The document provides an analysis of Lenovo's small and medium business (SMB) market and makes recommendations to improve growth. Key points:
- There is growing demand for tablets, desktops, and workstations in certain industries like healthcare, education, and finance.
- Partners and sales reps provide feedback on technical issues, products, programs, and low brand awareness among SMB customers.
- Recommendations include focusing on top 5 vertical markets, training partners, new customer programs, an advisory board, and improving brand awareness.
BSG: A case study in Innovation. Presented by Jurie Schoeman at the TCI Futur...Jurie Schoeman
I presented at the TCI SA 4th MOBILE FINANCIAL SERVICES OF THE FUTURE CONFERENCE on the 17th September 2014, in Sunninghill, Johannesburg. The topic was 'A case study in disruptive innovation - how to create mobile solutions that customers love using, that are good for business, and that can be built and evolved quickly and sustainably'
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
This document discusses the importance of developing an e-business blueprint to align an organization's technology strategy and investments with its overall business strategy. It outlines a 5-step process for creating an e-blueprint that includes establishing objectives, scope, prioritizing application frameworks, and execution plans. It emphasizes the need for executive support and cross-functional collaboration to develop a business case and facilitate successful implementation of the e-blueprint over time.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
SANeForce provides SFE, SFA, CRM, CLM services for pharmaceutical, FMCG and healthcare organizations, our services provides data to access the salesforce performance with regard to attendance complete analyses, sample, input, expenses, sales, and period. Field force can now submit their daily activity, monthly activity, and market feedback to the corporate office through our various tools available on desktop,
mobile, and tablets.
The document discusses the need for integrated enterprise applications to support modern e-business architectures. It describes how isolated, standalone applications are no longer sufficient and companies need application frameworks that combine applications like ERP, CRM, SCM, and others. It provides examples of companies that have implemented various integrated application strategies to improve areas like customer service, supply chain management, and sales.
BSG: A case study in Innovation. Presented by Jurie Schoeman at the TCI Futur...Jurie Schoeman
I presented at the TCI SA 4th MOBILE FINANCIAL SERVICES OF THE FUTURE CONFERENCE on the 17th September 2014, in Sunninghill, Johannesburg. The topic was 'A case study in disruptive innovation - how to create mobile solutions that customers love using, that are good for business, and that can be built and evolved quickly and sustainably'
The document discusses developing an e-business strategy. It explains that an e-business strategy requires integrating business strategy, enterprise applications, and technology implementation. It outlines a three-step process for moving into e-business: developing an e-business strategy, formulating an e-blueprint, and tactical execution. The strategy formulation phase involves building awareness and planning to create new customer value through knowledge building, capability evaluation, and e-business design. It provides details on conducting knowledge building to understand customers, technology and industry trends, and core competencies.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
This document discusses the importance of developing an e-business blueprint to align an organization's technology strategy and investments with its overall business strategy. It outlines a 5-step process for creating an e-blueprint that includes establishing objectives, scope, prioritizing application frameworks, and execution plans. It emphasizes the need for executive support and cross-functional collaboration to develop a business case and facilitate successful implementation of the e-blueprint over time.
The document discusses ERP (Enterprise Resource Planning) systems as the technological backbone for e-business. It describes how ERP integrated software suites automate back-office functions like finance, manufacturing, distribution, HR, and more. ERP allows companies to link processes like sales, inventory management, production, and finance. The document also covers the evolution of ERP systems and key decisions around selecting and implementing an ERP solution.
SANeForce provides SFE, SFA, CRM, CLM services for pharmaceutical, FMCG and healthcare organizations, our services provides data to access the salesforce performance with regard to attendance complete analyses, sample, input, expenses, sales, and period. Field force can now submit their daily activity, monthly activity, and market feedback to the corporate office through our various tools available on desktop,
mobile, and tablets.
The document discusses the need for integrated enterprise applications to support modern e-business architectures. It describes how isolated, standalone applications are no longer sufficient and companies need application frameworks that combine applications like ERP, CRM, SCM, and others. It provides examples of companies that have implemented various integrated application strategies to improve areas like customer service, supply chain management, and sales.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
The document discusses three interlocking layers of e-business - design, applications, and infrastructure. It provides examples of companies that exemplify different approaches to e-business design like service excellence (American Express), operational excellence (Dell), and continuous innovation excellence (Cisco Systems). The key is developing a customer-focused e-business design that transforms business processes and creates a flexible yet integrated technology infrastructure.
1) Customer expectations are higher than ever, and companies lack integration between sales and service data to meet customer needs.
2) CRM combines business processes and technology to create value for customers through timely delivery of excellent service across all channels.
3) Leading CRM capabilities include operational excellence, analytical insights, and collaborative optimization to enhance the customer experience.
Reimagine customer engagement across channels for positive patient outcomes a...Genpact Ltd
Genpact is a global professional services firm that designs, transforms, and runs intelligent operations for its clients through proprietary frameworks and data analytics. It helps large enterprises improve competitiveness by making operations more efficient, effective, and able to better manage costs and risks. Genpact has impacted over 800 clients globally, generating over $22 billion in benefits. Its research institute advances clients' business transformations and adoption of intelligent operations.
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
- Dell is based in Round Rock, Texas and employs over 100,000 people worldwide.
- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
BearingPoint provides Lean management solutions and expertise to companies across Europe to improve performance and consistency. They have over 80 senior managers experienced in Lean programs across 16 countries. BearingPoint views Lean management as combining 7 key factors: mindset, flow, value, skills, integration, standardization, and continuous improvement (PDCA). Their approach focuses on practical problem solving, bottom-up involvement, and change management to successfully structure and deploy Lean initiatives throughout organizations.
The document discusses customer relationship management (CRM) and the importance of integrating sales, marketing, and service to build customer relationships. It outlines the benefits of CRM, such as increased customer retention and understanding customers to increase opportunities. It also discusses challenges like organizational resistance and the need to transition to a customer-centric model from siloed departments. Successful CRM requires defining a strategy, understanding customers, evaluating applications, and measuring results through a scorecard.
The document discusses selling chain management (SeCM) and its role in transforming customer contact into revenue. SeCM establishes linkages between previously disconnected sales functions and processes to enable new revenue channels while improving existing channels. It analyzes how companies like Cisco have implemented SeCM solutions to better engage customers, increase sales effectiveness, and coordinate team selling across multiple sales channels. However, fully reengineering core sales processes and implementing new business models, as shown by the example of Custom Foot, can encounter challenges integrating technologies with existing workflows.
Dell uses a direct sales model and CRM strategies to build great customer experiences. It segments customers and tailors its offerings to meet different needs. Dell collects extensive customer data through its website and CRM software to better understand customers. This informs Dell's strategies across the customer lifecycle from pre-sales support and education to post-sales support. Dell provides personalized support for individual, small business, and large enterprise customers. Its goal is to deliver superior customer service and customize computers to each customer's specifications.
This document discusses the evolution of e-procurement models from early EDI networks and B2E apps to current trading exchanges and industry consortiums. It outlines the key stages in developing an e-procurement strategy including clarifying goals, auditing processes, building a business case, developing supplier integration plans, selecting applications, focusing on integration, and educating stakeholders. The overall evolution aims to streamline procurement, reduce costs, and bring strategic benefits through automation and collaboration.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
The document discusses an agenda for a sales ROI benchmarking track at a conference. It includes a safe harbor statement, outlines the agenda which will discuss ROI case studies from SunTrust Bank and Bennett's Business Systems, and provides contact information for the presenters. Key metrics for an ROI model are identified such as satisfied customers, leads, deals closed, and case resolution rates. The document also discusses how Salesforce can help improve these metrics.
The Future of CRM: Aligning Sales and Support Around the Customer JourneyTeckstco
CRM/Analytics thought leader Ryan McGuire looks at the future of CRM as one where the customer journey is aligned from sales to support, and how your organization can take steps toward making this transformation. Enterprise two-way messaging platform provider Teckst discusses enterprise use cases and learnings from past implementations.
The document discusses the insurance industry landscape and challenges insurers face in accelerating their digital transformations. It notes that customers now expect more efficient and online services, and have little brand loyalty. Insurers struggle with legacy infrastructure and are facing competition from new tech entrants. The solution proposed is Seamless.Insure, a cloud-native modular insurance software that can automate processes, reduce costs and speeds up product launches. It supports the entire customer journey and claims to improve productivity, speed to market and reduce infrastructure costs for insurers. A case study example highlights improved lead conversion rates and a more efficient sales process for an insurer client.
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
The document provides information on several international and bilingual schools in Paris and the Ile-de-France region of France. It discusses schools that offer early education programs, schools for families who have recently relocated, and schools that provide education from preschool through high school. It also mentions schools that bring together students from different backgrounds to create a melting pot environment. For each school, it provides a brief overview of the grade levels, focus, and key highlights. The overall document serves as a guide for choosing the best international or bilingual school for children in the Paris area.
This document provides an owner's guide for an upright vacuum cleaner. It includes sections on important safeguards, service information, assembly instructions, use instructions, and problem solving. The assembly instructions describe how to attach the handle, store the hose and accessories, install the disposable dust bag, and store the electrical cord. The use instructions explain how to operate features like the on/off switch, hose/floor selector, dirt alert indicator, bag change indicator, and brush roll control. It also provides information on cleaning different floor surfaces and storing the vacuum when not in use.
This website provides replacement identification documents and driver's licenses. They claim to have realistic fake IDs that can be used to purchase alcohol or get into clubs. The website encourages visitors to order documents to misrepresent their identity or age.
Sziasztok, pár napja szerkesztettem meg az ISO 14001 magyar szócikket, azt az üzenetet kaptam, hogy némileg át kellene dolgozni a wiki jelölőnyelv szabályainak figyelembevételével. Rá tudna nézni valaki, hogy pontosan milyen formai követelményeket hiányolnak? Illetve kérdezném, hogy mikor válik ellenőrzötté/publikussá? Köszönöm! Üdv, Isoszakerto Isoszakerto vita 2015. március 14., 19:08 (CET)
A 2009-es moldovai zavargások 2009. április 7-én Moldova fővárosában, Chișinăuban, a 2009-es moldovai parlamenti választásokat követően törtek ki. A túlnyomórészt az önálló moldovai államiság helyett a Romániával való egyesülést preferáló demonstrálók azt állították, hogy a választásokon, amelyen a Kommunista Párt egymás után harmadszor nyert, szabálytalanságok történtek. A tüntetők megtámadták a parlament épületét és az elnöki palotát, ablakokat törtek be, bútorokat gyújtottak fel. Az EBESZ képviselői elítélték az erőszakot, egyúttal kijelentették, hogy a választások szabadon, átlátható módon zajlottak le.[1] Más nagyvárosokban is hasonló tüntetések kezdődtek, például az ország második legnagyobb városában, Bălțiban is.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
The document discusses three interlocking layers of e-business - design, applications, and infrastructure. It provides examples of companies that exemplify different approaches to e-business design like service excellence (American Express), operational excellence (Dell), and continuous innovation excellence (Cisco Systems). The key is developing a customer-focused e-business design that transforms business processes and creates a flexible yet integrated technology infrastructure.
1) Customer expectations are higher than ever, and companies lack integration between sales and service data to meet customer needs.
2) CRM combines business processes and technology to create value for customers through timely delivery of excellent service across all channels.
3) Leading CRM capabilities include operational excellence, analytical insights, and collaborative optimization to enhance the customer experience.
Reimagine customer engagement across channels for positive patient outcomes a...Genpact Ltd
Genpact is a global professional services firm that designs, transforms, and runs intelligent operations for its clients through proprietary frameworks and data analytics. It helps large enterprises improve competitiveness by making operations more efficient, effective, and able to better manage costs and risks. Genpact has impacted over 800 clients globally, generating over $22 billion in benefits. Its research institute advances clients' business transformations and adoption of intelligent operations.
The document discusses Dell, a large technology company founded in 1984 by Michael Dell. Some key points:
- Dell is based in Round Rock, Texas and employs over 100,000 people worldwide.
- Michael Dell still serves as CEO and has a net worth of $18.2 billion according to Forbes.
- Dell utilizes a lean supply chain model, cutting inventory from 20-25 days to just 72 hours.
The document discusses the evolution of business intelligence and knowledge management applications over five waves. It describes how early applications focused on data sharing and reporting, while later generations enabled more advanced analytics and personalization. The next generation is proposed to use real-time personalization, broadcast technologies, and mobile access to provide personalized, proactive intelligence to customers across channels. Key elements of successful business intelligence frameworks are also outlined.
BearingPoint provides Lean management solutions and expertise to companies across Europe to improve performance and consistency. They have over 80 senior managers experienced in Lean programs across 16 countries. BearingPoint views Lean management as combining 7 key factors: mindset, flow, value, skills, integration, standardization, and continuous improvement (PDCA). Their approach focuses on practical problem solving, bottom-up involvement, and change management to successfully structure and deploy Lean initiatives throughout organizations.
The document discusses customer relationship management (CRM) and the importance of integrating sales, marketing, and service to build customer relationships. It outlines the benefits of CRM, such as increased customer retention and understanding customers to increase opportunities. It also discusses challenges like organizational resistance and the need to transition to a customer-centric model from siloed departments. Successful CRM requires defining a strategy, understanding customers, evaluating applications, and measuring results through a scorecard.
The document discusses selling chain management (SeCM) and its role in transforming customer contact into revenue. SeCM establishes linkages between previously disconnected sales functions and processes to enable new revenue channels while improving existing channels. It analyzes how companies like Cisco have implemented SeCM solutions to better engage customers, increase sales effectiveness, and coordinate team selling across multiple sales channels. However, fully reengineering core sales processes and implementing new business models, as shown by the example of Custom Foot, can encounter challenges integrating technologies with existing workflows.
Dell uses a direct sales model and CRM strategies to build great customer experiences. It segments customers and tailors its offerings to meet different needs. Dell collects extensive customer data through its website and CRM software to better understand customers. This informs Dell's strategies across the customer lifecycle from pre-sales support and education to post-sales support. Dell provides personalized support for individual, small business, and large enterprise customers. Its goal is to deliver superior customer service and customize computers to each customer's specifications.
This document discusses the evolution of e-procurement models from early EDI networks and B2E apps to current trading exchanges and industry consortiums. It outlines the key stages in developing an e-procurement strategy including clarifying goals, auditing processes, building a business case, developing supplier integration plans, selecting applications, focusing on integration, and educating stakeholders. The overall evolution aims to streamline procurement, reduce costs, and bring strategic benefits through automation and collaboration.
The document provides an overview of e-business and e-commerce. It discusses how e-business goes beyond e-commerce to include backend business processes and applications. Visionary companies integrate e-business throughout their organizations to better serve changing customer needs. Leading companies share traits like strategic focus, innovative business models, and aligning strategies, processes and technology. The document outlines 10 rules for successful e-business, emphasizing the need to make technology a business driver and streamline information flows.
The document discusses an agenda for a sales ROI benchmarking track at a conference. It includes a safe harbor statement, outlines the agenda which will discuss ROI case studies from SunTrust Bank and Bennett's Business Systems, and provides contact information for the presenters. Key metrics for an ROI model are identified such as satisfied customers, leads, deals closed, and case resolution rates. The document also discusses how Salesforce can help improve these metrics.
The Future of CRM: Aligning Sales and Support Around the Customer JourneyTeckstco
CRM/Analytics thought leader Ryan McGuire looks at the future of CRM as one where the customer journey is aligned from sales to support, and how your organization can take steps toward making this transformation. Enterprise two-way messaging platform provider Teckst discusses enterprise use cases and learnings from past implementations.
The document discusses the insurance industry landscape and challenges insurers face in accelerating their digital transformations. It notes that customers now expect more efficient and online services, and have little brand loyalty. Insurers struggle with legacy infrastructure and are facing competition from new tech entrants. The solution proposed is Seamless.Insure, a cloud-native modular insurance software that can automate processes, reduce costs and speeds up product launches. It supports the entire customer journey and claims to improve productivity, speed to market and reduce infrastructure costs for insurers. A case study example highlights improved lead conversion rates and a more efficient sales process for an insurer client.
Learn about the key steps to a world class lead generation program in this previously recorded webinar by Sales Benchmark Index. A presentation by Sales Benchmark Index.
The document provides information on several international and bilingual schools in Paris and the Ile-de-France region of France. It discusses schools that offer early education programs, schools for families who have recently relocated, and schools that provide education from preschool through high school. It also mentions schools that bring together students from different backgrounds to create a melting pot environment. For each school, it provides a brief overview of the grade levels, focus, and key highlights. The overall document serves as a guide for choosing the best international or bilingual school for children in the Paris area.
This document provides an owner's guide for an upright vacuum cleaner. It includes sections on important safeguards, service information, assembly instructions, use instructions, and problem solving. The assembly instructions describe how to attach the handle, store the hose and accessories, install the disposable dust bag, and store the electrical cord. The use instructions explain how to operate features like the on/off switch, hose/floor selector, dirt alert indicator, bag change indicator, and brush roll control. It also provides information on cleaning different floor surfaces and storing the vacuum when not in use.
This website provides replacement identification documents and driver's licenses. They claim to have realistic fake IDs that can be used to purchase alcohol or get into clubs. The website encourages visitors to order documents to misrepresent their identity or age.
Sziasztok, pár napja szerkesztettem meg az ISO 14001 magyar szócikket, azt az üzenetet kaptam, hogy némileg át kellene dolgozni a wiki jelölőnyelv szabályainak figyelembevételével. Rá tudna nézni valaki, hogy pontosan milyen formai követelményeket hiányolnak? Illetve kérdezném, hogy mikor válik ellenőrzötté/publikussá? Köszönöm! Üdv, Isoszakerto Isoszakerto vita 2015. március 14., 19:08 (CET)
A 2009-es moldovai zavargások 2009. április 7-én Moldova fővárosában, Chișinăuban, a 2009-es moldovai parlamenti választásokat követően törtek ki. A túlnyomórészt az önálló moldovai államiság helyett a Romániával való egyesülést preferáló demonstrálók azt állították, hogy a választásokon, amelyen a Kommunista Párt egymás után harmadszor nyert, szabálytalanságok történtek. A tüntetők megtámadták a parlament épületét és az elnöki palotát, ablakokat törtek be, bútorokat gyújtottak fel. Az EBESZ képviselői elítélték az erőszakot, egyúttal kijelentették, hogy a választások szabadon, átlátható módon zajlottak le.[1] Más nagyvárosokban is hasonló tüntetések kezdődtek, például az ország második legnagyobb városában, Bălțiban is.
This document discusses exchange rate stability and its relationship to economic growth, both in traditional economies and the emerging virtual economy. It first reviews literature showing that decreased exchange rate volatility tends to increase foreign direct investment and economic growth. It then defines the virtual economy as financial transactions conducted online, and discusses how capital flows through online transactions similarly to traditional economies. The document introduces Bitcoin as a decentralized virtual currency that facilitates online trade and has taken on a role in the virtual economy. It explains how Bitcoins are created and regulated through a peer-to-peer network, with the goal of applying insights about exchange rate volatility to the Bitcoin economy.
This document discusses three theorems about Sylow subgroups in finite groups. Theorem 1 proves the existence of a group with q^e Sylow p-subgroups, where q and p are primes and q^e ≡ 1 (mod p). Theorem 2 shows that if p and q are "mod-1 related", meaning q ≡ 1 (mod p), then there exists a group with q^n Sylow p-subgroups for any n. Theorem 3 deals specifically with the 2-case, proving there exists a group with n Sylow 2-subgroups for any positive odd integer n. The document provides constructions of groups to satisfy the conditions of each theorem and proofs of subsidiary lemmas about the properties of
SensusSoft is a digital agency that provides various web development and design services including web design, development, website redesign, promotion, hosting, and graphic design. They have a team of expert developers, designers, and SEO specialists who aim to create innovative, unique, user-friendly websites that help clients attract and retain visitors through superior design, content, and search engine optimization. Their goal is to materialize clients' ideas into high-quality digital work.
The document discusses potential disruptions in the payments value chain. It notes that Visa and Mastercard currently play a key role in integrating merchants and consumers worldwide. Behind a simple card swipe, there is a complex fee scheme. While global standards exist, local business models vary - for example, in Brazil over 50% of transactions are made in installments and merchants may receive payments sooner by paying an additional fee. The document questions whether new players will truly disrupt the existing payments ecosystem and identifies opportunities for entrepreneurs in areas like the impact of EMV and NFC adoption, retailers' omnichannel strategies, overseas growth of new players, and reactions of incumbent players.
This document discusses three theorems about Sylow subgroups in finite groups. Theorem 1 proves the existence of a group with q^e Sylow p-subgroups, where q and p are primes and q^e ≡ 1 (mod p). Theorem 2 shows that if p and q are "mod-1 related", meaning q ≡ 1 (mod p), then there exists a group with q^n Sylow p-subgroups for any n. Theorem 3 deals specifically with the 2-case, proving there exists a group with n Sylow 2-subgroups for any positive odd integer n. The document provides constructions of groups to satisfy the conditions of each theorem and proofs of subsidiary lemmas about the properties of
This document provides an introduction and overview of Sylow's theorem regarding the construction of finite groups with specific numbers of Sylow p-subgroups. It begins with prerequisites and definitions, then presents three theorems:
Theorem 1 proves the existence of a group with qe Sylow p-subgroups for any e in a set E. Corollary 1 extends this to allow constructing groups with qem Sylow p-subgroups for any m. Theorem 2 addresses the special case of 2-subgroups, showing there exists a group with n Sylow 2-subgroups for any odd positive integer n. The document establishes notation and provides proofs of lemmas supporting each theorem. It aims to provide intuition on constructing groups to
Dokumen tersebut membahas tipologi dan klasifikasi organisasi koperasi. Terdapat beberapa jenis koperasi berdasarkan aspek hukum, sosial ekonomi, tingkat otonomi, orientasi kegiatan, dan fungsi bisnisnya seperti koperasi produksi, pembelian, pemasaran, konsumsi, kredit dan lainnya.
This document is a menu from a seafood restaurant. It lists appetizers, salads, soups, fried seafood, seafood from the grill, Cajun specialties, steak, chicken, lobster and crab options. It provides the names, descriptions and prices for each item. Safety notes are included at the top advising of risks from raw or undercooked foods and noting food allergies.
This document discusses an agency's evolution from single channel SEO to becoming a full-service omnichannel marketing agency. It notes that marketing now involves many specialized areas and channels like inbound marketing, social media, SEO, and PPC. True omnichannel marketing takes an integrated approach that affects the entire customer lifecycle rather than just multiple individual channels. The agency's goal is to apply an omnichannel approach to their own marketing and services offered to clients.
Dokumen tersebut membahas tentang vegetasi dan fauna di dunia dan Indonesia. Secara singkat, dibahas 5 jenis vegetasi utama di daratan (hutan hujan tropis, hutan musim, hutan hujan daerah sedang, hutan rontok daerah sedang, hutan berkayu keras), serta pembagian flora berdasarkan faktor geologi, iklim, dan ketinggian di Indonesia. Dokumen juga membahas 7 wilayah pembagian fauna di dunia dan jenis-jenis hewan
Group 2 Marketing Presentation for marketing subjectRahatulAshafeen
This document provides a marketing strategy analysis and recommendations for WalkMe to expand into the Indian market. It includes a market analysis using the 5Cs framework, identifying the business-to-business (B2B) segment as the target market. Key customer insights are presented to understand pain points and needs. The brand is positioned around strategic business impact, user satisfaction, and cost efficiency. A marketing mix of customized products and services, an omnichannel distribution strategy, culturally resonant promotions, and tiered pricing is recommended.
B2B Health Check: 5 Steps to eCommerce Fitness [WEBINAR]Four51, Inc.
Webinar Slides from 2/4/16 webinar
73% of B2B buyers now research at least half of their purchases online. Increasingly, they buy online as well. But too many of the websites of manufacturers, wholesalers and distributors aren’t in shape to make the most of this big opportunity to grow sales.
Today, agility, speed and rich features are what distinguish successful B2B e-commerce sites and empower them to deliver an online experience that mirrors what B2B buyers have come to expect from shopping retail websites.
From data management to streamlining key processes to mobile's role, this webinar will cover the tactics and technology online B2B sellers must prioritize to become best-in-class, driving sales and profits.
Hear from Aberdeen Group's Omer Minkara, Newegg's Ross Higgins, Four51's Chip House and Internet Retailer's Don Davis as we explore exactly what must be done to ensure your site is ready for 2016 and beyond.
Questions? Email marketing@four51.com
This document discusses how businesses can use market segmentation tools and analysis to better understand their customer base, discover new market opportunities, and build stronger customer relationships. It provides an overview of common segmentation methods like regression, CHAID, clustering, and penetration analysis. The rest of the document describes case studies of how different companies have successfully applied these segmentation tools to gain insights into their best customers, identify lookalike prospects, improve marketing campaigns, and expand into new market segments.
Group 2 Marketing Presentation for market studyRahatulAshafeen
This document provides a marketing strategy analysis and recommendations for WalkMe to expand into the Indian market. It includes a market analysis using the 5Cs framework, identifying key target market segments as B2B enterprise software users and top Indian companies. It recommends positioning WalkMe as enabling strategic business impact through effective user engagement, cost efficiency, data-driven insights, and support. The marketing mix suggestions include customized products and services, an omnichannel distribution strategy, nuanced promotion tailored to India, and affordable tiered pricing plans.
Go-to-Market in the Cloud Trends and ChallengesLeahanne Hobson
This document discusses the impact of cloud computing on traditional channels and solution providers. Key points include:
- Forrester and Gartner estimates that cloud transformation will lead to 15-40% attrition of the existing channel.
- Conventional business models and customer engagements will become less valuable unless solution providers change their approach.
- Survival requires radical changes to business models and go-to-market strategies, which most solution providers are ill-equipped for.
- Vendors continuing traditional approaches will struggle, and nimble transformation is needed to succeed in the cloud environment.
How to collaborate digitally with your partners?Anila Macula
1. How working from home can be an opportunity to get to know your business partners better
2. Channel Sales evolution and best practices
3. Which tools you can use for digital partner collaboration
Metrics that Wow! How Coremetrics Became the Customer Service Model of SuccessParature, from Microsoft
A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.
But how do you facilitate an organizational shift? How do you recognize the need for change, develop a plan, determine customer & business impact, and get results? How do you achieve key support metrics such as?
:: Customer satisfaction improved to 90%
:: Agent responsiveness is up to 92%
:: Agent product knowledge grew to 91%
:: Customer loyalty jumped to 93%
This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.
ForzaDash Webinar: 5 things MSPs want from VendorsJoe Pannone
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Similar to Amplifying SMB growth_Final presentation (20)
2. 2
Gather data about the number /
revenue resulted from existing
/prior customer in the past 2
years.
Market Research
Survey / research regarding SMB
customers.
- Informal discussions (internal/external)
- Partners feedbacks
Layout program that best
suits the needs of these
customers
Background Research Recommendation
We are here!!
Roadmap
Acquiring Data
3. 3
Current market trend
Product:
• Growing demand in tablet (Win7), both for business and personal use
- doctor’s office; healthcare; education (K12)
- Apple, Acer, Samsung
• Demand for desktop is growing, different from what the industry had expected.
• More transactional - hardware more seems as disposable items
Industrial buying behavior:
• Expecting more and faster growth in finance industry in coming years.
- not very cost-conscious
- demand the latest technology (4-5 years/cycle)
• Workstation
- more potential in Finance and Medical sectors
- more demand for web and graphic design
• Server
- Manufacturing, Finance and Wholesale
4. 4
Current market trend
Marketing/Brand awareness:
• Feedback from third party plays a more important part in building brand awareness.
- report from WSJ on 7/9
Channel preference:
• More customers shift to retailer/etailer, but mostly in small offices (employee number less than 15 or 20)
• Reasons for business shifting to DRC (see appendix P.1)
- Better pricing
- Web store
- Financing program
• End users with employee number less than 250 tend to buy from local
250 -1000 DRC
5. 5
T2 Sales reps and partners distribution
• Michael Maseda
• Julie Michels
• Irene Caldwell
• Jim Iemma
• Jasmine Pelloni
• Brian Lockwood
• Scott Swailes
• Mike Vena
6. 6
Feedback from T2 sales reps
Technical Issue Product Partners/ Programs Brand Awareness
Bad availability
- Top Seller products
- Customized model
• Ordering/Quoting system
not user-friendly enough
• Distributers should be
better trained
• More tools for the partners
(ex: solution book)
• Different definition in SMB
causes gaps
• Tablet with Win7 installed
• More entry-level products
(West Coast)
• Optimistic about B560.
• More stylish design
• Some partners are taking
advantage of SMB program
• Partners should better
leverage our tool
• Should make the programs
easier for partners
• Partners know the product
line very well and provide
great services
• Will work more efficiently if
we could educate them on
what products could be
sold to whom
• More marketing support.
• More customer events in
SMB market.
- Javitts Center
- SMB conferences
• Lenovo retail store
7. 7
Partner names and revenue (2Q12- 1Q13)
Name Partner Name RAD
1Q13
Revenue
2Q12
Revenue
3Q12
Revenue
4Q12
Revenue
Total
Revenue
Kevlar Solutions Frank Basanta-Director of Technology A3 21,321 13,566 14,395 13,978 $63,260
Green Virtual Technology, Inc Pete Bellezza-President R1 72,592 0 77,031 73,738 $223,361
Central Computer Systems, Inc. Craig Yeung A3 179,284 263,596 154,955 127,100 $724,934
PC Specialists, Inc./TIG Bill McClelland-Lenovo Product Champion D3 1,435,880 951,934 999,936 1,206,186 $4,593,935
En Pointe Technologies Sales, Inc. Anelle Gutierrez-Business Development Manager D3 1,864,426 3,032,964 2,569,550 1,720,744 $9,187,684
8. 8
Feedback from T2 partners
Technical Product Programs/ Sales Reps Brand Awareness
Bad availability (100%)
- Top seller products
- customized model
• Takes too long to put new
products on shelf (20%)
• Unable to access CTO
quoting system (20%)
• Call center specifically for
partners (20%)
• More entry-level product
(60%)
• Tablet within $500 price
range (20%)
• Good product line, easy to
manage (40%)
• Good financial incentive
(40%)
• Accessibility to consumer
lines, ex: IdeaPad (20%)
• New customer bonus
program Dell (20%)
• Server Loaner program
(40%)
• Not as responsive compared
to HP (20%)
• Demo product to the rep
(20%)
• Not enough brand
awareness (100%)
• More marketing support
(100%)
-1/3 in NY
-Less well-known
compared to Acer or
Asus on West coast
9. 9
Comparison to competitors based on partners feedback
Product Brand Awareness Customer service
Lenovo
- Great product quality (100%)
- Heritage from ThinkPad (100%)
- Great high-end product (100%)
- Less known for server and
workstation (20%)
- Much better compared to before
(100%)
- More recognized when mention
Think line (100%)
- Helpful most of the time, but
have bad time-responding issue
(60%)
HP
- More competitive in the
lower-end product (40%)
- Strong in high-end as well (40%)
- Latest technology (20%)
- Still the most known brand in this
market (100%)
Dell
- Most competitive in price (40%)
- Lower quality (60%)
- Easiest to order/ ship fast
(40%)
- Spend most on marketing support
in the three brands (40%)
- Got campaign and events all year
round (60%)
- VERY weak in services (40%)
- Lots of unhappy customers
turned to other brands for this
10. 10
Recommendation 1- Focus on top 5 verticals
- Develop targeting program based on purchasing behavior
- Identify top 50 VIP accounts of each vertical and increase
customer engagement
post-purchase service support
direct marketing based on the need
- LOB conversion
Next step:
- Resource dedicated in SMB data
- Allocate executives to VIP customers/end users and
approach them periodically
T2 market share for FY11-12 by vertical
Top 5 verticals take more than 50% of SMB market!!
DISTRIBUTION-
PROFESSIONAL SERVICES,
15.53%
DISTRIBUTION-
WHOLESALE
DISTRIBUTION &
SERVICES, 12.29%
FINANCE BANKS, 9.99%
INDUSTRIAL-
AUTOMOTIVE, 9.66%INDUSTRIAL-OTHER
PRODUCTION
INDUSTRIES, 9.53%
11. 11
Recommendation 2 - Training
2. Training for partners
- Educating partners on current industry trends make them look smarter!!
- Industry specific value propositions marketing
- Focus on selling tips, not product line teach them to speak in customers’ language
* categorize partners based what and whom they sell (vertical segmentation)
Next step:
- Gather information and leverage insights from our sales reps
- Crib sheet sent out to partners on selling tips every week/ quarter
12. 12
Recommendation 3 & 4 - Server & Workstation
3. New customers satisfaction guarantee program First-time buyer only!
- Return the product within 90 (?) days if our end users aren’t happy with the quality
show our confidence in product quality
lower the concern end users may have in the product quality
aggressive marketing!!
- Try out on VIP accounts first or VIP accounts only
4. Loaner Program (Try and Buy)
- Start from the partner. Discount for demo product for selected partners while providing related training
- Start with top 5 verticals
- Free if the partner sells X quantity in X month
Next Step:
- Surveys for partners/sales reps on these two programs
- Evaluate financial impact for both programs
13. 13
Recommendation 5 - SMB advisory board
5. SMB market advisory board
- Meet with the end users periodically to discuss about buying experience and the market trend
- Keep track of industry trend
- Combine consulting project to learn about SMB market
Next Step:
- Start from accounts shifted to DRC in the past 2 years
- Organize discussion for top verticals
14. 14
Some thoughts about improving brand awareness….
- Take part in at least the biggest three SMB conference every year, ex: Javitts Center (?)
- Focus on product rather than brand image in a campaign
visuals are easy to be ignored
focus on only ONE product in every campaign or event
15. 15
Special thanks to
Channel strategy and Sales ops:
• Alan Andrade
• Chris Frey
• Jeff Voorhees
• John Bischof
• Julia Green
• Lucille King
• Tawanna Gillis
• Yang Guo
Marketing Group:
• Annabelle Thuan
• David Rabin
• Jason Yelton
• Jane Hong
Tier 2 Sales rep:
• Brian Lockwood
• Irene Caldwell
• Jasmine Pelloni
• Jim Iemma
• Julie Michels
• Michael Maseda
• Mike Vena
• Scott Swailes
DRC Sales reps:
• David Brow
• Joyce Onish
• Julia Borden
• Kevin Harlow
Tier 2 partners:
• Craig Yeung-Central Computer Systems,Inc.
• Frank Basanta-Kevlar Solutions
• Pete Bellezza-Green Virtual Technology, Inc
• Anelle Gutierrez-En Pointe Technologies Sales,Inc.
• Bill McClelland-PC Specialists, Inc./TIG
16.
17. 17
Top 15 accounts shifting to DRC from FY11-12
YOY
FY 2011 FY 2012 FY 2011 FY 2012 Growth
Gu Business Name RAD Total Total Total Total Rate
EDGEWATER TECHNOLOGY, INC. R3 37,124 0 106,540 120,452 511.44%
NEXT FIFTEEN COMMUNICATIONS GROUP PLC A3 41,828 0 91,254 98,556 353.79%
TEXAS CAPITAL BANCSHARES, INC. R3 72,178 0 28,673 203,811 222.10%
REDI-DIRECT MARKETING, INC. R3 64,316 0 3,036 173,696 174.79%
STILES CORPORATION R1 23,823 0 16,863 48,218 173.19%
AGRAQUEST, INC. R2 42,960 0 32,681 66,469 130.80%
VITECH SYSTEMS GROUP, INC. R3 18,468 0 0 30,028 62.59%
ALERUS FINANCIAL CORPORATION R1 129,348 0 63,308 41,241 -19.17%
OHIO VALLEY BANC CORP. R2 94,245 0 0 69,287 -26.48%
MANNING & NAPIER ADVISORS, INC. D1 45,414 0 12,886 17,985 -32.02%
K. HOVNANIAN COMPANIES OF CALIFORNIA, INC. R1 41,912 0 3,521 24,742 -32.57%
MVT SERVICES, LLC R2 197,780 0 22,394 82,883 -46.77%
C & C PARTNERS LTD R1 53,956 0 0 25,586 -52.58%
THE HELEN ROSS MCNABB CENTER INC R1 206,852 0 705 13,425 -93.17%
UNITED METHODIST CONFERENCE OF UNITED METHODIST CHURCH R1 184,200 0 1,393 4,774 -96.65%
T2 DRC