The document discusses De Post/La Poste's implementation of a Siebel CRM system to help prepare for liberalization of the postal market, including using it to support sales, service, campaign management, and other processes across various business units; it describes the single-instance architectural approach and governance model used for the implementation; and it provides lessons learned around change management and balancing centralized and decentralized needs.
The document discusses considerations for establishing an e-commerce shop. It covers the importance of (1) having a strong brand, (2) assembling the right team and strategy, (3) choosing the right platform, (4) implementing an effective marketing mix, and (5) utilizing data and optimization. Key aspects include defining processes and workloads, analyzing market trends, testing site designs, optimizing affiliate partnerships, and establishing key performance indicators to measure goals and drive business decisions. The overall message is that an e-commerce shop requires the right multi-channel approach, team, and data-driven strategy to be successful.
Customer loyalty and satisfaction are key succes factors in customer markets. This presentation features outsourced Customer Care solutions Bosch Communication Center offers to achieve improved loyalty and satisfaction while controling costs.
This document describes an online job portal system project submitted to MicroRoot POC Technology Pvt. Ltd. The project includes an introduction, requirement analysis, system design, and conclusion. The system design section includes use case diagrams, sequence diagrams, data flow diagrams, and screenshots of the proposed user interfaces. The system is intended to allow job seekers to search and apply for jobs, and employers to post jobs. It will be developed using technologies like PHP, MySQL, Joomla, AJAX, and jQuery.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
MassTLC sales compensation discussion with LogMeInMassTLC
This document discusses LogMeIn's sales compensation plan. It notes that the objectives of the plan are to ensure incentives focus on the business's priorities, avoid rewarding unwanted behaviors, tier compensation based on quota achievement, and keep the plan simple. It also covers other basics like having flexibility, distinguishing quota from stretch goals, and having a formal sign-off process. The document seeks input on structural decisions around which metrics to use and how to handle multi-year deals and perpetual licenses. It notes some of the presenter's personal pet peeves to avoid, like double compensation and non-dollar sales goals.
Customer obsession as a game changer. The document discusses customer obsession and how it has become a priority for companies. It outlines 4 priorities of customer obsession: 1) real-time insight, 2) sales channels, 3) social and event-driven marketing, and 4) customer experience. It then discusses how to create super promoters and omnichannel customer interaction, which provides a consistent, contextual experience across touchpoints. The document presents Tieto's customer interaction integrator solution for enabling omnichannel customer interaction.
The document discusses considerations for establishing an e-commerce shop. It covers the importance of (1) having a strong brand, (2) assembling the right team and strategy, (3) choosing the right platform, (4) implementing an effective marketing mix, and (5) utilizing data and optimization. Key aspects include defining processes and workloads, analyzing market trends, testing site designs, optimizing affiliate partnerships, and establishing key performance indicators to measure goals and drive business decisions. The overall message is that an e-commerce shop requires the right multi-channel approach, team, and data-driven strategy to be successful.
Customer loyalty and satisfaction are key succes factors in customer markets. This presentation features outsourced Customer Care solutions Bosch Communication Center offers to achieve improved loyalty and satisfaction while controling costs.
This document describes an online job portal system project submitted to MicroRoot POC Technology Pvt. Ltd. The project includes an introduction, requirement analysis, system design, and conclusion. The system design section includes use case diagrams, sequence diagrams, data flow diagrams, and screenshots of the proposed user interfaces. The system is intended to allow job seekers to search and apply for jobs, and employers to post jobs. It will be developed using technologies like PHP, MySQL, Joomla, AJAX, and jQuery.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
MassTLC sales compensation discussion with LogMeInMassTLC
This document discusses LogMeIn's sales compensation plan. It notes that the objectives of the plan are to ensure incentives focus on the business's priorities, avoid rewarding unwanted behaviors, tier compensation based on quota achievement, and keep the plan simple. It also covers other basics like having flexibility, distinguishing quota from stretch goals, and having a formal sign-off process. The document seeks input on structural decisions around which metrics to use and how to handle multi-year deals and perpetual licenses. It notes some of the presenter's personal pet peeves to avoid, like double compensation and non-dollar sales goals.
Customer obsession as a game changer. The document discusses customer obsession and how it has become a priority for companies. It outlines 4 priorities of customer obsession: 1) real-time insight, 2) sales channels, 3) social and event-driven marketing, and 4) customer experience. It then discusses how to create super promoters and omnichannel customer interaction, which provides a consistent, contextual experience across touchpoints. The document presents Tieto's customer interaction integrator solution for enabling omnichannel customer interaction.
This document provides an overview of IBM Cloud Managed Services (CMS) and describes the key roles and processes involved in onboarding, managing and closing customer accounts. It outlines the lifecycle from the initial sales opportunity through onboarding, steady state management and close out. Key roles like the Contract Manager and Delivery Project Executive who work with customers throughout the lifecycle are also described.
IBM praktikfall: Cerealia har infört Cognos Planning - TM 1IBM Sverige
Cerealia önskade en plattform och en process för samtliga bolag. Kom och lyssna hur de införde systemstöd för sin budget- och prognosprocess.
Denna presentation hölls på IBM Cognos Perfromance 2010 av Christian Svensson, IS/IT Chef, Cerealia
As one of the top four Dutch financial institutions, SNS Bank in the Netherlands made a strategic decision to use technology to empower its customers online by fully automating its service and selling channels. In order to effectively move toward a full-scale straight-through processing (STP) experience, SNS Bank chose to achieve its goals by making use of open source software, service-oriented architecture (SOA), and business process management (BPM).
In this session, SNS Bank’s Michel Blok and Red Hat’s Eric Schabell will:
- Take attendees through the history of SNS Bank, laying the groundwork for the vision and strategy for choosing JBoss open source solutions
- Explain the move from a traditional bank to a modern Internet bank providing innovative selling channels
- Describe the existing architecture, detailing the impact this move has had on existing IT systems and the migration efforts to position open source solutions
- Provide a closer look at the lessons learned along the way, giving insight into a working open source STP BPM solution that is cost effective, reliable, flexible, and tailored to evolve with SNS Bank into the future
- The marketing plan aims to develop a loyalty program for KPMG clients in 2011.
- It includes an analysis of the current competitive situation and identifies client loyalty as a key issue.
- The plan proposes developing a relational segmentation strategy and holding client events to strengthen relationships and improve brand image with objectives of increasing turnover and client renewals.
This document provides information about Linea Directa Communications, a direct marketing services company operating in Central and Eastern Europe. It discusses how Linea Directa can help maximize customer value for clients through direct multi-channel communication campaigns. Key services mentioned include call centers, data analytics, loyalty programs, telesales, and customer relationship management. The document also notes Linea Directa's network of local marketing centers across 19 CEE countries and over 700 employees.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
The Sales Cycle is dead, welcome to the Buyer's Journey. Selling Cloud Services means aligning with the Buyer Journey and creating compelling value propositions that will move the buyer to action. Success in sales requires anticipating and eliminating multiple barriers to sales that exist along the Buyer’s Journey. Selling services means mastering the art of ‘communicating the invisible’ and describing the benefits of your services in terms of the problems that they solve for your customers.
This document summarizes the global organization of a company's customer desk from 2006-2012. It details the teams responsible for sales administration, debtor service, access devices, and customer relationship management. It also outlines the main steps in welcoming customer calls, use of a CRM system (Siebel) to manage customer relationships across channels, key issues around optimizing CRM use, and goals for customer desk reporting and key performance indicators.
Addiko Bank Digital Transformation Experience - Microsoft Sinergija 18Vladimir Ljubibratic
Addiko Bank Digital Transformation Experience drive with Microsoft Dynamics 365 platform to achieve better customer engagement, employee productivity and transform operations and products.
The document summarizes an internal IBM sales kickoff meeting covering:
- Preliminary Q1 results and revenue reconciliation
- Key events that occurred in Q1 such as customer events and promotions
- Performance goals and sales campaigns planned for Q2 focused on products like zSecure, DB2 Sort, and Omegamon XE
- An upcoming telephony switch project that will impact how agents log in and handle calls
- New tools to help improve customer support and drive loyalty like Qfiniti
- The Integrated Sales Portal as a one-stop shop for sales tools, resources and intelligence
- A presentation on building a smarter planet with IBM System z products
This document discusses transforming traditional B2C service channels into B2P solutions focused on assistance, attention, advice, and automated processes to gain efficiency while reducing costs and times. It proposes various chatbots and digital tools to simplify and optimize customer experiences for claims, subscriptions, cancellations, guarantees, and other documents through self-management and automation. These include chatbots for information, conversion, formal processes, and decision trees to replace over 70% of conversations through intelligent interpretation of needs and natural language interactions.
This document provides an overview of MIND Financial's Q3 2021 presentation. It highlights the company's converged billing platform, call accounting and UC analytics solutions, and mobile messaging services. Financially, it shows MIND has a strong net cash position and consistent positive cash flows from operating activities. Revenue comes from Americas, Europe and rest of world and is diversified across its product lines. Quarterly profit and loss details MIND has maintained profitability with operating income between $1-2M per quarter.
Building a Globally Integrated Business Platform from the Ground UpApttus
Adoption of Salesforce can be challenging, especially for a large global company that’s grown through acquisitions. How do you focus a global sales team and get them using Salesforce CRM, Apttus CPQ and other tools they need to drive positive outcomes? Learn how one organization has delivered an integrated global business platform to empower its success.
Slides from the Salesforce Innovation Morning event organized in Helsinki and Stockholm by Fluido, the #1 Digital Customer Experience and Salesforce specialist in the Nordics, together with its partners Musqot, Zero Keyboard, Documill, and Oneflow.
e-Invoicing: Don't let your business case embarrass you, the Delhaize Storysharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
The document summarizes an IBM event for partners in Denmark. It discusses IBM's strategic focus areas of cloud computing, business analytics, and smarter planet. It encourages partners to leverage these areas for growth and expand their competencies. The event agenda includes presentations on IBM's 2015 roadmap, growth opportunities, and new IBM representatives and programs. Partners can visit information booths on topics like the Blue Xpert technical community and upcoming training.
This presentation provides an overview of the activity of the Comarch Telecommunications Business Unit, the portfolio of products and service for service providers (telecom operators), basic data about the company as well other aspects of Comarch business within the telecom industry.
This document provides a summary of MIND Financial's Q2/2023 presentation. It highlights the company's convergent billing and customer care platform for telecom providers, call accounting and UC analytics solutions, and omnichannel mobile messaging services. The summary discusses the company's strategy of maintaining diversification across markets and focusing on strategic accounts. Financial highlights include consistent positive cash flows, a strong balance sheet, and an operating margin target of 20%.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
This document provides an overview of IBM Cloud Managed Services (CMS) and describes the key roles and processes involved in onboarding, managing and closing customer accounts. It outlines the lifecycle from the initial sales opportunity through onboarding, steady state management and close out. Key roles like the Contract Manager and Delivery Project Executive who work with customers throughout the lifecycle are also described.
IBM praktikfall: Cerealia har infört Cognos Planning - TM 1IBM Sverige
Cerealia önskade en plattform och en process för samtliga bolag. Kom och lyssna hur de införde systemstöd för sin budget- och prognosprocess.
Denna presentation hölls på IBM Cognos Perfromance 2010 av Christian Svensson, IS/IT Chef, Cerealia
As one of the top four Dutch financial institutions, SNS Bank in the Netherlands made a strategic decision to use technology to empower its customers online by fully automating its service and selling channels. In order to effectively move toward a full-scale straight-through processing (STP) experience, SNS Bank chose to achieve its goals by making use of open source software, service-oriented architecture (SOA), and business process management (BPM).
In this session, SNS Bank’s Michel Blok and Red Hat’s Eric Schabell will:
- Take attendees through the history of SNS Bank, laying the groundwork for the vision and strategy for choosing JBoss open source solutions
- Explain the move from a traditional bank to a modern Internet bank providing innovative selling channels
- Describe the existing architecture, detailing the impact this move has had on existing IT systems and the migration efforts to position open source solutions
- Provide a closer look at the lessons learned along the way, giving insight into a working open source STP BPM solution that is cost effective, reliable, flexible, and tailored to evolve with SNS Bank into the future
- The marketing plan aims to develop a loyalty program for KPMG clients in 2011.
- It includes an analysis of the current competitive situation and identifies client loyalty as a key issue.
- The plan proposes developing a relational segmentation strategy and holding client events to strengthen relationships and improve brand image with objectives of increasing turnover and client renewals.
This document provides information about Linea Directa Communications, a direct marketing services company operating in Central and Eastern Europe. It discusses how Linea Directa can help maximize customer value for clients through direct multi-channel communication campaigns. Key services mentioned include call centers, data analytics, loyalty programs, telesales, and customer relationship management. The document also notes Linea Directa's network of local marketing centers across 19 CEE countries and over 700 employees.
This document summarizes a presentation given by Viren Lall, Secretary of the APM Benefits SIG and Head of Business Transformation at BT, on keeping business management (BM) simple, workable and alive during business transformation (BT) efforts. Some key challenges discussed include BM being seen as a separate task by consultants, analysts and architects rather than an integrated process. The presentation outlines efforts by BT to address these challenges, such as simplifying BM training, providing clear direction on mapping benefits, and motivating transformation professionals to find more benefits. Keeping BM ownership clear and ensuring maps are 80% correct but fully owned is emphasized as more important than striving for 100% accuracy.
The Sales Cycle is dead, welcome to the Buyer's Journey. Selling Cloud Services means aligning with the Buyer Journey and creating compelling value propositions that will move the buyer to action. Success in sales requires anticipating and eliminating multiple barriers to sales that exist along the Buyer’s Journey. Selling services means mastering the art of ‘communicating the invisible’ and describing the benefits of your services in terms of the problems that they solve for your customers.
This document summarizes the global organization of a company's customer desk from 2006-2012. It details the teams responsible for sales administration, debtor service, access devices, and customer relationship management. It also outlines the main steps in welcoming customer calls, use of a CRM system (Siebel) to manage customer relationships across channels, key issues around optimizing CRM use, and goals for customer desk reporting and key performance indicators.
Addiko Bank Digital Transformation Experience - Microsoft Sinergija 18Vladimir Ljubibratic
Addiko Bank Digital Transformation Experience drive with Microsoft Dynamics 365 platform to achieve better customer engagement, employee productivity and transform operations and products.
The document summarizes an internal IBM sales kickoff meeting covering:
- Preliminary Q1 results and revenue reconciliation
- Key events that occurred in Q1 such as customer events and promotions
- Performance goals and sales campaigns planned for Q2 focused on products like zSecure, DB2 Sort, and Omegamon XE
- An upcoming telephony switch project that will impact how agents log in and handle calls
- New tools to help improve customer support and drive loyalty like Qfiniti
- The Integrated Sales Portal as a one-stop shop for sales tools, resources and intelligence
- A presentation on building a smarter planet with IBM System z products
This document discusses transforming traditional B2C service channels into B2P solutions focused on assistance, attention, advice, and automated processes to gain efficiency while reducing costs and times. It proposes various chatbots and digital tools to simplify and optimize customer experiences for claims, subscriptions, cancellations, guarantees, and other documents through self-management and automation. These include chatbots for information, conversion, formal processes, and decision trees to replace over 70% of conversations through intelligent interpretation of needs and natural language interactions.
This document provides an overview of MIND Financial's Q3 2021 presentation. It highlights the company's converged billing platform, call accounting and UC analytics solutions, and mobile messaging services. Financially, it shows MIND has a strong net cash position and consistent positive cash flows from operating activities. Revenue comes from Americas, Europe and rest of world and is diversified across its product lines. Quarterly profit and loss details MIND has maintained profitability with operating income between $1-2M per quarter.
Building a Globally Integrated Business Platform from the Ground UpApttus
Adoption of Salesforce can be challenging, especially for a large global company that’s grown through acquisitions. How do you focus a global sales team and get them using Salesforce CRM, Apttus CPQ and other tools they need to drive positive outcomes? Learn how one organization has delivered an integrated global business platform to empower its success.
Slides from the Salesforce Innovation Morning event organized in Helsinki and Stockholm by Fluido, the #1 Digital Customer Experience and Salesforce specialist in the Nordics, together with its partners Musqot, Zero Keyboard, Documill, and Oneflow.
e-Invoicing: Don't let your business case embarrass you, the Delhaize Storysharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
The document summarizes an IBM event for partners in Denmark. It discusses IBM's strategic focus areas of cloud computing, business analytics, and smarter planet. It encourages partners to leverage these areas for growth and expand their competencies. The event agenda includes presentations on IBM's 2015 roadmap, growth opportunities, and new IBM representatives and programs. Partners can visit information booths on topics like the Blue Xpert technical community and upcoming training.
This presentation provides an overview of the activity of the Comarch Telecommunications Business Unit, the portfolio of products and service for service providers (telecom operators), basic data about the company as well other aspects of Comarch business within the telecom industry.
This document provides a summary of MIND Financial's Q2/2023 presentation. It highlights the company's convergent billing and customer care platform for telecom providers, call accounting and UC analytics solutions, and omnichannel mobile messaging services. The summary discusses the company's strategy of maintaining diversification across markets and focusing on strategic accounts. Financial highlights include consistent positive cash flows, a strong balance sheet, and an operating margin target of 20%.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
2. Agenda
Challenges for De Post / La Poste in liberalised postal market
Siebel CRM Implementation
Functional Domains
Implementation approach
Lessons learned
Q&A
23/03/2010 Siebel CRM – OBUG 2010 1
3. Belgian Post Group
Turnover 2008: €2262 million (2007: 2214)*
Operating profit 2008 (EBIT): €222 million (2007: 182)*
Net profit 2008: €179 million (2007: 117)*
Main subsidiaries:
►Bank van De Post/Banque de La Poste (Joint Venture with
BNP Paribas Fortis)
► Certipost
► Speos
► eXbo
► Eurosprinters
► Deltamedia
* Normalised result with comparable perimeter
23/03/2010 Siebel CRM – OBUG 2010 2
4. Present everywhere, every day
Mail
► 10,075 mail rounds per day
► 5 million letterboxes every day
► 12 million mail items per day
Retail
1,367 service points (post offices and
PostPoints)
23/03/2010 Siebel CRM – OBUG 2010 3
5. Liberalisation of the postal market
Liberalisation will be a fact in 2011
Principles of regulatory framework set by government
De Post-La Poste will have Universal Service obligations that
competitors do not have:
Whole territory
5x week
The competition is already there
>50% of turnover is generated in open
segments (international, parcels, unaddressed)
23/03/2010 Siebel CRM – OBUG 2010 4
6. Shrinking volumes
Email
Internet
Text messaging
► Postal operators factored in a structural fall in volume of 2-3% per year
► Even more now, given the financial and economic crisis
23/03/2010 Siebel CRM – OBUG 2010 5
7. 1000 customers = 65% of turnover
Number of % of mail and service
customers revenues
Top accounts 100 45%
Corporate accounts 900 20%
925,000 25%
SMEs, SOHOs
4,400,000 10%
Households
23/03/2010 Siebel CRM – OBUG 2010 6
8. Crisis situation 2001-2002
► Shrinking volumes - 3 % in 2002-2003
► Low quality: next-day Prior mail delivery = 79% in 2002
► Outmoded corporate culture
Absenteeism = 9.8% in 2002
► Heavy financial losses
23/03/2010 Siebel CRM – OBUG 2010 7
10. Siebel CRM implementation
RFP in 2006 to select CRM platform for Sales Force Automation
Siebel versus MS CRM
Integrator Cronos/iRelate
Fixed Price implementation project in 3 months for SFA in 2007
Subsequently, other business applications identified rolled-out to support
the objectives of operational excellence and customer satisfaction
Different business units (Retail, ETP, Mail)
Front-office, back-office, sales
+ 1000 users
Siebel 7.8.2.10, integrated with different other (master data) applications,
Genesys, reporting (SAP BO, Oracle BI only for Contact Centers)
23/03/2010 Siebel CRM – OBUG 2010 9
11. Functional CRM Domains
From Contact to Contract
I. Campaign Management
II. Sales Processes
III. Service Processes
IV. Contract Management
Contact Centers
V. RSS Mail & Parcels
VI. HR
Partner Relationship Management (PRM)
VII. PRM for Postal Points
23/03/2010 Siebel CRM – OBUG 2010 10
12. Siebel for our processes…
… is a common CRM Tool for many customer interactions
Sales Pipeline
Management
Sales Planning Opporty
and Follow up
Contract Mgt
June 2010
Activities Contract
1 CRM Tool
Siebel
Campaign Service
Sales campaign
& Contact Request
Account Enquiries & Complaints
Customer Data Contact Management
Management
23/03/2010 Siebel CRM – OBUG 2010 11
13. I. Campaign Management Process
Output / Input: Output / Input: Output:
•Marketing Calendar Orange Briefing •Campaign Features •KPI’s
•Tactic Approval (e.g. Marcom deliverables, •Campaign ROI
Target list, Sales scripts,…)
•COP Approval
CM 1 CM 2 CM 3 CM 4 CM 5
Intake Plan Design Execute Report and Monitor
Input: Output / Input: Output / Input:
•Marketing Plan •Full Briefing •Customer contacted
•Hotfixes •COP Approval (e.g. Marcom message delivered,
Opportunities created, Sales Visit conducted /
created,…)
31/03/2010
23/03/2010 Siebel CRM – OBUG 2010 12
14. II. Sales & Service Processes
from Contact to Contract
Contact Selling Contract
Customer service and data management
Customer data Service Request
23/03/2010 Siebel CRM – OBUG 2010 13
15. II. Sales & Service Processes
Integrated Account Team
Sales Management Service Management
…
Our Customers
Facing the customers
Sales Account Mgr Service Account Mgr
Expert Functions
Sales
Call Center Support Agent Expert Functions
Service
23/03/2010 Siebel CRM – OBUG 2010 14
16. II. Sales Process
Sales Process Framework - From Contact to Contract
Focus on customer
needs
Solutions
Account allocation
Account and segment plan
Focus
Contact Contract
Win
Win: Opportunity Grow & retain the
management customer
from identified to realized Coverage & follow up
Win / Lost / Abandoned Account and segment
Pipeline plan review
Grow & Retain
23/03/2010 Siebel CRM – OBUG 2010 15
17. II. Sales Process
Sales Force Automation (SFA) implementation in Siebel
Sales Force Automation tool to support
sales processes, share customer data and
enable KPI monitoring
Activities (visits)
Opportunities
Account
Contacts
Service Request
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19. III. Service Process
Siebel Service Application
The application Siebel Service has been implemented to the Service
Account Teams in order to support the Customer requests handling.
The Siebel Service Welcome
Page
Open SR list, with priority colors
Open activity list
The Service Request Home
Page
Predefined queries:
My open SR’s
My team’s unassigned SR’s
…
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20. III. Service Process
Siebel Service Application
The application Siebel Service has been implemented to the Service
Account Teams in order to support the Customer requests handling.
A Service Request form applet
SR infos (Customer name, Contact…)
Qualifications
Prioritiy and Deadline
…
The “Activities” sub view
Different possible activities:
3rd line experts activation
Letters and E-mails
…
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21. IV. Contract Management
Objectives
Decrease lead time
Reduce average lead time on contract creation and renewal
Decrease workload
Reduce yearly workload of contracts renewal
Differentiate process for simple agreement
10
10
Accelerate the sales 10
g
Generalize a simplified contract concept f thinkin
Way o
Simplify access and signature of agreement
Make the administrative work for salesmen easier
Through simplification of the contract documents & processes
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22. IV. Contract Management
Contract Processes
Sales Contract team
Qualify, Propose Register Implement
Sign Renew**
and Win and Send and Archive
Roles and responsibilities of sales community have been reinforced
The sales will register contract and client data
Produce the contract document in PDF or paper format (excluding
convention)
Send to customer and potentially sign
Send back the signed contract to Service Centre
Monitoring
Increased contract responsibilities will be monitored
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23. IV. Contract Management
Electronic & Paper to simplify creation and signature of contracts
Three possibilities will be provided
Priority
E E
E P
By Client or AM
P P
Emergency
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25. V. RSS Mail, Parcels & Bank DP/LP
Objectives
Departments using Siebel Service
ETP (Enterprise Customers)
RSS (Retail & SME Customers
Retail Contact Center
Parcels Pick-up and Dispatching
Bank van De Post/Banque de La Poste
Objectives
Improve customer satisfaction and customer loyalty
Ensure visibility and transparency in the handling of requests and complaints
Use customer input as a source of information and performance indicator
Reduce costs in delivering customer service
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26. V. RSS Mail, Parcels & Bank DP/LP
Multi-channel Strategy
Sales
Contact Physical Physical
@
Center network network
Transaction
complexity
Contact Contact Physical
@
Center Center network
Service
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27. V. RSS Mail, Parcels & Bank DP/LP
Customer Call Flow
UNIQUE NUMBER:
022/012345
8 – 19 hrs (+ Sa AM) IVR - menu
Contact Center FRONT OFFICE:
Skill based routing
of call to right
experts
ETP &
+ Press
Bank van Parcels Mail
De Post
@
Complaints Webform
Administrative cases
Complex questions
BACK OFFICE:
+ Case based routing
PB 5000 to experts
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28. V. RSS Mail, Parcels & Bank DP/LP
Documenting Complaints
The set up
Q1
4 levels of Siebel Product and sub-product specification
Q2
qualification C ustom er Experience
/
M andatory fields R oot cause indication
Q3
Solution
Q4
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29. V. RSS Mail, Parcels & Bank DP/LP
Evolution of Implementation
11/09: Start Planningstool
01-10/09: Redirect
12/08: Integration
Call/CRM systems
10/08: 03/09: Hybrid functions
Call platform (front-back)
12/08: Workflow/
07/08: Workflow/ CRM system
CRM system
10/08: Commercial outbound
03/08: Integration Taxipost
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30. VI. HR Shared Service Centre
Indicatief
Siebel Genesys
Siebel Genesys
CENTRE OF EXPERTISE /
CLIENTS 1st LINE 2nd LINE BUSINESS PARTNER
MALADIE &
ACCIDENTS CLEANING
CONGES eHR BUS. ANALYSTS
PREVENTION
MOBILITE INTERNE SELECTION &
HR SERVICE CNTR ORIENTATION
SERV.CENTR
RECRUTEMENTS
STAT & CB overflow REPORTING HR ADMIN TALENT MGNT
MALADIE & ACCIDENTS
CNB COMP & BEN
HR-CC FRONT CONGES
CLEANING OFF. MOBILITE INTERNE TRAINING &
DEVELOPMENT
EXTERNES RECRUTEMENTS
overflow*
SORTIE FIELD HR
EX-COLL. SORTIE
COORDINATION CNB
COORDINATION CNB HR BP
HR SERVICE CENTER
RESEAU
HR SERVICE CENTER
2nd LINE
RESEAU If ticket can’t be ACCESS RIGHTS
remains case
closed on call
ACCESS RIGHTS PAYROLL ADM. OWNER
HR-CC FRONT OFF.
PAYROLL ADM.
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31. VI. HR Shared Service Centre
Supported Processes
User Management: using positions, responsibilities & skills
Employee Management: including the integration with eHR application
Call Handling: Routing logic, Priority, Ownership and triggering of Smart scripts
Service Requests
Record, track and address customer requests for information or assistance
Procedures for creating and assigning a service request, associating activities, closing a request
Activity Management: coordinate, plan and record actions realized linked to an Account
Correspondance
Allows users to generate correspondence, making use of templates
It also makes it easy for them to direct correspondence to fulfillment centres that print and mail it
Inbound and outbound emails
Smartscripts: to capture data in a structured way
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32. VI. Partner Relationship Management
Post Point Lifecycle Management from the moment a Partner is attributed
until the Post Point is closed
Operational management
Activity management, complaints handling, document storage, master data
management, etc.
Contractual management
Create, approve and manage contracts and annexes
Financial Management
Create, approve and manage remunerations, accounts receivable, accounts
payable, direct debits
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33. Implementation Approach
Architectural choice: Single Instance (single SRF, single DB)
Pro’s
Integrated customer view and reporting
Standardisation across BU
Drive for maximum vanilla
Lower infrastructure cost
Con’s
Does not work without strong governance
CCommon release schedule
Time-To-Market ?
Regression testing impact & cost for BU’s
Governance model
Cross-BU steering committee
Stakeholders at N-2 level from S&M, Retail, Mail, ICT
Chairman = Application Owner
Objective: ensure common alignment and De Post/La Poste viewpoint
Responsibilities
Decide on release schedule and priorities
Decide on release scope
Decide on architectural choices
Decide on data conflicts
Assign business resources
GO/NO GO for PROD
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34. Implementation Approach
ETP RSS Mail
ICT Delivery Model PM PM PM
Siebel Architect
Release Mgmt
ETP RSSl Mail
Central ICT Delivery Team Functional Analysts
Technical Team Lead
Attention to S&G and architectural choices
Developers
Release Management
Corporate Release Calendar
Balance TMM with delivery cycle requirements
3 Major Releases /Year
Extensive Regression Testing
Involvement of each impacted application/BU
Vendor Management
Oracle Account Management with participation from Application Services,
Infrastructure Services and Purchasing departments
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35. Lessons Learned
Siebel CRM = right fit for De Post/La Poste
Broad functional coverage
Single instance right choice, but requires constant management involvement
However, some issues related to Oracle
Server to Server Siebel SSSE – MS Outlook integration
Long resolution times for blocking bugs -> critical account escalation required
Strong integrator skills required to make the right choices, both at ICT and Business side
‘Close to vanilla’ remains a challenge, mainly due to business users pressure
Projects delivered are perceived as a success, not only due to technology
Communication to key stakeholders is ‘key’ at all levels
BU management -> steering involvement
Projects -> involve constantly and demo early (‘agile process’)
Users -> attention to change management, process/procedures, end user training and support
Testing Automation was not a success (yet)
Regression Testing effort increases with each additional application, but testing time should remain
constant
Automation has a significant set-up and maintenance cost (application in itself) but doesn’t cover all
test cases -> ROI ?
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