This document outlines the agenda and timeline for Reynolds and Reynolds' consulting services to develop a dealership's customer relationship management (CRM) processes. Key activities include assessing the dealership's existing CRM processes, developing a CRM strategy with management, mapping processes by "profit leak" area using contact management technology, and training dealership staff on the new processes. The goal is to optimize the dealership's incoming showroom traffic, telephone and internet lead management, follow-up processes for unsold/sold customers and service, and non-customer prospecting.
The document discusses Aras's CAD integration platform and connectors. It provides an overview of Aras's approach to integrating multiple CAD systems through standardized connectors developed by partners. It then demonstrates the CAD integration workflow through a live hands-on process of a design engineer requesting a high pressure cleaner part be created in CATIA, with design reviews and a drawing exchange between engineers.
Ascentn AgilePoint is a model-driven business process management system (BPMS) that maximizes agility and service-oriented architecture (SOA) values. It enables dynamic, run-time process management including adaptation, migration, and composition of process-based SOA applications. The BPMS provides a complete environment for process modeling, execution, monitoring and improvement using standards like Microsoft Visio, .NET, and Web services. It allows both IT and business users to participate in managing and improving business processes.
COMSYS is a large IT services and solutions company that provides Enterprise Resource Planning (ERP) consulting services. Their ERP practice has over 15 years of experience implementing SAP and JDEdwards solutions. They offer a range of services including project management, business process analysis, implementations, upgrades and more. COMSYS has over 250 ERP consultants and extensive relationships with SAP and other partners to deliver customized ERP solutions.
Plasma FUSIONTM allows enterprises to automate inefficient business processes by converting them into web-based workflows. It empowers users to dynamically create and deploy role-based process models without coding. The platform unifies processes between customers, partners, and employees. Plasma Computing Group provides custom web and business process management solutions to help organizations optimize processes, streamline operations, and improve interactions across departments and entities.
The document discusses FIT Consulting's CRM Suite for enabling CRM processes via mobile phones like the iPhone. The suite allows login and accessing customer, balance, sales order and invoice information from SAP backend systems like SAP CRM and ECC. It describes the architecture, development process, implementation timeline and resources required.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Homine is an IT consulting firm that has been operating for over 10 years. It provides expertise in areas like SAP implementation and maintenance, business intelligence solutions, and electronic document solutions. Homine aims to understand client needs and guarantee a return on investment through customized consulting services and business solutions. It prides itself on its ethical values, flexibility, knowledge sharing, and high quality work.
The document discusses Aras's CAD integration platform and connectors. It provides an overview of Aras's approach to integrating multiple CAD systems through standardized connectors developed by partners. It then demonstrates the CAD integration workflow through a live hands-on process of a design engineer requesting a high pressure cleaner part be created in CATIA, with design reviews and a drawing exchange between engineers.
Ascentn AgilePoint is a model-driven business process management system (BPMS) that maximizes agility and service-oriented architecture (SOA) values. It enables dynamic, run-time process management including adaptation, migration, and composition of process-based SOA applications. The BPMS provides a complete environment for process modeling, execution, monitoring and improvement using standards like Microsoft Visio, .NET, and Web services. It allows both IT and business users to participate in managing and improving business processes.
COMSYS is a large IT services and solutions company that provides Enterprise Resource Planning (ERP) consulting services. Their ERP practice has over 15 years of experience implementing SAP and JDEdwards solutions. They offer a range of services including project management, business process analysis, implementations, upgrades and more. COMSYS has over 250 ERP consultants and extensive relationships with SAP and other partners to deliver customized ERP solutions.
Plasma FUSIONTM allows enterprises to automate inefficient business processes by converting them into web-based workflows. It empowers users to dynamically create and deploy role-based process models without coding. The platform unifies processes between customers, partners, and employees. Plasma Computing Group provides custom web and business process management solutions to help organizations optimize processes, streamline operations, and improve interactions across departments and entities.
The document discusses FIT Consulting's CRM Suite for enabling CRM processes via mobile phones like the iPhone. The suite allows login and accessing customer, balance, sales order and invoice information from SAP backend systems like SAP CRM and ECC. It describes the architecture, development process, implementation timeline and resources required.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
Eliminate latency between engineering and manufacturing to drive lean holistically. Drive engineer intent to the shop floor with 3D images. Speed is a competitive advantage
Homine is an IT consulting firm that has been operating for over 10 years. It provides expertise in areas like SAP implementation and maintenance, business intelligence solutions, and electronic document solutions. Homine aims to understand client needs and guarantee a return on investment through customized consulting services and business solutions. It prides itself on its ethical values, flexibility, knowledge sharing, and high quality work.
Rebecca White has extensive experience in sales, operations, project management, and process improvement across multiple industries. She has a history of successfully managing projects involving ERP, CRM, IT, HR, and other systems. Her skills include portfolio management, project prioritization, resource allocation, and ensuring transparency and team results.
- Insight is a global technology services provider with over 5,300 employees worldwide serving 80% of the Fortune 500 in 22 countries and 170 countries.
- Insight helps clients enhance business performance through innovative technology solutions by consolidating resources, reducing costs, and simplifying complexity.
- The maturity model outlines 6 levels of maturity for managed services ranging from reactive with no processes to value-driven with strong business and IT linkages.
This document discusses Axcend, an organization that serves as a valued partner for automation OEMs. Some key points:
- Axcend has over 15 years of experience partnering with 6 of the top 10 global automation OEMs, with over 400 man-years spent on product development.
- They help OEMs with manufacturing execution systems, control applications development, PLC/SCADA development, and other areas across the manufacturing value chain.
- Axcend offers flexible business models to meet partners' needs, including onsite, offshore, and shared development centers to improve costs and speed to market.
1a Business Suite 7 - Anexo y Links De UtilidadSAPbyExpert
SAP Business Suite 7 - La nueva versión modular de rápida implementación que incorpora al paquete clásico las soluciones específicas para los distintos procesos de una empresa de acuerdo a su industria (ERP, SCM, CRM, SRM, BO, etc.)
ReformIS is a London-based asset management consultancy formed in 2003 with over 40 employees. They provide subject matter expertise across the front, middle and back office, including enterprise data management, business intelligence, and technical services. ReformIS has development capabilities in Microsoft and CADIS technologies. They also offer managed services for post-implementation support. ReformIS consultants are qualified in business analysis and project management methodologies and help clients with requirements analysis, solution design, implementation, and change management.
There are many situations where the Process Portal cannot be proposed to end users, e.g. : some process participants should see only a subset of the BPM capabilities, other users need an unified UI that bring together existing web application and the BPM human services. In this session you will learn a technique to embed process portal capabilities in an existing web application, without sacrificing the power of coach view. Using a web 2.0 approach, you will learn how to start a new process instance, show the task list, work on a task (embedding the coach navigation).
Often, a variety of individuals within an organization are responsible for establishing contracts with myriad Service Delivery Organizations. Without a top-down service level management approach, the end result is often unacceptable timelines for service delivery. This presentation will demonstrate the importance of starting with the business to define SLAs and creating Underpinning Agreements that support those SLAs.
Calsoft Labs is the product engineering arm of ALTEN, a European leader in engineering and technology consulting with over 13,500 engineers. Calsoft Labs provides product engineering services for OEMs, ODMs, semiconductor vendors, and independent software vendors. It has over 700 employees, many with advanced degrees and significant experience. Services include product development, testing, sustaining engineering, and more across industries like networking, data centers, automotive, and healthcare.
Respond quickly to changing business needs–Business Process Management (BPM)Carly Snodgrass
This document discusses how business process management (BPM) software can help organizations respond quickly to changing business needs without requiring IT involvement. It describes how IBM's BPM Blueprint enables non-technical users to collaboratively discover and design processes. The document also summarizes IBM's WebSphere Lombardi Edition, which allows business experts to model, develop, deploy and monitor end-to-end processes from a single tool, improving efficiency, effectiveness and agility.
This document discusses IBM I Applications & Operations Monitoring Made Easy, as presented by Laurie LeBlanc, Sr. Sales Executive. It provides information about the company's global presence, history of over 20 years in the industry, customers in various sectors, awards and recognition, customer testimonials, and key components and benefits of their solution for infrastructure, front office, and back office monitoring. The solution is based on two main design concepts of embedded knowledge and easy deployment for instant results.
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
CEI is an IT solutions provider that has been in business since 1992. It has over 400 employees globally, with expertise in a wide range of IT services including application integration, project services, and outsourcing. CEI focuses on quality and has a CMMI level 5 certification. It serves over 60% of Fortune 50 companies and has a presence in the US and India.
The document discusses recent news from Oracle OpenWorld. It mentions that Olle Tischler and Tarvi Tara presented on continued releases of Oracle business intelligence, database, and other software products. It provides a timeline of Oracle product releases from 2006 to 2012 and beyond.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Leon Smiers
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
This document provides an overview of an organization called Alliance Global Delivery (AGD). It summarizes AGD's typical project team structure, which includes an AGD director, project manager, engagement manager, offshore team, onshore team, and more. It also outlines AGD's approach in the steady state phase, focusing on technology/tool implementation, process improvements, best practices, and peoplecare activities to ensure efficiency and support. Examples of tools discussed include JIRA for issue tracking and Myers Briggs/Jung's typology for teambuilding.
This document summarizes Bernd Rücker's presentation on practical experiences with BPMN. It discusses how BPMN can be used for various purposes and roles within an organization. Examples are provided of BPMN modeling at different companies for purposes like requirements engineering, process analysis and improvement, and workflow management. Lessons learned are shared about ensuring appropriate tooling, methods, and engaging the right roles when applying BPMN in an organization.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It focuses exclusively on SAP products and services. Glosap aims to act as an extension for SME sectors to help with IT transformations and initiatives through a global approach with local focus using consistent methodology and country-specific requirements. Its mission is to be viewed as a true consulting partner and its vision is to improve capabilities to recommend integrated platforms with mobility for clients' business objectives. Glosap offers services including consulting, system development, SAP Business One, SAP All-in-One and Global Trade Management, as well as project management, upgrades, rollouts and support.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Rebecca White has extensive experience in sales, operations, project management, and process improvement across multiple industries. She has a history of successfully managing projects involving ERP, CRM, IT, HR, and other systems. Her skills include portfolio management, project prioritization, resource allocation, and ensuring transparency and team results.
- Insight is a global technology services provider with over 5,300 employees worldwide serving 80% of the Fortune 500 in 22 countries and 170 countries.
- Insight helps clients enhance business performance through innovative technology solutions by consolidating resources, reducing costs, and simplifying complexity.
- The maturity model outlines 6 levels of maturity for managed services ranging from reactive with no processes to value-driven with strong business and IT linkages.
This document discusses Axcend, an organization that serves as a valued partner for automation OEMs. Some key points:
- Axcend has over 15 years of experience partnering with 6 of the top 10 global automation OEMs, with over 400 man-years spent on product development.
- They help OEMs with manufacturing execution systems, control applications development, PLC/SCADA development, and other areas across the manufacturing value chain.
- Axcend offers flexible business models to meet partners' needs, including onsite, offshore, and shared development centers to improve costs and speed to market.
1a Business Suite 7 - Anexo y Links De UtilidadSAPbyExpert
SAP Business Suite 7 - La nueva versión modular de rápida implementación que incorpora al paquete clásico las soluciones específicas para los distintos procesos de una empresa de acuerdo a su industria (ERP, SCM, CRM, SRM, BO, etc.)
ReformIS is a London-based asset management consultancy formed in 2003 with over 40 employees. They provide subject matter expertise across the front, middle and back office, including enterprise data management, business intelligence, and technical services. ReformIS has development capabilities in Microsoft and CADIS technologies. They also offer managed services for post-implementation support. ReformIS consultants are qualified in business analysis and project management methodologies and help clients with requirements analysis, solution design, implementation, and change management.
There are many situations where the Process Portal cannot be proposed to end users, e.g. : some process participants should see only a subset of the BPM capabilities, other users need an unified UI that bring together existing web application and the BPM human services. In this session you will learn a technique to embed process portal capabilities in an existing web application, without sacrificing the power of coach view. Using a web 2.0 approach, you will learn how to start a new process instance, show the task list, work on a task (embedding the coach navigation).
Often, a variety of individuals within an organization are responsible for establishing contracts with myriad Service Delivery Organizations. Without a top-down service level management approach, the end result is often unacceptable timelines for service delivery. This presentation will demonstrate the importance of starting with the business to define SLAs and creating Underpinning Agreements that support those SLAs.
Calsoft Labs is the product engineering arm of ALTEN, a European leader in engineering and technology consulting with over 13,500 engineers. Calsoft Labs provides product engineering services for OEMs, ODMs, semiconductor vendors, and independent software vendors. It has over 700 employees, many with advanced degrees and significant experience. Services include product development, testing, sustaining engineering, and more across industries like networking, data centers, automotive, and healthcare.
Respond quickly to changing business needs–Business Process Management (BPM)Carly Snodgrass
This document discusses how business process management (BPM) software can help organizations respond quickly to changing business needs without requiring IT involvement. It describes how IBM's BPM Blueprint enables non-technical users to collaboratively discover and design processes. The document also summarizes IBM's WebSphere Lombardi Edition, which allows business experts to model, develop, deploy and monitor end-to-end processes from a single tool, improving efficiency, effectiveness and agility.
This document discusses IBM I Applications & Operations Monitoring Made Easy, as presented by Laurie LeBlanc, Sr. Sales Executive. It provides information about the company's global presence, history of over 20 years in the industry, customers in various sectors, awards and recognition, customer testimonials, and key components and benefits of their solution for infrastructure, front office, and back office monitoring. The solution is based on two main design concepts of embedded knowledge and easy deployment for instant results.
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
The document discusses business process management (BPM). It defines BPM and related terms like business process management systems (BPMS) and BPMN 2.0. It outlines five critical success areas for BPM projects: value and performance management, accelerated business analysis, leveraging BPM technology, unified process improvement, and end-to-end BPM governance. The document provides examples of using BPM for a utility company's work order management and a bank's month-end reporting improvements. It emphasizes the importance of demonstrating value, requirements management, architectural alignment, and stakeholder commitment for successful BPM.
CEI is an IT solutions provider that has been in business since 1992. It has over 400 employees globally, with expertise in a wide range of IT services including application integration, project services, and outsourcing. CEI focuses on quality and has a CMMI level 5 certification. It serves over 60% of Fortune 50 companies and has a presence in the US and India.
The document discusses recent news from Oracle OpenWorld. It mentions that Olle Tischler and Tarvi Tara presented on continued releases of Oracle business intelligence, database, and other software products. It provides a timeline of Oracle product releases from 2006 to 2012 and beyond.
Oow 2011, Simplifying Work Order Management in the utility market with Oracle...Leon Smiers
Stedin operates in the Dutch Energy market and is responsible for the handling of all metering in the industry and houses.
Due to new regulations around Smart metering the number of metering replacements increase with a factor 10-100 the coming years. Up until two years ago work management for changing meter is mostly done by hand, and very error prone. The DSL system will be responsible for the work order management. This presentation describes Stedin, the project case, how it was implemented by Capgemini with Oracle BPM, and what the lessons learned were.
This document provides an overview of an organization called Alliance Global Delivery (AGD). It summarizes AGD's typical project team structure, which includes an AGD director, project manager, engagement manager, offshore team, onshore team, and more. It also outlines AGD's approach in the steady state phase, focusing on technology/tool implementation, process improvements, best practices, and peoplecare activities to ensure efficiency and support. Examples of tools discussed include JIRA for issue tracking and Myers Briggs/Jung's typology for teambuilding.
This document summarizes Bernd Rücker's presentation on practical experiences with BPMN. It discusses how BPMN can be used for various purposes and roles within an organization. Examples are provided of BPMN modeling at different companies for purposes like requirements engineering, process analysis and improvement, and workflow management. Lessons learned are shared about ensuring appropriate tooling, methods, and engaging the right roles when applying BPMN in an organization.
Offshore Software Development, Software Testing by CAMO SolutionsCAMO Solutions LLC
CAMO Solutions is a Microsoft gold certified partner established in 1997 that provides software development, testing, user experience design, and Microsoft Dynamics CRM services using an agile blended delivery model. It has development centers in New Jersey and Bangalore, India and focuses on outsourcing services for independent software vendors and system integrators. CAMO prides itself on agility, predictability, and quality in its engagements and delivers through dedicated engineering teams, fixed price development, or time and material models.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It focuses exclusively on SAP products and services. Glosap aims to act as an extension for SME sectors to help with IT transformations and initiatives through a global approach with local focus using consistent methodology and country-specific requirements. Its mission is to be viewed as a true consulting partner and its vision is to improve capabilities to recommend integrated platforms with mobility for clients' business objectives. Glosap offers services including consulting, system development, SAP Business One, SAP All-in-One and Global Trade Management, as well as project management, upgrades, rollouts and support.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It focuses exclusively on SAP products and services. Glosap aims to act as an extension for SME sectors to help with IT transformations and initiatives through a global approach with local focus using consistent methodology and country-specific requirements. Glosap's mission is to be viewed as a true consulting partner and its vision is to improve team capabilities to recommend integrated platforms with mobility for clients' business objectives. Glosap offers services including SAP Business One consulting, implementation, upgrades, and support.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It provides SAP consulting, implementation, support and training services focused on SAP products and solutions. Its mission is to act as an extension for SME customers to help them successfully transform their IT and technology initiatives.
Glosap is a Singapore-based SAP consulting firm with branches in Malaysia and India. It focuses exclusively on SAP products and services, covering consulting, mobility development, and support. Glosap aims to act as an extension for SME customers to successfully implement IT transformations using a global approach with local focus.
As a reseller, you rely on your vendors not only for products, but for technical, marketing and sales support. If your business is moving to an MSP model, that support goes away, which presents a host of fundamental implications for your business.
For more information, visit www.nimsoft.com.
Content Management & Web Analytics Theatre; Commercial open source: beyond we...TFM&A
eZ Systems provides a content management platform that enables customers to create unified digital experiences across multiple channels. The document discusses eZ's growth, customer base, and vision of helping people create digital experiences anywhere on any device. It notes that customer experience management is key to business success and that eZ predicted this trend in early 2011. The platform allows customers to manage web content, ecommerce solutions, and customer relationships to simplify complex digital experiences and enable their digital business models.
The document introduces Web CRM One 2.0, a CRM solution from Run Time Solutions. Some key points:
- Web CRM One 2.0 is an intelligent and social business system that fully integrates with SAP Business One to provide a complete view of customer activities like opportunities, quotes, and orders.
- It allows for real-time collaboration between the sales network and central office through an internal messaging network.
- Features include georeferencing of customer addresses using Google Maps, report management through Crystal Reports, and defining budgets for agents, customers, and items.
- It also offers business intelligence through SuperQuery, integration with social networks like Twitter and LinkedIn, and mult
Rts web crm one partners presentation in english- partnerRun Time Solutions
The document introduces Web CRM One 2.0, a CRM solution from Run Time Solutions. Some key points:
- Web CRM One 2.0 is an intelligent and social business system that fully integrates with SAP Business One to provide a complete view of customer activities like opportunities, quotes, and orders.
- It allows for real-time collaboration between the sales network and central office through an internal messaging network.
- Features include georeferencing of customer addresses using Google Maps, integrated business intelligence tools, and the ability to use social networks like Twitter and LinkedIn.
- The solution is meant to evolve over time with new features like advanced dashboarding, campaign management, and
Rts web crm one partners presentation in english- partnerRun Time Solutions
This document introduces a Web CRM One 2.0 solution from Run Time Solutions. The solution provides an intelligent and social CRM that fully integrates with SAP Business One. It allows complete control over customer activities, immediate collaboration, and business intelligence tools. The CRM solution is expected to continue evolving with additional features for collaborative portals, advanced reporting, and social network integration.
Web CRM One 2.0. Super Query (Analysis Indicators, Drill Down on results, Massive activities and assignations), Location Intelligence, Budget management, Active Dashboard , Crystal Reports Integration, Multilanguage support. That's Web CRM One 2.0!
Integrated it portfolio management using epm live's it engine appEPM Live
This document discusses EPM Live's ITEngine application for integrated portfolio management of IT work. ITEngine provides a single platform to manage all types of IT work including projects, applications, services, and tasks. It offers capabilities for portfolio management, project management, service management, financial management, resource management, and reporting. The platform is built on SharePoint to leverage existing skills and infrastructure. ITEngine provides a comprehensive yet flexible solution to bring together all IT work processes on one system.
The Project Network is an independent company founded in 1997 that provides programme management, project management, technical consultancy, and technical solutions services. It has 80 employees and experience working in the UK, Ireland, and wider EMEA region on both domestic and global projects. The company focuses on experienced personality-driven teams that are innovative, pragmatic, and commercially aware.
The document summarizes an ISM for Design & Delivery panel discussion with experts from IBM Rational and Tivoli. The panelists were Don O’Toole, Harish Grama, Dave Lindquist, Neeraj Chandra, and Wing To. They discussed how integrating service design, delivery, and management across the lifecycle can enable service innovation through improved visibility, control, and automation. Rational and Tivoli products were highlighted as delivering integrations that bridge gaps in service delivery and enable innovation. Process, people, and technology integration were said to lead to real business service improvements through early problem detection, reduced costs, and performance optimization.
Sun Microsystems implemented Oracle 11i and Oracle Business Intelligence Enterprise Edition (OBIEE) in parallel to standardize processes and integrate data on a single ERP system. A BI transition strategy was deployed to maintain business continuity during the implementation by back mapping legacy data warehouses and building a new enterprise data warehouse aligned with Oracle 11i. User adoption initiatives included business engagement, alignment of metrics to business priorities, and a metadata repository to provide visibility into OBIEE data.
IBM Smarter Business 2012 - Headless BPMIBM Sverige
A major financial institution needed to improve its global pricing calculator. They saw the opportunity to implement a solution that included approval processes. They also wanted to be able to scale the solution up and include their extensive offshore centers across the globe. The project, with consultants from Ascendant Technology and implementing IBM Software, was instructive. During this session we will outline the important opportunities available should you want to scale up Business Process Management projects.
Talare: Todor Mollov, Ascendant Technology
Besök http://smarterbusiness.se för mer information.
Similar to Automotive crm dp-lsi-fs solutions features grid (20)
This document discusses reputation management strategies for car dealerships. It explains that a dealership's reputation is formed through search engines, review websites, social media, blogs, and forums. It recommends that dealerships develop a reputation management plan to control positive content on search engine results pages, major review websites, and social networks. Specific tactics include claiming and updating business profiles, asking satisfied customers to post reviews, responding to reviews, publishing helpful articles and videos online, and engaging customers on social media. The goal is to populate search results and distribute positive content across the internet to attract more customers.
Google Display Marketing Jargon BusterRalph Paglia
Google Display Marketing Jargon Buster provides definitions and explanations of various buzzwords thrown about so effortlessly by sales reps, trainers and presenters.
The document provides tips for effectively summarizing a client's current situation and desired situation in order to make recommendations. It advises asking open-ended questions about the client's business model, marketing efforts, and personal goals to understand where they are today and where they want to be. Understanding both the current and desired situations allows one to define a roadmap to help clients achieve their objectives. Sample questions are provided to evaluate the client's current situation in their business, marketing, and individual priorities as well as questions to understand their desired situation and priorities for the future.
Google Digital Marketing Crossword PuzzleRalph Paglia
This document is a crossword puzzle containing common terms from digital marketing. Across and down clues are provided to fill in the boxes with terms like: search engine marketing, traffic acquisition, mobile device, pay-per-click, organic listings, URL, social media, unique visitor, session, ranking, landing page, search engine optimization, link, paid listings, and query. Completing the crossword requires knowledge of these fundamental digital marketing concepts and terms.
Google: Building Mobile Sites | Best PracticesRalph Paglia
This document provides information on optimizing websites for mobile experiences. It discusses principles of mobile site design like making site search visible and ensuring relevant results. It notes that over 50% of searches are now on mobile phones. Case studies are presented on how companies like Zazzle and Autoglass improved their mobile experiences and increased conversions and sales through mobile optimization.
The document is a guide to the new Google AdWords experience. It provides an overview of the new interface and features, including improved reporting, new campaign types, and streamlined access to tools and settings. The guide walks through how to navigate the new interface, find key areas and make changes. It also covers troubleshooting issues like fixing disapproved ads or suspended sites.
This document discusses how using ad extensions in Google Ads can increase visibility, clickthrough rates, and return on investment. It identifies six types of ad extensions - sitelinks, callout extensions, review extensions, call extensions, location extensions, and app extensions - and explains how each can help qualify customers and make ads more relevant. On average, each new ad extension results in a 10-15% increase in clickthrough rate. Ad extensions can appear on search network ads and some may also appear on display network ads, with AdWords choosing the most useful combination.
Genuine google seo checklist top secretRalph Paglia
The document provides an optimization checklist for various marketing objectives and tactics in Google AdWords. It lists best practices for optimizing search campaigns, display campaigns, TrueView video ads, bidding strategies, targeting, mobile sites, and more. The checklist notes that the recommendations are not guaranteed to improve performance and should be used at the advertiser's discretion. The most up-to-date version can be found on google.com/partners.
This document provides a checklist of digital growth strategies for e-commerce businesses, including branding, social media management, email marketing, content marketing, search engine optimization, online reputation management, and digital advertising strategies like pay per click advertising and search engine advertising. It also includes recommendations around ecommerce website development, mobile commerce, warehouse integration, analytics, and ensuring a complete digital presence and strategy.
Digital and physical touchpoints in the automotive industryRalph Paglia
1. The automotive industry is undergoing a digital transformation, with OEMs investing heavily in digital solutions to sell vehicles and services online as consumers expect seamless experiences across digital and physical channels.
2. However, most customers still want some physical interactions, like seeing vehicles in person before purchasing. OEMs must balance digital and physical touchpoints to meet evolving consumer expectations.
3. Providing a seamless omnichannel experience across all customer interactions will be key to success. OEMs must integrate their digital and physical systems to ensure smooth transitions between channels.
The document discusses an excerpt from the book "42 Rules of Social Media for Small Business" which provides rules and guidance for using social media effectively for small businesses. It describes the changing context of communication as new technologies have emerged and how social media is affecting personal and global communication. The excerpt emphasizes that understanding principles of online communication is more important than chasing the latest trends and that small businesses should focus on select social media platforms and stick with them to make an impact.
Google dealer guidebook best practices completeRalph Paglia
The document provides guidance for dealers and agency partners on optimizing their use of Google's products. It is organized into four pillars: Fundamentals, Basics, Differentiators, and Growth Levers. The Fundamentals section focuses on basic but important tactics like prioritizing website speed and simplicity. The Basics section outlines tested growth strategies for paid search, display, and audience targeting like maximizing brand search and location-based targeting. The Differentiators section presents advanced strategies in these areas. The Growth Levers section explores emerging tactics for measurement and automation. The goal is to help partners prioritize Google's products based on their marketing objectives and digital maturity.
This document provides recommendations for Triumph Motorcycles to harness digital media to drive sales and brand awareness. It discusses how media consumption has shifted online and the benefits of a modern digital advertising approach using paid search, retargeting, and attribution modeling. It also stresses the importance of continuing traditional media efforts while leveraging relationships, and monitoring social media to understand brand perceptions. A three-step plan is proposed focusing on optimizing digital advertising, partnering with publishers, and initiating social listening.
Toyota kc region dealer summit presentationRalph Paglia
Ralph Paglia presented at a Toyota dealer summit on digital marketing and internet sales challenges. He discussed how 5 Toyota dealers in the Kansas City region stood out for better website content marketing and higher website visitor to contact conversion rates. Paglia also covered how setting up social media sharing and online reviews can help dealers, and the importance of lead management practices like direct phone contact and follow up to increase sales closing ratios from internet leads. He emphasized that increasing closing ratios requires more than just timely response, but showing genuine interest in customers and their needs.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Tips modular strategy for digital marketingRalph Paglia
Traffic to a website is generated through marketing, search engine optimization, and referrals. Interactive content like inventory and forms allows customers to interact. The process refers to how dealers respond to leads through email and phone techniques. Sales activities happen after leads become showroom visitors. Effectiveness is measured by unique visitors, form submissions, appointment shows, and closing ratios.
The mercedes benz x-class concept pickup truck is hereRalph Paglia
Mercedes-Benz unveiled the X-Class concept pickup truck. The X-Class will be the first "premium" pickup and is intended to fill a gap in Mercedes' product portfolio. It will compete in growing midsize pickup markets globally but not in the US, where Detroit automakers dominate. The X-Class concept emphasizes luxury and off-road capability and will enter production in late 2017 with diesel power and all-wheel drive.
Seo in a mobile first era markteters editionRalph Paglia
The document discusses optimizing a website for mobile-first search engine optimization (SEO). It recommends developing a responsive mobile website or mobile-specific site, optimizing page speed, implementing AMP pages, ensuring accessible mobile content, adding relevant structured data, and tracking mobile search queries and performance. The overall message is that mobile-first practices are crucial as search becomes increasingly dominated by mobile users.
1. Reynolds and Reynolds
Reynolds Customer Management Solutions Management
Contact
Solutions by Profit Leak Capabilities & Features and Training Bundles
Consulting
Contact By Business Development Area
Management Dealerpoint LSI Footsteps
Application Features Support the Profit Leak Indicated to the degree of Optimization shown
on a 1 - 10 Index, with 10 being maximum optimization and focused features
Incoming Showroom Traffic Management: 10 5 4 5
Incoming Telephone Opportunities: 10 5 4 5
Incoming Internet Lead Management: 7 9 1 10
S/T/I Unsold Follow-Up Processes: 10 6 8 7
Sold Customer Follow-Up Processes: 9 5 9 5
Service & Maintenance Follow-Up Process: 10 1 2 1
Non-Customer List Prospecting: 5 1 9 1
Process Engineering Requirement Index: 10 4 8 6
Sales Staff Utilization Index: 9 7 5 8
Management Utilization Index: 8 6 7 6
BDC or Specialist Utilization Index: 10 8 9 7
*Total CRM Process Support Index: 98 57 66 61
Solution Characteristics
ASP, Server-Based LAN or PC based: ASP ASP LAN or PC ASP
DMS "Push" Integration: NO
DMS "Pull" Integration: NO
Real-Time DMS Integration: NO
Receive Email Capabilities: YES
Send Email Capabilities: YES
Email Templates: YES
Telephone Scripts: NO
Timeline Process Automation: NO
Results Based Process Flow: NO
Telephone Tracking System Integration: NO
Requires Consulting Services: NO
Seminar Training Available: YES
REPORTS YES
Customer Online Activity Tracking NO NO NO YES
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
2. Reynolds and Reynolds
Contact Management
Consulting and Training Bundle:
Inbound Showroom Opportunities
CRM Showroom Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Showroom Process Development Meetings & CM
Skills Requirement Definition by Position: 1 3 5 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 2 4 6 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Showroom Solution: 4 8 12 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Showroom CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
3. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Inbound Telephone Opportunities
CRM Telephone Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Phone Process Development Meetings & CM
Skills Requirement Definition by Position: 1 1 1 Custom Quote
8.5: Telephone Process Introduction Meetings &
Execution Skills Development Workshops: 1 2 3 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 2 3 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Telephone Solution: 4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Telephone CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
4. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Inbound Internet Opportunities
CRM Internet Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Internet Process Development Meetings & CM
Skills Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Internet Process Development: Map, Document,
Templates & Scripts Customization: 0 1 1 Custom Quote
8.5: Internet Process Introduction Meetings &
Execution Skills Development Workshops: 1 1 2 Custom Quote
8.7: CM Technology Utilization, Skills Management
and Process Integration: 0 1 1 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 1 2 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Internet Solution:
4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Internet CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
5. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Unsold Opportunities
CRM Unsold Follow-Up Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Unsold Follow-up Process Development & CM
Skills Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Unsold Follow-up Process Mapping, Document,
Templates & Scripts Customization: 0 1 1 Custom Quote
8.5: Unsold Follow-up Process Introduction &
Execution Skills Development Workshops: 0 1 2 Custom Quote
8.7: CM Technology Utilization, Skills Management
and Process Integration: 1 1 2 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 1 1 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Unsold Follow-Up Solution:
4 6 8 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Unsold Follow-Up CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
6. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Sold Opportunities
CRM Sold Follow-Up Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Sold Follow-up Process Development & CM
Skills Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Sold Follow-up Process Mapping, Document,
Templates & Scripts Customization: 0 0 1 Custom Quote
8.5: Sold Follow-up Process Introduction & Execution
Skills Development Workshops: 0 1 1 Custom Quote
8.7: CM Technology Utilization, Skills Management
and Process Integration: 1 1 1 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 1 1 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Sold Follow-Up Solution:
4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Sold Follow-Up CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
7. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Service Follow-up Opportunities
CRM Service Follow-up Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Service Follow-up Process Development & CM
Skills Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Service Follow-up Process Mapping, Document,
Templates & Scripts Customization: 0 0 1 Custom Quote
8.5: Service Follow-up Process Execution &
Execution Skills Development Workshops: 0 1 1 Custom Quote
8.7: CM Technology Utilization, Skills Management
and Process Integration: 1 1 1 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 1 1 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Service Follow-up Solution:
4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Service Follow-up CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
8. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Prospecting Opportunities
CRM Prospecting Solution: RCS Delivery Components
Click on any of the RCS Categories below to see a Average Monthly New/Used Sales Volume of Dealer
detailed Daily Agenda Outline Up to 150 151 to 300 301 to 450 451 and Up
8.1: Customer Contact Process Assessment &
Management Team Strategy Meeting: 1 1 1 Custom Quote
8.2: Prospecting Processes Development & CM Skills
Requirement Definition by Position: 1 1 1 Custom Quote
8.6: Prospecting Processes Mapping, Document,
Templates & Scripts Customization: 0 0 1 Custom Quote
8.5: Prospecting Processes Introduction & Execution
Skills Development Workshops: 0 1 1 Custom Quote
8.7: CM Technology Utilization, Skills Management
and Process Integration: 1 1 1 Custom Quote
8.3: CRM Integrated Process+Technology "Live"
Implementation & Launch Coaching/Training: 1 1 1 Custom Quote
8.4: Continuous Improvement Process with
Management Metrics Review and Analysis: 0 0 0 Custom Quote
CRM Prospecting Solution: 4 5 6 Custom Quote
Click Here to Return to the CRM Solutions Worksheet CM Prospecting CRM Package*
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
9. Reynolds and Reynolds
CRM Process Assessment & Strategy Day - Dealer Visit Timeline
Contact Management Process Assessment & Strategy Development
Each dealership must have their Pre-Visit Assessment and Data Collection forms completed prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start Finish
Time Time
Dealership Drive-Through "Kodak" location & site assessment 8:00AM 8:15AM
Meeting and Interview with Dealer Principal or General Manager 8:15AM 9:00 AM
Clarify essential building blocks for CRM & Outline Program Objectives
Create an understanding of the unique value proposition offered to the dealer from CRM process assessment
Re-Confirm Information collected prior to visit and note any changes
Interview Dealer/GM using CRM Process Assessment Kit format & complete "Process Owner" questionnaire
Management Team Meeting 9:00 AM 9:30 AM
Clarify understanding of value received by the Management Team from the CRM Process Assessment
Re-Confirm Interview Agenda and time slots for each Manager Interview
Review the outline and agenda for CRM Process Assessment - Key Objectives
Meeting and Interview with General Sales Manager 9:30 AM 10:15 AM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Meeting and Interview with New Vehicle Sales Manager 10:15 AM 11:00AM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Meeting and Interview with Used Vehicle Sales Manager 11:00AM 11:45 AM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Lunch 11:45 AM 12:30 PM
Meeting and Interview with Fixed Operations Manager 12:30 PM 1:15 PM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Interview with Manager who has "Ownership" of the CRM Business Development Process 1:15 PM 2:00 PM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Interview Relevant Dealer Staff that execute the CRM Business Development processes 2:00 PM 2:45 PM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Meeting and Interview with Dealership Finance & Insurance Manager 2:45 PM 3:30 PM
Interview using CRM Process Assessment Kit format & complete relevant "Process Owner" questionnaire
Management Team Meeting to Review Findings and Establish initail CRM Strategy 3:30 PM 5:00PM
Facilitate development of Dealer's CRM Strategy with Management Team, by Profit Leak, and establsih
sequence for Process Development and Installation
Document Strategic Action Plan for CRM Process Development as agreed by Management Team
Dealer/General Manager Exit Meeting with Questions & Answers session 5:00PM 6:00 PM
Review of Day's Meetings, Interviews and CRM Strategic Action Plan
Review of Data and Information gathered during visit
Obtain signature from dealer acknowledging visit and accuracy of information gathered
Copyright 2002 - Reynolds and Reynolds - All rights reserved
10. Reynolds and Reynolds
CRM Process Development - Dealer Visit Timeline
CRM Process Mapping by Profit Leak using Contact Management as Supporting Technology
Dealership must have had their Process Assessment by Profit Leak and Management Strategy Meeting completed prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7 Start Finish
Time Time
Meeting and Interview with Dealer Principal or General Manager 8:30 AM 9:00 AM
Clarify process directives established during Strategy Day by Profit Leak
Clarify Dealer's understanding of unique value proposition offered from CRM process development supported by CM
Confirm identity of who will "own" each Profit Leak's supporting process definition & be responsible for execution
Outline what will and will not be accomplished during Process Development within the time included in the CM contract
Meetings with Process Stakeholder(s) 9:00 AM 12:00 Noon
Create Process Maps. Using preprinted sample Flowcharts to clarify avenues of implementation for Process Stakeholder to define
Clarify understanding of value received by the Management Team from CRM Process Development
Identify training needs for owners of each specific process
Lunch 12:00 Noon 1:00 PM
Meetings with Process Stakeholder(s) 1:00 PM 4:00 PM
Create or select template and scripts to be customized.
Email Templates: Sequence, Content, Triggers
Telephone scripts: Word tracks, Determine Use
Create training document for each employee that will be fulfilled by CEP
Meeting with Dealer Principal and/or General Manager 4:00 PM 5:00 PM
Inform GM what was achieved today and where you stand for launch
Explain Process Maps form and function
Clarify CM Training Needs by Job Category - Set stage for CEP training visits
Explain ownership of CEP's time efficiency and how to use
Process Maps as a management tool
Discuss Continous Improvement Process Maintenance and "Plant Seed" for enrollment
Review of Day's Meetings and status of CRM Strategic Action Plan
Review of Data and Information gathered during visit
Obtain signature from dealer acknowledging visit and accuracy of information gathered
Copyright 2002 - Reynolds and Reynolds - All rights reserved
11. Reynolds and Reynolds
CRM Integrated Process+Technology Launch
Contact Management Supported CRM Implementation Within Daily Business Processes
Each dealership must have received their Customer Education Professional in-dealership CM training prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time
Process Launch Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Clarify essential business processes that must be executed by dealer's staff to enable processes to work
Map out sequence of who will be coached on process execution and in what sequence based on dealer guidance
Identify unique challenges that have arisen since CM application launch tha may effect process implementation
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success
Process+Technology Launch Management Team Meeting: 9:30 AM 10:30 AM
Clarify Management's understanding of value received rom the CRM Process & Technology implementation
Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst
Review the processes being implemented, how technology is utilized and outline Key points of execution
Group Sesson with Tier 1 Contact Management Users: 10:30 AM 12:00 Noon
Review log-in procedures, Data Entry, Client look-ups and handle questions that have arisen since the CEP visit
Transfer Knowledge: New Client creation vs. Adding new prospects to existing clients in ERA
Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues
Lunch Break 12:00 Noon 1:00 PM
Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 2:30 PM
Review Daily Activity Completion procedures, Determining results & questions that have arisen since the CEP visit
Transfer Knowledge: Client account maintenance strategies and how they tie in with Daily Activity Schedules
Transfer Knowledge: Sales posted in ERA and associating with correct prospects in Contact Management
Transfer Knowledge: Within the dealership's defined processes, when to push deals to ERA F&I and known issues
Work with Manager #1 who has "Ownership" of a CRM Business Development Process 2:30 PM 3:30 PM
Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach
Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes
Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion
Work with Manager #2 who has "Ownership" of a CRM Business Development Process 3:30 PM 4:30 PM
Review all aspects of CRM Process+Technology Launch & address issues & concerns using a solutions approach
Work shoulder-to-shoulder with manager to ensure they understand relevant CM utilization within processes
Knowledge Transfer: Ensure that manager is comfortable enough with CM to supervise daily task completion
Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 4:30 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish progress to date assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations
Copyright 2002 - Reynolds and Reynolds - All rights reserved
12. Reynolds and Reynolds
Continuous Improvement Process for Customer Relationship Management
Contact Management Utilization Within CRM Process Execution Assessment & Improvement
This category of visit occurs after initial CRM program launch
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time
Results Review Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:00 AM
Review reports & metrics on daily execution of essential business processes that utilize CM by dealer's staff
Establish current issues of importance to Dealer/GM and outline their priority
Identify process & technology challenges that have effected dealership's results
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success
Management Team Meeting to Review Process+Tachnology Results: 9:00 AM 10:00 AM
Identify Management's perception of key points of failure/success for the CRM Process+Technology initiative
Establish agreement on training & coaching needs, or process adjustments that must be implemented
Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst
Review processes evolution, how technology is utilized and outline improvements needed in Key areas of execution
Review performance metrics and reports that outline process execution of tasks within CM
Small Group Sessons with Tier 1 Contact Management Users: 10:00 AM 12:00 Noon
Review all challenges to effective execution of Data Entry, Client look-ups and entering prospect records
Work through solutions to issues and challenges regarding process execution
Coach Users on solutions to known process execution issues… develop understanding of task requirements
Lunch Break 12:00 Noon 1:00 PM
Individual One-On-One Sessions with Tier 2 Contact Management users: 1:00 PM 3:00 PM
Review all challenges to effective execution of Daily Tasks in CM, identify areas that need solutions
Work Shoulder-to-Shoulder w/users on Review of historical Daily Activity Completion and results entries
Managing accounts, using Client Groups, assigning different schedules and how to enter contact exceptions
Work with users to develop customized templates for Phone, Email and Letters
Develop and refine schedules and processes to better suit dealership's operations and strategies
Work with Managers who have "Ownership" of CRM Business Development Processes 3:00 PM 5:00 PM
Review all aspects of CRM Process+Technology day-to-day execution
Address individual manager's issues & concerns using a solutions development approach
Work shoulder-to-shoulder with manager to develop improved CM utilization within CRM processes
Develop approaches and solutions to ensure that manager can better supervise daily CM utilization task completion
Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 5:00 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish "progress to date" assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations
Copyright 2002 - Reynolds and Reynolds - All rights reserved
13. Reynolds and Reynolds
CRM Process Introduction & Skills Development
Orientation for Staff on Details of New Daily Processes that Utilize Contact Management
Each dealership must have had CRM strategy defined by Profit leak & detailed process development prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time
Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Clarify essential staff that must buy into CRM business processes that rely on CM for tactical execution
Map out sequence of who will be trained on process execution and what performance metrics will be used to assess
Have dealer identify what issues should be anticipated that may effect process execution capabilities
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success
Dealership Management Team Meeting: 9:30 AM 10:30 AM
Clarify understanding of which Profit leaks that the Catalyst will be working with them & their people on improving
Detailed Review of process work flows that will be implemented & how technology will be utilized
Identify Key points of process execution by Profit Leak & Department processes that will be effected
Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst
Facilitate discussion by managers that will produce list of key people, process adjustments & contingency plans
Group Sessons with Dealer Staff: 10:30 AM 12:00 Noon
Clarify which Profit leaks that the Staff will be responsible for implementing new processs
Detailed Review of step-by-stepprocess work flows that will be implemented & how technology will be utilized
Identify Key points of process execution by Profit Leak & Department processes that will be effected
Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation
Lunch Break 12:00 Noon 1:00 PM
Group Sessons with Dealer Staff: 1:00 PM 2:30 PM
Clarify which Profit leaks that the Staff will be responsible for implementing new procedures
Detailed Review of process work flows that will be implemented & how technology will be utilized
Identify Key points of process execution by Profit Leak & Department processes that will be effected
Specific roles and responsibilities by each staff & how they will be measured in regards to job performance evaluation
Individual One-On-One Sessions with Dealer Staff: 2:30 PM 5:00 PM
Clarify which Profit leaks that the individual has responsibilities for tactical execution of new processes
Detailed Review of process work flows that the emloyee must implement, how technology will be utilized
Establish clear understanding of when the new processes will go into effect that the employee is responsible for
Identify Key process execution steps that the employee will be responsible for using the Profit Leak reference points
Specific exact roles and responsibilities how the employee will be measured in regards to job performance evaluation
Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 5:00 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish progress to date assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations
Copyright 2002 - Reynolds and Reynolds - All rights reserved
14. Reynolds and Reynolds
Contact Management Schedules, Process, Activity & Template Customization
Create Email, Letter & Telephone Word Track Documents that Support Process Maps
Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time
Planning Meeting with Dealer Principal and/or General Manager: 8:30 AM 9:30 AM
Discuss and establish which processes, by Profit Leak, are to be mapped out and documented
Identify the message content that best reflects the dealer's CRM communication strategy
Have dealer identify which communication issues should be built into CM's process execution capabilities
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success
Manager Meetings: 9:30 AM 10:30 AM
Review recommended processes by Profit Leak and map out which communication points are to be templated
Detailed Review of recommended template examples that will be implemented within process maps & input gathered
Get manager edits, notes & comments in preparation of completing the template installation in CM
Establish which users will be trained on using what templates for specific process execution
Facilitate discussion by managers that will produce list of key people, template adjustments & alternative uses
Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon
Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized
Detailed Review of step-by-step process execution along with use of specific customized templates
Identify points within daily processes that may require individual customized approach using modified templates
Establish clear understanding of the messages within, and the communication objective for each template
Lunch Break 12:00 Noon 1:00 PM
Individual One-On-One Sessions with Dealer Staff: 1:00 PM 5:00 PM
Install/Customize templates that user is responsible for and show how they are organized, retrieved & best utilized
Detailed Review of step-by-step process execution along with use of specific customized templates
Identify points within daily processes that may require individual customized approach using modified templates
Establish clear understanding of the messages within, and the communication objective for each template
Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 5:00 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish progress to date assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations
Copyright 2002 - Reynolds and Reynolds - All rights reserved
15. Reynolds and Reynolds
Technology Utilization Management and Process Integration
Managing the variable skill sets of staff members and process requirements
Each dealership must have had CRM Processes clearly defined by Profit Leak prior to day of visit
Click Here to Return to the CRM Solutions Worksheet
Click on the Profit Leak Number to Go to that Solution Worksheet: 1 2 3 4 5 6 7
Start Finish
Daily Agenda for Catalyst visit to dealership with timeline and Catalyst process steps outlined
Time Time
Dealer Principal and/or General Manager Meeting: 8:30 AM 9:30 AM
Discuss which staff have taken ownership of CRM business processes that rely on CM for tactical execution
Using performance metrics & feedback, Identify departments that need increased tactical execution skills
Have dealer comment on any known issues that may be effecting process execution skills
Establish dealer exit meeting day and time to review Catalyst CIP and next steps to be taken to assure success
Manager Meetings: 9:30 AM 10:30 AM
Clarify & document process execution performance motivators that manager can provide to staff
Detailed Review of process work flows and the specific skill sets needed by category of each department employee
Identify weak points within daily business processes that are the result of inadequate execution skill sets
Re-Confirm training/coaching sequence & time slots for each staff/group session with Catalyst
Let managers discuss key people, any process adjustments needed & timelines to implementation
Individual One-On-One Sessions with Dealer Staff: 10:30 AM 12:00 Noon
Clarify tactical process execution challenges and issues for each individual
Have CM users map out process work flows and identify what process points are working well & which are not
Re-establish which process steps that the employee is responsible for & how performance is measured
Review Process Execution motivators and the impact they have, or could have, on employee satisfaction
Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution
Lunch Break 12:00 Noon 1:00 PM
Individual One-On-One Sessions with Dealer Staff: 1:00 PM 5:00 PM
Clarify tactical process execution challenges and issues for each individual
Have CM users map out process work flows and identify what process points are working well & which are not
Re-establish which process steps that the employee is responsible for & how performance is measured
Review Process Execution motivators and the impact they have, or could have, on employee satisfaction
Work with users on a shoulder-to-shoulder basis & develop greater comfort with CM utilization for process execution
Dealer/General Manager Exit Meeting with CIP Report Review & Sign-off: 5:00 PM 5:30 PM
Review of Day's consulting & training results; identify most significant accomplishments
Establish progress to date assessment relative to original implementation planning & strategy
Review Catalyst recommendations for next steps to be taken & establish agreement on who will do what, by when
Signatures acknowledging visit results and understanding of Continuous Improvement Process recommendations
Copyright 2002 - Reynolds and Reynolds - All rights reserved
16. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles
By Business Development Area
Process Growth
Dealer Visit Timeline - Day Six
Inbound Showroom
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Observe how staff is utlizing technology and clarify any misconceptions
Lead training by example
Technology "Live" Implementation on the Showroom
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
Integrated Process
Technology "Live" Implementation on the Showroom
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
17. Reynolds and Reynolds
Contact Management
Consulting and Training Bundle:
Inbound Showroom Opportunities
Process Growth
Dealer Visit Timeline - Day Six
Telephone Solution
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Telephone Process Presentation Skills
Lead training by example
Technology "Live" Implementation of Phone Process
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
Integrated Process
Technology "Live" Implementation of Phone Process
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
18. Process Growth
Dealer Visit Timeline - Day Six
Internet Solution
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Telephone Process Presentation skills
Lead training by example
Technology "Live" Implementation of phone process
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
Integrated Process
Technology "Live" Implementation of phone process
19. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Inbound Telephone Opportunities
Process Growth
Dealer Visit Timeline - Day Six
Unsold Follow-Up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Unsold Process Meetings
Skills Development
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
CM Technology Management
Utilization skills
Process Execution Integration
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
20. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Service Follow-up Opportunities
Process Growth
Dealer Visit Timeline - Day Six
Sold Follow-Up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Sold Process Meetings
Skills Development
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
CM Technology Management
Utilization skills
Process Execution Integration
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
21. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Inbound Internet Opportunities
Process Growth
Dealer Visit Timeline - Day Six
Service Follow-up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Fixed Operations Process Meetings
Skills Development
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
CM Technology Management
Utilization skills
Process Execution Integration
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
22. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Unsold Opportunities
Process Growth
Dealer Visit Timeline - Day Six
Prospecting
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Meeting with Dealer and General Manager 8:00AM 9:00AM
Discuss Experience with CEP
Enumerate training objectives met and targets for day
Elicit discussion of future profit leak "repairs"
Meet with Process Stakeholder(s) 9:00AM 9:30AM
Discuss experiences with CEP
Clarify questions
Discuss layout of people invovled in day's facilitation-led workshops
Process Growth 9:30AM 12:00 PM
Prospecting Process Meetings
Skills Development
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 5:00PM
CM Technology Management
Utilization skills
Process Execution Integration
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
23. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Sold Opportunities
Process Growth
Dealer Visit Timeline - Day Seven
Inbound Showroom
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Technology Live Implementation
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Live workshops with staff on Process and Technology
Implementation
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
24. Process Growth
Dealer Visit Timeline - Day Seven
Telephone Solution
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Technology Live Implementation
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Live workshops with staff on Process and Technology
Implementation
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
25. Reynolds and Reynolds
Contact Management
Consulting and Training Bundles:
Outbound Prospecting Opportunities
Process Growth
Dealer Visit Timeline - Day Seven
Internet Solution
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Live Lead Response Execution
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Live workshops with staff on Process Implementation
Live Lead Response Execution
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
Copyright 2002 - Reynolds and Reynolds - All Rights Reserved
26. Process Growth
Dealer Visit Timeline - Day Seven
Unsold Follow-Up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated CRM Process Implementation
Live Unsold Follow-Up Execution
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Integrated CRM Process Implementation
Live Unsold Follow-Up Execution
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
27. Process Growth
Dealer Visit Timeline - Day Seven
Sold Follow-Up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Live Sold Follow-Up Execution
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Integrated Process Implementation
Live Sold Follow-Up Execution
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
28. Process Growth
Dealer Visit Timeline - Day Seven
Service Follow - Up
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Process Implementation
Live Fixed Operations Process Execution
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Integrated Process Implementation
Live Fixed Operations Process Execution
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis
29. Process Growth
Dealer Visit Timeline - Day Seven
Prospecting
Click Here to Return to the CRM Solutions Worksheet
Start Finish
Time Time
Continue Process Growth 8:00AM 12:00 PM
Integrated Technology Implementation
Live Prospecting Process Execution
Lunch 12:00PM 1:00PM
Continue Process Growth 1:00PM 3:00PM
Integrated Technology Implementation
Live Prospecting Process Execution
Meeting with Dealer and General Manager 3:00PM 5:00PM
Continuous Improvement Process with Management
Metrics Review and Analysis