xRM Global has launched the world’s first on-demand Enterprise 2.0 relationship management utility. This utility enables the transformation of an entire enterprise from the “command control” structure of the information age to the “high-touch, high-trust” structure of the emerging conceptual age.

With this utility, xRM Global is expanding the traditional definition of “enterprise” to include not only the internal corporation but all of its relationships externally, extending the enterprise reach from the corporate head office through the channels all the way to the end customer — tying them together with a single high-touch relationship management solution.

“High touch” goes beyond the monthly statements and reports typical of the information age, to provide real-time, conceptual intelligence pushed through the channel to the customer while providing portal access to relevant information and intelligence in real time. As an added bonus, this real-time, push technology frees corporate staff to pick up the phone or meet face-to-face with the customer to discuss the intelligence that was pushed. This combination of technology and high touch builds trust in a way that the legacy “monthly statement” approach never will.

“High trust” makes customers loyal and resistant to acquisition by competitors. Based on recent global economic events resulting in the deflation of capital, lack of credit, and the demise of so-called trusted organizations, customer and investor trust is severely lacking. A utility that enables high touch to build high trust in a global landscape is not a luxury, but a corporate survival tool.

Unlike its predecessors who concentrated their business locally on inception, xRM Global began as a global entity right from the start. In 2007, xRM Global recognized the emergence of five key trends. These trends formed the foundation for xRM Global’s quest to become the next major on-demand relationship management solution provider on the scale of SAP and Oracle.

1. Concentration of capital in the Gulf Cooperative Council

The GCC, which includes the United Arab Emirates, Kuwait, and Saudi Arabia, has capital in the trillions accumulated from oil revenue. This capital flowed into sovereign funds and family offices throughout the GCC from the margin and leverage created in North America and Europe. China has begun to accumulate capital due to its emergence as a pre-eminent destination for outsourced manufacturing and production. This concentration of wealth is unprecedented.

hat market is being margined and levered in North America and Europe. In turn, that levered capital has ended up in bank accounts and family offices and institutions throughout the Middle East. China also began to accumulate capital due to its emergence as a preeminent destination for outsourced manufacturing / production.

2. Infrastructure building in all resource-based economies.

China, Brazil, the GCC, and, to a lesser extent, Russia have recently witnessed the rapid deployment of Internet 2.0-based infrastructure, including high-speed, wireless, and broadband technology. Currently, no software applications have emerged to leverage this infrastructure. These markets are wide open for a company that can provide solutions tailored to how business is conducted in markets that differ widely from North America. Rigid client/server legacy solutions simply can’t get the job done in these emerging geographies.

3. Globalization of companies.

Capital has disbanded across the globe. Companies are trying to follow that capital and take advantage of the spending occurring in these geographies. As companies look at how they globalize the enterprise and provide the system support to accommodate it, they’re discovering that the legacy solutions of SAP and Oracle are severely lacking. A technology convergence is required to enable these new global opportunities.

4. Dramatic reduction of venture capital in North America to fund innovation.

North America’s greatest strengths are not natural resources such as oil and other exports, they are, and always have been, innovation. North America’s wealth was built on innovation but today, its capital has left its shores. As a result, innovation is being stifled. However, with every down side there are opportunities — in this case opportunities abound to purchase innovation for pennies on the dollar and to hire people at salaries 50% lower than we saw during the tech boom. There is a new tech boom happening that has given rise to Enterprise 2.0 and Web 2.0 — the difference today, is that it’s completely under-capitalized resulting in the recent stagnation of great ideas and great people.

5. The Toronto Stock Exchange (TSX) has created a regulatory regime to provide liquidity or public company access for early stage venture capital companies.

To comfort investors, the rules are very well defined, the regulatory process is onerous, and a strong business plan and management team is a prerequisite to listing. By combining the capital of the GCC, the globalization of companies to reach these markets, the emergence of Web 2.0 and Enterprise 2.0 technology to enable it, and the public market opportunity to list a company early on an exchange on which all global markets trade, xRM Global will emerge as a major player and the only relationship management provider that can meet the demands of businesses in the 21st century global environment.

Our Strategy

xRM Global is acquiring the technology to take advantage of these macro trends and deliver solutions that meet the changing needs of global enterprises. We have focused on launching a solution on IBM’s state-of-the-art Enterprise 2.0 platform and to launch what we call “a relationship-centric utility” that allows best practices within disparate geographies to be deployed across the enterprise and to the end customer.

Our xRM Utility leverages all new Web 2.0 and Enterprise 2.0 capability to manage enterprises and build high-touch, high-trust organizations that can scale on a global basis.

We capitalized the company from the GCC through institutional and family office investors in the Emirates, Kuwait, and Saudi Arabia, as well as from investors in Canada, the U.S., and China, raising pre IPO capital.

We launched in Brazil and landed major insurance, banking, and telecom clients. We’re deploying now through strategic partnerships in countries in the Middle East and North Africa (MENA). With our signed letters of intent in China to launch, we’ve successfully unified major players around the globe in insurance, financial services (including wealth management), telecom, and manufacturing sectors. We have globalized as we watched our deployments in Brazil span into China, Africa, the Middle East, and Europe.

We have capitalized on the dramatic valuation decrease and lack of capital in North America to build a funnel of acquisitions to build out our xRM Utility with core intellectual property that is not part of the IBM platform. As well, we have acquired industry vertical expertise within insurance, wealth management, telecom, and manufacturing sectors and the company itself has now been approved for listing on the TSX Venture Exchange, with permission from the Ontario Securities Commission. We have investors around the globe who are very familiar with the TSX and the Venture Exchange and the company will build its market in Canada while working with established market makers worldwide.

The end goal is to build the next major software company that delivers an end-to-end, pay-per-use, on-demand enterprise in any geography. We seek to build best practices for each major geographic region, so as the capital moves, the enterprise can move with it launching rapidly and taking advantage of the capital spending that follows and the deployment of major solution opportunities.

The xRM Utility is designed to capture the best and most innovative practices, deploy them on a global basis, and harvest them on a continual basis as the enterprise transforms itself from the information age of command control to the high-touch, high-trust age of relationship-centric business.