In this presentation the CRO Collective walks you through the pitfalls of revenue misalignment and how to build a company that is ready for a Chief Revenue Officer.
Small to mid-sized businesses face challenges in attracting and retaining talent but see opportunities for growth. Their top recruiting priorities are improving quality of hire and employee retention. While job boards and social networks are leading sources of quality hires, SMBs struggle with competition and compensation. Measuring quality of hire effectively also remains a challenge. Employer branding is increasingly important, and SMBs are investing more in websites and social media to promote their brand. Looking ahead, trends in defining quality, remote work, and improved matching are shaping the industry.
High Performing Firms-Growth Through A Winning Culture and Thriving in the Sh...Tom Hood, CPA,CITP,CGMA
This document discusses how high-performing firms can achieve growth through developing a winning culture. It covers several topics:
1. Leadership - The next generation of CPA leaders will be proactive, collaborative, and focus on succession planning and generational cooperation. They will redefine the profession through work/life integration and technological innovation.
2. Learning - Firms should take an approach focused on identifying competencies, career paths, curriculum, and cloud learning to develop the right skills in their talent.
3. Technology - Firms must be technologically innovative and present to win in today's environment where clients expect mobility and accessibility.
4. Generations - Firms need to build on strengths across
This document provides an overview of principles for creating a world class organization. It discusses the importance of employee satisfaction, emotional intelligence, corporate culture, and key performance drivers. The presentation aims to inform readers on how to improve their workplace and empower stakeholders to enable meaningful change. It outlines six critical imperatives including employee satisfaction, customer service, profitability, size, economy of scale, and market value that drive leadership insight. Statistical methods are used to identify factors that correlate and can predict financial performance.
The Importance Of Building a Strong Talent Brand, Munish SudanThe HR Observer
Employer brand has been around as a term for decades and is a well-established practice, in fact in a recent study conducted by LinkedIn, the results showed that 83% of recruiting leaders believe employer brand has significant impact on their ability to hire top talent. During the last few years, with the rise of Social networks, your reputation as a place to work is based on much more than what you say about it. At LinkedIn we use the term ‘talent brand’ because we think it better reflects the fact that your reputation now incorporates what talent – past, present and future employees – think, say and share about your company as a place to work. In this session, Munish Sudan will talk about the importance of Talent Brand in the competitive environment we live in and how can LinkedIn help your enterprise build a strong online presence.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Managing human resources and talent is important for companies to stay competitive. While outsourcing some jobs overseas can reduce costs, it also has risks like high employee turnover that eliminate savings. Integrating human capital management technology can help companies more efficiently manage employee transactions, costs, and productivity. Consulting services can help companies smoothly transition to new HR systems and train employees on new software.
This document summarizes key findings from a 2010 new business survey of marketing agencies:
1) Agencies are more positive about obtaining new business in 2010 compared to 2009, though finding new clients remains challenging.
2) Traditional sources like referrals and existing clients remain the top sources of new business, but these are slowing down, requiring agencies to employ new outreach methods.
3) Marketers are distributing assignments in smaller pieces rather than large retainers, increasing the number of opportunities but decreasing average dollar amounts. Agencies must manage new business efficiently to succeed.
Les tendances 2016 du recrutement en FrancePierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
Small to mid-sized businesses face challenges in attracting and retaining talent but see opportunities for growth. Their top recruiting priorities are improving quality of hire and employee retention. While job boards and social networks are leading sources of quality hires, SMBs struggle with competition and compensation. Measuring quality of hire effectively also remains a challenge. Employer branding is increasingly important, and SMBs are investing more in websites and social media to promote their brand. Looking ahead, trends in defining quality, remote work, and improved matching are shaping the industry.
High Performing Firms-Growth Through A Winning Culture and Thriving in the Sh...Tom Hood, CPA,CITP,CGMA
This document discusses how high-performing firms can achieve growth through developing a winning culture. It covers several topics:
1. Leadership - The next generation of CPA leaders will be proactive, collaborative, and focus on succession planning and generational cooperation. They will redefine the profession through work/life integration and technological innovation.
2. Learning - Firms should take an approach focused on identifying competencies, career paths, curriculum, and cloud learning to develop the right skills in their talent.
3. Technology - Firms must be technologically innovative and present to win in today's environment where clients expect mobility and accessibility.
4. Generations - Firms need to build on strengths across
This document provides an overview of principles for creating a world class organization. It discusses the importance of employee satisfaction, emotional intelligence, corporate culture, and key performance drivers. The presentation aims to inform readers on how to improve their workplace and empower stakeholders to enable meaningful change. It outlines six critical imperatives including employee satisfaction, customer service, profitability, size, economy of scale, and market value that drive leadership insight. Statistical methods are used to identify factors that correlate and can predict financial performance.
The Importance Of Building a Strong Talent Brand, Munish SudanThe HR Observer
Employer brand has been around as a term for decades and is a well-established practice, in fact in a recent study conducted by LinkedIn, the results showed that 83% of recruiting leaders believe employer brand has significant impact on their ability to hire top talent. During the last few years, with the rise of Social networks, your reputation as a place to work is based on much more than what you say about it. At LinkedIn we use the term ‘talent brand’ because we think it better reflects the fact that your reputation now incorporates what talent – past, present and future employees – think, say and share about your company as a place to work. In this session, Munish Sudan will talk about the importance of Talent Brand in the competitive environment we live in and how can LinkedIn help your enterprise build a strong online presence.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Managing human resources and talent is important for companies to stay competitive. While outsourcing some jobs overseas can reduce costs, it also has risks like high employee turnover that eliminate savings. Integrating human capital management technology can help companies more efficiently manage employee transactions, costs, and productivity. Consulting services can help companies smoothly transition to new HR systems and train employees on new software.
This document summarizes key findings from a 2010 new business survey of marketing agencies:
1) Agencies are more positive about obtaining new business in 2010 compared to 2009, though finding new clients remains challenging.
2) Traditional sources like referrals and existing clients remain the top sources of new business, but these are slowing down, requiring agencies to employ new outreach methods.
3) Marketers are distributing assignments in smaller pieces rather than large retainers, increasing the number of opportunities but decreasing average dollar amounts. Agencies must manage new business efficiently to succeed.
Les tendances 2016 du recrutement en FrancePierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
The document discusses LinkedIn's Hiring Accelerator solution to help companies address challenges in filling open roles. The Hiring Accelerator uses targeted LinkedIn advertising, a customized company career page, sponsored jobs, and direct outreach to candidates to generate interest, drive applications, and hire top talent faster. It provides an example of how a passive candidate could be exposed to the company brand and job opportunities through the Hiring Accelerator funnel and ultimately get hired. Success is measured by metrics like job views, applications, candidate pipeline, and awareness and engagement with the company page.
This document discusses engaging employees, especially those in pivotal roles that are important to business performance. It argues that companies should focus on understanding what motivates different types of employees, especially those in pivotal roles, and using both financial and non-financial incentives. Engaging pivotal employees can improve business outcomes like retention, customer satisfaction, and financial performance. The document provides examples of how companies have identified pivotal roles, learned what motivates those employees, and improved engagement and business results.
How The Unconnected Employee Hurts Your BusinessContacts Count
Employees who do not reach out and connect with others, within your unit and outside of it, can really hurt your business. See how it hurts - and what you can do to begin to turn it around.
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
The document discusses the benefits of hiring bookkeeping services for small businesses. It notes that only around 40% of small businesses survive beyond 6 years due to challenges with administration, operations, and strategy. Research found the top problems were financial/accounting related. Hiring bookkeeping services can help with financial tracking and analysis, which is important for planning, decision making, and meeting lender/tax obligations. While accountants focus more on strategic advice, bookkeepers can still provide valuable monthly financial services for small businesses at a lower hourly rate than hiring employees or accountants.
CEB Corporate Leadership Council Transforming Career Management at World Bank...Peta Hellmann
The World Bank Group transformed its career management approach by:
1) Engaging diverse perspectives including staff, managers, and external experts to understand problems and define new principles.
2) Developing career paths focused on growth experiences across technical and geographic boundaries to replace promotion-driven careers.
3) Building pipelines for critical roles by identifying talent pools and readiness criteria to deploy talent more strategically.
This document summarizes a LinkedIn event that took place on September 26, 2013 in the Netherlands. The agenda included a welcome from Bobby Munster and presentations on LinkedIn solutions from Michelle and Alex, including how to influence LinkedIn members, opportunities for small and medium businesses on LinkedIn, and trends and measuring success. Harald Stadermann then presented on LinkedIn product mixes. The document also includes slides on LinkedIn trends in talent attraction, how people use LinkedIn, measuring branding success, and an overview of LinkedIn products for sourcing, automatic sourcing, and recruitment media.
This document discusses the changing role of Chief Financial Officers (CFOs) in leading Canadian companies. It finds that CFOs are increasingly expected to have broader leadership skills and contribute more strategically to company success beyond financial matters. A study examined the educational backgrounds and career paths of top Canadian CFOs over the past decade. It found that fewer CFOs now have MBAs while the CPA designation is more common. CFO tenures are generally longer when they are promoted internally rather than hired externally. The document provides insights into identifying and developing top CFO talent.
This document discusses research on talent management and the war for talent. It finds that talent matters greatly for company performance, yet most companies are ill-prepared for this war for talent. While past approaches to talent management worked in the past, new strategies are needed for the future. The best companies view talent management as a top priority, instill a talent mindset throughout the organization, develop talent through diverse jobs and feedback, and work to retain their top performers.
Building Great Digital Marketing TeamsRand Fishkin
The document discusses how to build great digital marketing teams. It covers topics like recruiting top talent through reputation and social channels, hiring for cultural fit over just skills, empowering marketers through transparency, accountability, and goal setting. It also recommends tools for tasks like resume building, project management, and performance reviews that can help marketing teams succeed.
This document discusses four critical elements of a marketing strategy: brand promise, marketing analytics and automation, referrals, and leadership. It argues that a strong brand promise that is embraced by the entire organization is very important. It also stresses the importance of utilizing analytics of member data to better understand the most profitable members and focus marketing efforts. Developing a referral strategy that encourages existing members to refer others is also recommended. Strong leadership is needed to successfully implement all elements of the marketing strategy.
Rand Fishkin_SearchLove San Diego_Future Digital Marketing TeamsDistilled
Rand Fishkin provides tips for building great digital marketing teams, including recruiting top talent through reputation and social channels, hiring for cultural fit over just skills, and empowering marketers by giving them freedom, transparent goals, accountability, and training budgets. He advocates functional and project-based team structures and using tools like LinkedIn Premium, Resumator, Trello, and 15Five.
501 Questions Every B2B CMO Needs To AskTodd Ebert
Taking the reins as a new CMO can be daunting. You need learn all about the company, strategies, markets, products, customers, personas, buying journeys, competitors, processes, technologies, etc. -- not to mention all the myriad details about the marketing team, brands, plans and budgets. What does the marketing team do well? What do they not do well? What do they not do at all?
You've got just a few months to gather all the information, analyze it, identify gaps, develop your plan and present it to the CEO and Board.
Having gone through this process several times, I created an Evernote list with questions to ask in order to be thorough in gathering all the information. Over the years that simple list grew unwieldy with hundreds of questions so I dumped it into a Word doc and then got the bright idea to turn it into an ebook for B2B CMOs -- the only one of it's kind.
The marketing function has changed profoundly in recent years, thanks to its position atop growing mountains of valuable customer data. The Chief Marketing Officer’s influence is growing, too, along with expectations to deliver business results. Indeed, the pressure’s on for Marketing to improve its analytics game – big time.
How to grow your business by utilising professional self-employed sales reps, independent sales reps, commission-only sales agents who are looking for job opportunities to add to their professional self employed sales portfolio.
Learn how to work with this type of sales professional, how they think, what they expect from a job opportunity as well as how to properly structure your opportunity so that it is appealing when you are looking to build your outsourced sales team.
The article discusses the trend of CMOs becoming CEOs, noting that it has occurred more in consumer product companies where CMOs have access to large amounts of customer data and resources to drive growth. While still rare, some CMOs have transitioned to CEO due to strong track records of delivering sales growth through marketing initiatives. However, the article argues that CMOs in B2B, manufacturing, and other industries are not there yet due to thinner margins, less robust marketing departments, and different competitive landscapes. It provides five recommendations for CMOs to position themselves for the CEO role, such as understanding and deploying customer data, integrating marketing and other functions, and ensuring marketing objectives drive company objectives.
Your VoC Programme is underperforming - and you know itFuturelab
Your VoC Programme is underperforming - and you know it.
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
#customercentricity #cx #customerexperience #voiceofthecustomer #VoC
#NPS
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
How to Build a World-Class Marketing OrganizationWe Are Marketing
The document provides guidance on building a world-class marketing organization. It discusses that having the right structure, talent, processes, ecosystem, and management are key. It emphasizes that structure should be tailored to current needs and reorganized regularly. Talent should be "T-shaped" with both deep and broad skills. Processes should bring accountability around objectives, methodologies, and responsibilities. The organization should utilize full stacked, cross-functional squads with partners from different departments. Strong management is also important for success.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
The document discusses LinkedIn's Hiring Accelerator solution to help companies address challenges in filling open roles. The Hiring Accelerator uses targeted LinkedIn advertising, a customized company career page, sponsored jobs, and direct outreach to candidates to generate interest, drive applications, and hire top talent faster. It provides an example of how a passive candidate could be exposed to the company brand and job opportunities through the Hiring Accelerator funnel and ultimately get hired. Success is measured by metrics like job views, applications, candidate pipeline, and awareness and engagement with the company page.
This document discusses engaging employees, especially those in pivotal roles that are important to business performance. It argues that companies should focus on understanding what motivates different types of employees, especially those in pivotal roles, and using both financial and non-financial incentives. Engaging pivotal employees can improve business outcomes like retention, customer satisfaction, and financial performance. The document provides examples of how companies have identified pivotal roles, learned what motivates those employees, and improved engagement and business results.
How The Unconnected Employee Hurts Your BusinessContacts Count
Employees who do not reach out and connect with others, within your unit and outside of it, can really hurt your business. See how it hurts - and what you can do to begin to turn it around.
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
The document discusses the benefits of hiring bookkeeping services for small businesses. It notes that only around 40% of small businesses survive beyond 6 years due to challenges with administration, operations, and strategy. Research found the top problems were financial/accounting related. Hiring bookkeeping services can help with financial tracking and analysis, which is important for planning, decision making, and meeting lender/tax obligations. While accountants focus more on strategic advice, bookkeepers can still provide valuable monthly financial services for small businesses at a lower hourly rate than hiring employees or accountants.
CEB Corporate Leadership Council Transforming Career Management at World Bank...Peta Hellmann
The World Bank Group transformed its career management approach by:
1) Engaging diverse perspectives including staff, managers, and external experts to understand problems and define new principles.
2) Developing career paths focused on growth experiences across technical and geographic boundaries to replace promotion-driven careers.
3) Building pipelines for critical roles by identifying talent pools and readiness criteria to deploy talent more strategically.
This document summarizes a LinkedIn event that took place on September 26, 2013 in the Netherlands. The agenda included a welcome from Bobby Munster and presentations on LinkedIn solutions from Michelle and Alex, including how to influence LinkedIn members, opportunities for small and medium businesses on LinkedIn, and trends and measuring success. Harald Stadermann then presented on LinkedIn product mixes. The document also includes slides on LinkedIn trends in talent attraction, how people use LinkedIn, measuring branding success, and an overview of LinkedIn products for sourcing, automatic sourcing, and recruitment media.
This document discusses the changing role of Chief Financial Officers (CFOs) in leading Canadian companies. It finds that CFOs are increasingly expected to have broader leadership skills and contribute more strategically to company success beyond financial matters. A study examined the educational backgrounds and career paths of top Canadian CFOs over the past decade. It found that fewer CFOs now have MBAs while the CPA designation is more common. CFO tenures are generally longer when they are promoted internally rather than hired externally. The document provides insights into identifying and developing top CFO talent.
This document discusses research on talent management and the war for talent. It finds that talent matters greatly for company performance, yet most companies are ill-prepared for this war for talent. While past approaches to talent management worked in the past, new strategies are needed for the future. The best companies view talent management as a top priority, instill a talent mindset throughout the organization, develop talent through diverse jobs and feedback, and work to retain their top performers.
Building Great Digital Marketing TeamsRand Fishkin
The document discusses how to build great digital marketing teams. It covers topics like recruiting top talent through reputation and social channels, hiring for cultural fit over just skills, empowering marketers through transparency, accountability, and goal setting. It also recommends tools for tasks like resume building, project management, and performance reviews that can help marketing teams succeed.
This document discusses four critical elements of a marketing strategy: brand promise, marketing analytics and automation, referrals, and leadership. It argues that a strong brand promise that is embraced by the entire organization is very important. It also stresses the importance of utilizing analytics of member data to better understand the most profitable members and focus marketing efforts. Developing a referral strategy that encourages existing members to refer others is also recommended. Strong leadership is needed to successfully implement all elements of the marketing strategy.
Rand Fishkin_SearchLove San Diego_Future Digital Marketing TeamsDistilled
Rand Fishkin provides tips for building great digital marketing teams, including recruiting top talent through reputation and social channels, hiring for cultural fit over just skills, and empowering marketers by giving them freedom, transparent goals, accountability, and training budgets. He advocates functional and project-based team structures and using tools like LinkedIn Premium, Resumator, Trello, and 15Five.
501 Questions Every B2B CMO Needs To AskTodd Ebert
Taking the reins as a new CMO can be daunting. You need learn all about the company, strategies, markets, products, customers, personas, buying journeys, competitors, processes, technologies, etc. -- not to mention all the myriad details about the marketing team, brands, plans and budgets. What does the marketing team do well? What do they not do well? What do they not do at all?
You've got just a few months to gather all the information, analyze it, identify gaps, develop your plan and present it to the CEO and Board.
Having gone through this process several times, I created an Evernote list with questions to ask in order to be thorough in gathering all the information. Over the years that simple list grew unwieldy with hundreds of questions so I dumped it into a Word doc and then got the bright idea to turn it into an ebook for B2B CMOs -- the only one of it's kind.
The marketing function has changed profoundly in recent years, thanks to its position atop growing mountains of valuable customer data. The Chief Marketing Officer’s influence is growing, too, along with expectations to deliver business results. Indeed, the pressure’s on for Marketing to improve its analytics game – big time.
How to grow your business by utilising professional self-employed sales reps, independent sales reps, commission-only sales agents who are looking for job opportunities to add to their professional self employed sales portfolio.
Learn how to work with this type of sales professional, how they think, what they expect from a job opportunity as well as how to properly structure your opportunity so that it is appealing when you are looking to build your outsourced sales team.
The article discusses the trend of CMOs becoming CEOs, noting that it has occurred more in consumer product companies where CMOs have access to large amounts of customer data and resources to drive growth. While still rare, some CMOs have transitioned to CEO due to strong track records of delivering sales growth through marketing initiatives. However, the article argues that CMOs in B2B, manufacturing, and other industries are not there yet due to thinner margins, less robust marketing departments, and different competitive landscapes. It provides five recommendations for CMOs to position themselves for the CEO role, such as understanding and deploying customer data, integrating marketing and other functions, and ensuring marketing objectives drive company objectives.
Your VoC Programme is underperforming - and you know itFuturelab
Your VoC Programme is underperforming - and you know it.
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
#customercentricity #cx #customerexperience #voiceofthecustomer #VoC
#NPS
Your VoC Programme is underperforming - do something about itFuturelab
This paper is not to convince you that you should have a Voice of the Customer (VoC) program. It’s 2020 – we assume you have this by now. If not, please let us know if you need arguments to convince your manager, we will help you.
However, 50% of all Voice of the Customer practitioners are unhappy with their programme1.
Fred Reichheld, the creator of the Net Promoter System, claims that 70% of companies do NPS wrong. And too many VoC programmes that we at Futurelab have ever encountered are struggling to reach their full potential or present a substantial ROI. Given the current focus on ROI in the evaluation of VoC (and in the broader sense CX) programmes, this is a dangerous position to find yourself.
In this paper, we show you the key steps you must take to ensure the success of your VoC programme – whether it is based on NPS, CES or other metrics.
Please join us for one of the webinars where I will give you cases, examples and best and worst practice stories to bring it all to life: https://lnkd.in/g8gNeSB
How to Build a World-Class Marketing OrganizationWe Are Marketing
The document provides guidance on building a world-class marketing organization. It discusses that having the right structure, talent, processes, ecosystem, and management are key. It emphasizes that structure should be tailored to current needs and reorganized regularly. Talent should be "T-shaped" with both deep and broad skills. Processes should bring accountability around objectives, methodologies, and responsibilities. The organization should utilize full stacked, cross-functional squads with partners from different departments. Strong management is also important for success.
The document discusses how to avoid contracting disasters by properly qualifying subcontractors and suppliers. It recommends assessing them using a 3Ps matrix of people, process, and product. For people, meet representatives to evaluate employee treatment and culture. For process, ensure adequate capital and that the owner delegates responsibilities. Evaluate product quality by visiting 3 past projects and checking reviews. Also review finances over 3 years and request a cash flow projection. The contract stage involves securing terms with bank guarantees if risks were identified. Following this process can help build strong partnerships and avoid costly mistakes.
Inside look at the org charts, KPIs, acquisition channels and more from the top startup marketing teams in Chicago.
In conjunction with Northwestern's Kellogg MBA program, this deck shares the results of a survey with the most promising startup marketing leaders in Chicago. The deck talks about some of the trends around startup marketing leader profiles, goes in-depth on various org charts, and highlights the KPIs, top acquisition channels, and more that Chicago's startup marketing leaders focus on.
1. Israel Gat led a transformation at BMC Software from 2004-2008 to shift the company from a traditional waterfall process to agile methods.
2. When he joined, BMC was antithetical to agile with lengthy releases and less features than promised. By 2008, over 1000 people used agile and releases were quicker, higher quality, and done with fewer resources.
3. Gat evolved his own leadership approach in parallel with BMC's transformation, shifting from an intellectual leader to a servant leader focused on lasting value over short-term success.
The executive guide to launching new customer success initiativesShawn Hank
This document provides best practices for launching new customer success initiatives. It discusses common challenges organizations face when initiatives are not launched properly, such as lack of adoption, unclear success criteria, and siloed teams. The document then presents a framework for launching initiatives, covering key success factors like gaining input, demonstrating value, and incentivizing adoption. It provides checklists for planning, collaboration, stakeholder preparation, and changing client mindsets. The overall goal is to help organizations avoid common pitfalls and promote adoption of new customer success programs and playbooks.
Customer Relationship: Can you keep up ?Etienne Denis
With shrinking markets and changing consumer behavior fuelled by digital technology, CR has become a crucial differentiator and growth lever. That is a big change in status from something that has long been seen as a necessary evil or add on. Based on 50 interviews with CR executives in five European countries, this study provides an insightful examination of the issues affecting CR. It also gives a practical view of the strategic, organizational and people challenges raised.
The document discusses developing an e-business strategy. It explains that an e-business strategy involves three key components: the e-business strategy, e-blueprint formulation, and tactical execution. The e-business strategy formulation phase involves building awareness and planning to create new customer value. It discusses three approaches to strategic planning: top-down analytical planning, bottom-up tactical planning, and continuous planning with feedback. Knowledge building and capability evaluation are also important parts of developing an e-business strategy.
How to Break Through No Man's Land - The Stage Where Growing Companies Get Stucknewportboardgroup
Catherine Cates presented on how growing companies get stuck in "No Man's Land" between being a small startup and large established business. In this stage, companies often see stalled growth and profits. She outlined four key areas ("M's") to focus on: 1) refining the marketing strategy and value proposition; 2) creating an economic model that can scale profitably; 3) raising capital to finance growth; and 4) professionalizing management while maintaining culture. Tools like the Inc. Navigator can help assess alignment and priorities across the leadership team. Breaking through No Man's Land requires balancing entrepreneurial vision with business maturity.
Selling Marketing Automation to the C-SuiteMarketo
A marketing automation platform can be instrumental in helping you achieve business goals, work more efficiently, and increase the return on your marketing campaigns. But how do you make the case for marketing automation to your executive team?
Check out this presentation to discover how to create a strategy for getting your C-suite on board with marketing automation.
Despite a steady stream of changes and often volatile shifts in ranking/position, the state of the search marketing industry remains strong. According to the Search Engine Marketing Professional Organization’s (SEMPO) 10th State of the Industry report, which surveyed more than 500 digital marketers and agencies about their online marketing activities across
digital channels, search engine optimization (SEO) is the most prevalent marketing activity for 94 percent of individual marketers/clients and 92 percent of agencies – significantly higher than when the survey was conducted in 2013 http://withDrDavid.com Search-based advertising is also top of mind with today’s enterprises, with 84 percent of agencies/consultants and 83 percent of marketers/clients indicating they run paid campaigns.
Similar to Do you have a CRO-Ready Organization? (20)
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1. Building a CRO-Ready Organization
Or, How to mitigate the risk
of hiring your Chief Revenue
Officer
crocollective.com
2. thecrocollective.com
CROs
Looking for tools,
strategies and a
community to Win
in the Role
Looking to mitigate the
risks associated with the
appointment of a CRO, and
to ensure that their CRO –
and their company -
succeeds
Business Leaders
looking to advance
to the next level
CEOs
Aspiring
CROs
Who We Help
3. thecrocollective.com
CRO
Member
Councils
B2B
Companies
Programs for Chief
Revenue Officers
that include a CRO
Development Course
and a Professional
Certification and a
CRO Community
Hands-on Advisory
and Consulting
program for CEOs
who are considering
the appointment of a
Chief Revenue Officer.
Building CRO-Ready
Organizations.
CRO candidate
sourcing from
pre-qualified
CRO Collective
talent pool.
How We Help
4. The role of Chief Revenue Officer (CRO)
has evolved into a critical executive
function over the last 8 years.
thecrocollective.com
6. CRO is the “hot” new title
in the B2B space.
It brings Prestige, Power,
Credentials and the promise
of a stellar career trajectory.
thecrocollective.com
8. As well as Massive Risk-
For both the CRO as
well as for the employer
organization.
thecrocollective.com
9. CROs are seen as
miracle-workers,
and rainmakers
coming to the
rescue to take the
company to the next
level of sales
revenue growth.
thecrocollective.com
10. Given the newness of the title, CEOs
often have a relatively narrow view
on what a CRO really does.
thecrocollective.com
11. Or of the qualities
that an effective
CRO needs to bring
with them into an
organization.
thecrocollective.com
14. Here at The CRO Collective, we have
observed widespread confusion as to
the ACTUAL role and responsibilities
of an effective CRO.
thecrocollective.com
• How does a CRO function, really?
• What is the CROs actual role?
• What do they really do?
• Where does a CRO ideally sit within the organization?
• Where should their focus be?
• What is the scope of their oversight and accountability?
• How should a CEO support their CRO’s success?
15. This lack of understanding
can have dire implications.
thecrocollective.com
16. The risks of getting it wrong are huge,
but so are the rewards for getting it right.
thecrocollective.com
17. The Way to Get it Right is by
building an aligned and coordinated
company -
or a CRO Ready Organization
thecrocollective.com
18. You do this by having all the
Revenue Facing Functions aligned
around a common focus:
The Customer
thecrocollective.com
19. Building a ‘CRO Ready’
Organization is not Trivial.
thecrocollective.com
20. The issue at hand
is that the
alignment between
Sales, Marketing
and Customer
Success is broken.
thecrocollective.com
21. This is a pervasive
problem, but too often
one that B2B CEOs do
not make a priority.
thecrocollective.com
22. The majority of
CEOs accept this
disconnect simply
as a casualty of
running a modern
business:
“It is what it is”.
thecrocollective.com
23. Very few CEOs understand nor appreciate
the enormous bottom-line potential of
having an aligned organization.
thecrocollective.com
24. Nor are most aware of the
grave financial costs that
result from misalignment.
thecrocollective.com
26. thecrocollective.com
Our Research shows:
Organizations with
poor Sales +
Marketing
Collaboration almost
double their risk of
declining sales.
“
0
18
35
53
70
Non-Growth Organizations Growth Organizations
65%
35%
Growth Organizations: sales revenue increased over the past 12 months. Non-Growth Organizations: sales revenue remained flat or decreased over the past 12 months.
27. The costs vary:
Low morale, high turn over,
employee disengagement,
and most importantly:
lost customers and revenue.
thecrocollective.com
30. The 3 departments are
inward-looking and
Hyper-focused on their own
KPIs (survival), while
forgetting about the
customers' perspective.
thecrocollective.com
31. But to most CEOs it
just looks like an
interpersonal problem
between departments
(symptoms), not like
something systemic
(disease).
thecrocollective.com
32. Ok. this all makes sense - but -
how does it relate to the topic of the CRO?
thecrocollective.com
36. Most (almost 90%) of CEOs hire
CROs mainly or purely as Sales
Leaders.
thecrocollective.com
37. And bringing a CRO into
a company as a Sales
Leader only makes
these systemic
problems even worse.
thecrocollective.com
38. A lot of Lip Service is being
paid to claim otherwise.
Among the chaff of poorly
written CRO job
descriptions I come across
a few that claim to
understand alignment.
thecrocollective.com
39. There is plenty of
good advice.
It's just that it is not
adhered to or listened
to or adopted.
thecrocollective.com
41. I’ve worked with, coached, trained, mentored, hired
and sold to 100s of CROs- and everyone of them has
similar challenges:
thecrocollective.com
• Average tenure of only 18 months
• Fighting to implement strategies - battling with siloed factions
• Lonely Leader syndrome
• Not aligned with CEO and C-Suite
• Survival mode - ‘Selling’ their way into security
• Left wondering “How did this happen?”
• Undefined objectives and role focus, lack of coaching by the CEO
42. The CEOs I work with who hire them have their own
set of challenges:
thecrocollective.com
• “What is my CRO doing?”
• No one likes him, he’s creating more problems than solutions
• No one seems to know what he's supposed to be doing
• I thought I hired a professional
• Why does it seem like this made things worse?
• My revenue team is now even more at odds
• Why does he want to focus on THAT?
• My business is not growing as expected
• People are leaving / morale is low How will I explain this to the board?
44. A number of factors that emerged over the
last 5 years have infected the B2B sector:
The rise of: • The VC/ Investment industry
(‘quick tech’)
thecrocollective.com
• Hyper Growth -
Programmatic Deployment
• Obsession with Data and
Analytics (software addiction)
46. ✓ Fixation on Quarterly financial
projections and targets,
✓ Top-Down Sales Quotas,
✓ CRM pipeline micro-management,
✓ Valuation-chasing
✓ The ‘Scale-at-all-costs’ culture
thecrocollective.com
47. All of these are extremely powerful forces
that too frequently become the foundation
for a Short-Term Revenue Culture.
thecrocollective.com
48. Short termism results in:
thecrocollective.com
• Siloed and fractional organizations defined and hamstrung by individual function
• Encouragement of behaviors that are inward-focused and not customer-focused (office politics)
• Boards or VC firms running companies, not CEOs
• KPIs and Metrics that motivate departmental and leadership survival behavior
49. This results in a stagnant culture:
• Nothing ever gets solved or fixed
• Every quarter/year feels the same
• No chance for improvement
thecrocollective.com
50. Organizations like this
NEED a CRO to establish and
sustain operational, functional
and cultural alignment.
thecrocollective.com
52. CRO Ready organizations are
companies which are culturally,
functionally and operationally aligned.
A CRO-Ready organization is
prepared for the appointment of
leader who can successfully oversee
a unified revenue team.
thecrocollective.com
53. The Revenue Team consists of
Sales
Marketing
& Customer Success.
The 3 most “customer facing” parts of
the company.
thecrocollective.com
54. There is a method to creating a
CRO Ready Organization
thecrocollective.com
55. The Right Way:
thecrocollective.com
1. Be a Leader
2. Quantify / Qualify the Problem
3. Build Consensus
4. Run the CRO Readiness Program
5. Hire a Qualified CRO
6. Support and Empower
7. Create the Growth Engine
56. The Wrong Way:
Make promises of huge revenue growth to the board,
asking them to approve the hire of a CRO
Hire a gun VP of sales as your new CRO
Watch on as the new CRO solely focuses on the sales team,
disenfranchising huge parts of the organization and the workforce
Realize too late that the promised growth is not
eventuating and not likely to be forthcoming either
Blame the CRO for the failure
Let the CRO go and somehow manage
to explain it all away to the board
Repeat the above
thecrocollective.com
57. What is your "CRO Readiness" Score?
thecrocollective.com
Silo Mindset
0-40 points
SALES
MARKETING
Collaboration Mindset
81-100 points
MARKETING
SALES
Process Mindset
41-80 points
SALES
MARKETING
P
R
O
C
E
S
S
58. Find out your own
CRO-Readiness Score.
thecrocollective.com
Go to our site:
thecrocollective.com/b2b-assessment
Take the Assessment and get your own Score.
59. Sounds simple,
but of course, it's
not. But it can be
corrected.
And it will change
your company into
a Growth Engine.
thecrocollective.com