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Future of the_scorecard_8.10

  1. 1. Perform Volume 7 / Issue 2 / 10 Information in Action The Future of the Scorecard Performance Management: Past, Present and Future Letters from the Publisher and Emergency Response . . . . . . . . . . . . . . 22 Building Sustainable Performance Editor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 By John Katsoulis and Seema Haji Management Frameworks . . . . 41 By Kaye Kendrick The Future of the Scorecard PSEG Leverages Actuate to Reduce By Jeff Perkins . . . . . . . . . . . . . . . . . . . . . . . . 3 Costs and Increase Productivity 25 Bridging the Finance-Operational Public Service Enterprise Group Gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44In this issue > The Smart Statement . . . . . . . . . . . . . . Xenos 10 Top-Notch Performance . . . . . . . . 28 By David F. Giannetto Promaco Consulting Actuate Excellence Awards . . . . 50 How to Spot a Bad Strategy . . 15 By Mark Graham Brown Expanded Opportunity . . . . . . . . . 31 Coach’s Corner . . . . . . . . . . . . . . . . . . . . . . 52 Prudential plc By Catie Sirie The Road to World-Class Commissioning . . . . . . . . . . . . . . . . . . . . . 19 A Clearer View . . . . . . . . . . . . . . . . . . . . . . . 34 Reading Room . . . . . . . . . . . . . . . . . . . . . . 54 NHS South of Tyne and Wear IBM Rational ClearQuest
  2. 2. From the Publisher At Actuate, 2010 started off with some exciting news. TechWeb’s Intelligent Enterprise Editors’ Choice Awards were announced, and Actuate was named a 2010 “Company to Watch” in the Business Intelligence (BI) category, for creating and leading the Eclipse BIRT project and supporting the developer community. The awards look at companies that innovate, even in the tough times we’ve seen in the past year. Our innovation and ability to continually evolve are things that Actuate take special pride in, and we’re pleased that the editors at Intelligent Enterprise would recognize that too. While we’re on the subject of innovation and evolution, we’ve been doing exactly that recently at Actuate – evolving. In fact, with just the first quarter of 2010 behind us, we’re already a different company than we were in 2009. And the biggest change has certainly been adding a new member to the Actuate family: Xenos, the leader in Online Presentment and Document Storage Reduction. But that’s not the only thing we’ve accomplished so far this year – we also did amazing work launching BIRT Performance Scorecard 9, BIRT Mobile for the iPhone and Xenos Accessibility. Now we’re getting underway with this year’s Actuate Excellence Awards, which is an exciting opportunity for us to reward the amazing innovations of our own clients. You can read more about those on page 50. And as usual, there’s a lot of great information in this issue of Perform. I hope you enjoy it and can apply it to your own lives. Best, Rich Guth Rich Guth Vice President & General Manager Open Source Strategy Group From the Editor I recently came across an inspiring article about a gentleman in Malawi who was intent on providing The Future of the electricity to his country – one windmill at a time. He’s built three so far, put together with anything he could get his hands on, and he’s become a local hero because just one of them generates enough power for a television, the lights in his family home and more incredibly his local villagers can use it to power their cell phones. The story’s theme played out in my mind over and over again, reminding me that simple ideas can have a SCORECARD tremendous impact. Each year Actuate recognizes great ideas in our own environment. And although we are not focused on the same goals as that man in Malawi, we also think we have our own group of heroes – our customers, who come up with great ideas every day. For 2010 we honor these ideas through our Excellence Awards, with three areas of excellence, outlined on page 50 of this issue of Perform. While the first two categories may seem familiar to you – BIRT Implementation Excellence and Scorecard Excellence – the third honors the newest member of the Actuate family, Xenos. Xenos is the leader in Online Presentment and Document Storage Reduction and we’re excited to have them join us. You can read more about Xenos in “The By Jeff Perkins healthy or not. And then there’s you, searching high and low Smart Statement” on page 10, the first of a three-part series. Vice President and General Manager for a piece of information that will better inform how you doPerform Magazine // Information in Action W I hope you enjoy everything we’ve put together in this issue of Perform, from Jeff Perkins’ “The Future of the Scorecard” (page 3) – Actuate Performance Management Solutions your job. But it doesn’t exist, at least not definitively. There is which explores how Performance Management has evolved in his 14 years in the business – to Mark Graham Brown’s “How to Spot no single version of the truth. a Bad Strategy” (page 15) and David Giannetto’s “Bridging the Finance-Operations Gap” (page 44). Actually, we’re pretty excited e’ve all worked at that organization. about all of the contributions to this issue of Perform – we hope you are too. You know the one: the place where you have When I started in the Performance Measurement and Best Regards, to go searching everywhere for information, Management business 14 years ago, that organization was Vol 7. Issue 2 . 2010 for every single piece of data. But you look in most every organization. And that was why we were doing John Katsoulis 10 different places and you get 10 different answers. There is no single system of record for key, vital statistics what we were doing, because we were looking to improve on the status quo. We wanted to help people measure – to track – the vital indicators that tell you whether your organization is things like actual versus budget, actual versus benchmark, etc. John Katsoulis 2 Perform Editor 3
  3. 3. “ data more effectively to manage your organization. Companies – tall and small, public or private – and for all levels of those are also moving away from the traditional report card approach, organizations. It’s an attitude that we think meshes nicely with About the Author There’s been a vital With a solid background in systems engineering, product realizing that when employees feel like they are being judged or ‘graded’ – constantly held up to the scrutiny of their peers – this new evolution of Performance Management culture, but it’s one that differs from some of our competitors, who vary and dramatic shift in the management, sales, and sales management, Jeff Perkins they don’t always feel secure or happy in their jobs. No wonder many of them weren’t on board with the early performance across the board but don’t quite have that same attitude. Some think Performance Management belongs strictly in past years; a shift from a oversees the worldwide Performance Management Solutions team at Actuate. After spending eight successful measurement initiatives! the financial domain, to be practiced exclusively by the folks performance measurement years as Performancesoft’s Chief Technology Officer, Jeff Today, though, we’re seeing organizations calling people from that are financially oriented; others see it only as being for the ” – a 14-year Performance Management Software veteran – upper-echelon senior management. On that, we disagree. far-flung regions of their company because they’ve been culture to a Performance now works closely with Actuate’s engineering and product performing well on a particular metric. They’re calling them No matter where I stand on the company’s totem pole, after Management culture. management groups to ensure that all Actuate Integrated Performance Management solutions remain the most in to help mentor and coach coworkers who are struggling on the same metric, and they’re doing it in a collaborative all, I may be accountable for a business result or metric. And if I am, it’s important for me to be able to drill down into the innovative and user-friendly on the market. environment with great respect. It’s a more scorecard-oriented underlying operational detail of that metric, so that I can approach, where the idea isn’t to cast blame but to look instead understand what’s really going on behind the scenes. Someone at why certain metrics are performing below target, something above me isn’t going to necessarily need to go into as much that often has very explainable extenuating circumstances. detail as I am, so they’ll drill down to a much less detailed level; – and to allow them to use those statistics and ratios during Performance Management vs. Measurement If you look at the Actuate BIRT Performance Scorecard today, they’re focused on the big picture and don’t have the time the course of their jobs, to hopefully do those jobs better. for example, there’s room for commentary and annotations, or need to go down to the most minute level of detail. But in We’ve come a long way, dude. allowing metric owners to capture their knowledge, so that they Performance measurement still allows for that today. my role on the front lines, I need that information to do my In its infancy days, performance measurement was just that: a can explain what’s going on behind the numbers. It’s a different job well. It’s why we don’t think a company is making full use But it’s amazing how much something can change in a decade way of measuring performance at all levels of an organization approach, and it makes each employee along the chain a part of a Performance Management system – of its potential and and a half. Back then, performance measurement was still new and of keeping an eye on what was happening in the company of the process, not simply the fall guy if something goes wrong. possibilities – if they’re leaving it as the exclusive domain of and finding its footing. To succeed, we saw that visionaries trenches, so to speak. Which is fine, but many – I’d say most – In other words, it’s no longer a shame-and-blame system, but upper-tier executives. within the organization – often someone senior – needed to of the metrics being measured then were financial (since the instead one of constant collaboration and improvement. champion the cause; to push it through, sometimes amidst That’s one competitive differentiator of Actuate, and it translates management systems themselves were all based on financial Actuate’s Approach opposition from those who didn’t understand it or simply into what we offer. Our BIRT Performance Scorecard offers metrics) so most of the time companies only really had a small didn’t like the idea of being measured. And that often meant Actuate’s approach to Performance Management is this: we different capabilities for different types of users at different glimpse at what was happening. And they couldn’t react very that even the best performance measurement program, while think it’s for everyone, plain and simple. It’s for all organizations levels of an organization. Other differentiators include: quickly to any changes, either – not when they only looked started with the greatest intentions, often had some inherent at those metrics every six months or maybe once a quarter. A problems: a top-down approach that left those lower on the very frequent measure then may have been monthly; today, it’s totem pole feeling alienated by a new system; or a report card- likely to be daily or even hourly. style view of measurement that again left many employees feeling nervous and blamed. It was no wonder that some That’s not the only change we’ve seen either. Instead of just programs failed. tracking the data, organizations are now using it, and they’re using it on a daily basis, to manage and move themselves There’s been a vital and dramatic shift in the past years, forward. It’s no longer just executives taking the driver’s seat though; a shift from a performance measurement culture either; that top-down approach, which never worked well, to a Performance Management culture. And the chief aim of is gone and in most places we’ve seen it replaced with an a Performance Management culture is no longer just about organization-wide approach instead. Metrics outside of finance having all of that relevant data in one place – although that’s have been embraced, so there are more subjective measures important too – it’s also about being able to use that data in being adopted – including qualitative measures, as well as a meaningful way, to build your business. To see clearly thosePerform Magazine // Information in Action leading or predictive measures – to balance the financially- areas that need to be worked on and to benefit as much as skewed outcome measures, which are still important but only possible from those things that, as an organization, you do show part of the picture. well – and from the people who own those thriving metrics and are helping them excel. It’s a more collaborative culture, In other words, it’s an entire shift in culture, from measurement one that’s less quick to blame. And it’s a culture that Actuate to management. If you’re looking at data that’s been recorded Vol 7. Issue 2 . 2010 fits into nicely, because our approach to measurement and daily or hourly – as opposed to that which might be six months management has always been one where everyone works old already – you’re able to react to it more quickly, to nimbly together towards the same goals. navigate through any problems that might exist and to use that [ Figure 1.1: Briefing Books display information from multiple scorecards and allow users to drill down to understand performance trends via color-coded interactive display and user commentary. ] 4 5
  4. 4. • Time to value. Companies want to know how long it will learning mode, trying to figure out how to get the features that take before they start getting value from a system. And the a purpose-built application already has; and chances are, as Actuate team, over its years in the business, has realized talented as they may be in their own area of focus, they will never that the only way to be successful is to be able to deliver be able to build something with the same level of functionality, value quickly. One of our leading sales propositions is our since their core strengths aren’t in Performance Management. In time to value, measured in a small number of weeks rather than in months or years. the meantime, strategic resources – like IT personnel, technical resources and management – are distracted and aren’t focusing Performance Management: • The simplicity of replicating metrics. It’s incredibly simple in on core duties that are key to the company’s bottom line. Time The Top Three Persistent Pain Points is lost as they try to create and later maintain a Performance the BIRT Scorecard to replicate a metric across multiple Management system; they’ll never be able to give 100 percent organizational units. This is accomplished with minimal What haven’t changed all that much, even as the culture of Performance Management and Measurement has to their own business. A purpose-built product like BIRT effort in BIRT Scorecard because of the dimensionality progressed significantly, are the pain points our customers come to us with. Actuate sees them day in and day out, Scorecard embodies years of Actuate and customer experience of the product, which helps in being able to find best and they can stall a Performance Management initiative or stop it from meeting its potential. These are the top three in Performance Management automation; something a home- practices and to identify areas that are under-performing pain points we encounter: grown system cannot hope to achieve. quite quickly, even on the same metric. The Future of the Scorecard These are the key differentiators that Actuate brings to the 1. You don’t have the proper tools. There will always be some companies who try the low-cost approach to If there’s one thing that you can always count on, it’s change. table, and that our customers tell us have been deal breakers in measurement. They know Performance Management can be important to their organization, but they figure And if I’ve seen Performance Management culture change so their decision to choose BIRT Scorecard for their Performance they can do a good enough job of it by measuring their company performance using personal productivity dramatically in the last 14 years, I know I’m going to see just Management initiative. tools like those in the Microsoft Office suite: Excel, PowerPoint, Access, etc. Those are all perfectly good tools, as much change – or even more – in the next 14. Predicting don’t get me wrong, but they’re not designed for Performance Management. A company’s Performance On the flip side, some organizations that are technically inclined exactly where that change is going to happen isn’t an exact Management program can quickly become unmanageable and unmaintainable without a purpose-built sometimes decide that they can build their own Performance science, but there are a few things that we’re already seeing that package, one that’s meant for sharing and has reliability and multi-use capabilities built in. There’s a reason why Management application. Since they’re not in the business of I think will be crucial in how Performance Management plays do-it-yourself initiatives ultimately collapse under their own weight. Performance Management themselves, they’re always left in out in the years to come: 2. You can’t find the right data. Data, data, data – it all comes down to data, and whether you have the right data or not. With the proliferation of multiple enterprise systems, and the proclivity of businesses to merge and acquire, we find that any particular organization – and this goes for government as well as the private sector – has multiple source systems and multiple data formats. And in order to measure and manage properly, companies need to be able to reliably capture that data and to bring it into a system that is data-source agnostic. We’ve found that the ability for a system to sit on top of and to be independent of the data sourcing really future-proofs it from any changes that might happen due to mergers and acquisitions, or from changes to corporate or organizational strategy. 3. You can’t get support. The culture around a Performance Management initiative can make it or break it. So take a look at your organization: Is your initiative being used as the stick or the carrot? Is it engaging users at all levels? If you push a Performance Management initiative down from the top – tell employees ‘this is what you have to measure’ – it rarely ever succeeds. Instead, collaborative design is the most effective way of getting support; you go out and work with the people who are accountable, who own the metrics, and ask them what they need in order to measure and manage their part of the business. If they truly have ownership and can seePerform Magazine // Information in Action how their metric aligns with what the organization is trying to accomplish, then it’s easier to get that buy-in that is so crucial to success. And the benefits of doing that right are fantastic; it lends to better decision making all round and makes organizations more able to react to changing market conditions. Vol 7. Issue 2 . 2010 6 7
  5. 5. • It won’t be long before Performance Management offices and desks are becoming a thing of the past – so pervasively invades all portions of organizations’ the ability to get performance information regardless of operations. So it won’t be an afterthought anymore: when where you are, no matter your mobile device, is becoming a company invests in a large administrative system like an increasingly important. ERP system, the metrics portion will be built right in. That’s Actuate’s stated objective and goal as we move forward is to good news, since it means sourcing data won’t be nearly maintain state-of-the-art leadership, driven by the blending of a the same problem it has been in the past. very strong metrics calculation engine that does all of the heavy • There will be mass changes to the visualization of lifting work, with a strong and easy-to-use visual interface. We’ll performance information. It’s an area where Actuate is build on that in the future through increased mobilization and strong, and it will become more and more important as collaboration, and through self-serve performance information society becomes even more computer oriented and gets portals. I can’t give anything away as to what we’re working on used to strong, simple and intuitive interfaces. We’ll see now, but look for things to be faster and better in the future, applications we use in our work life mimic those we use for a system that is able to take on even larger Performance at home, influenced by things like social networking and Management applications. There will be a continued focus on self-serve banking applications, which need zero training being able to link from the strategic or summarized level right and are easy to use. Some of that’s already evident in the down to the operating level. current BIRT Scorecard, but you’ll find all applications But on the other hand, expect us to take things in a few adopting that kind of design standard going forward. directions – introduce some exciting new elements – that It’s the second wave of web-based Rich Information you’ve never even dreamt of. Surprises are definitely in the Applications. works. Because our job at Actuate isn’t just to react to changes • Finally, mobility will play a greater role in the Performance in the Performance Management culture. We create those Management world. People are increasingly mobile – changes too.Perform Magazine // Information in Action Vol 7. Issue 2 . 2010 [ Figure 1.2: Strategy maps allow you to create graphical representations specific to your Performance Management initiative. ] 8 9
  6. 6. The SMART STATEMENT Say Good-bye to Paper Statements, Say Hello to Online Presentment Every year, companies are sending out more and more statements, claims, invoices and bills. Traditionally those statements have been nothing but a cost sink. But not anymore.Perform Magazine // Information in Action Vol 7. Issue 2 . 2010 10 11 Part One in a Three-Part Series on Xenos, an Actuate Company
  7. 7. “ Traditionally, statements have been sent through the mail, and it’s been a one-size-fits-all approach. ” Xenos has been a major player in organization has 100,000 or 10 million customers, they typically the Enterprise Information send out the same statement to their entire client base, not Management Space for over making any distinction based on demographics or personal 25 years, during which time a unique mix of technology and customer preferences. At the same time, those same companies experience has positioned the company as an industry leader. Xenos’ may be spending hundreds of thousands of dollars on online products and solutions can be found deep within the information or mail campaigns to target specific customer groups, trying to architectures of many of the world’s largest companies. With retain their customer base by building brand recognition, or up- a global customer base of over 375 Tier 1 organizations, Xenos’ selling or cross-selling to their existing clients. Many customers solutions are used to improve business processes, reduce operational may not even glance at those campaigns, but those same costs, enhance customer experience and promote the benefits of customers will look at their statements for an average of one to Green IT. In February 2010, Xenos became an Actuate company. three minutes each month, and often more than once. Add to that an open rate of 95 percent or more and those statements This is the first of a three-part series of articles on Xenos, an Actuate represent the perfect medium for those up-sells and cross-sells company. In this issue, Perform examines Xenos ePresentment™, an – an opportunity that, more often than not, is overlooked by the online statement presentment offering. Part 2 will focus on Xenos’ companies sending them. solutions for document storage reduction, while Part 3 examines how Xenos fits into the Actuate world. But that’s not the only element of the statement that’s ripe for change. First of all, the mail is no longer necessarily the Introduction preferred way of sending or receiving statements. Whether it’s Every year, companies can produce and send out millions of in an effort to be green, to reduce mailing costs, or to simplify these documents have taken any action to reduce the storage With the aging of the baby boomers, accessibility is also more statements, claims, invoices and bills. But could organizations the integration with their own personal electronic bookkeeping footprint. important than ever. There has been a movement towards be doing more with those statements? Could they be getting requirements, more and more people are requesting to receive creating documents in an accessible PDF format for the visually The Evolution of Online Presentment better use out of them? And at the same time, could they be their statements online. To stay competitive, companies need to impaired and aging population. These PDFs are created with using fewer resources to produce them, while making them offer that option. Besides the challenge of storage, traditional PDF documents tags to allow for the reading aloud of text, graphics and more customer-focused? that simply reflect a print statement also come up short in images. But soon, accessibility won’t just be a ‘nice to have’ Not all online statements are created equal, though. The another area: performance. Customers in today’s computer- feature. Rather, as baby boomers – the largest segment of the In other words, are companies wasting a prime opportunity? most common and basic way to create one is to simply take savvy world expect to see their online statements when they population – age, the need for everything from large print to After all, statement generation – typically done monthly – a traditional printed statement and to transform it into a PDF want them and how they want them. They want those online easily accessible documents is rapidly moving to become a is the most frequent contact most companies have with document without any changes. But statements that have documents to meet their needs and to be accessible however regulatory requirement. With this in mind, Xenos has recently their customers. But in most cases, organizations ignore the been designed for print don’t always translate well into the they choose to look at them. Xenos ePresentment allows for this, announced a new addition to its ePresentment Enterprise Server importance of the experience their customers have with that online world; a PDF that mirrors a printed statement does little breaking up and saving PDF documents into their individual platform that will generate accessible PDFs for ePresentment. information, and how it relates back to the branding and to address the uniqueness of a company’s customer database, components, to retrieve them as necessary, when necessary; This will go a long way in helping the visually impaired take messaging they wish to convey. The result is that marketing it does little to address customers’ self-service needs, and it this not only saves storage space but allows for branding and advantage of client information and at the same time insure departments are not taking full advantage of those documents. doesn’t do much to support companies’ marketing efforts. marketing information to be personalized based on customer that Xenos’ customers do not fall in breach of regulatory or By dramatically changing the content – reflecting specific profiles and to be constantly updated as needed and integratedPerform Magazine // Information in Action Traditional PDFs also can increase storage capacity legal changes on the horizon. customer segments while getting their branding across – they requirements and as a result increase capital and operational automatically when clients call up their statements online. could be benefiting from the marketing potential of documents That’s not all that’s possible, either. Every day, new and more costs. A graphically rich document like a PDF file can easily With this model, changing customer needs can also be taken that they have to generate and send out anyway. advanced adaptations of online presentment continue to reach 5 MB in size (as opposed to a more traditional text- into consideration. The growth of social networking and mobile emerge. Xenos ePresentment stays on the forefront, offering That’s where Xenos ePresentment comes in. based document, which ranges between 150 and 500 KB). technology usage, for example, means that output must be capabilities that include: The fully-burdened cost is between $20 and $30 per GB per adapted for much smaller-format devices, including netbooks Vol 7. Issue 2 . 2010 The Traditional Approach month to sustain digital storage. Multiply that cost over several and smartphones. PDF delivery, then, is no longer simply a • Repurposing content. Some organizations offer content Traditionally, statements have been sent through the mail, and years and the challenge becomes clear. At the same time, few customer-centric issue – it has evolved to become device- extracts of previously static information in structured data it’s been a one-size-fits-all approach. No matter whether an Enterprise Content Management (ECM) systems used to store centric as well. formats such as XML or CSV. These structured data extracts 12 13
  8. 8. are being directly imported into back-office applications in a straight-through processing manner, or manipulated by individual recipients within personal spreadsheets. Content repurposing offers a massive reduction in The Power of Xenos downstream manual processing, resulting in real cost ePresentment savings for end consumers. • Dynamic content consolidation. With dynamic content As a server-based approach, Xenos ePresentment consolidation, multiple related pieces of information offers a number of advantages: are merged or linked together to provide an expanded and/or supportive view of a single transaction or holistic • It eliminates the gaps in existing customer position. An example would be a personal bank information architecture and process flows statement, where all relevant check images are appended by streamlining information flows and to the end of the statement or hyperlinked within it and enabling the repurposing of legacy data then made available online. This translates into significant documents for new applications; saved time for end users who would otherwise have to • It delivers a superior “return on information” search for supporting materials. In addition, customers can by making that information available where, get a consolidated view of all of their transactions across when and how it is needed at a lower cost; multiple lines of business, or over expanded periods of • It enables the enterprise to control business time; this can enhance their service experience and make information and flow for both structured it feel more personal to them. and unstructured data, making information • Post processing composition. In post processing available where, when and how it is needed composition, previously produced and archived within the enterprise to improve operational documents are manipulated in real time based on efficiency and business processes, reduce changing customer preferences and advanced analytics. In risk and costs, and increase productivity; an online world, customer profiles are constantly updated and what was true at the time of document production • It eliminates redundancy in archive and may no longer hold true at the time of presentation. legacy applications and significantly Since documents are re-composed, assembled and reduces storage costs associated with presented online in real time, each reflects the latest document and image archives. How to Spot a Bad Strategy possible customer information and can take advantage of up-to-the-minute analytical trending reports extracted from corporate data warehouses. Online documents also reflect the most current marketing messages and offers self-service model for customer interaction. Online statements that are personally relevant to the consumer to support can be more than just a print document presented online, By Mark Graham Brown plenty of demand for their services, so this was a realistic goal. cross-selling and up-selling. though, and companies are realizing the benefits of presenting Mark Graham Brown Consulting The company ended up with three key strategies for achieving relevant and accurate information in a format that’s adaptable We’ve • Document decomposition. Some organizations are their growth goal: – one that’s able to keep up with their branding initiatives while all been in those planning taking advantage of print stream or PDF document meeting their clients’ personalized needs. Those companies are meetings where we begin 1. Increase share of business. Get more work from existing decomposition to present customers with a truly beginning to understand that statements don’t need to be the by reviewing our company’s customers. interactive experience. Documents produced in print cost sink they’ve previously been, but rather that they represent strengths, weaknesses, opportunities, and threats. Typically stream or PDF formats offer a static presentation of 2. Acquisitions. Investigate and purchase smaller competitors an opportunity to interact with customers in a variety of ways.Perform Magazine // Information in Action there is a much longer list of strengths than there are or other companies who are in different markets/ information to the end customer. Advanced integrated Xenos helps bridge the gap between companies’ documents weaknesses, but companies seem to be getting more realistic geographies. document solutions (IDS) break down static documents and their customers, recognizing the true potential of online these days and are willing to acknowledge that they are not into individual XML files. A style sheet is created and 3. International. Focus on marketing to and acquiring new statements. With a powerful solution like Xenos ePresentment good at everything. Once the goals or objectives have been applied to the extracted XML content, resulting in a very international accounts in Asia and South America. behind the initiative – and the right champions within the established for the next year or two, the real hard work begins interactive customer web experience. in coming up with strategies for success. There are often Coming up with strategies is hard enough. Even more difficult Vol 7. Issue 2 . 2010 company driving it through – online presentment can bring Conclusion any company’s statements into the present and through to multiple strategies for a single goal. For example, a client had is coming up with realistic and accurate ways of evaluating Driven by demand and a desire to continually improve their the future, helping to maintain and build their customer-client a goal of going from $400 million to $600 million in sales in whether or not the strategies are the right ones. In this article, customer experience, organizations are moving to an online relations at the same time. the next three years. Industry data indicated that there was we will explore some of the practices that tend to work well 14 15

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