The document outlines strategies for companies to leverage customer intelligence, focus on process efficiency, help sales teams become more effective, and optimize interactions with customers in order to succeed during an economic downturn. It provides examples of how Oracle products like CRM, loyalty management, and self-service solutions can help companies implement these strategies.
1) Organizations are placing renewed emphasis on customer retention and cost cutting due to economic challenges, leading them to examine contact management (CM) and customer relationship management (CRM) solutions.
2) CM solutions are designed for individual or team productivity and sales automation, while CRM solutions are multi-module systems of record for all customer interactions.
3) The choice between CM and CRM often depends on a company's sales interaction model and key business challenges - for example, a one-to-many model may prefer a CM, while many-to-one may choose a CRM.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
M Life 2009 Modern Government And Mobility Eduardo Fernandez RojoEd Fernandez
Modern Government and Mobility discusses how mobility extends the reach of government. It provides three examples: [1] Providing mobile offices for public servants in the field; [2] Connecting government assets through tracking and sensors; [3] Enabling machine-to-machine communication for remote monitoring and scheduling of resources. The document advocates that government embrace mobility to meet challenges through a strategic approach.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
Customer relationship management continues to be a vital strategy for achieving higher profitability, improved productivity, lower costs, stronger customer retention, and greater insight into customer and prospect behavior. CRM technology and outcomes over the past two decades, it is also true that many companies still struggle to implement their CRM system effectively and achieve the results they expect from these powerful information systems. The critical nature of human factors at work in a CRM initiative demands that you focus as much attention on the people using the system as you do on the software.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
1) Organizations are placing renewed emphasis on customer retention and cost cutting due to economic challenges, leading them to examine contact management (CM) and customer relationship management (CRM) solutions.
2) CM solutions are designed for individual or team productivity and sales automation, while CRM solutions are multi-module systems of record for all customer interactions.
3) The choice between CM and CRM often depends on a company's sales interaction model and key business challenges - for example, a one-to-many model may prefer a CM, while many-to-one may choose a CRM.
This guide provides IBM Business Partners with information on co-marketing programs, assets, incentives, and solutions to help them market to mid-sized businesses. It includes details on the 2012 IBM Mid-Market Co-Marketing offering, PartnerRewards program, software co-marketing program, suggested marketing tactics, PartnerWorld resources, education assets, sales plays, incentives, IBM solutions for the mid-market, and contact information.
M Life 2009 Modern Government And Mobility Eduardo Fernandez RojoEd Fernandez
Modern Government and Mobility discusses how mobility extends the reach of government. It provides three examples: [1] Providing mobile offices for public servants in the field; [2] Connecting government assets through tracking and sensors; [3] Enabling machine-to-machine communication for remote monitoring and scheduling of resources. The document advocates that government embrace mobility to meet challenges through a strategic approach.
The government has published a cloud computing strategy that outlines the kinds of cloud services that could be offered and how a government cloud platform might work. The strategy recommends limited use of private cloud, use of public cloud subject to criteria, and use of community cloud where public cloud is not suitable. However, the strategy is missing some key details like a cloud store, readiness criteria, a framework for public vs community cloud assessment, and details on service provisioning and data management.
Customer relationship management continues to be a vital strategy for achieving higher profitability, improved productivity, lower costs, stronger customer retention, and greater insight into customer and prospect behavior. CRM technology and outcomes over the past two decades, it is also true that many companies still struggle to implement their CRM system effectively and achieve the results they expect from these powerful information systems. The critical nature of human factors at work in a CRM initiative demands that you focus as much attention on the people using the system as you do on the software.
This document summarizes a presentation on overcoming contradictions through improved governance, risk management and compliance. It discusses how effective use of information can help organizations move from a cost center to a business value driver. It also covers how establishing an information agenda and flexible architecture can optimize business performance. Finally, it addresses the need for a control framework with system definition, best practices, interpretation and operations to properly implement performance measurement.
Smarter Supplier Management - Moving Beyond the Stick to Become a Customer o...SAP Ariba
This document discusses moving beyond punitive approaches to supplier management and instead becoming a customer of choice. It includes an agenda for a panel discussion on supplier relationship management with representatives from The Hackett Group, Reed-Elsevier, and Sallie Mae. The panel will discuss defining supplier management, the value of SRM strategies, performance management, capabilities, and lessons learned in transforming supplier relationships.
Staying Ahead of the Joneses: Retail Automation in 2010VDC Research Group
These slides are from a webcast originally presented on 7/28/10. During this webcast, Chris Rezendes, Executive Vice President of VDC Research, presents the latest data from our 2010 Retail & Transaction Automation Equipment Business Planning Service. Specifically, he discusses: The current state of retailer budgeting and spending on retail automation technology, retailers’ current and expected strategic & operational priorities and how they translate into specific technology investments, the progress being made in defining ROI for next-gen retail automation solutions and the key factors shaping the managed services deployment trend.
Uadvantage overview marketing services system of recordMarcus Witte
The document discusses marketing execution services (MES) and how the Uadvantage system provides a complete "system of record" solution. It summarizes that Uadvantage 1) records all inter-company transactions and interactions, 2) provides collaboration and commerce platforms, and 3) manages project specifications, quoting, procurement, and invoicing to support multiple procurement methods. The value proposition is that Uadvantage reduces costs, streamlines processes, speeds cycle time, increases productivity, improves job visibility, and ensures compliance while providing functionality like bidding, reporting, customization, and business intelligence tools.
Improve Efficiency & Reduce Costs through BI in Fertilizer SectorDhiren Gala
Efficiency Improvement & Cost Reduction through Business Intelligence (BI) in Fertilizer Sector. - A presentation by Sanjay Mehta, CEO, MAIA Intelligence at The Fertilizer Association of India (FAI) WORKSHOP ON ICT FOR IMPROVING EFFICIENCY IN FERTILISER AND AGRICULTURE SECTORS held from March 16-19, 2009 at Manali.
This document discusses customer relationship management and consulting. It introduces a consulting firm called Solution INBOX that specializes in customer marketing analysis, relationship management, and developing customer relationship tools. The document outlines Solution INBOX's services, including data management, customer behavior analysis, relationship marketing, and consulting. It emphasizes developing an in-depth understanding of customers to better influence their relationships with companies.
Management World Orlando is a leading global event taking place November 16-20, 2008 in Orlando, Florida. The event will feature over 150 speakers across 3 dedicated summits on digital service transformation, revenue management and customer experience, and digital commerce and advertising. Attendees can learn about key issues like business and IT transformation, monetizing digital content, and the changing digital media landscape. Over 1,500 people from 50 countries attended in 2007.
New Sourcing Strategies: The role of Outsourcing and Homeshoring in Contact C...EightyTwenty Insight
Are Mixed Model Operations an opportunity for contact centres to access skills,
capabilities and lower costs in harsh times? Or an overly complex solution which risks
damaging service and brand?
The challenges faced by organisations with large-scale contact centre operations have
recently become more acute and complex and the balance between cost containment
and customer needs has never been more difficult to achieve. Web 2.0 (consumer to
consume) behaviours will reduce the amount of contact and make the remaining quality
of interactions even more vital to customer retention. More radical thinking is required to
achieve this balance. The Contact Centre has to have Board level support and
organisations have to think more like their customers. Alternative Sourcing Models and
new technology (often hosted) will need to be embraced to keep pace.
Even the largest companies will benefit from partnering with external providers as
technology becomes the key driver of value and savings. Outsourcing, Shared Services
and Homeshoring pose less risk and offer real value and will continue to grow but
companies must get smarter about how to exploit them to their full potential. Sourcing
strategies need to be better thought through and become more sophisticated if these
alternative models are to be fully exploited.
This paper provides an informed and independent view on the evolution and value of Outsourcing and the Mixed Sourcing Model in contact centre operations, particularly in light of the current, urgent need to reduce costs and the rapidly changing consumer demands. It further highlights many of the current Contact Centre trends and issues, both strategic and operational, and focuses on the use of Alternative Service Delivery Models (ASDM’s) such as outsourcing and home-shoring in meeting these challenges.
Strategic Meetings Management Best PracticesSignUp4
A practical guide to applying the best practice fundamentals of Strategic Meetings Management into current organizational structures that will transform theoretical conversations into customized action plans.
The document discusses a workshop on utility monitoring and distribution franchising held by IIES to improve state electricity board (SEB) performance. Key topics included distribution franchisee models and monitoring utilities' key performance indicators. Distribution franchising aims to address SEB issues like high losses, lack of investment and incentives, but challenges include managing the transition process and sharing necessary information between stakeholders. The workshop sought to facilitate cooperation between utilities and businesses to establish rational public-private partnership models for power distribution.
The document discusses why quality is fundamental to the success of contact centers. It argues that many contact centers have quality programs in place but they often fail to deliver continuous improvement. It provides best practices for making quality a core part of the contact center environment, including understanding quality initiatives' purpose, using analytics to focus on key objectives like customer satisfaction and costs, and ensuring effective coaching and training processes.
Minacs Spend Smart is an innovative spend management methodology that combines procurement fundamentals with modern techniques to strategically move legacy in-house buying activities to leveraging external capabilities. It provides a seamless set of outsourced procurement services including sourcing and category management, sourcing support, and purchasing operations. Minacs claims it can achieve significant negotiated savings and benefits for clients through its global skills, comprehensive solutions, and focus on capturing sustained value.
Effective supplier management can provide step change impact to a businessPetra Smith
Effective supplier relationship management (SRM) can provide significant benefits to businesses:
1) SRM sustains and enhances sourcing benefits through ongoing cost reductions, improved quality and service levels, and innovation.
2) It enables businesses to leverage scale and volume across contracts and suppliers.
3) SRM moves beyond traditional adversarial procurement approaches to collaborative long-term relationships.
4) By building trust and alignment, SRM mitigates risks of opportunism after contracts change and helps businesses adapt to impactful events.
To introduce F1 Strategy, a business advisory boutique focused on helping companies successfully execute on their strategies.
The practice leverages cause-effect metrics and in-depth analytics to chart the DNA of a business.
Additiona inforamtion at www.F1Strategy.com
Crm maximizing crm effectiveness during lean timesMarcus Vannini
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
Why do we_model_in_the_uk_monitor_in_japan_and_manage_in_the_usaMetron
This document reflects upon the current and future practice of capacity
management and considers why it might be different in different
countries. The author has experience in the UK, USA and Japan and
will concentrate on these, with particular emphasis on Japan as it is
possibly the least known of the three. This is in fact a biased view and
possibly any differences might simply be a reflection of each country’s
‘perceived persona
Session 4 it architecture and competitive advantageYoungjin Yoo
This document discusses aligning IT strategy with business strategy and how to leverage IT as a strategic asset. It covers:
1. Aligning IT architecture with strategic goals by developing a technology vision and master plan.
2. Exploiting IT to build sustainable competitive advantages through positioning, creating unique resources, and enabling innovation over time.
3. Adopting a modular and flexible IT infrastructure to facilitate organizational agility, innovation, and disintegration of vertically integrated firms.
Social Analytics - Putting the Science into Social BusinessMark Heid
This webinar discusses how IBM helps companies become more social and interactive businesses through social analytics. It covers how marketing is evolving to focus on customer experience across channels and gaining insights from social media. IBM provides solutions for capturing social data, analyzing it, and taking action to engage customers through owned, paid and earned media. The webinar promotes IBM's vision for an enterprise marketing management suite to optimize the entire marketing process.
The BrainYard Webcast - Social Business & Social Analytics - 3/1/12Mark Heid
This webcast presentation discussed how social analytics can help companies better understand customers and improve marketing strategies. It began with an overview of why businesses need to be interactive on social media to keep up with rapidly changing consumer behaviors. The presentation then covered how social analytics can provide insights into customer attributes, preferences, interests and behaviors to improve targeting, personalization and predictive modeling. Specific IBM social analytics products and solutions were demonstrated for monitoring earned, owned and paid social media and integrating insights with traditional marketing and business systems. The webcast concluded with recommendations for companies to capture social data, analyze it and then act on insights by engaging customers through social media marketing and business execution.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Meet the Winners of the 2013 Gartner & 1to1 Media CRM Excellence Awards1to1 Media
Through our joint awards program, 1to1 Media and Gartner spotlight excellence among organizations that have swept past their competition by implementing enterprise-wide customer-focused strategies that significantly improve business performance.
Smarter Supplier Management - Moving Beyond the Stick to Become a Customer o...SAP Ariba
This document discusses moving beyond punitive approaches to supplier management and instead becoming a customer of choice. It includes an agenda for a panel discussion on supplier relationship management with representatives from The Hackett Group, Reed-Elsevier, and Sallie Mae. The panel will discuss defining supplier management, the value of SRM strategies, performance management, capabilities, and lessons learned in transforming supplier relationships.
Staying Ahead of the Joneses: Retail Automation in 2010VDC Research Group
These slides are from a webcast originally presented on 7/28/10. During this webcast, Chris Rezendes, Executive Vice President of VDC Research, presents the latest data from our 2010 Retail & Transaction Automation Equipment Business Planning Service. Specifically, he discusses: The current state of retailer budgeting and spending on retail automation technology, retailers’ current and expected strategic & operational priorities and how they translate into specific technology investments, the progress being made in defining ROI for next-gen retail automation solutions and the key factors shaping the managed services deployment trend.
Uadvantage overview marketing services system of recordMarcus Witte
The document discusses marketing execution services (MES) and how the Uadvantage system provides a complete "system of record" solution. It summarizes that Uadvantage 1) records all inter-company transactions and interactions, 2) provides collaboration and commerce platforms, and 3) manages project specifications, quoting, procurement, and invoicing to support multiple procurement methods. The value proposition is that Uadvantage reduces costs, streamlines processes, speeds cycle time, increases productivity, improves job visibility, and ensures compliance while providing functionality like bidding, reporting, customization, and business intelligence tools.
Improve Efficiency & Reduce Costs through BI in Fertilizer SectorDhiren Gala
Efficiency Improvement & Cost Reduction through Business Intelligence (BI) in Fertilizer Sector. - A presentation by Sanjay Mehta, CEO, MAIA Intelligence at The Fertilizer Association of India (FAI) WORKSHOP ON ICT FOR IMPROVING EFFICIENCY IN FERTILISER AND AGRICULTURE SECTORS held from March 16-19, 2009 at Manali.
This document discusses customer relationship management and consulting. It introduces a consulting firm called Solution INBOX that specializes in customer marketing analysis, relationship management, and developing customer relationship tools. The document outlines Solution INBOX's services, including data management, customer behavior analysis, relationship marketing, and consulting. It emphasizes developing an in-depth understanding of customers to better influence their relationships with companies.
Management World Orlando is a leading global event taking place November 16-20, 2008 in Orlando, Florida. The event will feature over 150 speakers across 3 dedicated summits on digital service transformation, revenue management and customer experience, and digital commerce and advertising. Attendees can learn about key issues like business and IT transformation, monetizing digital content, and the changing digital media landscape. Over 1,500 people from 50 countries attended in 2007.
New Sourcing Strategies: The role of Outsourcing and Homeshoring in Contact C...EightyTwenty Insight
Are Mixed Model Operations an opportunity for contact centres to access skills,
capabilities and lower costs in harsh times? Or an overly complex solution which risks
damaging service and brand?
The challenges faced by organisations with large-scale contact centre operations have
recently become more acute and complex and the balance between cost containment
and customer needs has never been more difficult to achieve. Web 2.0 (consumer to
consume) behaviours will reduce the amount of contact and make the remaining quality
of interactions even more vital to customer retention. More radical thinking is required to
achieve this balance. The Contact Centre has to have Board level support and
organisations have to think more like their customers. Alternative Sourcing Models and
new technology (often hosted) will need to be embraced to keep pace.
Even the largest companies will benefit from partnering with external providers as
technology becomes the key driver of value and savings. Outsourcing, Shared Services
and Homeshoring pose less risk and offer real value and will continue to grow but
companies must get smarter about how to exploit them to their full potential. Sourcing
strategies need to be better thought through and become more sophisticated if these
alternative models are to be fully exploited.
This paper provides an informed and independent view on the evolution and value of Outsourcing and the Mixed Sourcing Model in contact centre operations, particularly in light of the current, urgent need to reduce costs and the rapidly changing consumer demands. It further highlights many of the current Contact Centre trends and issues, both strategic and operational, and focuses on the use of Alternative Service Delivery Models (ASDM’s) such as outsourcing and home-shoring in meeting these challenges.
Strategic Meetings Management Best PracticesSignUp4
A practical guide to applying the best practice fundamentals of Strategic Meetings Management into current organizational structures that will transform theoretical conversations into customized action plans.
The document discusses a workshop on utility monitoring and distribution franchising held by IIES to improve state electricity board (SEB) performance. Key topics included distribution franchisee models and monitoring utilities' key performance indicators. Distribution franchising aims to address SEB issues like high losses, lack of investment and incentives, but challenges include managing the transition process and sharing necessary information between stakeholders. The workshop sought to facilitate cooperation between utilities and businesses to establish rational public-private partnership models for power distribution.
The document discusses why quality is fundamental to the success of contact centers. It argues that many contact centers have quality programs in place but they often fail to deliver continuous improvement. It provides best practices for making quality a core part of the contact center environment, including understanding quality initiatives' purpose, using analytics to focus on key objectives like customer satisfaction and costs, and ensuring effective coaching and training processes.
Minacs Spend Smart is an innovative spend management methodology that combines procurement fundamentals with modern techniques to strategically move legacy in-house buying activities to leveraging external capabilities. It provides a seamless set of outsourced procurement services including sourcing and category management, sourcing support, and purchasing operations. Minacs claims it can achieve significant negotiated savings and benefits for clients through its global skills, comprehensive solutions, and focus on capturing sustained value.
Effective supplier management can provide step change impact to a businessPetra Smith
Effective supplier relationship management (SRM) can provide significant benefits to businesses:
1) SRM sustains and enhances sourcing benefits through ongoing cost reductions, improved quality and service levels, and innovation.
2) It enables businesses to leverage scale and volume across contracts and suppliers.
3) SRM moves beyond traditional adversarial procurement approaches to collaborative long-term relationships.
4) By building trust and alignment, SRM mitigates risks of opportunism after contracts change and helps businesses adapt to impactful events.
To introduce F1 Strategy, a business advisory boutique focused on helping companies successfully execute on their strategies.
The practice leverages cause-effect metrics and in-depth analytics to chart the DNA of a business.
Additiona inforamtion at www.F1Strategy.com
Crm maximizing crm effectiveness during lean timesMarcus Vannini
1) This document discusses ways that companies can maximize the effectiveness of their customer relationship management (CRM) systems during economic downturns.
2) It recommends six areas of focus: increasing sales effectiveness, improving forecasting accuracy, engendering customer loyalty, enhancing marketing results, reducing customer service costs, and leveraging CRM technologies to gain advantages when the economy rebounds.
3) Specific strategies discussed include using web tools to help salespeople prospect more efficiently, embedding best practices into sales workflows to drive consistency, integrating historical sales data into forecasting to improve accuracy, and using loyalty applications integrated with CRM to better target customers and incentives.
Why do we_model_in_the_uk_monitor_in_japan_and_manage_in_the_usaMetron
This document reflects upon the current and future practice of capacity
management and considers why it might be different in different
countries. The author has experience in the UK, USA and Japan and
will concentrate on these, with particular emphasis on Japan as it is
possibly the least known of the three. This is in fact a biased view and
possibly any differences might simply be a reflection of each country’s
‘perceived persona
Session 4 it architecture and competitive advantageYoungjin Yoo
This document discusses aligning IT strategy with business strategy and how to leverage IT as a strategic asset. It covers:
1. Aligning IT architecture with strategic goals by developing a technology vision and master plan.
2. Exploiting IT to build sustainable competitive advantages through positioning, creating unique resources, and enabling innovation over time.
3. Adopting a modular and flexible IT infrastructure to facilitate organizational agility, innovation, and disintegration of vertically integrated firms.
Social Analytics - Putting the Science into Social BusinessMark Heid
This webinar discusses how IBM helps companies become more social and interactive businesses through social analytics. It covers how marketing is evolving to focus on customer experience across channels and gaining insights from social media. IBM provides solutions for capturing social data, analyzing it, and taking action to engage customers through owned, paid and earned media. The webinar promotes IBM's vision for an enterprise marketing management suite to optimize the entire marketing process.
The BrainYard Webcast - Social Business & Social Analytics - 3/1/12Mark Heid
This webcast presentation discussed how social analytics can help companies better understand customers and improve marketing strategies. It began with an overview of why businesses need to be interactive on social media to keep up with rapidly changing consumer behaviors. The presentation then covered how social analytics can provide insights into customer attributes, preferences, interests and behaviors to improve targeting, personalization and predictive modeling. Specific IBM social analytics products and solutions were demonstrated for monitoring earned, owned and paid social media and integrating insights with traditional marketing and business systems. The webcast concluded with recommendations for companies to capture social data, analyze it and then act on insights by engaging customers through social media marketing and business execution.
This document summarizes a presentation on global supply chain management trends and best practices. It discusses how supply chains have become more complex with globalization and outsourcing. Effective collaboration is challenging given the large number of interacting elements across multi-tier networks. It also notes a mismatch between the evolving complexity of business models and current operational models, highlighting the need for upgraded planning and execution capabilities to address this. The presentation uses examples like Boeing's 787 supply chain to illustrate complex multi-tier networks and the importance of collaboration with partners.
Meet the Winners of the 2013 Gartner & 1to1 Media CRM Excellence Awards1to1 Media
Through our joint awards program, 1to1 Media and Gartner spotlight excellence among organizations that have swept past their competition by implementing enterprise-wide customer-focused strategies that significantly improve business performance.
The document discusses Oracle's applications strategy and roadmap. It outlines Oracle's commitment to ongoing support and enhancements for existing Oracle applications through its Applications Unlimited program. It also discusses Oracle's strategy of providing customers with choice and flexibility to upgrade existing applications, optimize existing investments, or extend applications, rather than forcing replacement. The document highlights new technologies being incorporated into latest releases of Oracle applications like E-Business Suite, PeopleSoft, and JD Edwards, including standards, SOA, Web 2.0, and embedded intelligence features.
The document discusses Oracle's supplier management solutions. It highlights that Oracle's integrated suite can dramatically cut costs for supplier management by streamlining procurement processes, enforcing policy compliance, and providing complete procure-to-pay automation. The suite includes modules for spend analysis, category management, sourcing, procurement, supplier collaboration, logistics, settlement, and supplier performance management. It claims that implementing the solutions can reduce costs per supplier from $585-1000 annually to below $150 by providing better visibility across the organization.
This document outlines best practices for implementing a Master Data Management (MDM) solution to improve data quality. MDM can help by providing a single source of trusted customer, product, and partner data across systems. When implementing MDM, organizations should follow best practices like establishing formal data governance policies, using architecture consistent with existing IT systems, demonstrating a clear business case and ROI, taking a phased approach while making MDM a long-term program, and ensuring active vendor support. Following these practices can help organizations realize the benefits of MDM like increased revenue, cost savings, and regulatory compliance.
The document discusses sales chain management and how to effectively manage customer relationships. It suggests integrating the entire sales process from initial contact through post-sales support. This allows fulfilling customer needs, reducing returns, and providing a seamless customer experience. Key elements include increasing customer value, easing the ordering and customization process, and improving sales effectiveness and satisfaction through consistency across channels. Technology plays a role by integrating sales processes with customer relationship management for increased efficiency and relationship management. Any system used must be flexible, integrate with existing systems, and focus on processes rather than individual tasks.
Why IT Governance is a powerful business tool. Evaluating the potential for value creation –
the Governance Scorecard. Using the Scorecard to improve IT integration.
This document discusses best practices for implementing a successful data quality initiative. It highlights common data quality challenges such as disparate data across systems and organizational silos. Successful initiatives establish clear metrics, involve a cross-functional team with executive support, develop data integration strategies, and select a comprehensive referential data source. The implementation process involves assembling a data quality team, defining key performance indicators, preparing the organization through communication and training, understanding current data processes, and integrating a referential data source to populate enterprise systems and ensure ongoing data integrity. Case studies from Lexmark, McGladrey, and Dow Corning are provided.
This document summarizes the challenges of data quality and opportunities for improvement. It discusses how most companies struggle with disparate and inaccurate data across systems, but that data quality initiatives can drive revenue growth by providing strategic customer intelligence. Case studies are then presented of three companies - Lexmark, McGladrey, and Dow Corning - that overcame data quality challenges through best practices like clear KPIs, cross-functional teams, data integration strategies, and change management.
The document summarizes key findings from IBM's 2011 Global Chief Marketing Officer Study, which interviewed over 1,700 CMOs from 19 industries and 64 countries. The study found that 79% of CMOs expect complexity to increase significantly in the next 5 years but only 48% feel prepared to handle that complexity. The document outlines strategies for CMOs to adapt, including delivering value to empowered customers, fostering lasting customer connections, and capturing value through advanced analytics. It provides examples of how IBM is helping clients implement these strategies to transform their marketing functions and adapt to changing times.
Whitepaper Business Performance Measurement For SuccessAlan McSweeney
This document discusses implementing an effective business performance measurement (BPM) framework. It begins by noting that there is often a gap between the theory of BPM and its practical measurement and implementation. The key is to start by closing this information gap.
It then outlines a BPM framework including defining key performance indicators, collecting underlying operational data, analyzing data in a data warehouse, and presenting metrics and reports. Both business and IT need to work together to define measures, collect and analyze data, and ensure the results are used for action.
With the right collaborative approach, a BPM framework can deliver real benefits like improved decision making, integrity of information, and efficiency. However, success requires addressing practical challenges and gaining
The document discusses several topics related to marketing and business including:
1. The four focuses of running a business: financially driven, product driven, sales driven, and market driven.
2. Five steps to marketing: attraction, value, uniqueness, authority, and relationship.
3. The objectives of marketing which are to get the right product promoted in the right way, sold at the right price, distributed at the right place profitably.
4. Examples of e-marketing techniques like affiliate programs, search engine optimization, email campaigns, and mobile phone marketing.
The document discusses the increasing complexity facing marketers and the challenges of optimizing marketing mix and investments. It describes how ThinkVine's platform uses agent-based modeling to simulate consumer behavior in response to various marketing scenarios, allowing marketers to evaluate tradeoffs, test new ideas, and optimize spending across channels. Case studies demonstrate how ThinkVine helped clients increase revenues, acquire high-value customers, and adjust tactics to drive adoption of new products.
The document discusses how marketers are challenged by today's complex marketing environment and how conventional marketing mix models are limited in their ability to address this complexity. It introduces ThinkVine's agent-based marketing mix modeling approach, which simulates individual consumer behavior from the bottom-up to provide more accurate forecasts and insights. ThinkVine's software allows marketers to optimize their spending, tactics, targets, and timing to improve ROI across all of their marketing investments.
Marketing throughout the Organization using Microsoft Dynamics CRMNerea
This document discusses enabling marketing efforts throughout organizations using marketing automation solutions. It makes three key points:
1) Marketing is no longer just the job of marketers, but requires coordination across departments as every interaction can be a marketing opportunity. Marketing automation can help capitalize on these opportunities.
2) Marketing automation solutions should be deployed across the organization, including to line-of-business teams who are closest to customers and can perform targeted marketing.
3) For marketing automation to be effective throughout an organization, solutions must be easy to use, integrate with existing systems, and provide critical marketing capabilities like customer data management and communications tracking.
This document announces an executive data management workshop featuring case studies and best practices. The workshop will demonstrate solutions for improving sales force efficiencies, business segment profitability, regulatory reporting, IT application sustainability, and commodities trading through approaches like master data management, data standardization, data quality initiatives, and data integration. Attendees will learn how to advance their organization's data management capabilities and maturity through real-world examples and experiences shared. The event will be held on June 5, 2009 at the Woodbridge Hilton in Woodbridge, New Jersey.
This document discusses how Jijesoft can help enterprises facing challenges from changing customer demands and disruptive technologies. Jijesoft provides strategic technology partnerships to help enterprises (I) leverage new technologies to create value, (II) integrate technology into products and services, and (III) manage IT-enabled change initiatives. Jijesoft can help reduce costs through efficiency gains and help enterprises adapt to market transitions through innovation and timely responses.
This document discusses how standardization can help financial institutions become leaner, smarter, and more competitive. It outlines an 8-point strategy for standardizing business processes, consolidating applications and information, and simplifying infrastructure. This allows companies to free up capital spent on costly infrastructure and redirect it towards strategic initiatives. Standardization improves information sharing, flexibility, lowers risks, and reduces costs by eliminating redundant systems and fragmented data from acquisitions and decentralized decision making over time. The benefits of standardization include better competitive positioning, improved productivity, and a foundation for future growth.
Improving iWorker productivity through better access to business critical information can provide significant benefits to an organization. Ricoh recommends establishing a baseline to measure current productivity, taking a phased approach to implementation of new document processes and technologies, and enlisting employees to encourage adoption of changes through training and an organizational change management program. These best practices can help optimize access to information and maximize productivity gains.
Presentation by Roger Tabor, Chair of the Professional Accountants in Business Committee of IFAC, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
Information Technology and Firm Profitability - Team TopazTim Enalls
Powerpoint created for a presentation in my MBA program.
Full source for content can be found here: http://misq.org/information-technology-and-firm-profitability-mechanisms-and-empirical-evidence.html?SID=8likmag65r5usi4fqhlli855j4
For more content from me, visit the following URLs:
https://analyticsexplained.com
https://www.youtube.com/analyticsexplained
The document discusses how outsourcing technical support is often viewed as a commodity based on cost, but there are opportunities for outsourcers to differentiate and add value through optimization of processes, performance, and delivery. Focusing on outputs, processes, and inputs can help outsourcers engineer solutions that reduce total cost of ownership and enhance customer experience beyond basic people, process, and technology.
Similar to Crm Smart Strategies Presentation Arienti (20)
La visione di Oracle per la Management Excellence e overview di Oracle Hyperi...antonella Buonagurio
The agenda outlines an Oracle EPM event taking place in Milano, Italy on February 24, 2011. It includes:
- An overview of Oracle EPM Release 11.1.2 from 10:00-10:45
- A session on strategy management from 10:45-11:15
- Coffee break from 11:15-11:30
- A session on extended planning from 11:30-13:00
- Buffet lunch from 13:00-14:00
- A session on extended financial close from 14:00-15:00
- A session on the EPM & BI platform from 15:00-16:00
- Conclusions from 16:00
Il CRM per migliorare la gestione della forza vendita verso un percorso di cr...antonella Buonagurio
The document discusses Customer Relationship Management (CRM) systems and strategies at TBS Group. It provides an overview of TBS Group's business activities in medical equipment, devices, and e-health solutions across 12 countries. It then describes the key components and functions of their CRM system, including modules for leads, opportunities, services, reports, and integrating mobile capabilities to help optimize sales and customer interactions. The CRM system aims to measure the success of new services, pricing, and marketing to help drive business growth.
Il CRM per migliorare la gestione della forza vendita verso un percorso di cr...antonella Buonagurio
The document discusses Customer Relationship Management (CRM) systems and strategies at TBS Group. It provides an overview of TBS Group's business activities in medical equipment, devices, and e-health solutions across 12 countries. It then discusses the role and features of CRM systems in optimizing sales, tracking opportunities and customers, and measuring the success of new services, pricing, and marketing activities to improve business performance.
The document discusses new features and modules in Oracle's EPM System, including Hyperion Planning 11.1.2, Hyperion Profitability and Cost Management 11.1.2, and Hyperion Strategic Finance 11.1.2. Key updates include improved end user experience, workflow functionality, and Microsoft Office integration in Planning, as well as new budgeting and balance sheet planning modules. Profitability and Cost Management received enhancements to modeling, allocation definition, and reporting. Strategic Finance added extended analytics and expanded localization support.
The agenda outlines a schedule for an Oracle EPM System overview and what's new in Release 11.1.2. It includes sessions on the Oracle EPM System, Hyperion Planning, Hyperion Financial Management, and Hyperion Profitability and Cost Management. There will be breaks for coffee and lunch.
The document discusses demand forecasting and demand management. It notes that accurately forecasting demand is important for supply planning, production planning, budgeting, reducing inventory, and maximizing customer satisfaction. However, demand management is often misunderstood and seen as complicated. The document outlines different types of demand and challenges in forecasting new products. It argues that an ideal forecasting tool should be easy to use, based on business knowledge, require no statistics expertise, and easily implemented and maintained. Oracle Demantra is presented as a "best in class" solution for demand management, sales and operations planning, and promotion planning.
Human resources departments are often disliked by employees due to perceptions that HR focuses more on protecting the company rather than helping employees. While HR's goal is to find ways for legal and ethical compliance, this can create distance between them and other workers who feel HR does not truly understand their experiences and challenges. However, as companies push for more innovation, HR may need to shift to being more of a strategic partner within organizations and less of an administrative function in order to better support overall business goals.
Human resources departments are often disliked by employees due to perceptions that HR focuses more on protecting the company rather than helping employees. While HR's goal is to follow policies and regulations, this can create distance between them and other workers who view HR as the "morality police." However, as companies shift towards emphasizing employee engagement and development, the role of HR is evolving to focus more on empowering workers and building connections across the organization.
Human resources departments are often disliked by employees due to perceptions that HR focuses more on protecting the company rather than helping employees. While HR's goal is to find ways for legal and ethical compliance, this can create distance between them and other workers who feel HR does not truly understand their experiences and priorities. However, as companies push for greater transparency and empowerment of employees, HR may have opportunities to improve its image by better communicating its role and finding ways to support workers' interests as well as the organization's.
2. The following is intended to outline our general
product direction. It is intended for information
purposes only, and may not be incorporated into any
contract. It is not a commitment to deliver any
material, code, or functionality, and should not be
relied upon in making purchasing decisions.
The development, release, and timing of any
features or functionality described for Oracle’s
products remains at the sole discretion of Oracle.
3. Smart Strategies for CRM
Luisa Arienti, Country Applications Leader, Oracle
Armando Janigro, Business Development Manager, Oracle
4. A Smart Strategy to Think About
“In this economy, inaction is
understandable but
shortsighted. Those who face
their fear and get unstuck can
outrun hesitant competitors and
seize advantage.”
Source: “How to Get Unstuck,” May 2009, Rita Gunther McGrath and Ian C. MacMillan
5. Every Downturn Has Its Winners
Change in Relative Market Cap to Sales Ratio
1990-1991 Downturn vs. Industry Peers
• A firm is 2.3 times
as likely to change
industry ranking in a
downturn
• Firms in the top
quartile during a
downturn sustain
market premium for
3 years
Source: Corporate Executive Board, Executive Guidance for 2009, November 2008
6. The Opportunity
Leverage IT Strategically to Win in the Downturn
Targeted
technology
3-5%
investments
3-4%
can deliver up
to ten times the
1-2% impact of
traditional IT
.5%
cost reduction
efforts
Managing IT In A Downturn, McKinsey on Business Technology, Fall 2008
7. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
8. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
9. Leverage Customer Intelligence
“If bad data impacts an operation only 5% of the time, it adds a
staggering 45% to the cost of operations.”
Thomas Redman –Data, An Unfolding Quality Disaster,” Information Management Magazine
10. Unify Your Customer Understanding
Clean, Consistent and Accurate Data For Your Enterprise
Challenge Solution Benefit
No single accurate
Oracle Master Data • Provides accurate and
Management complete customer
view of your information
customer
.
• Enables more targeted
marketing
Costly & inefficient
marketing efforts • Facilitates complete
management of
governance, risk and
compliance
Increasing cost of • Consolidates, cleanses and
compliance and shares data • Provides up-selling and
data management • Provides full spectrum of cross-selling opportunities
information quality products
• Supports both analytical and
operational MDM
Lost customer • Provides integrated Governance
loyalty compliance
11. Get Smarter with Better Intelligence
Increase Value from Existing CRM Data
Challenge Solution Benefit
Greater need to Oracle BI Sales, • Achieve faster time to sales,
assess cost and Marketing, and Service marketing, and service
opportunity gaps to Analytics insight
increase profits
• Maximize sales productivity
by understanding sales
Limited information pipeline and opportunities
for critical decision
making • Understand customer needs
and buying patterns for
more effective campaigns
Increased need to and improved ROI
respond to volatile • Prebuilt BI solutions for every
market conditions role and function • Improve service and
• Built-in best practices
customer satisfaction for
more profitable and loyal
• Timely metrics, alerts, and
Growing imperative reports delivered to laptop or customers
to flank competitors mobile device
in a challenging • Easy to use, extend, and
environment integrate
12. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
13. Focus On Process Efficiency & Effectiveness – By
Industry
“By addressing the specific requirements for different
industries….companies can significantly lower customization
efforts, decrease time to market, and increase actionable
insight for complex relationships..”
Gartner
14. Different Industries, Different Distribution Models
High Tech Engineering & Professional
Construction Services
Communications Retail Travel
Public Sector
15. Focus On Process Efficiency and Effectiveness
CRM Best Practice Processes For Your Industry
Communications Public Sector Retail Transportation Other
Integrated Online Integrated Integrated Integrated
Multi-channel Application Loyalty Loyalty Multi-channel
E-Commerce Management Management Management E-Commerce
Multi-channel Multi-channel Multi-channel
Integrated Case Personalized
Customer Order Customer
Processing Marketing
Service Management Service
Self Service Application Data Integrated
Optimized Sales
Billing & Forms Multi-channel Integrated CRM
& PRM Solutions
Presentment Integration E-Commerce
Life
Financial
Chemicals, Sciences -
Clinical, Engineering Services - High Tech, Logistics Small &
Aerospace Consumer Hospitality, Medical Natural Professional
Automotive Energy, Education & & Institutional, Healthcare Industrial Service Medium Utilities
& Defense Goods Travel Devices, Resources Services
Oil & Gas Research Construction Retail, Mfg Providers Business
Pharma /
Insurance
Biotech
16. Focus On Process Efficiency & Effectiveness with
Siebel Self-Service
“The Web is rapidly emerging as the self-service channel of
choice as a result of growing broadband penetration and the
low-cost of the Web channel for companies and customers
alike.”
Self-Service Strategies Report, 2007
Self-
17. Help Customers Help Themselves
Reduce Costs While Delivering Complete Online Service
Challenge Solution Benefit
Oracle Self-Service • Deflect calls and
dramatically reduce costs
Increased call
center expenses • Resolve issues rapidly
.
• Gain seamless information
flow with multi-channel
Lengthy problem integration
resolution cycles
• Improve cash flow & reduce
DSO’s by two-to four days
Exorbitant print, • Increase loyalty by
• Complete, next generation Self-
mail, lockbox and Service: E-Commerce, E-Support delivering the ultimate online
processing costs & E-Billing experience
• Transparent access to
statements, orders, activity, • Gain 25- 60% adoption two
Low adoption of
phone, mail, and web years after deployment
interactions
online services • Self-resolution & assisted care
• Billing analytics
18. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
19. Help Sales Teams Become More Effective
with CRM On Demand
“Hosted CRM gains high marks for rapid deployment, support,
and ease of use to deliver a positive ROI to customers.”
Nucleus Research
20. Seek Rapid Time to Value
Increase Sales Productivity, Effectiveness and Collaboration
Challenge Solution Benefit
Oracle CRM On Demand • Drive maximum sales
More accountability productivity
for top sales results • Gain actionable insight
.
• Deliver improved marketing
Smaller pipelines and service results
mean greater need
to convert • Implement a tailored
opportunities solution for your
requirements
Increased pressure • Realize superior value with
for faster sales • Comprehensive sales, marketing a highly cost effective
velocity and service features
solution
• Deploys in weeks
• Real-time and historic analytics
Reduced capital for complete business visibility
spending budget to • Easy to use, customize, and
improve technology integrate
infrastructure • Enterprise-grade SaaS offering
21. Help Sales Teams Become More Effective
with Oracle’s Sales Productivity Bundle
“Social networking is increasing the velocity of trusted information
exchange and, in doing so, drives revenue acceleration...”
Rachel Happe, Research Manager, Digital Business Economy, IDC
22. Impact Every Stage Of The Sales Process
SaaS for Sales Reps—Complements Existing CRM Deployments
Challenge Solution Benefit
Poor pipeline Sales Productivity Bundle • More quality leads and
quality & opportunities in the pipeline
unpredictable
revenue streams • More effective sales
execution in presentations
Valuable sales rep and proposals
time wasted • Higher conversion rate of
searching for leads
leads, to opportunities, to
closed deals
Poor execution on • SaaS-based solutions designed to
deals, delays and increase sales user effectiveness • Increased velocity of
inefficiencies • Identifies most likely prospects on opportunities through
territory and predicts returns pipeline
• Uses wisdom of the crowd to
Lost margin and deliver the most effective • More strategic deal pricing
revenue due to campaigns, presentations and
poor quotation and and larger margins per deal
proposals
negotiation • Introduces process to deal pricing
decisions and negotiation
23. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
24. Optimize Every Interaction With Your Best
Customers with Siebel Loyalty
“In industry after industry, loyalty leaders are growing at more
than twice the rate of their competitors.”
Fred Reichheld - Author, The Ultimate Question
25. Keep Your Customers Close
Increase the Value & Duration of Your Customer Relationships
Challenge Solution Benefit
Siebel Loyalty Management • Maximize customer value
Increased and duration
competition,
decreased spending • Deliver differentiated and
.
personalized service at
Cost of finding new every point of interaction
customers greater • Create a superior value
than retaining proposition with innovative
existing customers programs and offers
• Next-generation solution for • Respond swiftly to
Low perceived creating innovative, customer-
value due to lack of centric loyalty programs marketplace developments
differentiation • Enables rapid partner set-up and with rapid fire promotions
across programs management
• Gain competitive advantage
• Delivers pre-built loyalty
Greater demand processes and task-based flows
from customers for • Provides actionable insight into
recognition across member behavior with unified
multiple channels customer views
26. Optimize Every Customer Interaction with Next
Generation Customer Apps
80% rate ‘a person like themselves’ as the most credible
spokesperson for a company, only 29% rate the CEO*
Source: *HBS Social Media Report March 2008, Edelman Customer Index Report 2008
27. Optimize Every Interaction With Every Customer
Make “The New Customer” Your New Business Strategy
Challenge Solution Benefit
The economic Next Gen Customer Apps • Maximize customer loyalty,
climate’s effect on profitability and retention
your industry and • Increase cross selling / up
your customers .
selling while reducing cost
Disruptive of sales
technology is • Improve customer service
empowering efficiency while reducing
customers customer service cost
• Make the most contextual and
Greater demand compelling offers to your • Increase customer
from customers for customers acquisition rate through
recognition across • Provide self-service and advocacy and customer
multiple channels ecommerce regardless of time driven marketing
and location
The New Customer • Incentivize customers in order to • Increase ROI from existing
– expects you to manage their behavior CRM
know what they • Leverage social networks to
want & they want it build customer advocacy
now • Built on Siebel CRM
28. Every Economy Has Its Winners & Losers
Four Imperatives To Be A Winner In The Recovery
Focus on
Leverage
process
Every Customer Every
Organization efficiency and Industry
Intelligence
effectiveness
Help Sales Optimize Every
Business to
Teams Interaction Business to
Business Become More with Every Consumer /
Citizen
Effective Customer
29. Customer Success
Achieved $6.2M in
47% Frequent
incremental orders
traveller growth from cross-selling
Reduced by 120% Process 1M loyalty
time to launch new transactions per
promotions batch/per daY
Saved $22M per year +11% Cust Sat &
from 18M customers +$1M win backs in
going paperless first 3 months
20% more cases in Saving $12M per
pipe, 5,000 admin year with Points-
hours reduction for-Card Renewal