News

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October 10th, 2012 | Forbes

News Analysis: SnapLogic Snaps Up $20M In Series C Funding For Cloud Integration

Strengthens product offerings. SnapLogic offers an integration platform, integration server, integration design tool, and integration market place designed for the cloud world. With almost 100 Snaps in its appstore and almost 200 built to date, users can easily integrate best of breed cloud apps in thousands of combinations. The ecosystem includes free snaps such as Amazon EC2, Box, Clarizen, Facebook, Flickr, Four Square, Twitter, Yelp, and Zoho. Paid snaps include popular enterprise apps such as Coupa, Eloqua, Financial Force, MarkLogic, Microsoft Dynamics CRM, NetSuite, Oracle Peoplesoft, Parature, RightNow, Salesforce.com, SAP, and Zuora.

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October 10th, 2012 | RedwoodCity-WoodsidePatch

3 Redwood City Startups Make 'Next Big Thing' List

Redwood City has undoubtedly made a reputation for itself as a prime location for successful start-ups and influential companies.

 

A recent article in the Wall Street Journal(WSJ) is more proof of that fact.

WSJ publishes an annual ranking of the 30 companies nationwide that their reporters and business analysts believe are pegged to become "the next big thing." In this year's rankings, three-fifths of all the companies are located in the Bay Area - and three of them are in Redwood City.

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October 10th, 2012 | Accounts Payable News

Coupa reaches milestone of 500,000 Suppliers

Coupa now connects customers with more than one half million worldwide suppliers. Through the Coupa Supplier Network and other direct connectivity options, suppliers can easily engage with customers to complete business transactions.

 

Ravi Thakur, vice president of Customer Success at Coupa said:"Coupa is renowned for its usability with end users, but we are equally dedicated to the supplier side. The high velocity growth rate we're seeing with suppliers underscores this."

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October 10th, 2012 | businesscloud9

Cloud Maker: Coupa's Rob Bernshteyn on why Spend Management works where e-procurement failed

Remember e-procurement? Remember all those stories about companies spending £50 to buy a packet of paper clips that would cost an individual 50p down the local stationery shop? Remember how the purchasing department’s paper chase was going to be reined in once and for all? 

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October 7th, 2012 | Global Finance

SIBOS: Centralization: Under One Roof

SHARING THE BURDEN

New regulations and global uncertainty are reviving corporate focus on payment factories and in-house banks.

 

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As companies look further outside their borders for new growth and increased regulation makes tracking cash flows even more crucial, interest in centralizing and standardizing payment flows is growing. Depending on the company, this could mean implementing a payment factory, an in-house bank and/or a shared services center. A payment factory, as the term implies, generally refers to “centralizing payments through a single hub,” notes Andrew Owens, senior vice president of enterprise payments with SunGard AvantGard. The objective typically is to drive transaction efficiency by standardizing processes and eliminating redundancies.

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September 27th, 2012 | The Wall Street Journal

'Next Big Thing': Ranking the Top 50 Start-Ups

Venture capitalists are still investing in flashy Internet start-ups, but the "Next Big Thing" is more likely to be a maker of humdrum Internet plumbing for businesses.

 

The Wall Street Journal's third annual ranking of the top 50 venture-capital-backed companies shows a crop of contenders that overall are focused less on online consumers than in years' past.

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September 5th, 2012 | SpendMatters

Is it Time to Redefine How Procurement Looks at Contract Management Software?

Contract management as we've historically looked at it has been a stand-alone sector of the procurement market. It's also been stand-alone of procurement, for that matter. When focused on legal and/or sales as the target users, it requires a number of key areas of capability coverage in terms of vendors. In our own analyses for clients in contract lifecycle management (CLM) evaluations, these have included discrete capabilities in areas like authoring/drafting, clause scoring/clause libraries, clause analytics, workflow and recommendations, broader analytics, basic negotiations, approvals/workflow, compliance, monitoring, administration and broader systems integration. Systems integration alone, especially for P2P, direct and services procurement, has been a major area of integration in some of the more customized instances of CLM software we've seen.

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September 4th, 2012 | Network World

Products Of The Week 9.3.12

Coupa 8 was a featured "Product of the Week" in Network World magazine.

 

Key features: Coupa 8, which includes new modules - Coupa Smarter Contracts and Coupa Invoicing, gives customers further insight into overall spend, so they can reduce costs and directly impact the bottom line. More info.

 

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September 4th, 2012 | Accounts Payable News

What Does Your T & E Policy Say About You?

September until the end of the year is traditionally a time of increased business activity, with 47% more corporate events and large business deals taking place during this timeframe. With this comes an increased strain on accounts payable departments and those trying to reconcile expense claims during a time of increased travel and activity. T&E expenses are still an area beset with problems – from lost receipts, accusations of favouritism to outright fraud.  On top of this, there’s the added issue of employees claiming that they simply "didn't know" whether they were able to claim for certain items or not, so just included them amongst their other receipts and hoped for the best.  And this is common across many organisations - clear knowledge on what is a legitimate expense claim, and what isn't, an issue confirmed by a recent report by Capital One, that up to 45% fail to make any claims, at an average personal cost of more than £350.

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September 4th, 2012 | CFO

Reining In the Spend

When Kristen Lampert took over the corporate-services department at Ziegler in 2010, she couldn’t afford to waste time and effort on inefficient processes. The unit, responsible for managing logistics, purchasing, and events for the specialty-investment bank, had been downsized to three full-time employees, yet all of Ziegler’s approval and bill-paying processes were paper-based.

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