The document discusses integrating marketing into business operations. It provides examples of how companies can establish a customer-focused corporate culture through various initiatives. These include listening to customer feedback, aligning customer needs with company capabilities, and encouraging collaboration across departments. The text also outlines different models for marketing organization and processes that bring together internal partners to learn about customers and share information.
The most successful retailers are those who are embracing change by continuously offering customers a more compelling shopping experience through new store types, new products and better value. To effectively deliver this enhanced value, retailers must implement strategies that increase efficiency and reduce costs in the sourcing of products.
The most successful retailers are those who are embracing change by continuously offering customers a more compelling shopping experience through new store types, new products and better value. To effectively deliver this enhanced value, retailers must implement strategies that increase efficiency and reduce costs in the sourcing of products.
Infosys – Order management | CRM & SRM Case Study | SolutionInfosys
The Infosys order management solution envisages collaboration on the order planning process. This technology solution integrates with SRM and CRM applications within an organization to help identify customer and supplier prioritization
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
"Supply Management: The Missing Voice in the Integrated Business Plan: How Cost Management, Negotiation and Contract Management Inform the Process and are Essential to Its Execution ”
In manufacturing, traditional sales and operations planning is expanding beyond simple supply-demand balancing toward integrated business decision-making. Service firms are also realizing the benefits of holistic business planning. Integrated business planning is neither integrated nor complete without supply management which must come to the process with an understanding of the supply risks and a strategy for capitalizing on opportunities. An integrated plan for the business must be informed by the relative bargaining position of the firm, supplier viability under multiple economic scenarios, trends and potential ranges for commodity and other prices, supplier and global capacities, technological advances, and other relevant context. Supply management must also be prepared to contribute to integrated business planning with a comprehensive analysis of total cost of ownership and its sensitivity to each of its components, strategies for structuring supply agreements to mitigate risk and minimize the cash-to-cash cycle, approaches for substituting information for time and inventory, sourcing alternatives to support sales and marketing initiatives as well as manufacturing and quality requirements, and scenarios for reducing lead time and lot size.
Please visit our online professional network and join our community of Automotive Social Media Marketing professionals at http://www.ADPsocialMarketing.com
Learn the key success factors that banks must address to differentiate mobile offerings and provide industry-leading capabilities that drive customer satisfaction.
Learn how to:
Navigate the diverse digital payments “ecosystem”
Support customer loyalty and retention
Gain valuable customer insights from mobile data
Achieve symmetry with other mobile trends
Leverage core legacy technology investments
Demonstrate return on investment
Marketing science at Dell: modeling investment trade-offs; George Sadler, Director, Social Media & Marketing Insights; Mu Sigma Customer Summit 2012, Half Moon Bay, CA, February 27, 2012
Infosys – Order management | CRM & SRM Case Study | SolutionInfosys
The Infosys order management solution envisages collaboration on the order planning process. This technology solution integrates with SRM and CRM applications within an organization to help identify customer and supplier prioritization
Managing organizational challenges in India: a snapshot through auto industry Hardik Dave
Presentation with an overview of the challenges faced by a typical Indian organization having grown through monopolistic environment of post-independence era to the most recent customer-driven competitive setup. Followed by an in-depth analysis of the problems, root cause study & innovative solutions to tackle them in opportunistic ways.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
"Supply Management: The Missing Voice in the Integrated Business Plan: How Cost Management, Negotiation and Contract Management Inform the Process and are Essential to Its Execution ”
In manufacturing, traditional sales and operations planning is expanding beyond simple supply-demand balancing toward integrated business decision-making. Service firms are also realizing the benefits of holistic business planning. Integrated business planning is neither integrated nor complete without supply management which must come to the process with an understanding of the supply risks and a strategy for capitalizing on opportunities. An integrated plan for the business must be informed by the relative bargaining position of the firm, supplier viability under multiple economic scenarios, trends and potential ranges for commodity and other prices, supplier and global capacities, technological advances, and other relevant context. Supply management must also be prepared to contribute to integrated business planning with a comprehensive analysis of total cost of ownership and its sensitivity to each of its components, strategies for structuring supply agreements to mitigate risk and minimize the cash-to-cash cycle, approaches for substituting information for time and inventory, sourcing alternatives to support sales and marketing initiatives as well as manufacturing and quality requirements, and scenarios for reducing lead time and lot size.
Please visit our online professional network and join our community of Automotive Social Media Marketing professionals at http://www.ADPsocialMarketing.com
Learn the key success factors that banks must address to differentiate mobile offerings and provide industry-leading capabilities that drive customer satisfaction.
Learn how to:
Navigate the diverse digital payments “ecosystem”
Support customer loyalty and retention
Gain valuable customer insights from mobile data
Achieve symmetry with other mobile trends
Leverage core legacy technology investments
Demonstrate return on investment
Marketing science at Dell: modeling investment trade-offs; George Sadler, Director, Social Media & Marketing Insights; Mu Sigma Customer Summit 2012, Half Moon Bay, CA, February 27, 2012
We will examine how to create a cost benefit analysis document that clarifies your customer’s problem, explains your intended solution, and details the work required. We will break down costs of the current state and future state compared to forecasted benefits to show payback of the solution over time. This session will guide you through a simple process to help you understand how to calculate and communicate the business value of your SharePoint solutions.
Presented during the High Performance Marketing Conference 2013, organized by Accenture on January 24th 2013. This presentation was given by Wim van Gils of Philips.
Leverage Analytics for Decision Support and Improved Retail PerformancePerficient, Inc.
In an industry with razor thin margins, being profitable requires leaders to make the best use of every resource available. When you join this Webcast you’ll hear how retailers like Romano’s Macaroni Grill are using Business Analytics to manage strategic direction using actionable reports, scorecards, dashboards, and financial/operational plans for greater performance and profitability.
Webinar attendees will learn how the Macaroni Grill, a leader in upscale casual dining with more than 220 locations, is supporting decisions with analytics and moving beyond basic financial reporting using Perficient’s Retail Pathways™ solution. You will hear how they evaluate leading indicators and use analytical processes to efficiently produce actionable information for improved corporate performance.
In this webinar, learn how Perficient's Retail Pathways is helping companies like Macaroni Grill use business analytics for:
Market Basket Analysis
Store/Restaurant Performance
Executive, Operational & Sales Dashboards
Customer Ad-Hoc Analysis Reporting
Benchmarking, Ranking & Scorecards
Inter-Departmental Collaboration
Labor, P&L and General Ledger Planning and Insights
Perficient’s Retail Pathways™ solution is a three-time award-winning analytical solution built on IBM’s Cognos10 platform. Retail Pathways™ incorporates pre-defined reports and dashboards around a common data architecture and is supported by Perficient’s retail practice group, an inter-disciplinary team, composed of individuals with backgrounds in retail, business process, systems architecture and design.
Speakers
Tim Dungan, V.P. of Planning and Analysis for Romano’s Macaroni Grill
Macaroni Grill recently completed an overhaul of reporting and analytic systems using Cognos Express product solutions. Mr. Dungan has over 20 years of operations, accounting, and finance experience in the hospitality space with Planet Hollywood, Dave & Buster’s, and Ruth’s Hospitality Group.
Erik Duffield, Director of IBM Business Analytics Retail Practice, Perficient
Mr. Duffield specializes in Retail Performance Management and Corporate Finance. He leads the Retail Practice organization for Perficient and works extensively with organizations looking for material change in performance. His expertise is developing organizational metrics to drive performance through a more effective, analytical understanding of the business.
3. COMPONENTS OF
MARKET ORIENTATION
1. Establish a corporate culture where every
employee values their customers
2. Listening to the voice of the customer
throughout the entire company
3. Developing superior skills to understand and
satisfy customers
7-3
4. LINKING CUSTOMER NEEDS
TO COMPANY CAPABILITIES
COMPANY
CUSTOMER NEEDS LINKS CAPABILITIES
Inputs by customers Spanning activities Defined by all
through sales, service, that provide organization functions
information seeking decision-making
information
OBJECTIVE: TO ALIGN EACH PARTNER’S GOALS
7-4
5. EXTERNAL EMPHASIS INTERNAL EMPHASIS
Outside-in Inside-Out
Process Process
Spanning Process
• Market Sensing • Customer Order Fulfillment • Financial Management
• Customer • Pricing • Cost Control
Linking • Purchasing • Technology
• Channel • Customer Service Delivery Development
Bonding • New Product / Service • Integrated Logistics
•Technology Development • Manufacturing/Trans-
Monitoring • Strategy Development formation Process
• Human Resources
Management
• Environmental Safety
Health and Safety
7-5
6. STAGES OF INTERNAL
AND EXTERNAL PARTNERING
AWARENESS
EXPLORATION
EXPANSION
COMMITMENT
ACHIEVING THE
SUPRAGOAL:
CUSTOMER
SATISFACTION
7-6
7. USING INFORMATION AS A SPAN
• Marketing
• Customer
OUTSIDE-IN PROCESS
Outside-in Process Linking
• Channel
Bonding
Order Entry Billing Postal
Order Order Order Order
And and
Planning Generation Scheduling Fulfillment Service
Prioritization Payment
Cost Estimation
and Pricing • Manufacturing
Transformation
• Financial
Inside-Out Process Management
• Integrated
Logistics
7-7
9. ENCOURAGING INTEGRATION IN
MARKETING OPERATIONS
DEVELOP AND ARTICULATE STRATEGIC DECISIONS
THAT WILL BE IMPLEMENTED
PURSUE PERSONNEL STABILITY TO ENHANCE LONG
TERM RAPPORT
LEVEL THE BUDGET AND COMPENSATION PLAYING
FIELD THAT SUPPORTS MARKETING EFFORTS
ESTABLISH CLEAR AND FORMALIZED
COMMUNICATION / ORGANIZATION STRUCTURES
7-9
12. HOW BUSINESS TO BUSINESS
MARKETERS LEARN:
THE THREE-STEP PROCESS
1 2 3
INFORMATION INFORMATION SHARED
ACQUISITION DISSEMINATION INTERPRETATION
Marketing Research To: Through:
Sales and Service Feedback Marketing Management Brainstorming
Environmental Scanning Senior Management Planning
Competitive Intelligence Manufacturing Other Processes
Accounting Systems Engineering and R&D
Information Systems Finance
Experiments
Benchmarking
Joint Venture
Lead Customers
Organizational Memory
7-12
13. CREATING NEW KNOWLEDGE:
THE TOOLS
• COGNITIVE MAPPING
• Finding links of cause and effect through exploring beliefs and
assumptions
• EXPERIMENTS
• Research that tests cognitive maps
• LEARNING LABORATORIES
• A physical environment set aside for learning through experiments,
simulations, models and role playing
• LEARNING FROM OTHERS
• Getting knowledge from partners, consultants, seminars, and
competitors.
7-13
14. COGNITIVE MAPS—MAP 1
Example: Kinko’s
Observation Observation Observation
More Kinko’s stores Have fewer
competitors compete with stores in a city
means less each other
business per + when located =
store in the same
city because
of free
delivery
service
7-14
15. TWO COGNITIVE MAPS—MAP 2
Observation Observation
Advertising Each store
drives has
awareness signage or
advertising
Assumption Observation Conclusion 2
More Higher Have more
stores awareness stores in a
mean more means more = city
awareness business
7-15