Web Consulting

The base for a big business

ZozSoft Web Consulting Service delivers solutions that are implementable, measurable and customized to your requirements. ZozSoft Web Consulting helps global businesses in over 26 countries to develop unique richest web solutions to address their complex business challenges.

Services

  • Consulting:

    ZozSoft helps you achieve your business challenges, identify new opportunities and reimagine business solutions to help create new markets and disrupt existing ones. We sustain your success through functional, strategic and process transformation that enables you improve performance, increase effectiveness, reduce costs and more brand able solutions.

    Our Process Excellence solutions defining, designing and delivering value to businesses across industries such as hosting services, domain management, financial services, retail, logistics, utilities, life sciences, telecommunications and travels in US, Europe, Asia-Pacific.

  • Business Process Transformation:

    ZozSoft consults and leads organizational and business process transformation to improve performance, increase effectiveness, reduce costs and improve resilience.

    We offer business advisory, business and functional transformation, IT consulting and risk and compliance services to many of the medium/enterprise organizations, governments and institutions.

  • Business Process Solutions:

    A business process or business method is a collection of related, structured activities or tasks that produce a specific service or product (serve a particular goal) for a particular customer or customers. It often can be visualized with a flowchart as a sequence of activities with interleaving decision points or with a Process Matrix as a sequence of activities with relevance rules based on the data in the process. There are three types of business processes.

    Management processes, the processes that govern the operation of a system. Typical management processes include "corporate governance" and "strategic management".

    Operational processes, processes that constitute the core business and create the primary value stream. Typical operational processes are purchasing, manufacturing, advertising and marketing, and sales.

    Supporting processes, which support the core processes. Examples include accounting, recruitment, call center, technical support.

    A business process begins with a mission objective and ends with achievement of the business objective. Process-oriented organizations break down the barriers of structural departments and try to avoid functional silos. A business process can be decomposed into several sub-processes, which have their own attributes, but also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level.

    Business Processes are designed to add value for the customer and should not include unnecessary activities. The outcome of a well designed business process is increased effectiveness (value for the customer) and increased efficiency (less costs for the company).

    Business Processes can be modeled through a large number of methods and techniques. For instance, the Business Process Modeling Notation is a Business Process Modeling technique that can be used for drawing business processes in a workflow.

  • Risk Management Solutions:

    Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives, whether positive or negative) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. Risks can come from uncertainty in financial markets, threats from project failures (at any phase in design, development, production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary, or events of uncertain or unpredictable root-cause. Several risk management standards have been developed including the Project Management Institute, the National Institute of Standards and Technology, actuarial societies, and ISO standards. Methods, definitions and goals vary widely according to whether the risk management method is in the context of project management, security, engineering, industrial processes, financial portfolios, actuarial assessments, or public health and safety.

    The strategies to manage threats (uncertainties with negative consequences) typically include transferring the threat to another party, avoiding the threat, reducing the negative effect or probability of the threat, or even accepting some or all of the potential or actual consequences of a particular threat, and the opposites for opportunities (uncertain future states with benefits).

    Certain aspects of many of the risk management standards have come under criticism for having no measurable improvement on risk, whether the confidence in estimates and decisions seem to increase.

  • Principles of Risk Management:

    The International Organization for Standardization (ISO) identifies the following principles of risk management.

    Risk management should:

    Create value – resources expended to mitigate risk should be less than the consequence of inaction, or (as in value engineering), the gain should exceed the pain

    • Be an integral part of organizational processes
    • Be part of decision making process explicitly address uncertainty and assumptions
    • Be systematic and structured
    • Be based on the best available information
    • Be tailorable
    • Take human factors into account
    • Be transparent and inclusive
    • Be dynamic, iterative and responsive to change
    • Be capable of continual improvement and enhancement
    • Be continually or periodically re-assessed
  • Risk Management of Information Technology:

    IT risk management: Information technology is increasingly pervasive in modern life in every sector. IT risk is a risk related to information technology. This is a relatively new term due to an increasing awareness that information security is simply one facet of a multitude of risks that are relevant to IT and the real world processes it supports.

    A number of methodologies have been developed to deal with this kind of risk

  • Cost Benefit Analysis:

    Cost–benefit analysis is often used by governments and other organizations, such as private sector businesses, to evaluate the desirability of a given policy. It is an analysis of the expected balance of benefits and costs, including an account of foregone alternatives and the status quo. CBA helps predict whether the benefits of a policy outweigh its costs, and by how much relative to other alternatives (i.e. one can rank alternate policies in terms of the cost-benefit ratio). Generally, accurate cost-benefit analysis identifies choices that increase welfare from a utilitarian perspective. Assuming an accurate CBA, changing the status quo by implementing the alternative with the lowest cost-benefit ratio can improve Pareto efficiency. An analyst using CBA should recognize that perfect evaluation of all present and future costs and benefits is difficult, and while CBA can offer a well-educated estimate of the best alternative, perfection in terms of economic efficiency and social welfare are not guaranteed.

  • Process:

    The following is a list of steps that comprise a generic cost-benefit analysis.

    • List alternative projects/programs.
    • List stakeholders
    • Select measurement(s) and measure all cost/benefit elements
    • Predict outcome of cost and benefits over relevant time period
    • Convert all costs and benefits into a common currency
    • Apply discount rate
    • Calculate net present value of project options
    • Perform sensitivity analysis
    • Adopt recommended choice
  • Valuation:

    CBA attempts to measure the positive or negative consequences of a project, which may include:

    • Effects on users or participants
    • Effects on non-users or non-participants
    • Externality effects
    • Option value or other social benefits

    A similar breakdown is employed in environmental analysis of total economic value. Both costs and benefits can be diverse. Financial costs tend to be most thoroughly represented in cost-benefit analyses due to relatively abundant market data. The net benefits of a project may incorporate cost savings or public willingness to pay compensation (implying the public has no legal right to the benefits of the policy) or willingness to accept compensation (implying the public has a right to the benefits of the policy) for the welfare change resulting from the policy. The guiding principle of evaluating benefits is to list all (categories of) parties affected by an intervention and add the (positive or negative) value, usually monetary, that they ascribe to its effect on their welfare.

    The actual compensation an individual would require to have their welfare unchanged by a policy is inexact at best. Surveys (stated preference techniques) or market behavior (revealed preference techniques) are often used to estimate the compensation associated with a policy; however, survey respondents often have strong incentives to misreport their true preferences and market behavior does not provide any information about important non-market welfare impacts.

    One controversy is valuing a human life, e.g. when assessing road safety measures or life-saving medicines. However, this can sometimes be avoided by using the related technique of cost-utility analysis, in which benefits are expressed in non-monetary units such as quality-adjusted life years. For example, road safety can be measured in terms of cost per life saved, without formally placing a financial value on the life. However, such non-monetary metrics have limited usefulness for evaluating policies with substantially different outcomes. Additionally, many other benefits may accrue from the policy, and metrics such as 'cost per life saved' may lead to a substantially different ranking of alternatives than traditional cost-benefit analysis.

    Another controversy is valuing the environment, which in the 21st century is typically assessed by valuing ecosystem services to humans, such as air and water quality and pollution. Monetary values may also be assigned to other intangible effects such as business reputation, market penetration, or long-term enterprise strategy alignment.

  • Time and Discounting:

    CBA usually tries to put all relevant costs and benefits on a common temporal footing using time value of money calculations. This is often done by converting the future expected streams of costs and benefits into a present value amount using a discount rate. Empirical studies and a technical framework suggest that in reality, people do discount the future like this.

    The choice of discount rate is subjective. A smaller rate values future generations equally with the current generation. Larger rates (e.g. a market rate of return) reflects humans' attraction to time inconsistency—valuing money that they receive today more than money they get in the future. The choice makes a large difference in assessing interventions with long-term effects, such as those affecting climate change. One issue is the equity premium puzzle, in which long-term returns on equities may be rather higher than they should be. If so then arguably market rates of return should not be used to determine a discount rate, as doing so would have the effect of undervaluing the distant future (e.g. climate change).

  • Risk and Uncertainty:

    Risk associated with project outcomes is usually handled using probability theory. This can be factored into the discount rate (to have uncertainty increasing over time), but is usually considered separately. Particular consideration is often given to risk aversion—the irrational preference for avoiding loss over achieving gain. Expected return calculations does not account for the detrimental effect of uncertainty.

    Uncertainty in CBA parameters (as opposed to risk of project failure etc.) can be evaluated using a sensitivity analysis, which shows how results respond to parameter changes. Alternatively a more formal risk analysis can be undertaken using Monte Carlo simulations.

  • IT Infrastructure:

    Our IT Infrastructure provides:

    • Reduced IT costs
    • Improved IT services through the use of proven best practice processes
    • Improved customer satisfaction through a more professional approach to service delivery
    • Standards and guidance
    • Improved productivity
    • Improved use of skills and experience
  • Business Bundle:

    ZozSoft business bundle let you start your complete business with relevant solutions. We meet all your online internet based requirements and can fulfil it in a short term. Our business bundle has inbuilt solutions for web design, script or php application development, database management, e-commerce, payment gateway integration, managed hosting solutions, domain management, business email, complete branding & legal services such as trademark, incorporation etc. For more informations kindly contact us for consulting.

    Note: Our consulting fee starts at $250 onwards depending on the size of your requirement.

Making a better internet

Hundreds of happy customers

ZozSoft Web Consulting Service delivers business functions including strategy level, solution evaluation and acquisition, development and implementation, requirements scoping, roll-out and user training, hand-holding support during go-live and ongoing support.

Features

  • Business transformation
  • Operating model
  • Product design
  • Enterprise architecture
  • System integration
  • Digital optimization
  • Insight and analytics

Support

  • Access to Support via Phone, Ticket System (E-mail) and Live Chat
  • Quality Assurance team to enforce customer satisfaction