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Presentation made at the CIO Forum and IT Executive Summit in Toronto on October 26, 2010
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Information Strategy: Updating the IT Strategy for Information, Insights and Governance
1.
October 26th 2010 Information
Strategy: Updating the IT Strategy for Information, Insights and Governance BroadView Consultants
2.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Who We Are • BroadView Consultants Inc. – Mission: Creating and Harvesting Business Value of Information & Technology – CIO Agenda: Business Enablement through IT; CIO Issues – Strategic enterprise IT plans Governance Business cases IT cost optimization Application portfolio rationalization 2 BroadView Consultants Jamal S. Shah Managing Director Tel: +1.647.293.9904 Email: Jamal.Shah@broadviewconsultants.com www.broadviewconsultants.com Presenter Presenter
3.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Selected past clients have included.... 4 Selected Past Clients
4.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Today’s Topics – Information & Technology Strategy • Why update/build your IT strategy? • What to consider • Where to start • Pitfalls and Challenges – Case Study Agenda 5
5.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. The world is generating more data, in more forms, from more sources than ever before 6 More Variety • 988 exabytes of digital information will exist in 2010 • 15 petabytes of new data is being generated every day • 80% of new data growth is unstructured content: email, documents, images, video and audio • Unstructured data doubles every three months • Automated transfer of instrumented data • Smart meters, utilities, parking, traffic transponders • Medical devices, operational instruments, telemetry, sensors, mobile devices An Explosion of Data More Sources More Data
6.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. This growth is exponential 7 Source: IDC, 2009 An Explosion of Data
7.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Business is demanding better access, quality and insights from that data • 77% of executives say they do not have real-time information to make key business decisions • 79% rely on personal intuition more than facts and analysis 8 Blind Spots Accuracy Reliability • Only 14% of all organizations estimate that they have completely accurate data • 73% of organizations recognize that bad data quality significantly affects their bottom line Business leaders want to use information to make proactive decisions before an event occurs – rather than have to react to it An Explosion of Data
8.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Executives are looking for top line growth and deeper insights as a competitive differentiator 9 Source: Breakaway Survey , August 2009. Question 2 –“What are the main business objectives of your enterprise over the next two years? Please select up to two.” Chart shows percent of organizations selecting the objective 10% 12% 33% 41% 71% Operating enablement Improved risk management and regulatory compliance Cost takeout and efficiency Competitive differentiation such as innovation and deeper insight Revenue protection and growth Main Objectives Over Next Two years An Explosion of Data
9.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. High performing organizations have demonstrated the value of insights from the large quantities of data 10 Organization Distinctive Capability Value Delivered Best Buy Customer Centricity Increased customer retention, revenue and profitability. 45% increase in revenue 2004 – 2007. (85% profit increase in 1Q05) Harrah’s Casinos Customer and Loyalty Service Increased market share from 36% to 43% between 1998 to 2004 Netflix Customer Preferences Analytics Revenue increase from $5million in 1999 to $1.7billion in 2009 Marriott Hotels Revenue Management Actual revenue as percent of optimal rates increased from 83% to 91% Blue Mountain Resort Supply Chain and Yield Management 1,822% ROI by eliminating excess inventory, improved reporting, more strategic pricing decisions An Explosion of Data
10.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Have you come across this situation? 11 An Explosion of Data
11.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Challenges in managing data and information are increasing • Information silos detracting from ability to build insights and full picture of customer situation • Business historically reluctant to address data management issues • Need to improve management of multi-channel customer communications • Increasing competitive need to obtain knowledge and insights from the vast amounts of data – in “real time” 12 Business Data Issues
12.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Emerging technology capabilities are enabling a rethink of how to evaluate, provision, support , manage, and govern data, information and content 13 Emerging Technology Capabilities Cloud Computing Web 2.0 Technology- Native Workforce Information- as-a-Service Ubiquitous Broadband Service Oriented Architecture Social Computing Software-as-a- Service ETL Acceleration Approaches Agile Methods Business Intelligence BI-as-a Service Crowd- Sourcing XBRL
13.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. These convergent trends are driving urgency to update IT strategies at organizations to take account of information and insights • Urgent need for eDiscovery and retention management policies • Approaching a “tipping point” with our ability to collect, store and analyze the vast amounts of data in traditional ways • Executive leadership is beginning to see the value and potential in exploiting the (currently siloed) data • Organizations have an opportunity to update their IT strategies to take advantage of convergence to build business insights 14 Summary
14.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. A sound strategy is critical for prioritizing and communicating information and technology investments • Facilitate a “value” dialogue between Business and IT • Visualize how business can be done differently • Line of sight from business objectives to investment projects • Framework for making business and IT trade-off decisions to meet the business needs • “Town Plan” (Architecture) • Investment roadmap • Believable business case with accountability 15 What is the Purpose of a Strategy?
15.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Traditionally, an IT strategy is built around the three key areas of process, people and technology Technology Strategy Components - Traditional Process • Typically: • Focus was on optimizing processes • Data and information are assets to be transferred or shared by applications • Technologies often not well integrated • Governance addressed separately in IT • Business Process: “Activities or tasks that produce a specific service or product for customers” - Wikipedia Traditional IT Strategy People IT Strategy
16.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. However, a business capability based approach encompassing information, insights, and governance in a single model enables a more useful view Strategy Components Governance Information AND Technology Strategy Information & Insights Technology & Architecture PeopleBusiness Capabilities • Business Capability: • “The ability to execute a specified course of action” - Wikipedia • “Resources an enterprise uses to create outcomes and bring products and services to the market” • Includes business processes • Organizationally generic capabilities that cross functions • Can be decomposed
17.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Organizations need to adopt new ways to improve speed to insight and speed to delivery in managing and analysing the vast amounts of data 18 Source: Adapted from Business Analytics and Optimization for the Intelligent Enterprise, April 2009. Traditional Approach Instinct and Intuition Corrective Years, months, weeks Human intuition Decision support Efficient Emerging Approach Fact-driven Directive Hours, minutes, seconds Applied semantics Action support Optimized Business Capability
18.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Business capabilities should focus on cross- functional, organization-wide use of knowledge for decision making • Business capabilities supported by data and analysis to enable fast, value-based, near-real time decisions – Information at point of need and in a form to enable decision • Identification of few distinctive capabilities where analytics and insights will provide competitive advantage • Embed the process of Analytics (insight generation, validation and value realization) as a capability across the organization • Emphasize end-to-end process and insight thinking 19 Best Practices: Business Capability
19.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Information, Insight and decision capabilities need to be foremost in building the business capabilities • Information to move from “what happened?” to “what is happening?” and “what will happen?” – Enable decisions on “what should we do?” • Identify new opportunities for combining data across functions and building insights – All data are not created equal . . . look beyond traditional sources of data – Leverage external data and embed in business processes • Drive data integration across the organization – Focus on data quality • Information overload impedes decision making – organize data to make it consumable by role and context 20 Best Practices: Information & Insights
20.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Architecture and technologies need to drive organization-wide capabilities and standards • Business Analytics as a core competency of all organizations • Emphasis on “information reporting” and Business intelligence • Analytic tools to the right people to enable speed, consistency and quality of insights • Data and Technology Architecture – Data and technology standards – Master Data Management • Manage data lineage 21 Best Practices: Technology & Architecture
21.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. All levels within the organization need to be supported for decision enablement • Technology native workforce • Decision making at point of action – Ability, data and tools at lowest levels to make appropriate decisions • More analytical, skill-based orientation at all levels • Organizational centre of gravity to help drive uptake of analytics and insights for decisions • Encourage cross-functional thinking on sharing of information • Mindset: some information is a business asset – and needs to be treated as such 22 Best Practices: People
22.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Governance enables and supports organization-wide insight capabilities, compliance and risk management • Information governance is NOT optional • Business led (cross functional) and IT enabled • Prioritize the information and governance across levels / departments – Start by targeting only most important data & information – Business ownership of most important data • Key Roles: Executive Sponsor, Program Driver, Business Stewards, IT Stewards • Business drivers (risk, compliance, etc) to help build a business case for information governance 23 Best Practices: Governance
23.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. So, now we know what to do ... 24 Where do we start? Where to Start
24.
BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Start by first assessing the status of current capabilities and gaps - particularly information and insights - and build a strong business case • Assess current ability and gaps to support required Business capabilities: – Information / knowledge, governance, resources, processes, technologies 25 Where to Start Baseline Capabilities & Opportunities Build Quantified Business Case Establish Flexible Information Platform • Quantified business case; accountabilities; line of sight • Focus on highest impact business capabilities – Risk, revenue / profit • Think “big”, start “small”, grow “fast” approach • Prioritize investments, demonstrate value quickly • Approach with consolidation in mind – “many to one”
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Several key risks and challenges should be addressed early in an Information Strategy initiative 26 Pitfalls & Challenges Recommendations Lack of Business involvement / sponsorship • Business buy-in and involvement is critical • Define Executive Sponsors and Information Stewards early - use as evangelists Lack of business case / ambiguity of RoI • Quantitative and qualitative • Risk / compliance and profit opportunities • Line of sight from business objectives to investment projects Unrealistic scoping • Remember: not all data is created equal • Focus on distinctive business capability • Start information initiatives small and then grow • Possibly fund as part of other major initiatives Cross enterprise complexity • Prioritize information, insights and governance across levels and departments Pitfalls and Challenges
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Case Study 1 • Engineering and manufacturing • Business Unit of a multi-billion dollar Group • Created IT Strategy before, but lacked Business buy-in • Needed to update IT Strategy to: – Provide line of sight from Business objectives to investment programs – Respond to competitive pressures – Leverage data, information, and knowledge across Group 28
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Client’s Vision and Mission are driven down to specific Corporate Strategies and Success Factors Being the #1 growth partner of choice in engineering solutions for leading companies worldwide Revenue > 6% Vision Mission Strategic Objectives Success Factors Hold baseline and reposition for growth Increase size / quality of [Client] development pool Pursue KI solutions & cross-SBU developments M & A Stay customer focused & simplify processes to focus 30% more time on growth / customers Customer Insight and Segmentation Opportunity Identification & Channel Optimization Grow Top Line Increase size / quality of new products & applications portfolio and markets Leverage new business models Reduce working capital and inventories Monitor and leverage market intelligence Increase customer face time Increase staff productivity / administrative efficiency Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Business capabilities are described to be organization-wide and not based on functional groups Develop New Products and Services Fulfill Demand Plan and Manage the Enterprise Generate Demand Plan and Manage Marketing & Sales Sell Products and Services Develop Applications Support Marketing and Sales Activities Market Products and Services Produce Products Plan & Control Material Movement Manage Transport- ation Control Production Quality Develop Manufacturing Strategies and Plan Manage Distribution Network Receive Inbound Shipments Manage Warehousing Store Material Prepare Material for Shipment Plan Procurement Acquire and Purchase Material Budget Process Transactions Manage Accounting Transactions Reporting Plan HR Strategy Hire Train & Develop Retain Financ e Human Resources Manufac’g Supply Chain & Sourcing Define/ Develop Research Concept Produce Lab Scale Customer Samples Develop Manufacturing Process and Prototype Provide R&D Evaluation Scale-up and Qualify Manufacturing Process Assess R&D Opportunities Research Business Opportunities Set, Communicate & Control Business Targets Set Communications & Control Policies Manage Organization Structure Direct the Business Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Capability Gaps – Impact on Achievement of Business Strategies Business capability gaps that risk achievement of the business strategies are identified Develop New Products and Services Fulfill Demand Plan and Manage the Enterprise Generate Demand Plan and Manage Marketing & Sales Sell Products and Services Develop Applications Support Marketing and Sales Activities Market Products and Services Produce Products Plan & Control Material Movement Manage Transport- ation Control Production Quality Develop Manufacturing Strategies and Plan Manage Distribution Network Receive Inbound Shipments Manage Warehousing Store Material Prepare Material for Shipment Plan Procurement Acquire and Purchase Material Budget Process Transactions Manage Accounting Transactions Reporting Plan HR Strategy Hire Train & Develop Retain Finance Human Resources Limited or No Adverse Impact Strategic Capability Attainment Somewhat Impacted Business Strategy Attainment Significantly Impacted Strategic Capability Attainment at Risk Unlikely to Attain Strategic Capability Goal Manufacturin g Supply Chain & Sourcing Define/ Develop Research Concept Produce Lab Scale Customer Samples Develop Manufacturing Process and Prototype Provide R&D Evaluation Scale-up and Qualify Manufacturing Process Assess R&D Opportunities Research Business Opportunities Set, Communicate & Control Business Targets Set Communications & Control Policies Manage Organization Structure Direct the Business 32 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Strategic Objectives Business Enablement • Globally integrated view of customer • Knowledge of market development targets • Knowledge of value-added offerings • Identification of new product opportunities • Innovative compounding strategies • Integrated transactional system • High delivery reliability and reduced transaction costs • Accessible maintenance, uptime and process metrics • Integrated account management processes • Business readiness to support M&A • Develop new knowledge-based business designs • Data normalization, integration and availability • Knowledge management and eLearning • Support for a CRM capability • eBusiness-ready infrastructure • SAP availability and support • Collaborative product design • Technology to support experiments • IT Governance processes and structure • Application and technology consolidation and standardization I&T Capabilities Investment programs have a clear “line of sight” to the organization’s strategic objectives. Investment Programs 33 Case Study • Grow Top Line • Hold baseline and reposition for growth • Increase size / quality of [Client] development pool • Pursue KI solutions & cross-SBU developments • M & A • Stay customer focused & simplify processes to focus 30% more time on growth / customers • Stabilize SAP • Higher Innovation and Speed to Market • Top-line Growth Through Deeper Insights • Supply Chain Efficiency Optimization • Exploiting eBusiness Capabilities • Extracting Value From SAP • Creating a Solid Foundation
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. The capabilities enable faster and broader information collection, analysis, insights and decisions Cost-to- Serve Analysis and Channel maps drive how each customer segment will be served Plans and priorities driven by channel strategy Customer interface infrastructure Integrated data about customer interactions Templates and automated tools / PDAs to enable ease in access and submission of customer interaction data Sales & Marketing Analytics Personal Contact Web/ email Telephone Fax / mail Customer Systems B2B Systems Customer / Account Information External Information Customer Product / Service Technical Information Single / Integrated Customer Information Database Data Mining & Analytics Planning & Reporting Dashboard Transaction Systems Segment: Relationship Segment: New & Emerging Segment: Innovation Dial [Client] First Self-Serve / plastics.[Client].com Transaction Systems / Enterprise Applications Distirbutior Account Information Sales Activity Quotes / Contracts Development History Leads Work Rules Segmentation, Routing and Lead Management Sales Force (Development Reps., Sales Reps.) Segment: Price Lead Channelling System Service Activity 34 Case Study Personal Contact (CSRs)
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. The “Town Plan” helps to easily communicate how various components will fit to support the Business System Category Knowledge Management Transaction Reporting Planning Decision Support Mfg S&M R&DFinanceBus Plan Manage Business SAP APO Bolt-on Financial Systems S A P SAP BW STC FacilitiesHR Logistics & RTP Info Mgmt Approved Point Solutions Approved Point Solutions Corporate reference systems eCommerce CRMApplicationSuite Emerging Knowledge Management applications SharePoint, Domino.doc PlantManufacturing&Lab Systems 35 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. System Category Knowledge management Decision support Planning Reporting Transaction Business planning •SAP APO •SAP BW •SAP APO •Collaborative planning •Knowledge Bases •SAP •IXOS •UpBase •ACSIS •IP21 •LabStation •SAP •ACSIS •IP21 •LabStation •SAP BW •SAP •MIMI Manufacturing •e-Learning •TRAQS/Prism •Domino.doc •Collaboration Logistics •SAP •Transoval •IXOS •SAP •DURAMS •Transoval •Contract warehouse systems •SAP BW •Transoval •SAP BW •Transoval •Collaborative scheduling •SAP •Ariba •IXOS •SAP •Ariba •SAP BW •SAP Requisiti on to Pay •Collaborative planning Sales to Cash Sales & Marketing •eLearning •Collaboration •Community •SAP •SAP BW •SAP •IXOS •SAP •DuPont Direct •Omnexus •Vendor Managed Inventory (VMI) •ERP Linking •MSDS-Internet •E-Certs •eLearning •Cybrant •Knowledge Bases •Collaboration •CRM Application suite •SAP BW •CRM Application suite •CRM Application suite •IXOS •Product Catalogue •Product Catalogue •CRM Application suite •SAP APO •SAP APO 36 This is supported by the Application Portfolio details Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. • Data and knowledge items will have one master source to ensure global consistency, reporting accuracy, and to minimize cost (“single source of data”). • Appropriate data will be centralized to support decision making across teams, sites, businesses, SBUs and functions. • When necessary to replicate data geographically for system and user performance the data will come from the one master source and be managed to ensure its integrity. • Corporate data elements and Corporate data management standards and rules will be used where they are available. This will ensure the maximum consistency of data within the business and across SBUs. • Every data item will have an identified owner with responsibility to enforce data management standards, principles and processes. Data Principles 37 Case Study Sample
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. IT-enabled programs, each consisting of multiple projects to build the capability A. Stabilize SAP C. Top-Line Growth Through Deeper Insights B. Higher Innovation and Speed to Market D. Supply Chain Optimization (Logistics & Manufacturing) F. Extracting Value from SAP E. Exploiting eBusiness Capabilities • Employee Portal / Self-serve capabilities • Roadmap for leveraging eChannel- enabled collaboration capabilities G. Creating a Solid Foundation IT Organization • IT Leadership Time on Growth • Reduce Costs of IT (incl. explore offshore) • IT & Data Architecture and Standards • Evaluation of New Technology Trends • eSourcing Human Resources • Timekeeping at sites Sourcing • eSourcing • Plant Maint. System Finance • Standardize Outlook and PO Data collection and reporting Manufacturing • Manufacturing Applications and Infrastructure Rationalization • Plant Maintenance Top-line Growth Operating Margin improvement G&A Rationalization • Opportunity Assessment Leveraging Technology for Speed to Market • Integrate LIMS • Customer Requirements / Gaps Information Database • Customer Segmentation and Channel Management • Customer Information Mgmt • Lead Management • Sales Force Effectiveness / Automation • Demand Forecasting and Statistical Analysis • Reporting and Drill-down Dashboard • Rationalization of Logistics Network • Achieve Original Business Case Benefits • Address Additional Untapped Functionality / Value • Extend Integration Benefit of SAP Across Value Chain • Asia-Pacific Implementation 38 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. IT-Enabled Programs C. Top-line Growth Through Deeper Insights A. Stabilize SAP Grow Topline The IT-enabled programs support achievement of the business strategies Stay Customer Focused / 30% More Time D. Supply Chain Efficiency Optimization E. Exploiting eBusiness Capabilities G. Creating a Solid Foundation F. Extracting Value From SAP B. Higher Innovation and Speed to Market Increase Development Pool Hold Baseline Pursue KI Solutions Pursue & Complete M&A c c c Direct Impact In-direct Impact 39 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. An assessment of Business Impact and Urgency helps to prioritize the projects Relative Prioritization Assessment Degree of Business Impact (Value) Fully supports Achievement of Business Strategies Limited Support for Achievement of Business Strategies HighLimited A D F G B C E I L J H K Q N R M O S P T U V W X Y Urgency ZPlan and Implement Re-evaluate Urgency or Reconfigure Project Address Quickly Question Need Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Ten capability building projects have been identified for pursuit during the next 18 months. A D F Discovery Effort: Leveraging Technology for Speed to Market G R V M C Lead Management Leveraging eChannels for Collaboration SAP – Asia-Pacific Implementation IT Leadership Time on Growth Customer Requirements/Gaps Information DB Customer Segmentation & Channel Management Sales Force Effectiveness/Automation E Customer Information Management Z Stabilize SAP 41 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Summary of Workstream Benefits Project Indicative Benefits Indicative Investment* Duration* High-level benefits from each project have been estimated along with investments and high level project plans A D F Discovery Effort: Leveraging Technology for Speed to Market G R V M C Lead Management Leveraging eChannels for Collaboration SAP – Asia-Pacific Implementation IT Leadership Time on Growth Customer Requirements/Gaps Information DB Customer Segmentation & Channel Management Sales Force Effectiveness / Automation E Customer Information Management 42 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Sequencing of projects is crucial to drive maximum value and success 43 Value Delivered Sequencing and Timeframe • Precision Pricing • Customer Profitability • Customer Mix • Customer Segmentation • Channel Strategy • Customer Contact Transformation • Order Fulfillment/ Differentiated Services • Performance Measurement • Data Mining • Sales Force Effectiveness • Prospect to Order Illustrative
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Programs Q2 Q3 Q4 Q6 Q7Q1 Q5 Q8 The programs are estimated to cover …. Program Dependency and Gantt Chart A D F Discovery Effort: Leveraging Technology for Speed to Market G R V M C Lead Management Leveraging eChannels for Collaboration SAP – Asia-Pacific Implementation IT Leadership Time on Growth Customer Requirements/Gaps Information DB Customer Segmentation & Channel Management Sales Force Effectiveness / Automation E Customer Information Management Z Stabilize SAP 44 Case Study
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Final Thoughts 45 “It is not the strongest of the species that survives, nor the most intelligent, but rather the one most responsive to change” Charles Darwin “An organisation's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage” Jack Welch
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Thank you for your participation Questions? 46
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BroadView Consultants Copyright ©
2010 BroadView Consultants Inc. Contact Information Jamal S. Shah Managing Director BroadView Consultants Inc. Tel: +1.647.293.9904 www.broadviewconsultants.com 47
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