This deck is a short summary of Omobono\'s proprietary Enterprise Relationship Management model which helps deliver improved business performance through more improved digital service.
Why is Aligning Economic- and IT Services so Difficult (IESS 2014)Maryam Razavian
Since its inception, Service Orientation has promised to oer
seamless alignment of the business and IT aspects of service-oriented systems. Practitioners, however, often report that such alignment is far from
being solved. Specically, current research in aligning services either re-
mains at a too abstract, strategic level, or is too technology-oriented to be
really useful in practice. In spite of being an \old" problem, business-IT
alignment is still a dilemma. What makes alignment so dicult? In this
work we address this fundamental question by questioning what should
be aligned, and what are the concerns hindering alignment. This paper
explores the conceptual gaps around the notion of service in the two
economic- and IT perspectives. By framing the core constructs of Ser-
vice Orientation and contrasting those constructs between the economic-
and IT perspectives, this paper elicits ve core alignment concerns. We
illustrate the concerns using a real-life case study featuring an airport
baggage handling system. The alignment concerns pinpoint promising
solutions in which the alignment problem can be solved.
EMA
INTERRUPTION MARKETING
PERMISSION MARKETING
COMPONENTS OF EMA
OPT-IN
OPT-OUT
CAMPAIGN PLANNING & MANAGEMENT
EMA engine components
PERSONALIZATION AND PRIVACY
Visibility of what works in B2B is harder than in consumer marketing as so
much activity is select in its targeting and often commercially confidential.
In 2011 Omobono set out to share the best practice of B2B marketers so
that they could learn from their peers. Partnering with The Marketing
Society and ably supported by Circle Research, Omobono has researched
what B2B marketers really do in digital and what they think works.
In 2012 we also looked through the other end of the telescope to see how buyers are consuming
the information that marketers lay in their path, and what effect it has.
The results, gathered over 2 years, are based on the collective views of 170 senior marketers, spending
in the region of £100m between them, and 224 buyers with buying power of over £150 million. With
the survey being completed by senior decision makers at some of the world’s biggest companies, this is
a definitive guide against which B2B marketers can benchmark their own activities.
According to EMA primary research, automation is essential to achieving success in the modern enterprise. While many organizations may have started automating some tasks, increasing complexity in IT environments that spans multiple platforms and business applications demands the attention of IT operations be placed on the changing landscape rather than on proactively writing scripts and monitoring the infrastructure.
Key topics of discussion include:
• Identifying changing requirements for meeting business IT objectives
• The benefits of integrating process automation with job scheduling
• Automating daily processes to improve productivity and profitability
• Enabling business-focused IT processes
• Reducing IT management complexity
• Maximizing the value in IT investments
• Empowering end users to perform job tasks more effectively
• Optimizing business IT agility to compete in rapidly evolving marketplaces
Why is Aligning Economic- and IT Services so Difficult (IESS 2014)Maryam Razavian
Since its inception, Service Orientation has promised to oer
seamless alignment of the business and IT aspects of service-oriented systems. Practitioners, however, often report that such alignment is far from
being solved. Specically, current research in aligning services either re-
mains at a too abstract, strategic level, or is too technology-oriented to be
really useful in practice. In spite of being an \old" problem, business-IT
alignment is still a dilemma. What makes alignment so dicult? In this
work we address this fundamental question by questioning what should
be aligned, and what are the concerns hindering alignment. This paper
explores the conceptual gaps around the notion of service in the two
economic- and IT perspectives. By framing the core constructs of Ser-
vice Orientation and contrasting those constructs between the economic-
and IT perspectives, this paper elicits ve core alignment concerns. We
illustrate the concerns using a real-life case study featuring an airport
baggage handling system. The alignment concerns pinpoint promising
solutions in which the alignment problem can be solved.
EMA
INTERRUPTION MARKETING
PERMISSION MARKETING
COMPONENTS OF EMA
OPT-IN
OPT-OUT
CAMPAIGN PLANNING & MANAGEMENT
EMA engine components
PERSONALIZATION AND PRIVACY
Visibility of what works in B2B is harder than in consumer marketing as so
much activity is select in its targeting and often commercially confidential.
In 2011 Omobono set out to share the best practice of B2B marketers so
that they could learn from their peers. Partnering with The Marketing
Society and ably supported by Circle Research, Omobono has researched
what B2B marketers really do in digital and what they think works.
In 2012 we also looked through the other end of the telescope to see how buyers are consuming
the information that marketers lay in their path, and what effect it has.
The results, gathered over 2 years, are based on the collective views of 170 senior marketers, spending
in the region of £100m between them, and 224 buyers with buying power of over £150 million. With
the survey being completed by senior decision makers at some of the world’s biggest companies, this is
a definitive guide against which B2B marketers can benchmark their own activities.
According to EMA primary research, automation is essential to achieving success in the modern enterprise. While many organizations may have started automating some tasks, increasing complexity in IT environments that spans multiple platforms and business applications demands the attention of IT operations be placed on the changing landscape rather than on proactively writing scripts and monitoring the infrastructure.
Key topics of discussion include:
• Identifying changing requirements for meeting business IT objectives
• The benefits of integrating process automation with job scheduling
• Automating daily processes to improve productivity and profitability
• Enabling business-focused IT processes
• Reducing IT management complexity
• Maximizing the value in IT investments
• Empowering end users to perform job tasks more effectively
• Optimizing business IT agility to compete in rapidly evolving marketplaces
Customer is a king and Customers are the mainly focused in making new marketing strategy. In the banking field a unique relationship exists between the customers and the bank. But because of various reasons like lack of training ,new technology literacy, financial targets, risk of failure etc., some banks are still following the traditional ways of marketing and another hand some are making attempts to adapt CRM. It is with this background, the researcher has made a modest attempt towards the idea that CRM can be adapted uniformly in the banking industry for betterment of Banking Services. Understanding on Customer Relationship Management is always a concern among the service providers especially banks. Banks makes their own way of managing their relationships new and existing customers. The aim of this paper is to examine the Customer Relationship Management as a new methodology looks forward to identify and attract consumers through the process of developing relationships (business - customer). The methodology of the CRM aims to maintain customer satisfaction and increase consumer loyalty. The purpose of this paper is to study the importance of CRM systems and in-depth knowledge of methods and management techniques customer relationships.
The main issue of this study is that CRM has become a multi-faceted and complex phenomenon that is ridden by various factors. Due to this complexity, a number of different variables have been used to measure CRM which investigated by several prior studies. However, most of businesses need to know and look at the particular measures and dimensions of the CRM that have a significant impact on customer satisfaction and loyalty, which would enrich the business' performance, especially with the increase in competition as well as lack of differentiation in providing a service. This paper aimed to review literature on CRM and to identify its impact on customer satisfaction and customer loyalty. The studies are analyzed on the basis of some general characteristics and variables that significantly enhance CRM and its influence on customer satisfaction and customer loyalty. For this purpose, we investigate the existing literature on the impact of CRM on customer satisfaction and customer loyalty along with its spread among publications to identify the potential development in the field.
Customer Relationship Management (CRM) has grabbed the attention of both practice and research in the past decade, developing into an area of major significance. The focus of the CRM concept is to build a long-term and value-added relationship for both the organisation and customers. Governments – although considered late followers compared to the private industry – have been showing growing interest in CRM systems recently to help public and government agencies track and manage relationships with their constituents. In this article, we review existing literature to provide an understanding of the field. We also present a proposed CRM framework based on literature review and practice work. The proposed framework is envisaged to act as a practical management tool that provides a holistic overview of implementation phases, components of each phase, and associate critical success factors.
Contact Center of the Future: Smart, Selective Human Touch in the Digital Ageaccenture
Is your financial firm prepared to deploy a contact center of the future? In this new Accenture Distribution & Marketing presentation, we explore a customer strategy and contact center interaction design framework to address changing customer engagement preferences and technology advancements. Key to this strategy is balancing digital with the human touch. View the presentation to learn more or read our blog series on the topic: https://accntu.re/2vLYkiT
This video is presented by USEP's BSCS student Hazel Mae L. Buendia under Mr. ND Arquillano as a partial fulfillment for Elective 4 -E-Commerce It talks about E- Commerce.
Advance technology and globalization has lead to competition so fierce never before.
Due to this intense competitive environment has shown a paradigm shift from transaction model to the relationship model where the focus is on long term customer satisfaction rather than short term profit acquiring by the business.
So, keeping your existing customer satisfied and maximizing Customer Lifetime Value (CLV) have significant importance than acquiring new customer.
In marketing, customer lifetime value (CLV), lifetime customer value (LCV), or lifetime value (LTV) is the net present value of the cash flows attributed to the relationship with a customer.
The use of customer lifetime value as a marketing metric tends to place greater emphasis on customer service and long-term customer satisfaction, rather than on maximizing short-term sales.
The concept of CLV helps the marketer to analyze the cost of acquiring , servicing and retaining a certain set of customer in the market
High level explanation on Xerox' s promotional communication services and how it can be leveraged to tackle Retail and consumer communication challenges.
Enterprise Relationships are fundamental to business
success. The research - conducted with Cambridge University Business School - shows how relationships lead to long
term mutual advantage, in which value is largely created by
the quality of interaction between the parties. The overall
performance of a company will therefore depend on how
well it is able to manage its own Enterprise Relationships.
Furthermore the White Paper starts to explore how digital communication can deliver value into these relationships.
To succeed in the Internet age, insurance marketers have to be more nimble, more innovative and better able to communicate with their customers, both for themselves and through their partner ecosystems. IBM’s Commerce portfolio for Insurance can help insurers achieve their marketing engagement goals. Insurance industry marketing executives need to reach prospective and current policyholders in context at every point of the purchase process by innovating personally relevant and rewarding experiences that draw customers in and keep them engaged. IBM’s Commerce portfolio helps insurance marketing leaders take an integrated approach to customer engagement.
Customer is a king and Customers are the mainly focused in making new marketing strategy. In the banking field a unique relationship exists between the customers and the bank. But because of various reasons like lack of training ,new technology literacy, financial targets, risk of failure etc., some banks are still following the traditional ways of marketing and another hand some are making attempts to adapt CRM. It is with this background, the researcher has made a modest attempt towards the idea that CRM can be adapted uniformly in the banking industry for betterment of Banking Services. Understanding on Customer Relationship Management is always a concern among the service providers especially banks. Banks makes their own way of managing their relationships new and existing customers. The aim of this paper is to examine the Customer Relationship Management as a new methodology looks forward to identify and attract consumers through the process of developing relationships (business - customer). The methodology of the CRM aims to maintain customer satisfaction and increase consumer loyalty. The purpose of this paper is to study the importance of CRM systems and in-depth knowledge of methods and management techniques customer relationships.
The main issue of this study is that CRM has become a multi-faceted and complex phenomenon that is ridden by various factors. Due to this complexity, a number of different variables have been used to measure CRM which investigated by several prior studies. However, most of businesses need to know and look at the particular measures and dimensions of the CRM that have a significant impact on customer satisfaction and loyalty, which would enrich the business' performance, especially with the increase in competition as well as lack of differentiation in providing a service. This paper aimed to review literature on CRM and to identify its impact on customer satisfaction and customer loyalty. The studies are analyzed on the basis of some general characteristics and variables that significantly enhance CRM and its influence on customer satisfaction and customer loyalty. For this purpose, we investigate the existing literature on the impact of CRM on customer satisfaction and customer loyalty along with its spread among publications to identify the potential development in the field.
Customer Relationship Management (CRM) has grabbed the attention of both practice and research in the past decade, developing into an area of major significance. The focus of the CRM concept is to build a long-term and value-added relationship for both the organisation and customers. Governments – although considered late followers compared to the private industry – have been showing growing interest in CRM systems recently to help public and government agencies track and manage relationships with their constituents. In this article, we review existing literature to provide an understanding of the field. We also present a proposed CRM framework based on literature review and practice work. The proposed framework is envisaged to act as a practical management tool that provides a holistic overview of implementation phases, components of each phase, and associate critical success factors.
Contact Center of the Future: Smart, Selective Human Touch in the Digital Ageaccenture
Is your financial firm prepared to deploy a contact center of the future? In this new Accenture Distribution & Marketing presentation, we explore a customer strategy and contact center interaction design framework to address changing customer engagement preferences and technology advancements. Key to this strategy is balancing digital with the human touch. View the presentation to learn more or read our blog series on the topic: https://accntu.re/2vLYkiT
This video is presented by USEP's BSCS student Hazel Mae L. Buendia under Mr. ND Arquillano as a partial fulfillment for Elective 4 -E-Commerce It talks about E- Commerce.
Advance technology and globalization has lead to competition so fierce never before.
Due to this intense competitive environment has shown a paradigm shift from transaction model to the relationship model where the focus is on long term customer satisfaction rather than short term profit acquiring by the business.
So, keeping your existing customer satisfied and maximizing Customer Lifetime Value (CLV) have significant importance than acquiring new customer.
In marketing, customer lifetime value (CLV), lifetime customer value (LCV), or lifetime value (LTV) is the net present value of the cash flows attributed to the relationship with a customer.
The use of customer lifetime value as a marketing metric tends to place greater emphasis on customer service and long-term customer satisfaction, rather than on maximizing short-term sales.
The concept of CLV helps the marketer to analyze the cost of acquiring , servicing and retaining a certain set of customer in the market
High level explanation on Xerox' s promotional communication services and how it can be leveraged to tackle Retail and consumer communication challenges.
Enterprise Relationships are fundamental to business
success. The research - conducted with Cambridge University Business School - shows how relationships lead to long
term mutual advantage, in which value is largely created by
the quality of interaction between the parties. The overall
performance of a company will therefore depend on how
well it is able to manage its own Enterprise Relationships.
Furthermore the White Paper starts to explore how digital communication can deliver value into these relationships.
To succeed in the Internet age, insurance marketers have to be more nimble, more innovative and better able to communicate with their customers, both for themselves and through their partner ecosystems. IBM’s Commerce portfolio for Insurance can help insurers achieve their marketing engagement goals. Insurance industry marketing executives need to reach prospective and current policyholders in context at every point of the purchase process by innovating personally relevant and rewarding experiences that draw customers in and keep them engaged. IBM’s Commerce portfolio helps insurance marketing leaders take an integrated approach to customer engagement.
Similar to Omobono Enterprise Relationship Management (20)
What Works Where 2016 - Is integration the key to digital success?Omobono
In conjunction with Winmark Global, we have canvassed the views of over 100 senior marketers and HR professionals from some of the world’s most influential B2B organisations.
Their insights uncover painful truths and serious questions that professionals on both sides need to urgently respond to, if they are to ensure that their organisations thrive and their teams maintain relevance.
How content marketing ruined content marketing (And what you can do to fix it)Omobono
Content marketing is over.
Or at least content marketing as we know it. Worn out. Used up. Over.
Don’t blame the audience for this, blame yourself; blame marketers. Blame marketing.
We did this to ourselves when we learned about content marketing – like a favourite old toy, a trusty pair of shoes; we latched on, we overdid it and this is why we can’t have nice things.
The Art and Psychology of Storytelling in B2BOmobono
Go on, tell us a story. At Omobono we firmly believe that we all have an interesting story to tell. And this is our guide to telling yours...
We're in the business of helping B2B brands make connections with customers, stakeholders, and employees through content & experiences. Emotional, exciting narrative content is fast becoming a tool for B2B audiences to liven up their communications.
Will you go on a quest, defeat a monster or go from rags to riches? Our actionable guide has suggestions for how to structure your story so that is has true emotional impact for your audience.
Because who said B2B had to be boring?
The 2012 research What Works Where in B2B Digital Marketing brings together the views of nearly 100 senior B2B marketers and compares what they think works with the view of the people they are targeting –224 buyers in business and professional services, financial services, engineering and manufacturing and technology and telecoms.
Whilst overall there are many indications that marketers are getting it right, some surprising results have emerged in terms of what really makes the difference between success and failure. In particular the divide between buyer and marketer on social and mobile is wider than we might have thought.
What Works Where in B2B Digital Marketing [2011]Omobono
The 2011 edition of our annual 'What Works Where' research. The 2012 edition will be released shortly, but until then the statistics and insights here are still very useful.
Thinking of developing a mobile app for your business? Should you go for a native, device-based application or a web-based application? This white paper addresses some of the considerations...
Social media has arrived, but how are B2B marketers responding to it?
Omobono reveal some of the best practice examples of business to business brands using social media, explore why it works and – most importantly – what can work for your business.
With strategic planning and committed delivery, as with other marketing channels, social media can deliver results that help drive your business.
But how does it all work? This chart gives an overview look at how businesses use social media to engage customers and build a stronger brand.
Omobono explains how analysing SME relationships can improve the ways in which government and business communicate to SMEs to develop a win-win relationship.
Refreshing the Role of Internal Communications: A critical business response ...Omobono
Internal communications has a vital role to play in driving the value of business relationships.
Amidst tighter wallets and shrinking budgets, the need for businesses to make the most of their marketing manpower is stronger than ever.
3. AB2B relationship is a dynamic link between at least two parties operatingwithin a given industry and expecting mutual benefits from each other...the quality and nature of the relationship depends on the quality of the interaction process. (Zineldin, 1995).
4. Improving service delivers value Recently completed research with Cambridge University shows that: Relationships are at the core of B2B (Cambridge University) Service is the strongest contributor to relationships (McKinsey : near 50% of purchase decisions rely on the quality of the interaction) Digital tools & techniques are strongest contributor to service management. (McKinsey)
5. What is Enterprise Relationship Management®? ERM provides a way for clients to connect organisational strengths with customer needs and create mutual value on a long term basis. It uses digital techniques to create loyalty It is a proprietary technique which maps relationships The outcome is service improvements in the digital environment, connecting the powerful technology infrastructure which has been laid down over the past 5 – 10 years with the personal interactions which continue to drive business relationships. It will be relevant to buyers in marketing but also to senior operational roles such as Commercial Director, Customer Service Director, Projects Director.