AMD
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AMD focuses on maintaining transactional and collaborative relationships with channel partners. For transactional relationships, AMD has the RetailPro program for retail partners and the Solution Provider Program for resellers. These programs provide sales tools, training, and incentives. For collaborative relationships, AMD has the Commercial Channel Access Program to establish strategic alliances with solution integrators to develop customized products and solutions. This helps increase trust in AMD's brand and create demand for their products by addressing customers' business challenges. AMD's channel support efforts aim to increase market share in India by enhancing brand awareness, customer service, and the availability of solutions.
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- Audi is projected to overtake BMW as the leading premium car brand in the UK by 2012, but its success risks leading dealerships to offer poorer customer service and experiences.
- Digital strategies can help Audi enrich customer experiences, build relationships through two-way dialogue, and create brand loyalty by improving information flow, feedback loops, and relationships between Audi and customers.
- The proposed digital strategies include an online customer service community, desktop alerts for dealership staff, an internal service intranet, and mobile technologies like SMS updates and feedback. These aim to improve customer service and generate goodwill.
Uniserved Solution offerings for OEMs
This document discusses how a marketplace called Uniserved can help various players in the enterprise technology ecosystem address challenges from changing business trends. It provides on-demand access to a global pool of over 50,000 freelance technology resources and consultants across 700+ skills to help with challenges in skills, support coverage, cost optimization, and recruitment. The marketplace aims to help OEMs, system integrators, vendors and other players improve channels, mindshare, and manage AMC/RMA through crowdsourced solutions.
New S and D Slideshare - Mana- Edit
Computer Market Research is a global company headquartered in San Diego that has been in business for over 32 years. They provide web-based sales, finance, and marketing solutions for manufacturers. Their Ship and Debit solution automates the traditionally manual and error-prone process of managing price adjustment programs and claims for channel partners. Key benefits include increased accuracy, reduced turnaround times for claims, and improved visibility into indirect sales. The automated solution allows for flexible program building, controls approvals, and calculates discounts while ensuring proper stacking of multiple programs.
Computer Market Research's Ship and Debit Solution
Computer Market Research is a global company headquartered in San Diego that has been in business for over 32 years. They provide web-based sales, finance, and marketing solutions for manufacturers and have over 2,000 clients globally. Their Ship and Debit solution automates the traditionally manual and error-prone process of managing price adjustment programs and claims with channel partners. Key benefits include increased accuracy, reduced turnaround times, and improved visibility into indirect sales. The automated solution allows for flexible program building, controlled approvals, and configurable reporting capabilities.
US MPN 101
Engage with the Microsoft Partner Network as a US partner and get the resources you need to build your Microsoft practice. You’ll learn how to find out what benefits you have and how to utilize them, the programs and resources available to partners located in the United States, and how to stay informed.
Developing Microsoft Dynamics ISV Solutions That Address Customer Challenges
Microsoft offers a fantastic framework of support to help you package & promote your solutions based on the Dynamics platform. In this session you will hear about our Metro & TAP programs, Partner readiness offerings as well as the benefits of having your solution Certified For Microsoft Dynamics (CfMD).
10192018 SCM Case Analysis Information Technology Scoring G.docx
10/19/2018 SCM Case Analysis: Information Technology Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BUS-FP/BUS-FP3022/151000/Scoring_Guides/u05a1_scoring_guide.html 1/1
SCM Case Analysis: Information Technology Scoring Guide
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Describe an
organization's
information
management system
(IMS).
Does not identify an
organization's
information
management system
(IMS).
Identifies an
organization's
information
management system
(IMS).
Describes an
organization's
information
management
system (IMS).
Analyzes an
organization's
information management
system (IMS).
Evaluate the
competitive aspects
of an organization's
IMS.
Does not analyze the
competitive aspects
of an organization's
IMS.
Analyzes the
competitive aspects of
an organization's IMS.
Evaluates the
competitive
aspects of an
organization's IMS.
Recommends
improvements for the
competitive aspects of
an organization's IMS.
Describe how the
IMS helps
coordinate between
supply chain
partners.
Does not identify how
an IMS helps
coordinate between
supply chain
partners.
Identifies how an IMS
helps coordinate
between supply chain
partners.
Describes how an
IMS helps
coordinate
between supply
chain partners.
Analyzes how an IMS
helps coordinate
between supply chain
partners.
Explain how an IMS
helps monitor
orders and
inventory levels and
satisfy customers.
Does not identify how
an IMS helps monitor
orders and inventory
levels and satisfy
customers.
Identifies how an IMS
helps monitor orders
and inventory levels
and satisfy customers.
Explains how an
IMS helps monitor
orders and
inventory levels
and satisfy
customers.
Analyzes how an IMS
helps monitor orders and
inventory levels and
satisfy customers.
Explain why
managing
information is
equally or more
important to a
company than
moving products.
Does not describe
why managing
information is equally
or more important to
a company than
moving products.
Describes why
managing information
is equally or more
important to a company
than moving products.
Explains why
managing
information is
equally or more
important to a
company than
moving products.
Analyzes why managing
information is equally or
more important to a
company than moving
products.
Exhibit proficiency
in writing, critical
thinking, and
research; adhere to
APA style and
formatting.
Does not exhibit
proficiency in writing,
critical thinking, and
research; does not
adhere to APA style
and formatting.
Exhibits inconsistent
proficiency in writing,
critical thinking, and
research; inconsistently
adheres to APA style
and formatting.
Exhibits
proficiency in
writing, critical
thinking, and
research; adheres
to APA style and
formatting.
Exhibits proficiency in
writing and critical
thinking; supports
analysis with relevant
research; adheres to
APA style and
formatting.
Chapter 12
Sponsorship, Product
Placements, and Branded
Entertainment
12-1
1. Explain the popularity of event.
Strategic Innovation Management for a Competitive Advantage
Design for Innovation (D4I) has defined 7 levels of innovation to manage to achieve a sustainable competitive advantage.
Expand Your Service Offerings with New Applications of Your Marketing Platform
In this slideshare, you'll see how a MindFire customer, Think Patented, is using marketing automation technology to extend their services beyond typical marketing campaigns. You'll learn how Think Patented:
1. Uses a flexible marketing platform to broaden the scope of their services outside of multi-channel marketing campaigns.
2. Created an automated Recruitment Portal to pre-qualify third-party vendors for their facilities maintenance management client.
3. Organized their client's trade show communication including pre and post event multi-channel campaigns, automated appointment setting, and prospect data analysis.
Bp
This business plan proposes an account management strategy for ASBIS Middle East to sell servers and storage from Super Micro, Western Digital, and Infortrend to partners in the Middle East region. The plan outlines onboarding new partners, providing marketing support, trainings, product demonstrations, and other services to partners. Revenue targets are set by quarter for 2019-2020 with the goal of onboarding 50 new partners in 6 months and achieving 300-350 partners in 2 years. SWOT analyses are presented for each vendor. The resource requirements include demonstration units, marketing support, and training sessions from the vendors.
Are you making these 14 Channel Marketing Mistakes? - ChannelEyes Webinar
It doesn’t come as a surprise to Channel Professionals that things are changing faster than ever across the partner ecosystem. A perfect storm of new technologies, transforming business models, rapidly evolving competition, consumerization and economic forces have fundamentally changed the traditional supplier/partner relationship.
Not only are things moving much faster, the relationships have become significantly more complex. Ten years ago, a solid email, portal, phone, advertising and events strategy was all that was needed to communicate effectively to partners and customers. Today we have more than 30 marketing vehicles in play, and the level of noise and clutter is, at times, out of control.
Most of us were taught to measure ROI and then focus on the top 2-3 things that drive results. The problem is that these 2-3 things aren’t working the way they used to:
Email newsletters aren’t getting opened or clicked thru.
Beyond the usual suspects, webinar and tradeshow traffic is dropping.
Advertising, whether print or digital is not having the same impact as years ago.
Portal traffic is at an all-time low – partners just aren’t coming in the same numbers.
While every situation is different – the following 14 Channel Marketing Mistakes are common throughout our industry:
Not utilizing new automation tools for Email & Newsletters
Too reliant on the Partner Portal for communication
Not taking advantage of Communities
Too focused on the home run
Expecting too much from social
Not having or sticking to an editorial calendar
Producing too much boring or sales-related content
Under-utilizing the media
Thinking Direct Mail is too expensive
Segmenting Partners into Revenue Tiers Only
Expending too much effort on Partner Recruitment
Underperforming Tradeshows
Renewing tactics year to year without justification
Not taking advantage of Mobile
Scm exploartory research_concept_note
This document proposes a research study to assess differentiated markets and supply chain innovation opportunities for a manufacturer of building materials. It outlines objectives to transition traditional distribution channels to emerging digital channels. The study will analyze key stakeholders through qualitative interviews and quantitative surveys to understand customer needs, purchasing behaviors, and receptiveness to a new e-commerce platform. Insights will inform recommendations for piloting an e-commerce module with targeted customer groups and zones over a 5-month implementation period.
Company Store Presentation
CompanyStore.IN is a logo merchandise company that helps organizations maximize their brand identity through a customized company store program. They provide high-quality branded merchandise and apparel solutions to support clients' branding and marketing initiatives. Their core values focus on respecting individuals and accountability. They aim to be an indispensable business partner between vendors and customers.
Distribution Channel
This document discusses distribution channels and intermediaries. It provides examples of how companies like Toyota and General Motors rely on intermediaries in their distribution channels. It discusses potential conflicts that can occur both horizontally among competitors and vertically between different levels of the same channel. It also outlines factors to consider when analyzing customer needs, establishing channel objectives, and identifying alternatives in channel design.
Distribution system 1
The document discusses distribution channels and channel management. It defines distribution channels as the organizations through which a product must pass between production and consumption. Businesses use intermediaries like dealers and distributors for their distribution channels because it increases efficiency over direct sales. The document outlines factors to consider for channel design like customer needs, objectives, and alternatives. It also discusses managing channel conflicts and evaluating members' performance.
Channel Optimization Partners
The document discusses channel optimization and partnerships. It provides advice on how to build an effective channel model and strategy, find and qualify new channel opportunities, and optimize an existing partner base. It outlines common challenges vendors and partners face, and offers Channel Optimization Partners' services to help with areas like competitive analysis, channel program development, demand generation, and training. Their services aim to help drive sales through faster partner enablement, reduce costs, and increase partner value.
AWS Chicago user group talk by Adam Dillman, "Navigating the APN: The good, ...
"Navigating the APN: The good, the bad, and the ugly" -Adam Dillman, Managing Partner at Uturn Data Solutions
CRM and ROI
In the effort to meet the challenges of the digital age - social, mobile and always on - many business transformation efforts fall short, and some even fail. Our own client project results greatly exceed analysts' reported results across a variety of industries. How can you ensure yours is successful? Here we distill some common aspects of success, shared by our clients, into a set of essential conversations you may wish to consider for for your organization.
CompanyStore
This document provides an overview of CompanyStore.IN and the services it offers. In 3 sentences:
CompanyStore.IN is a logo merchandise company that designs branded merchandise and apparel programs to help companies maximize their brand identity. It offers a wide range of services including product sourcing, fulfillment, and incentive programs. The company has a team of 40 professionals and a large client list including Wipro, Cognizant, HP, Toyota, and Coca-Cola.
Similar to AMD (20)
Computer Market Research's Ship and Debit Solution
Computer Market Research's Ship and Debit Solution
Developing Microsoft Dynamics ISV Solutions That Address Customer Challenges
Developing Microsoft Dynamics ISV Solutions That Address Customer Challenges
10192018 SCM Case Analysis Information Technology Scoring G.docx
10192018 SCM Case Analysis Information Technology Scoring G.docx
Strategic Innovation Management for a Competitive Advantage
Strategic Innovation Management for a Competitive Advantage
Expand Your Service Offerings with New Applications of Your Marketing Platform
Expand Your Service Offerings with New Applications of Your Marketing Platform
Are you making these 14 Channel Marketing Mistakes? - ChannelEyes Webinar
Are you making these 14 Channel Marketing Mistakes? - ChannelEyes Webinar
AWS Chicago user group talk by Adam Dillman, "Navigating the APN: The good, ...
AWS Chicago user group talk by Adam Dillman, "Navigating the APN: The good, ...
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Prayas Initiative by Sanofi-Aventis
Sanofi Aventis launched the Prayas initiative to bridge the diagnosis-treatment gap in rural India through continuing education programs for rural doctors. The program pairs specialist mentors from semi-urban areas with general practitioner mentees in small towns and villages. Sanofi Aventis also launched affordable medicines under the Hoechst brand to increase access and availability in rural areas. The pilot program trained over 3,200 doctors across three states. Going forward, Sanofi Aventis aims to train 100,000 rural doctors over five years and partner with local governments and NGOs to further improve healthcare access for rural communities.
Crickertainment
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Aravind Eye Hospitals
Aravind Eye Hospitals was founded in India by Dr. Venkataswamy to provide affordable eye care and eliminate needlessness blindness. An estimated 30 million people worldwide are blind, with 75% of cases in Asia due to cataract. Aravind Eye Hospitals has treated over 3.65 million patients and performed 335,000 cataract surgeries by 1992 through their main hospital and eye camps. They aim to offer quality eye care at low cost through experienced doctors and staff while being 90% self-funded.
Levi's Strauss Jeans
Levi's targets upper and upper-middle class customers aged 13-24, emphasizing long-term customer relationships. In the 1930s, jeans were seen as cowboy clothing but later became a symbol of youth culture. Levi's faces competition from brands like Calvin Klein and Gap that offer lower prices and new segments. It failed to enter the premium jeans market and saw declining sales, but uses brand loyalty messaging emphasizing quality and originality to maintain image.
Nestle Infant Formula
This document discusses Nestle's marketing of infant formula and the problems that arose. It promoted formula as a breast milk substitute through aggressive TV, radio, and print advertising as well as distributing free samples. This shifted mothers from breastfeeding to formula, despite breastmilk being the best nutrient source for babies. Formula can cause allergies and issues if prepared with contaminated water. While management prioritized profits and market expansion, the marketing techniques were deemed unethical and caused mothers to lose the ability to lactate. Guidelines were established that employees should not promote formula as superior to breastmilk and should manufacture products according to WHO standards to improve transparency and consumer protection.
Analyzing and Nanaging Environmental Problems
The document discusses the theory of demographic transition and its implications for population growth and the environment. It predicts that world population will stabilize between 10-12 billion people by the late 22nd century. This large population will put significant pressure on natural resources if living standards rise in developing countries. Rapid population growth and increasing consumption could degrade the environment through deforestation, water shortages, and biodiversity loss. International cooperation is needed to promote sustainable resource management and reduce disparities in consumption between developed and developing nations to mitigate these impacts.
Via
1) Travel portals in India saw $800 million in business in 2006, with over 4 million foreign tourists and 350-400 million domestic tourists that year. Air passenger numbers increased from 22.8 to 32.2 million from 2005 to 2006.
2) Commission from air tickets, the bulk of business, ranges from 2-9% while hotel bookings have higher commissions of 8-25%.
3) Major competitors include Yatra.com, Makemytrip.com, Redbus.in, and Travelocity.com. Strengths include a holistic business policy and wide network while weaknesses include a lack of direct marketing. Opportunities include rapid market expansion while threats include many competitors and increasing customer awareness
Gross National Happiness
GNH stands for Gross National Happiness, which seeks to promote inner happiness and well-being within the context of societal good. GNH uses a simple screening tool to assess how policies and projects impact key domains like health, education, culture and the environment. Bhutan formally adopted GNH as a measure of development success and has four pillars - equitable socio-economic development, environmental conservation, preservation of culture, and good governance. While GDP measures economic output, GNH takes a more holistic approach by valuing natural, human and social capital to better indicate national well-being.
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
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6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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AMD
- 1. AMD Channel Support Strategies
- 2. Brief Introduction Advanced Micro Devices is an American company Designs and produces microprocessors, flash memory devices and other solutions Believes in channel partner support strategies 3 principles: Create new customer value Complement existing partnership Localize the execution
- 3. Brief Introduction (Contd..) Transactional Relationships: AMD RetailPro – Retail Partners AMD Solution Provider Program – Resellers Collaborative Relationships: AMD Commercial Channel Access Program – Channel partners
- 4. Q.1. Discuss AMD’s efforts to maintain and improve transactional relationships with its channel partners. AMD RetailPro: For retail partners and partners in store management and technical support Partners could access latest product information, training and sales tools Could participate in online promotions Could win prizes also Some retail partners were: ABC Warehouse, Amazon.com, Wal-Mart etc
- 5. Contd.. AMD Solution Provider Program Meet needs of resellers Reward their commitment to AMD 3 membership levels: Member, Gold and Platinum Criteria for membership levels: Level of commitment and business development Extent of alignment with AMD products and brand strategies Competency level in selling AMD products Loyalty to AMD Resources could be accessed through Market Builder Web Portal
- 6. Contd.. E-news updates, quarterly marketing updates, product collateral and merchandising material and online product training Gold and Platinum: Had toll-free telephone access to AMD technical service center Also access to evaluation samples Priority over other channel partners Program had various functions like educating, communicating and acting as a collaborative forum between AMD and channel partners Constant update of portal with industry publication, market insights and customer success stories Customer-centric innovation
- 7. Q.2. AMD has focused on establishing collaborative relationships with its channel partners, especially solution integrators. What is the rationale for adopting this type of buyer-seller relationship? To help solution integrators to make better products thus ensuring demand of AMD products Elimination of technical bottlenecks for the consumers to solve their toughest business challenges thus creating trust for the AMD brand Developing products for specific tasks such as product design and chip manufacturing thus creating niche segments Helping to enhancing efficiency and effectiveness in products by providing excellent performance, reliability, flexibility and serviceability ensuring product success in the market Moving from supplier relationship to strategic alliance Creating greater value for IT investments for the customers by superior products and customer service
- 8. Q.3. AMD has……adoption in India.” To what extent do you think the channel support efforts of AMD will succeed in increasing its market share? Will lead to greater penetration in the market Increase the brand awareness about AMD products Will help customer base to get larger attention in terms of availability of services Will ensure the availability of wider solutions for challenges Will ensure better value for money for the customers
- 9. Thank You Group Members Aadil Ahmed (01) Ankur Dave (10) Kaushik Bose (40) Neha Mehta (53) Rajni Sharma (68) Saurabh Jain (78)