How Customers Choose Solutions Providers 2009ITSMA
ITSMA, in partnership with Pierre Audoin Consultants (PAC), conducted the 2009 version of its acclaimed How Customers Choose research across three continents.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
B2B SaaS Revenue Growth: How to Accelerate Sales VelocityNemanja Zivkovic
Learn how to accelerate sales velocity and close more deals faster. This webinar covers the definition of sales velocity, factors that affect it, as well as tips on what you can do right now to increase your own company’s revenue growth.
A startup. SMB. A long-standing corporation. It doesn’t matter. You got sales objectives you gotta meet and the majority of sales goals include more deals closed in a shorter time frame. This is also known as sales velocity.
But how can we accelerate sales velocity? And how can we define it first?
Sales velocity is a sales metric. It explains the amount of revenue you can probably close on a particular day. In essence, the higher your sales velocity, the quicker your business growth.
Webinar covers three reasons why Sales Velocity is your key metric, five key reasons why your Sales Pipeline is slow, 11 different strategies for improving the Revenue Growth, and nine Closing Tactics to improve Sales Velocity.
How Customers Choose Solutions Providers 2009ITSMA
ITSMA, in partnership with Pierre Audoin Consultants (PAC), conducted the 2009 version of its acclaimed How Customers Choose research across three continents.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
B2B SaaS Revenue Growth: How to Accelerate Sales VelocityNemanja Zivkovic
Learn how to accelerate sales velocity and close more deals faster. This webinar covers the definition of sales velocity, factors that affect it, as well as tips on what you can do right now to increase your own company’s revenue growth.
A startup. SMB. A long-standing corporation. It doesn’t matter. You got sales objectives you gotta meet and the majority of sales goals include more deals closed in a shorter time frame. This is also known as sales velocity.
But how can we accelerate sales velocity? And how can we define it first?
Sales velocity is a sales metric. It explains the amount of revenue you can probably close on a particular day. In essence, the higher your sales velocity, the quicker your business growth.
Webinar covers three reasons why Sales Velocity is your key metric, five key reasons why your Sales Pipeline is slow, 11 different strategies for improving the Revenue Growth, and nine Closing Tactics to improve Sales Velocity.
Find out how Top Performing sales teams are maximizing success in 2013. Based on the experiences of 300+ organizations.
http://www.gleanster.com/reports/reports/top-performing-tactics-for-overcoming-a-stagnating-sales-pipeline
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Sample PowerPoint Presentation New Business PowerPoint Presentation SlidesSlideTeam
The new business PowerPoint slide is a simple yet professional presentation template. This new business development PowerPoint template is a brilliant way to introduce your new business, services, products or ideas. The new entrepreneurs can take maximum advantage of this startups strategy presentation slide. Additionally, this PPT template can be used to mitigate possible errors in your new business and also to make a contingency plan. Use this slide to represent the goals and objectives of your business. You can use this new business strategies PPT template to present yourself and your new business to the potential clients. To leave a good operation, this presentation slide helps you to keep the focus on the message instead of visual. You can give your thoughts a good life by downloading this slide by just a click of a button. Any event becomes a gala with our Sample PowerPoint Presentation New Business PowerPoint Presentation Slides. They convert it into a festival.
Most law firm marketing and business development professionals believe law firm growth prospects are more promising this year than last, although competition is the top barrier to growth, according to a new survey. The study was published by LexisNexis provides peer perspective on the state of legal marketing – and more importantly benchmarks for improving overall business development strategy. Key statistics and trends on how law firms are tackling evolving challenges stemming from the survey include: More than half of those surveyed (57%) are sanguine about law firm growth this year, while about one-third expect growth to remain flat. Just 5% expressed pessimism; Competition was the single largest challenge to law firm growth according to 52% of respondents; Upwards of 90% believe there is a fairly clear distinction between “law firm marketing” and “law firm business development.”
SaaS (Software as a Service) has singlehandedly emerged as the single largest disruption in business model in the last decade. SaaS companies suddenly made available enterprise quality technology to people (and businesses) across the world. SaaS public companies made ~$70Bn (at a ~70% gross profit) while adding ~$700Bn in MCap on the Nasdaq.
But there is one thing that sets SaaS apart. A 70% gross profit means that the every $1 of revenue can add $0.70 to your profits & $9.5 to your enterprise value. Which makes for – Pricing, the single largest needle spinner (after the product and service, of course) in a SaaS companies life. Looking for that one small thing that makes a big change? Start here.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working hands-on with various organizations. They are for the limited purpose of educating the leaders of a company. The rationale and the procedure to be followed can vary significantly based on the context, stage, exact nature & size of the business.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
HP: Overhauling a Vast Corporate Sales ForceSlide Gen
HP Sales Force Structure Re Decorated By The New CEO Hurd. This Huge Change & Impacts are Described in this Slides.
Created By: Abu Jubaer
Published by : SlideGen
A gift giving survival guide for the budget conscious consumer. Learn how to spend less on gifts but give more! By Jennifer Melnick Carota, the Gift Therapist.
Find out how Top Performing sales teams are maximizing success in 2013. Based on the experiences of 300+ organizations.
http://www.gleanster.com/reports/reports/top-performing-tactics-for-overcoming-a-stagnating-sales-pipeline
10 New Business Models for this Decade (beta)
1. Localized Low-Cost Business Model
2. One-Off Experience Business Model
3. Beyond Advertising Business Model
4. Markets Are Conversations Business Model
5. Low-Budget Innovation Business Model
6. Community-Funded Business Model
7. Sustainability-Focused Business Model
8. Twisted Freemium Business Model
9. Unlimited Niches Business Model
10. In-Crowd Customers Business Model
TREND RESEARCH BY Trend Firm trendwatching.com
MARKET ANALYSIS BY Strategy Boutique Thaesis
BUSINESS MODEL DESIGN BY Strategy Consultant/Graphic Facilitator Ouke Arts
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Sample PowerPoint Presentation New Business PowerPoint Presentation SlidesSlideTeam
The new business PowerPoint slide is a simple yet professional presentation template. This new business development PowerPoint template is a brilliant way to introduce your new business, services, products or ideas. The new entrepreneurs can take maximum advantage of this startups strategy presentation slide. Additionally, this PPT template can be used to mitigate possible errors in your new business and also to make a contingency plan. Use this slide to represent the goals and objectives of your business. You can use this new business strategies PPT template to present yourself and your new business to the potential clients. To leave a good operation, this presentation slide helps you to keep the focus on the message instead of visual. You can give your thoughts a good life by downloading this slide by just a click of a button. Any event becomes a gala with our Sample PowerPoint Presentation New Business PowerPoint Presentation Slides. They convert it into a festival.
Most law firm marketing and business development professionals believe law firm growth prospects are more promising this year than last, although competition is the top barrier to growth, according to a new survey. The study was published by LexisNexis provides peer perspective on the state of legal marketing – and more importantly benchmarks for improving overall business development strategy. Key statistics and trends on how law firms are tackling evolving challenges stemming from the survey include: More than half of those surveyed (57%) are sanguine about law firm growth this year, while about one-third expect growth to remain flat. Just 5% expressed pessimism; Competition was the single largest challenge to law firm growth according to 52% of respondents; Upwards of 90% believe there is a fairly clear distinction between “law firm marketing” and “law firm business development.”
SaaS (Software as a Service) has singlehandedly emerged as the single largest disruption in business model in the last decade. SaaS companies suddenly made available enterprise quality technology to people (and businesses) across the world. SaaS public companies made ~$70Bn (at a ~70% gross profit) while adding ~$700Bn in MCap on the Nasdaq.
But there is one thing that sets SaaS apart. A 70% gross profit means that the every $1 of revenue can add $0.70 to your profits & $9.5 to your enterprise value. Which makes for – Pricing, the single largest needle spinner (after the product and service, of course) in a SaaS companies life. Looking for that one small thing that makes a big change? Start here.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working hands-on with various organizations. They are for the limited purpose of educating the leaders of a company. The rationale and the procedure to be followed can vary significantly based on the context, stage, exact nature & size of the business.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
HP: Overhauling a Vast Corporate Sales ForceSlide Gen
HP Sales Force Structure Re Decorated By The New CEO Hurd. This Huge Change & Impacts are Described in this Slides.
Created By: Abu Jubaer
Published by : SlideGen
A gift giving survival guide for the budget conscious consumer. Learn how to spend less on gifts but give more! By Jennifer Melnick Carota, the Gift Therapist.
Ricoh case study - implementing the maturity model - Marketing Automation Engagement Factory
With Engagement Factory’s support Ricoh Nederland have been able to structure the processes and achieve a close collaboration between our Marketing and Sales departments. This has improved the lead management dramatically.
The 10 Most Trusted Salesforce Solution Providers, 2022.pdfInsightsSuccess4
This edition features a handful of Salesforce solutions across several sectors that are at the forefront of leading us into a digital future
Read More: https://insightssuccess.com/the-10-most-trusted-salesforce-solution-providers-2022-july2022/
- 1 - Ivey Business Journal NovemberDecember 2002No one SilvaGraf83
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
- 1 - Ivey Business Journal NovemberDecember 2002No one RayleneAndre399
- 1 - Ivey Business Journal November/December 2002
No one company has written the book on CRM.
And rightly so, says this author, whose
examination of how companies practice this
much-talked about discipline led him to develop
comprehensive guidelines for enhancing a
company's returns from CRM.
By Ian Gordon
Ian Gordon is President of Convergence
Management Consultants Ltd., (www.converge.ca),
and the author of Competitor Targeting: Winning
the Battle for Market and Customer Share (Wiley,
2002).
That few companies are achieving the results they
expected from their investment in Customer
Relationship Management (CRM) is not news. That
most companies continue to invest in CRM without a
roadmap for increasing shareholder value or even for
forging closer customer relationships is also not
surprising, since there are few best practices in CRM
for companies to follow. In fact, based on our own
research and consulting, and a recent examination of
best practices in 35 Canadian and U.S. corporations,
we could not find one company that excels in every
dimension of CRM. However, we did find examples of
one or two specific best practices in individual
companies. This article discusses these selected best
practices, which, we believe, companies should consider
when trying to improve the performance of their CRM
initiatives. It also discuss the changing role of senior
managers that are developing a relationship-oriented
organization
A definition and a vision
There are many definitions for CRM, and best-
practice companies adopt one that is shared across
the organization. Otherwise, the very term "CRM"
will conjure up many things to different people and
lead to confusion. These companies see CRM as a
series of strategies and processes that support and
execute a relationship vision for the enterprise. In
their eyes, CRM is a series of strategies and processes
that create new and mutual value for individual
customers, builds preference for their organizations
and improves business results over a lifetime of
association with their customers.
With this definition, an organization can focus on
developing the only asset of the enterprise that matters
in the long term, progressively deeper relationships with
valuable customers. By sharing the definition, they can
put the customer first and avoid sending their staff into
cycles of interminable CRM programming.
These organizations then create a vision for how CRM
will change their companies. Some develop the vision
according to attributes that are important to both the
customer and the company. These include attributes that
affect customers' perceptions of value, how they can
bond with the organization, product and company
preference and purchase intent.
This vision sometimes changes as the firm gains
experience in CRM and as technology makes new things
possible. For example, at a major Canadian bank, the
vision has evolved. Initially the vision was associated
with the development of customer information ...
ParNets Digital Advertisements Pvt Ltd is a digital agency made of creative technologists and Software Design Developments Advertisements. We help organisations reach their full potential through the intersection of great ideas and technology.
1. The Anglum Group
Capabilities Overview
MAY 19, 2010
The Anglum Group
2. The Anglum Group
The Anglum Group is a management consulting company that focuses on
delivering innovative cost-effective retail customer marketing solutions to
our clients. Specifically, we provide insight and expertise based upon our
many years of retail experience – allowing our clients to realize their
marketing objectives. We are not content just identifying the proper
course of action, we stay with the project until the benefit is realized.
The companies that we work with are leading retailers that are either
extending their existing customer capability or companies looking to
improve the return on their initial marketing technology investment. Our
emphasis is on customer understanding, customer strategy development
and marketing execution based upon industry best practices.
All of our staff are former retail professionals that have a blend of
Marketing and Technology skills who are adept at identifying and applying
proven practical approaches to achieve desired return on investment.
The Anglum Group
3. The Anglum Group
Company History
• Formed in 2004 by Tim Anglum, former Director of CRM Systems at Best Buy
• Joined efforts with other retail consulting partners in 2006
• Passionate marketers that have a track record of delivering on-time and on-budget
• Developed working relationship with Clario Analytics and VMBC in 2008
Our Philosophy
• Deliver a practical and proven approach to achieving marketing success
• Focus on solving the identified problem and moving on to the next
• Totally solution agnostic and do not promote a specific agency, solution or service
Who We Are
• Work exclusively with retailers because we are retailers
• We understand the challenges you face each day
• Team members average over 15 years of retail experience in Marketing, Advertising
and Technology
The Anglum Group
5. Scope of Practice
CRM Best Practices
Customer Identification – Multi-Channel
CRM Roadmap Development
Business Analytics
Program Strategy Database Assessment
RFP Management
Business Case Development
Loyalty Programs
Sports/Event Marketing
Privacy - US / International
Credit Card Partnership Marketing
Mobile Application and Program Development
The Anglum Group
6. Four Things Set Us Apart
We don’t have a pre-conceived, one-size-fits-all approach
• We design and develop a solution for a customer relationship strategy that fits each
client engagement.
We know what works, how it works, why it works and when to use it
• We have designed and executed programs for many retailers with varying customer
targets. This allows us to bring a broad and deep range of thinking to the table.
• We not only work with you to identify the solution, we provide direction and hands-on
program management to ensure your realize the benefit.
We are designers, strategists, builders and executors
• Strategy alone is not enough to ensure success of a program.
• We apply our strategic thinking and our range of practical, “real world” knowledge to
fine-tune and enhance the programs we design.
We are results driven
• We know how to measure and track bottom-line results to established objectives.
• Every program design includes a P&L, payback analysis and clear, measurable
financial success factors.
The Anglum Group
8. Some of the Work We Have Done
Creation and development of a very large text opt-in database for a retail client and helped develop the
marketing strategy and execution of the US, Canada and Puerto Rico programs. Involved in the development
of a smartphone application for iPhone and Android that provides dynamic content, m-commerce capability,
push notifications and customer engagement.
Business Marketing Roadmap analyzing the current state of CRM capabilities,
transformation plans, project initiatives and systems capabilities. Developed a Business
Plan for monetizing customer database development. Provided a plan that demonstrates
a path to fulfill the future state vision, linking projects and initiatives as they intersect and
support the Business Plan.
Customer Experience evaluation of the CRM program focusing on people, processes and technology that
support the data, business rules, analytics, reporting and the loyalty program. Assessed current state,
audited the existing data and developed a plan to re-implement system capabilities to permit the company
to more strategically utilize the CRM capability to support the future business goals. Evaluated the e-mail
marketing capability applying industry best practices.
Multi-level research investigation into business unit performance. Data analysis of buying history and analysis of
customer data including insights and recommendations, Year Over Year trend analysis, Three Year Basket analysis
and Year Over Year RFM analysis. Provided macro analysis of buying behaviors, identifying future trends in the
marketplace and a review of category trends and analysis. Delivered a competitive analysis of both the category and
format along with an action plan and recommendations.
Multiple projects over six years including a project team approach to assess existing CRM strategy, IT
solutions and support, as well as development of a CRM Roadmap plan including Marketing Gap
Analysis, Micro and Macro Issue Evaluation, Production Project Plan and CRM Best Practices. Led the
development of co-branded credit card project. Email Service Provider evaluation and implementation.
International CRM privacy and feasibility study.
The Anglum Group
9. Highlights
Anglum Payless First Credit Card Polo Ralph Canada Mobile First Client First Client
Group ShoeSource Marketing Lauren Analytics CRM Application iPhone App Android App
Formed Radio Shack CRM Roadmap Project Project Project Management Launch Launch
2004 2005 2006 2007 2008 2009 2010 2011 2012
Wilsons Leather Protocol EA Sports International First SMS First Social Christopher Advance
and Marketing Privacy Text Media & Banks Auto Parts
Office Depot Project Program Project Business
Case
The Anglum Group
10. What Others Are Saying About Us
“
Tim and I have been business partners for 11 years - beginning when we were both at BBY. His expertise in CRM is unparalleled.
He's collaborative and truly a partner to help enable any customer centric business strategy. He's got end to end experience and
knows how to connect business needs to technology.
Tracy Cockerham – Vice President Customer Intelligence, Advance Auto Parts
The CRM Roadmap that you developed exactly captured our vision and provided us with the direction needed to successfully launch
our three-year CRM plan.
Brent Cooke – Director CRM, Payless ShoeSource, Inc.
Tim/Anglum Group performed an in-depth customer analysis for my division at Polo Ralph Lauren. He surrounds himself with smart,
talented professionals who deliver solid information, on time and within scope. Tim is thoughtful, personable, absorbs business needs
well and remains in contact well after a project is completed.
Lucille DeHart – VP Marketing, Polo Ralph Lauren
Tim provided consultation on Customer Profiling and on the development of a Consumer Loyalty program for EA. He was very
thorough in gathering and organizing information to make strategic recommendations and provided support to us in making game-
changing decisions for the company. His work was always thoughtful and on time. Tim was a highly-valued consultant to me at EA.
I strongly recommend and endorse Tim Anglum and The Anglum Group!
Tony Hart – VP CRM and Online Marketing, Electronic Arts
Tim Anglum knows everybody and knows retail's CRM challenges/opportunities. He's been there and done that better than anyone.
Cathy Hotka – SVP, Retail Industry Leaders Association (RILA)
As always, you provide a very insightful and logical view of the subject of Loyalty. Love your enthusiasm!
Linda Angelacci – VP of Marketing, Wilsons Leather
At a critical time, you were able to step in and deliver the program and insure that we realized our desired results.
Gregg Sullivan – SVP Integrated Marketing, Protocol Marketing “
Excellent! Give Tim a bunch of leeway. We trust them to do what is in our best interest, plus to be a ton of fun!
Chris Serrano — Supercuts
The Anglum Group
11. The Anglum Group LLC
3835 Susan Lane
Minnetonka, MN 55345
952.223.2000
www.anglumgroup.com