel companies in Asia are very young, have compensation plans with about 50% variable components, and are assigned a large number of products to sell. They sell what is easy and fast. They would rather sit with their mouth open and wait for roast duck to fly in than to invest a lot of time and effort in evangelizing a new product.

2. Both junior and senior sales people in Asia are rightfully very protective of their reputation. Your product is just another product to them. There were products last year, there will be products next year. Their customers, on the other hand, are their rice bowls forever. Asia as a whole is huge, but most channel companies in Asia focus on a specific city, a specific vertical, and/or a specific product range. They have an infinite number of products to sell to a very finite number of customers. Their relationships with and reputation amongst their customer community is their life blood. Their worst nightmare is to present a product to a customer and have the demonstration fail or encounter questions which they cannot answer. If they think there is a risk of this happening with a new product, they will simply choose to sell lower-risk products.

3. Every sales person knows that every customer that considers becoming an early adopter of a new product will push for reference customer discounts and/or other encouragements. This takes money out of the sales person’s pocket.  So, even if you offer the channel COMPANY thirty or forty percent margins, the channel sales PERSON will be more inclined to sell an established brand product with much lower margins.

Map out the Sales Process
So, why do you need the channel? In some cases, the answer is that you don’t. If your product isn’t mission critical, is targeted to easily identifiable and contactable customers, doesn’t require local pre-sales or post-sales support, and offers a significant advantage over your customers’ available alternatives, selling direct may be a better option. However, few IT products meet those criteria. Most vendors will need a local presence to succeed in each of the countries of Asia and working with channel partners is simply the fastest and easiest way to establish that local presence.

You may now be wondering, “So, if I need the channel to sell and the channel won’t sell for me, what should I do?” Great question! First, analyze your sales process. Map out everything that has to happen along the journey to you getting a purchase order in your hot little hand. In many cases, that process will look something like this:

Generate lead –> Obtain requirements information –> Present product –> confirm interest –> submit proposal –> Proof of Concept deployment –> negotiation –> contracting

Map out your process and consider which steps your channel partners can be realistically expected to do on their own. If you find that you’ve got lots of steps in the process that your partners can’t or won’t do on their own, you have to figure out how those steps will get done.

Two-pronged Solution:
In our experience, the solution is often a two-pronged fork. First, you need to have at least one commercial manager in the region. Call him a channel manager, regional Managing Director, Partner Ambassador or whatever you want. You need a person whose focus every day will be to communicate with each partner about the business they are developing and where they are and how you can help with the active opportunities they are pursuing.

Second, you also need technical resources. I cannot stress enough the importance of your partner having technical competence with and confidence about your offering. You may well have a reseller agreement that states that your partner is required to assign, train, and certify X numbers of engineers to support your product. Those engineers, however, have a dozen other products to support. With so many products to support, it would be difficult for even the most talented engineer to maintain depth and proficiency with each….and, the sad truth is, most of the engineers at channel companies aren’t all that talented to begin with. The channel companies pay peanuts and get monkeys. So, who ends up showing your product to your prospects? An engineer who you wouldn’t have hired to support your product  exclusively and who is struggling to keep up with 7 different products. You might not see him struggle, but the channel company’s sales people sure do and they tell themselves they will never again bring this guy to present this product to one of their important customers.  You just got taken out of the market and you don’t know it happened.

So, what to do about it? Our preferred approach is to select one main distributor or reseller in each country and co-fund a dedicated product manager / pre-sales SE team. Depending on the product, it could be a team of one, but it’s usually two or three people. The level of people you will want on the job in South and South East Asia will cost somewhere between US$1000 and US$1500 per month. If you can’t justify a $1000 monthly expense to achieve optimum performance from a partner in a market, then you have no reason to do business in that market.

The agreement with the partner should have the following components:

• Sales target for first 3, 6, 12 and 24 months
• Resources to be dedicated to achieving those results
• Percentage of the salary cost you will cover
• You have ultimate decision authority on the hire / fire decisions
• You manage the team as though they were your dedicated employees.

This gives you access to the channel company’s customers, the ability to assure customers of on-going local support, and the focus, visibility, and control you need to help the partner drive the business.

But remember,  success in Asia is the result of daily execution, not flashes of business development brilliance and distribution deal closing. People, willing, able, local, and focused people are the only devices on Earth that can consistently execute a business strategy. You need the people.

Asian Century Solutions (ACS)
Asian Century Solutions (ACS) is a Singapore-based company that enables clients to assess, launch and grow their business in 18 countries across Asia Pacific, including Japan, China, India, Indonesia, Singapore, Australia, Philippines, Vietnam and other Asia Pacific markets. ACS helps clients generate revenue - and develop Asia market knowledge, perspectives, and relationships - BEFORE making HR, infrastructure and other long term business investments in Asia. Read more about its Channel Development Services.

Great change brings great opportunity for those who see it AND act on it. What we are witnessing now is the beginning, not the end, of the shift of the financial epicenter of the planet away from countries that have over spent (US & Europe) and to countries that have over-saved (Asia). The writing is on the wall and it doesn’t say “stay home and hope things get better”. The writing on the wall says, “Run, don’t walk, to Asia! Follow the money! Go now to the land of 3 billion new capitalists!”

Here are some of the reasons we believe that now is the time to start your Asia entry initiative:

Financing – Governments around the world are desperate to create employment and growth. Your ability to obtain grants from your home government or concessions from target country governments for investing in those countries is greater now than any time in recent history.

Channel receptiveness – It is much easier for new market entrants to gain mindshare within the Asian channel today than it was a year ago when everyone was drinking from a fire hose just selling their established products. Today, the world has changed. The customers that are likely to purchase their existing products have already done so. When channels can’t grow their business selling existing products to new customers, it is often easier for them to sell new products to existing customers. Distributors and resellers from Japan to Pakistan to Australia are now very eager for new offerings that can give them a new reason to contact their customers.

Talent – For the past five years, the major limiting factor for new business entrants in Asia was human resources. Sure, there are lots of people in Asia, but recruiting and retaining people with the right skills has been a huge challenge for new market entrants. With the coming layoffs, there will be more talent available at lower salaries and with a greater attraction to job security. In just a few months, the region has turned from an employee market to an employer’s market. You can’t fire and rehire your home country staff, but you can pick an opportune time to build an organization in a new market. Now is the time.

Less competition – If you compete against much larger companies, you know that those companies will be going through all sorts of pain for the next 12 months. They will be focused on how to survive, retrenchment decisions, product line reduction decisions, and wrangling over all sorts of internal realignments. It’s times like these when big companies focus internally and forget that the battle field is outside the company not inside. They take their eye off the market. They slow the pace of promotions and branding events. They hunker down. This is exactly the time when they are less likely to notice new market entrants and least able to respond against them. Battles are won and lost based on which side can turn their opponent’s strength into a weakness. Your competitors until now have used their size, leverage, breadth of product line, customer base, and marketing as competitive strengths. All of those weapons have now turned to baggage. Baggage which you don’t have. You can move quickly and nimbly to seize opportunities IF you can get effectively positioned for the right opportunities.

Morale and momentum – When all the news at home is doom and gloom, strategic wins in new markets brings a sense of hope, pride, and optimism to your staff, management team, and investors. If you can’t find good news at home, make it happen in new markets.

Publicity – In boom times, so many new products and companies enter markets that only a select few get noticed. Come to Asia now, and the local press will shower you with attention as everyone is eager for positive news of some kind. You might even get some home market coverage if you announce an international expansion plan today.

Even though this may be a strategically appropriate time for your company to enter Asia, you must do it time and cost effectively. In these economic times, the traditional approach of sending your employees overseas, opening offices and establishing subsidiaries before revenue has been achieved just won’t work for many companies.

About Asian Century Solutions
Asian Century Solutions (ACS) enables clients to assess , launch and grow their business in 18 countries across Asia Pacific, including Japan, China, India, Indonesia, Singapore, Australia, Philippines, Vietnam and other Asia Pacific markets.  ACS helps clients achieve revenues, develop customer bases, build channels and grow market knowledge and awareness, before making an investment in HR, infrastructure, legal or accounting services.  Now is the time to go to Asia, and the ACS shared services market entry accelerator approach is the most time and cost-effective way to do it.

ACS will market the service to compliance and risk management directors, IT departments, mobile phone distributors and customer service providers across Asia, and some markets in North America and Europe.

“Mobix is an elegant, effective, and economical solution,” said Greg Lipper, CEO of Asian Century Solutions. “We believe that there is tremendous opportunity to market and distribute Mobix in multiple Asian markets because its value is clear; there are no capital expenditure requirements; the sales cycles are short, and there’s significant annuity revenue potential for participating distribution partners.”

Mobix produces industry leading solutions for the protection and restoration of data on smart phones. Specifically:

* MobixSecure, protects phone and data, in case of loss or theft. When activated, MobixSecure allows subscribers to contact their phone, even if their SIM card has been replaced.
* MobixBackup is a free and hassle-free mobile data backup solution which will be available in 2009. With MobixBackup, subscribers will enjoy unlimited uploading sessions, completely free of charge.

Fred Then, CEO of Mobix, said   “ACS’s regional  network of relationships, marketing passion and innovation, and experience in bringing new products and services to market were all very important to us in the selection of ACS as our marketing partner,” He went on to say, “We are excited about the opportunities ACS has brought to the table already, and we are confident that ACS will help establish Mobix as the de-facto standard in smart phone data protection and restoration.”

About ACS
ACS enables clients to assess, launch and grow their business opportunities in 18 Asia Pacific countries.  ACS leverages experience, regional relationships, and entrepreneurial drive to help clients achieve their first millions of dollars in Asian revenue - before opening an office or even hiring an employee in Asia.

ACS is headquartered in Singapore. To learn more about ACS, please visit www.asiancenturysolutions.com +65 6254 3260.

About Mobix
Mobix produces industry leading solutions for the protection and restoration of data on smart phones. The company pursues both consumer and business-to-business strategies. Mobix solutions wok on any GSM network and currently support Symbion and Windows Mobile devices. Support for Blackberry phones will be available in March of 2009. Find out more by visiting: www.mobixme.com.

Contact:
Asian Century Solutions
Jennifer Dlugozima
+1(912) 441-5520
jen@asiancenturysolutions.com

Mobix:
Fred Then
fredthen@mobixme.com

Along with the growth in Asia’s capacity for production, the capability and desire for consumption by both Asian enterprises and people has skyrocketed. The only thing that has not kept pace is infrastructure, including physical, technical, and legal infrastructure. This disconnect has encouraged a leap frogging effect through which consumers are accelerating through or completely skipping development stages experienced in the West.

This creates immediate opportunities and longer term challenges for emerging growth technology companies in the US and Europe. Asia’s appetite for advanced technology products and services is higher than it has ever been. That’s the immediate opportunity. The long term challenge is that the adoption and development of technology solutions in Asia will drive the pace of product evolution. Asian consumers will demand and Asian vendors will develop new products and solutions at an incredible pace. Technology companies from the West that are not active in the Asia market will miss the coming product trends and get blindsided by overnight Asian competitors.

Just as the product managers at Gillette or any other FMCG manufacturer must ask themselves how they will prosper in the Wal-Mart dominated US consumer channel, American entrepreneurs must also ask themselves how they will prosper in the Asian century. Like it or not, the world has changed. You can choose whether to leverage Asia’s momentum or be crushed by it. Our firm’s mission is to enable clients to leverage it.

These are some of the benefits we believe emerging growth companies can achieve by entering Asian markets early in their development:

1. Selling early in Asia helps increase shareholder value. For many American technology companies, Asia offers the largest potential for revenue growth outside of the US, and, in some cases, larger even than the domestic US opportunity. The media overflows with articles and statistics about the growth of Asian markets, and investors are keen to participate in this growth. When going for IPO or additional funding, a strong Asia story can greatly enhance the company’s valuation.

2. Selling early in Asia can actually also make you more efficient in other markets. If you have an established base of customers, partners, and technical resources in Asia, you can use those resources to procure parts, services, and skills time and cost effectively. We have worked with companies that were late to invest in Asia and when their customers and competitors drove them to Asia, they were doing implementations in Indonesia with consultants flown in from San Francisco. If they had invested earlier, they could do Asian jobs with Asian resources and then those same resources could be used in a pinch for jobs outside of Asian markets.

3. Selling early in Asia helps you build world class products. If your competitive advantage is quality and your products sell well in Japan, you can sell them anywhere. If your competitive advantage is prices, your products sell well in India or China, you can sell them anywhere. If your products and services are good enough to compete against Asian competitors in Asian markets, you will be in much better shape to compete against them in your home market.

4. Selling early in Asia actually helps you sell more in America. In some product classes, an American multinational won’t standardize on your product if they can’t use it globally, and Asia is an increasingly strategic region for every American multinational. Even if the American customer doesn’t require your product or service outside the US, if they see you have well known customers or partners in Asia, you will be perceived as a mature, advanced, world-class provider and not a just a local vendor.

5. Selling in Asia can get you government financing. There are both federal and state programs across the nation that offer local entrepreneurial companies financing for expansion overseas. There are even some governments in Asia which will provide direct investment in your company, subsidized rent and subsidized payroll if you establish their country as your Asia Pacific HQ. Does federal government offer you financial incentives and assistance to set up shop in America? No. Will Singapore, Hong Kong, Japan, Korea and Australia? Yes.

6. Selling in Asia gets you noticed. Can you send out a press release when you sell to a customer across the street? Yes, but it won’t get much press. If you sell to a company in Beijing, Dubai, Tokyo or Bombay, your local press will be much more compelled to tell the story.

7. Selling early in Asia gets you better talent. Both young graduates as well as experienced professionals with global vision want to work with companies that offer global opportunities and exposure.

8. Selling early in Asia helps you grow under the radar. In the IT industry, for example, Blue Coat is an American company that realized from day one the market segment they wanted to serve was crowded in the US and neglected in Asia Pacific and other foreign markets. They grew FIRST overseas where the cost of business, customer expectations, and level of competition were all lower than the US. They built revenues, perfected product capabilities, developed brand and market presence and THEN made their push in the US.

Those are some of the reasons entrepreneurial American companies should sell in Asia earlier in their lifecycle than was the case 10 or 15 years ago. All of that is the good news. The bad news is that, in general, American entrepreneurs and their companies are woefully unprepared for success outside the United States.

As Sun Tzu pointed out in The Art of War, our strengths are our weaknesses. For as long as any American entrepreneur has been alive, America has been the strongest, richest, most protected, most secure, and most predictable market on Earth. One language. One legal system. One currency. How much simpler can it be? Utopia!

Until it all changes and you find yourself in a battle you haven’t been trained to win. The very fact you are reading this document demonstrates that you realize our world has changed and that you can’t build the company you want to build without succeeding outside of the United States. The absolute necessity of succeeding outside their own national market is nothing new to entrepreneurs in other countries. How many Dutch entrepreneurs do you think have a Holland-only view of the world? Entrepreneurs from almost every other country in the world had world markets in mind the very day they conceived of their business.

Asian Century Solutions (ACS)
Asian Century Solutions (ACS) is a Singapore-based company that enables clients to assess, launch and grow their business in 18 countries across Asia Pacific, including Japan, China, India, Indonesia, Singapore, Australia, Philippines, Vietnam and other Asia Pacific markets. ACS helps clients generate revenue - and develop Asia market knowledge, perspectives, and relationships - BEFORE making HR, infrastructure and other long term business investments in Asia.

]]> http://asiancenturysolutions.com/articles/2008/11/25/eight-reasons-why-entrepreneurial-american-companies-should-sell-in-asia/feed/ http://asiancenturysolutions.com/articles/2008/11/07/kace-expands-presence-in-asia-pacific-region-through-significant-customer-wins/ http://asiancenturysolutions.com/articles/2008/11/07/kace-expands-presence-in-asia-pacific-region-through-significant-customer-wins/#comments Fri, 07 Nov 2008 16:59:28 +0000 admin http://asiancenturysolutions.com/?p=249

Leader in Systems Management Appliances Takes Solution Across the Globe to Save Customers Time and Money

SINGAPORE – January 16, 2008 – KACE™, the leading systems management appliance company, today announced new significant customer wins in the Asia Pacific (APAC) region, including AsianLife Insurance, China Trust Indonesia, Herma, SP Apparels, Starwood Hotels, and The Telenor Group. Saving customers both time and money, KACE is rapidly making an impact in the Asian markets with its proven, award-winning KBOX systems management and deployment appliances technology.

“KACE is seeing rapid adoption of its technology and traction throughout the entire APAC region as a number of large and medium-sized enterprises are looking for an affordable and easy-to-use IT solution to match their unique systems management and deployment needs,” said Greg Lipper, KACE’s managing director for the APAC region.

New customer Telenor uses the KBOX to manage more than 3,000 nodes across its mobile communications service stations throughout Pakistan. With revenues exceeding NOK $91 billion in 2006, Telenor is one of the fastest growing providers of mobile communications services in the world.

“KACE’s appliance-based systems management solution enables our mobile operations to stay connected and operate at the highest level,” said Khalid Shehzad, chief information officer of Telenor. “The KBOX family of appliances complements our service portfolio and helps us to significantly reduce huge IT-related costs, enabling us to offer better value to our customers.”

Philippines-based AsianLife is another recent APAC KACE customer. The rapidly growing life insurance company selected KACE after evaluating several software-only
systems management packages. Despite the fact that each vendor was well established in the region, AsianLife found the solutions to be too expensive and complicated to use.

“We just about gave up on finding the perfect solution that had the IT functionality we needed and the price point and ease-of-use that we required for systems management,” said Alfred Garcia, senior network specialist at AsianLife. “We looked at other, more well-known solutions and found those solutions to be too complicated, expensive, and limited in terms of functionality. With KACE’s KBOX, we get the capabilities we need to achieve our IT management objectives, along with the simplicity, ease-of-use, and time and cost savings our business requires.”

The KBOX appliances save customers both time and money. Systems managers are often forced to wear many hats throughout the day to work on a myriad of IT functions. KACE helps consolidate these functions providing a single appliance for all of their projects, while delivering easy-to-use, comprehensive systems management that is affordable. The KBOX family of appliances fulfills all of the systems management needs of a medium enterprise from initial computer deployment to ongoing management and retirement.

About KACE™
KACE™ is the leading systems management appliance company. The award-winning KBOX™ family of appliances delivers easy-to-use, comprehensive systems management capabilities. KACE customers usually install in one day at one third the cost of software alternatives.

KACE is headquartered in Mountain View, California. To learn more about KACE and its product offerings, please visit http://www.kace.com or call 1-877-MGMT-DONE. To reach KACE’s Asia Pacific team, e-mail to asiapac@kace.com or phone +65 6254 3260.

About Telenor Pakistan
The Telenor Group is an international provider of high quality telecommunications, data, and media communications services. Telenor ranks as one of the biggest GSM service providers in the world with more than 130 million subscribers. Telenor Pakistan is 100 percent owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia, and Bangladesh.

About AsianLife
AsianLife is the leader in medical insurance, offering one of the widest ranges of specialized employee benefit products to various institutions throughout the Philippines. AsianLife insures over 120,000 executives, managers, supervisors, and staff from more than 350 companies in the aviation, tourism, telecommunications, information technology, manufacturing, government, and other sectors of the economy.

Helpful Links:

• KBOX 1000 Series Systems Management Appliances
• KBOX 2000 Series Systems Deployment Appliances

Editorial contact:
Cathy Wright
Kulesa PR
650.340.1985
cathy@kulesapr.com

© Copyright 2008 KACE™ Networks, Inc. All rights reserved.

KACE Kicks Off First Asia Pacific User Konference

Systems Management Leader Hosts International Clientele at Inaugural Conference For Partners and Users

MOUNTAIN VIEW, Calif. – February 25, 2008 – KACE™, the leading systems management appliance company, is pleased to announce today’s opening of its first-annual KACE Asia Pacific User Konference 2008, being held in Kuala Lampur. The Konference is a true “must” for KACE KBOX users and partners from throughout the APAC region. Throughout the week, attendees will gain valuable insight from product and partner presentations, helping them fully realize effective systems management practices with the award-winning KBOX technology.

KACE’s managing director for the APAC region, Greg Lipper, will deliver today’s keynote presentation that offers attendees a look at trends and the future potential of appliance-based and virtual systems management solutions.

The Konference will showcase sessions for participation, demonstration, technical detail and management problem solving. Attendees will receive a first-hand look at the latest KBOX appliance releases, including feature reviews and hands-on solution access; and will also have direct access to the experts who develop and build the products and other customers who have achieved exceptional success with KACE’s technology.

KACE Asia Pacific User Konference 2008 offers unparalleled peer and leadership content, such as:

• Introductory and advanced technical sessions
• Best practice guidance, tips and tricks
• Systems management topics including: Agent Management, Managing Multiple Systems, APAC-specific Practices

“With our partners, we have produced a unique user conference that is designed to meet the needs of our growing APAC customer base,” said Lipper. “KACE Asia Pacific User Konference 2008 offers tips and insights into software management to keep attendees at the forefront of IT innovation and professionally at the top of their game. This is made possible through an invaluable access to the technical best practices, face-to-face dialogs with experts, and hands-on demonstrations.”

KACE helps customers save time and money. Systems managers are often forced to wear many hats throughout the day to work on a myriad of IT functions. KACE consolidates these functions by providing a single appliance for all projects, while delivering easy-to-use, comprehensive systems management that is affordable. The KBOX family of appliances fulfills all of the systems management needs of a medium enterprise from initial computer deployment to ongoing management and retirement.

About KACE™
KACE™ is the leading systems management appliance company. The award-winning KBOX™ family of appliances delivers easy-to-use, comprehensive systems management capabilities. KACE customers usually install in one day at one third the cost of software alternatives.

KACE is headquartered in Mountain View, California. To learn more about KACE and its product offerings, please visit http://www.kace.com or call +1 650 316-1050 or in North America 1-877-MGMT-DONE.

Helpful Links

• KBOX Systems Management Appliances
• KBOX Systems Deployment Appliances
• Virtual KBOX Appliances

Editorial contact:
Cathy Wright
Kulesa PR
650.340.1985
cathy@kulesapr.com ]]> http://asiancenturysolutions.com/articles/2008/11/07/kace-kicks-off-first-asia-pacific-user-konference/feed/