This document provides an annual review of QuestBack for 2011. It includes a brief description of QuestBack as a global leader in enterprise feedback management, customer experience management, social CRM and market research. It also includes a timeline of QuestBack's history from 1999 to the present, case studies of work with clients like Bosch Power Tools and Swiss, and reports from organizational development and the Board of Directors.
The document discusses how Computacenter can help organizations optimize their datacenter infrastructure. It describes taking control of datacenter assets, driving value and performance through optimization, virtualization, and automation. It also discusses how Computacenter can help with datacenter-driven business transformation to increase agility, reduce costs, and improve quality of service.
Atos, one of the leading outsourcing companies, announces a new approach to transform the traditional outsourcing approach.
How do I decrease costs, yet increase innovation? The specialist knowledge we have built up as the Worldwide Partner of the IOC mirrors the intensive, industry-specific knowledge that we will bring to every outsourcing relationship.
What Atos has been doing for the Olympic and Paralympic Games, we can do for your organization, bringing the same winning spirit. This knowledge, coupled with Atos’ vision of the firm of the future, can give you an unsurpassed advantage as you focus on your core competitive activities
CRMnext is a comprehensive customer relationship management solution that enables companies to efficiently manage customer-facing operations like sales, marketing, and customer service. It centralizes customer data to provide a single view of customers and allows for seamless sharing of information across departments. CRMnext offers integrated reporting and analytics capabilities to provide actionable business intelligence that can help increase revenues. The unique architecture ensures companies can benefit from a CRM solution without operational hassles.
Tips For Successful Consultant CollaborationJerry Vieira
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
Mike is a results-oriented client executive with expertise in strategic direction, client advocacy, and managing complex client relationships. He ensures open communication and analyzes upcoming changes to keep clients informed. Under Mike's leadership, two major stakeholders successfully migrated platforms. He also seamlessly managed a corporate merger transition ahead of schedule and under budget without client loss. Mike is solution-oriented and respected by customers for his insights, organization, and ability to communicate at all levels.
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
The document discusses how Computacenter can help organizations optimize their datacenter infrastructure. It describes taking control of datacenter assets, driving value and performance through optimization, virtualization, and automation. It also discusses how Computacenter can help with datacenter-driven business transformation to increase agility, reduce costs, and improve quality of service.
Atos, one of the leading outsourcing companies, announces a new approach to transform the traditional outsourcing approach.
How do I decrease costs, yet increase innovation? The specialist knowledge we have built up as the Worldwide Partner of the IOC mirrors the intensive, industry-specific knowledge that we will bring to every outsourcing relationship.
What Atos has been doing for the Olympic and Paralympic Games, we can do for your organization, bringing the same winning spirit. This knowledge, coupled with Atos’ vision of the firm of the future, can give you an unsurpassed advantage as you focus on your core competitive activities
CRMnext is a comprehensive customer relationship management solution that enables companies to efficiently manage customer-facing operations like sales, marketing, and customer service. It centralizes customer data to provide a single view of customers and allows for seamless sharing of information across departments. CRMnext offers integrated reporting and analytics capabilities to provide actionable business intelligence that can help increase revenues. The unique architecture ensures companies can benefit from a CRM solution without operational hassles.
Tips For Successful Consultant CollaborationJerry Vieira
The document discusses tips for successful consultant collaborations. It outlines several benefits of collaboration such as referrals, subcontracting, spreading overhead costs, learning best practices, and jointly penetrating new accounts. Specific tips are provided for referrals, subcontracting, choosing affiliates based on integrity, competence, trust, and complementary capabilities. Overall, the document advocates for consultant collaboration as a way to help businesses, provide financial benefits, and achieve better results through an atmosphere of honesty and mutual trust between affiliates.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
Mike is a results-oriented client executive with expertise in strategic direction, client advocacy, and managing complex client relationships. He ensures open communication and analyzes upcoming changes to keep clients informed. Under Mike's leadership, two major stakeholders successfully migrated platforms. He also seamlessly managed a corporate merger transition ahead of schedule and under budget without client loss. Mike is solution-oriented and respected by customers for his insights, organization, and ability to communicate at all levels.
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
ex of my work for client: Corporate Back Office suite On CloudPravin Gandhi
This document describes C.Boss, a cloud-based corporate back office software service for small and medium non-manufacturing companies. It offers various business systems like procurement, inventory management, asset management, financial accounting, and HR/payroll without any upfront investment, licensing fees, or maintenance contracts. Users pay only for the systems they need on a subscription basis and have unlimited users, locations, and usage across multiple group companies. The software aims to simplify IT for sectors like retail, hospitality, media, and healthcare.
Performance Strategy & Change Management Brochure 11 13 2012Claudia Rubino
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to performance management and leading organizational change through plenary and breakout sessions. Attendees can learn about creating strategic alignment, sustaining change initiatives, measuring performance, and more. High-level speakers from organizations like Deloitte, NASA, AARP, and the Wendy's Company will present. Pre-conference workshops will also be offered on topics like the balanced scorecard, change management, leading indicators, and the neurobiology of change. The goal is to provide learning opportunities to help enhance executive strategy and enable positive change within organizations.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
This document provides guidance on developing performance measurements. It is divided into 6 sections:
1) Introduction
2) Measurement as a management support system
3) What is a balanced scorecard?
4) Developing a customized balanced scorecard
5) Target setting and quantifying performance for incentive programs
6) New performance management system and the performance improvement process
Jan Duffy - UK/Canada: L'esperienza degli Shared Services Centers in UK e in ...innoforum09
This document discusses shared services in the UK and Canada. It provides an overview of shared services, including definitions, frameworks, trends, examples and lessons learned. Key points include that shared services aim to improve efficiency by combining common functions across organizations, while major trends show growing interest in client-facing shared services and innovative sourcing models. Examples highlighted shared services initiatives in the UK and Canadian governments for finance, HR and other back office functions. The document concludes with guidance for implementing shared services successfully.
1. Corporate reputation is gaining importance within company management and boards of directors.
2. Reputation impacts stock value, talent management, customer recommendations, and supplier relationships.
3. The communications management function has evolved to become the strategic manager of a company's perceptions from stakeholders.
The document outlines various options for an asset manager named ABC to pursue "growth from the core" through expanding their investor base. It discusses leveraging segmentation and database profiles to focus efforts. Key strategies mentioned include prioritizing target clients, defining value propositions, identifying client needs, and customizing presentation stages. Metrics like sales volume, AUM, conversions, and retentions are identified to measure performance of integrated sales models across distribution channels and products.
This document discusses how PAETEC provides personalized communication solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner for customers' critical communication needs.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help analyze data to monitor key performance indicators and drive improvements across processes. This helps centers improve customer experiences and operate more efficiently.
3) JumboAnalysisTM provides performance scorecards that aggregate data from different systems. This introduces more objectivity and allows managers to identify areas and employees needing attention to address issues at their root cause.
Salesforce.com was named the winner of the customer case management category for the second year in a row. It received high scores for customer satisfaction, depth of functionality, and company direction. Microsoft Dynamics CRM and Oracle also scored well for their case management capabilities. Activision Blizzard overhauled its customer support to handle more support requests through its website using Salesforce Service Cloud, doubling its website traffic and support volume.
Social Business is about strategy first. Social Business Strategy equals corporate strategy, with concepts/business unit strategies following. Campaigns/projects implement the strategy using connected people - employees, partners and clients - on agile, comprehensive, integrated and mobile platforms to achieve vision and mission targets and create business value. Social Business is also about reviewing and changing business models through innovation, disruption, and cultural change.
This document discusses how PAETEC provides personalized communications solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner that can address customers' critical connectivity, continuity, and security challenges through customized solutions.
This article examines the relationship between salesperson usage of CRM technology and sales performance. The authors test the assumption that more CRM usage leads to better performance by developing a Technology Performance Model. They analyze data from 131 salespeople and find a curvilinear relationship, where CRM initially enhances performance up to a point, but beyond that point further usage diminishes and can disable performance. This offers valuable insight for practitioners on achieving optimal technology usage levels to maximize sales performance.
Highly visual pdf explaining why employee engagement matters, what it means and what an 'engaged' employee looks like. The evidence infographic, how we get there and some key ingredients for success. As well as pointing to further resources. Use as is or pick out the bits you need.
Please use as you see fit - this exists to help you have quality conversations about engagement and that lead to positive action.
This document discusses how companies are struggling to provide consistent, positive customer experiences due to increasingly complex customer journeys across multiple channels. It uses Archstone, a real estate company, as an example of a company that improved its customer experience by developing a "Commitment to GREAT" promise and training employees to consistently deliver on this promise. The document advocates that companies should focus on understanding customer expectations, developing people's capabilities to meet those expectations, and engaging leaders to champion the customer experience vision.
1) Business analytics can unlock the power of data and analytics by transforming insight into income, but many organizations struggle to realize this value due to challenges in managing and analyzing vast amounts of data.
2) Organizational silos often prevent companies from making the best use of big data and analytics across end-to-end processes. To address this, companies need a single, enterprise-wide view of data.
3) The best way to achieve a consistent view of data is through a centralized analytics function that provides analytics as a managed service across the business. This function could be an internal shared service center or outsourced through business process outsourcing.
This document discusses how companies can capitalize on opportunities presented by existing customers during economic downturns. It emphasizes that maintaining customer loyalty and effectively serving current customers is crucial for survival and a source of savings and growth. Analyzing customer feedback through tools like Attensity Voice of the Customer allows companies to understand customer sentiment, identify issues, and take actions like preventing churn to preserve revenue and uncover opportunities to increase revenue through customer satisfaction.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
The 2011 SMB Collaboration and Communications Study examined trends, opportunities, challenges, and perceptions around collaboration among small and medium businesses. Key findings include:
- Companies that reward team achievements over individual contributions were more likely to forecast revenue growth.
- Adoption and satisfaction with collaboration tools increased with company size. Integrated collaboration suites were most popular among medium businesses.
- Top challenges for both small and medium businesses were attracting new customers, growing revenue, and maintaining profitability.
ex of my work for client: Corporate Back Office suite On CloudPravin Gandhi
This document describes C.Boss, a cloud-based corporate back office software service for small and medium non-manufacturing companies. It offers various business systems like procurement, inventory management, asset management, financial accounting, and HR/payroll without any upfront investment, licensing fees, or maintenance contracts. Users pay only for the systems they need on a subscription basis and have unlimited users, locations, and usage across multiple group companies. The software aims to simplify IT for sectors like retail, hospitality, media, and healthcare.
Performance Strategy & Change Management Brochure 11 13 2012Claudia Rubino
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to performance management and leading organizational change through plenary and breakout sessions. Attendees can learn about creating strategic alignment, sustaining change initiatives, measuring performance, and more. High-level speakers from organizations like Deloitte, NASA, AARP, and the Wendy's Company will present. Pre-conference workshops will also be offered on topics like the balanced scorecard, change management, leading indicators, and the neurobiology of change. The goal is to provide learning opportunities to help enhance executive strategy and enable positive change within organizations.
Culture Integration and Effective Change Management are the key limiters to driving value from Acquisitions and Mergers. PeopleFirm works with organizations to drive higher levels of value and better outcomes for all involved.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help centers monitor, measure, and improve processes by providing dashboards and scorecards to keep employees focused on key performance indicators. This drives operational improvements across areas like sales, collections, and customer service.
3) Proper performance management addresses identifying top performers and those needing guidance, proactively solving problems, documenting actions and results, and preparing for changing business conditions. The flexible Performance Management Dashboard Solution provides visibility into data and business intelligence.
This document provides guidance on developing performance measurements. It is divided into 6 sections:
1) Introduction
2) Measurement as a management support system
3) What is a balanced scorecard?
4) Developing a customized balanced scorecard
5) Target setting and quantifying performance for incentive programs
6) New performance management system and the performance improvement process
Jan Duffy - UK/Canada: L'esperienza degli Shared Services Centers in UK e in ...innoforum09
This document discusses shared services in the UK and Canada. It provides an overview of shared services, including definitions, frameworks, trends, examples and lessons learned. Key points include that shared services aim to improve efficiency by combining common functions across organizations, while major trends show growing interest in client-facing shared services and innovative sourcing models. Examples highlighted shared services initiatives in the UK and Canadian governments for finance, HR and other back office functions. The document concludes with guidance for implementing shared services successfully.
1. Corporate reputation is gaining importance within company management and boards of directors.
2. Reputation impacts stock value, talent management, customer recommendations, and supplier relationships.
3. The communications management function has evolved to become the strategic manager of a company's perceptions from stakeholders.
The document outlines various options for an asset manager named ABC to pursue "growth from the core" through expanding their investor base. It discusses leveraging segmentation and database profiles to focus efforts. Key strategies mentioned include prioritizing target clients, defining value propositions, identifying client needs, and customizing presentation stages. Metrics like sales volume, AUM, conversions, and retentions are identified to measure performance of integrated sales models across distribution channels and products.
This document discusses how PAETEC provides personalized communication solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner for customers' critical communication needs.
1) Contact centers collect large amounts of data but it is often siloed and difficult to access, organize, and interpret. As a result, many centers focus on easily measured metrics that do not strongly correlate with profitability or customer loyalty.
2) Performance management applications help analyze data to monitor key performance indicators and drive improvements across processes. This helps centers improve customer experiences and operate more efficiently.
3) JumboAnalysisTM provides performance scorecards that aggregate data from different systems. This introduces more objectivity and allows managers to identify areas and employees needing attention to address issues at their root cause.
Salesforce.com was named the winner of the customer case management category for the second year in a row. It received high scores for customer satisfaction, depth of functionality, and company direction. Microsoft Dynamics CRM and Oracle also scored well for their case management capabilities. Activision Blizzard overhauled its customer support to handle more support requests through its website using Salesforce Service Cloud, doubling its website traffic and support volume.
Social Business is about strategy first. Social Business Strategy equals corporate strategy, with concepts/business unit strategies following. Campaigns/projects implement the strategy using connected people - employees, partners and clients - on agile, comprehensive, integrated and mobile platforms to achieve vision and mission targets and create business value. Social Business is also about reviewing and changing business models through innovation, disruption, and cultural change.
This document discusses how PAETEC provides personalized communications solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner that can address customers' critical connectivity, continuity, and security challenges through customized solutions.
This article examines the relationship between salesperson usage of CRM technology and sales performance. The authors test the assumption that more CRM usage leads to better performance by developing a Technology Performance Model. They analyze data from 131 salespeople and find a curvilinear relationship, where CRM initially enhances performance up to a point, but beyond that point further usage diminishes and can disable performance. This offers valuable insight for practitioners on achieving optimal technology usage levels to maximize sales performance.
Highly visual pdf explaining why employee engagement matters, what it means and what an 'engaged' employee looks like. The evidence infographic, how we get there and some key ingredients for success. As well as pointing to further resources. Use as is or pick out the bits you need.
Please use as you see fit - this exists to help you have quality conversations about engagement and that lead to positive action.
This document discusses how companies are struggling to provide consistent, positive customer experiences due to increasingly complex customer journeys across multiple channels. It uses Archstone, a real estate company, as an example of a company that improved its customer experience by developing a "Commitment to GREAT" promise and training employees to consistently deliver on this promise. The document advocates that companies should focus on understanding customer expectations, developing people's capabilities to meet those expectations, and engaging leaders to champion the customer experience vision.
1) Business analytics can unlock the power of data and analytics by transforming insight into income, but many organizations struggle to realize this value due to challenges in managing and analyzing vast amounts of data.
2) Organizational silos often prevent companies from making the best use of big data and analytics across end-to-end processes. To address this, companies need a single, enterprise-wide view of data.
3) The best way to achieve a consistent view of data is through a centralized analytics function that provides analytics as a managed service across the business. This function could be an internal shared service center or outsourced through business process outsourcing.
This document discusses how companies can capitalize on opportunities presented by existing customers during economic downturns. It emphasizes that maintaining customer loyalty and effectively serving current customers is crucial for survival and a source of savings and growth. Analyzing customer feedback through tools like Attensity Voice of the Customer allows companies to understand customer sentiment, identify issues, and take actions like preventing churn to preserve revenue and uncover opportunities to increase revenue through customer satisfaction.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Strategic Process of Cybermount SolutionsDEEPAK TIWARI
The document discusses how online strategic implementation can rejuvenate business processes. It presents a RISE model that focuses on research, image, sales, and efficiency. The model helps identify stakeholders, understand goals, and map strategies. Strategic implementation ensures the right solutions are chosen and successfully launched to achieve business objectives efficiently.
This document provides an overview of ATALIAN's international expansion and operations in 2011. Key points include:
- ATALIAN doubled in size in cleaning services and multi-technique businesses through acquisitions in Central and Eastern Europe, making it a leader in the EU region.
- Acquisitions in Hungary, Romania, Poland, and Croatia rounded out ATALIAN's presence and allowed it to offer multi-service solutions.
- ATALIAN plans to set up offices soon in four new countries: United Kingdom, Serbia, Bosnia-Herzegovina, and Morocco to ensure two new facilities per year.
- Through acquisitions, ATALIAN has leading positions in cleaning,
The client, a large dairy equipment manufacturer in India, wanted to grow its turnover five times in three years by expanding into new states. It partnered with PeopleWiz to manage an organizational transformation called "Akanksha" to prepare for this aggressive growth. PeopleWiz used a program management methodology and formal change management approach to help the client design and implement new organizational structures smoothly. Through training, communication efforts, and process improvements, the transformation helped align the organization and employees to achieve the business's growth objectives. Initial results of the transformation have been positive, putting the business on track to achieve its goals.
The Enterprise Engagement Alliance (EEA), a coalition of leading organizations dedicated to promoting and expanding the philosophy of engagement in business, will make social
networking and interactivity a key learning component of its education program for the first annual EEA Networking Expo, June 3-5, 2010, at the Doral Arrowwood in Rye Brook, NY.
One of the key objectives of the EEA Networking Expo is to help organizations and management create a formal blueprint for the practical implementation of Enterprise Engagement strategies and tactics. Unlike traditional conferences, the Enterprise Engagement Alliance will involve business practitioners in the development and sharing of content in order to tap the expertise of as many people as possible to create the Networking Expo education program and an Enterprise Engagement Best Practices Manual.
Expert speakers will share information on Enterprise Engagement and then facilitate interactive sessions on key elements of engagement. This education concept is based on the premise that attendees will learn more, and organizations will derive greater benefits, if they hear from the
broadest possible number of viewpoints.
Plasma FUSIONTM allows enterprises to automate inefficient business processes by converting them into web-based workflows. It empowers users to dynamically create and deploy role-based process models without coding. The platform unifies processes between customers, partners, and employees. Plasma Computing Group provides custom web and business process management solutions to help organizations optimize processes, streamline operations, and improve interactions across departments and entities.
This document is MCI's 2011 sustainability report. It begins with a message from the CEO, Sebastien Tondeur, who discusses how sustainability has become integrated into MCI's culture, operations, and client services. The report then highlights that MCI employees strongly support the company's focus on sustainability and CSR programs. It also outlines MCI's achievements in 2011 related to sustainability reporting, supply chain partnerships, and event standards. While proud of its progress, MCI recognizes more work remains to be done.
The document outlines the goals and objectives of six different service management processes: Service Desk, Incident Management, Problem Management, Configuration Management, Change Management, and Release Management. The goals are to restore normal service operation quickly, minimize adverse impacts, account for all IT assets and configurations, ensure standard methods for handling changes, and plan releases successfully. The objectives specify actions like providing single points of contact, restoring service, identifying issues, documenting processes, controlling configurations, assessing changes, and planning successful releases.
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.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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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.
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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2. »
Without continual growth and progress,
A N N U A L R E V I E W 2011 3
such words as improvement, achievement,
«
and success have no meaning.
2011
BENJAMIN FRANKLIN , 1706-1790 QuestBack in brief
QuestBack is a global leader of enterprise feedback man-
agement (EFM), customer experience management (CEM),
social CRM and market research for businesses of any size.
Through our cost effective Software as a Service (SaaS) platform,
we offer an end to end solution for organizations to gain real time
insight by capturing feedback, engaging in dialogues and tracking
behavior of customers, employees and partners, in order to drive
better business decisions and strengthen relations.
We help enterprises and agencies do more with less – to en-
gage audiences for reliable, actionable insight that have a direct
benefit on the company bottom line. QuestBack services more than
5,000 customers worldwide through all online feedback channels.
Founded in 2000, QuestBack is headquartered in Oslo, Norway
with 19 offices worldwide. Over the past few years QuestBack`s
achievements and technology have been recognized and awarded
numerous times; Deloitte Technology Fast 500 EMEA, Red Herring
100 Global, and Nordic TechTour. 2011 also includes listing in
Gartner’s Magic Quadrant for Social CRM and Forrester’s EFM
Wave report. (Market Insights Platform providers)
HISTORY TIMELINE
CONTENT
1999: Newspaper article in Financial Times spurs the idea of QuestBack: to create a two-way,
HISTORY TIMELINE· · · · · · · · · · · · · · · · · · · · · · · · · · · · 3 UNIQUE POSSIBILITIES· · · · · · · · · · · · · · · · · · · · · · · · 15 internet based service for actionable feedback management (Ask Act), basing it on a
business model that later has become known as Software as a Service (SaaS).
QUESTBACK IN BRIEF · · · · · · · · · · · · · · · · · · · · · · · · 3
· · CASE STUDY “BOSCH POWER TOOLS”· · · · · · · · · · · · 16
Jan 2000: QuestBack is founded. One employee at the Oslo office.
CEO’S SUMMARY· · · · · · · · · · · · · · · · · · · · · · · · · · · · · 4 CASE STUDY “SWISS” · · · · · · · · · · · · · · · · · · · · · · · 17
· · Aug 2000: Beta-version of QuestBack’s 1.0 version of our feedback management software.
Five pilot customers on board.
ORGANIZATIONAL DEVELOPMENT INTEGRATION· · · · 5 BOARD OF DIRECTORS’ REPORT · · · · · · · · · · · · · · · · 18 Nov 2001: Profitable after successful commercialization of product in the Norwegian market.
2004: Taking the success abroad: establishing QuestBack in Sweden.
THE MANAGEMENT · · · · · · · · · · · · · · · · · · · · · · · · · · 6
· · CONSOLIDATED STATEMENT OF PROFIT AND LOSS· · 20
2005: Gartner Group names our industry “Enterprise Feedback Management” (EFM),
OUR VALUE PROPOSITION · · · · · · · · · · · · · · · · · · · · · · 7 CONSOLIDATED CASH FLOW STATEMENT · · · · · · · · · 21 defining it exactly as QuestBack did it back in 2000.
2005-2007: European leap: Establishing QuestBack in 11 additional countries across Western Europe.
OUR VALUES · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · 8 CONSOLIDATED BALANCE SHEET · · · · · · · · · · · · · · · 22 2008: Reaching 100 MNOK in revenues.
Sept 2008: Acquiring Norwegian competitor Refleks, as well as Easyresearch –
SOLUTIONS · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · 10 WHERE YOU CAN REACH US · · · · · · · · · · · · · · · · · · · 24
the Swedish market leader within EFM
OUR SPACE · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · · 12 2009: Global financial crisis – yet no increase in customer churn amongst QuestBack customers
throughout the recession – demonstrating the strong value created for our customers.
OUR OFFERING · · · · · · · · · · · · · · · · · · · · · · · · · · · · 13
· · Sep 2010: Acquiring Digium – the Finnish market leader within EFM. Thus making QuestBack
the undisputed market leader within EFM in the European market.
OUR PLATFORM · · · · · · · · · · · · · · · · · · · · · · · · · · · · · 14
Acquiring Globalpark – the German market leader within EFM. Reinforcing QuestBack’s global
2011:
position as well as strengthening the product offering in Social CRM and market research.
3. A N N U A L R E V I E W 2011 5
CEO’S SUMMARY ORGANIZATIONAL DEVELOPMENT INTEGRATION
Clear QuestBack:
market leader stronger with
in Europe Globalpark
was a landmark year for QuestBack. Social CRM (SCRM), Enterprise Feedback Management (EFM), In August 2011 QuestBack acquired Globalpark AG and It is a reflection and recognition of the RD focus of the former
With the acquisition of Globalpark in August, and Voice of the Customer (VoC) initiatives are gaining momen- Globalpark, Inc. As a result of the acquisition, we have signifi- Globalpark organization that the CTO of the company, Oliver
2011 we solidified our position as the clear mar-
ket leader in Europe and became a top five
tum in all of our markets. The underlying force that drives this
development is the experience economy, where people are now
cantly strengthened our market presence in the German speak-
ing part of Europe, as well as in the UK and the US. Geographi-
Trabert, was named Group CTO and joined the existing Group
Management Team.
vendor globally. We are firmly on course to clearly placing more and more emphasis on their experience as cal expansion alone, was however not the main driver behind
become the global leader in our space. The a customer or consumer. In short: customers expect more, they the acquisition; but rather the strong and innovative product From 2012, all Globalpark companies will change their names
acquisition also strengthened our product offering extensively, es- switch more, and tell more. Consequently, businesses focus portfolio and the strong RD focus of the Globalpark organiza- to QuestBack, and already the products in the former Global-
pecially within Social CRM and market research. Being recognized heavily on customer experience management, where our wide tion. The product offering fully complements that of the legacy park portfolio are offered and successfully sold in the global
in both Gartner`s Magic Quadrant for Social CRM and Forrester’s SCRM offering will be a cornerstone of any serious initiative. This QuestBack organization, which now can boast a strong foot- QuestBack organization.
Wave for EFM are confirmations that QuestBack is leading the way, is not about surveys and reports, but about the ability to capture hold in the social CRM and high-end EFM spaces, as well as
and underpins our unique ability to bridge the gap between tradi- and manage timely and relevant feedback, as well as integrating within the market research vertical. The rumor in the market that Current focus is on integrating the whole product on a joint
tional CRM and social media with our Social Engagement Platform. feedback with core customer systems and business processes “everything is possible” with the Globalpark EFS platform has platform, so that all our current 5,000 customers can benefit
Our complete product offering is now nothing short of impressive across all channels. QuestBack enables organizations to gain been proven to be true. With the sales and marketing acumen immediately from new functionality being developed, as well as
and a real game-changer for companies trying to navigate in this actionable insight and build stronger relationships with custom- and the mass market solutions of the QuestBack organization in make use of the wider service offering which already exists in
“Age of the Customer.” ers and employees, through our leading feedback and social addition, we are now in a position to lead the market develop- the combined product portfolio.
engagment solutions. This is our core value proposition to our ment. QuestBack is now a top five global vendor in our space,
customers. As we enter 2012, the 255 employees in QuestBack and we can target and serve customers with a wide variety of Current and new customers can rest assured that QuestBack
all work to exceed our customer’s expectations in this area. We needs at all levels of the organization. is the best vendor in this space to help them grow their own
also have exciting new products to be launched in the market business; address their business problems, and create superior
this year, and we are very well positioned to realize our vision of experiences!
creating the winners of the experience economy.
Ivar Kroghrud
CEO, QuestBack AS
IVAR KROGHRUD, CEO
IVAR HAS BEEN WITH QUESTBACK
SINCE THE FOUNDATION IN 2000, AND
IS RESPONSIBLE FOR THE OVERALL
RUNNING OF THE COMPANY.
4. A N N U A L R E V I E W 2011 7
THE MANAGEMENT
Executive
management
QuestBack
OUR VALUE PROPOSITION
enables organizations
Ivar Kroghrud
Chief Executive Officer
Eli Cathrine Disch
Chief Financial Officer
Oliver Trabert
Chief Technology Officer
Matti Heikkonen
Chief Operating Officer
to gain actionable
Ivar has been with QuestBack
since the Company was founded in
2000, and is responsible for the over-
Eli Cathrine joined QuestBack in
2008. She came from the position
as CFO at Buypass AS – a Norwe-
Oliver joined QuestBack in 2011
as CTO as a result of the acquisi-
tion of Globalpark. Oliver was the
Matti joined QuestBack in
2010 as a result of the acquisition
of Digium – a Finnish market leader
insight and build
stronger relationships
all running of the company. Before gian supplier of secure solutions for founder and managing director of in EFM solutions. Matti has been the
joining QuestBack, Ivar worked as a electronic ID, signature and payment. WP-Experts and was one of the key CEO of Digium since 2007, and the
management consultant, focusing Prior to this, Eli worked for 8 years architects of the tie-up with Global- chairman of the board during years
with customers and
on strategy and eBusiness. Ivar holds at PricewaterhouseCoopers; first as park. Prior to founding WP-Experts, 2004-2009. Prior to Digium, Matti
a Bachelor’s degree from the Royal Finance Director at PwC in Hun- Oliver held several senior positions worked at Nokia Corporation in
Norwegian Naval Academy and a gary, then as a senior management at Conet, initially in its German office business development; first in
Master’s degree from the Norwegian consultant at PwC Consulting in and then for his last three years as strategic projects and then in
employees, through
School of Management (BI). Oslo. Eli Cathrine has a Bachelor’s CTO of Conet USA. Oliver is the strategic alliances responsible for
degree in Business Administration author of numerous books and the global Nokia – Cisco Systems
from the American University in Paris, specialist articles on business portals alliance. Prior to this, Matti’s positions
an MBA from the Norwegian School and internet applications. Oliver is a have included business develop-
leading feedback and
of Management BI, as well as studies true thought leader within Customer ment, ma, strategy and manage-
in Corporate Finance from London Experience Management, Social ment within the software industry.
Business School. Media and Feedback Management. Matti has an M.Sc (tech.) from
social engagement
Helsinki University of Technology.
solutions.
5. A N N U A L R E V I E W 2011 9
OUR VALUES
The value of
having values
Develop Be Care
continuously passionate about about each other
what we do as colleagues
Think
outside the box Don’t Care
rest on our about our
Find laurels customers
solutions
Go Care
Seek the extra about the world
to create maximum mile we live in
customer value
Q
uestBack is a fast growing software com- The right decisions, both big and small, on every level,
pany. All the people here at QuestBack are every day. It is our belief that the employees at QuestBack
highly capable knowledge workers. They go to will make the right decisions if they can be made by the
work in the morning facing a rapidly develop- right person, at the right level, without unnecessary esca-
ing and demanding marketplace. As we grow and as we lation or bureaucracy. To do this we need two key ele-
continue to work towards our vision of making our custom- ments: a shared understanding of where we are going, and
ers the winners in the experience economy, we are faced shared core values that are work as a compass in our
with a constant need to make the right decisions. everyday decision making.
6. A N N U A L R E V I E W 2011 11
SOLUTIONS
Feedback
and experience
management
HUMAN RESOURCES QuestBack provides feedback management services
» Recruitment Process Evaluation* and know-how for gathering, analyzing, and responding
» Employee Turnover/Exit Evaluation* to business critical feedback.
» Competence Mapping
SALES » Management Evaluation TRAINING
» Employee Satisfaction Survey
EASY TO GET STARTED!
» Lead Generation » Invitation and Registration*
» Sales Meeting Evaluation* » Expectations/Pre-knowledge Mapping* » USER FRIENDLY
» Lost Prospect Review* » Training Evaluation*
» New Customer Entry/Exit » Training Effectiveness » WEB BASED
Evaluation* Measurement*
» READY TO USE TEMPLATES
» PRO ACTIVE ADVISORS
» ACCESSIBLE SUPPORT
CONTACT/CALL CENTER YOUR COMPANY/ MANAGEMENT
» Request/Task Registration ORGANIZATION » Employee Satisfaction Survey
» Experience Evaluation » Management Evaluation
» Task and Follow-up Assignment » New Employee Entry/Exit Evaluation*
» Lead Generation » New Customer Entry/Exit Evaluation
» Customer Satisfaction Survey
MARKETING INFORMATION
» Customer Satisfaction Survey » Satisfaction Survey
» Customer/User Panel » User Panel
» Product and Service Offering Evaluation* » Web Site Evaluation*
» Web Site Evaluation* ADMINISTRATION » Information Campaign Evaluation*
» Campaign Evaluation* » Service Offering Evaluation
» Administration Internal Events
» Internal Service Evaluation*
» Meeting Planning
» Innovation/Suggestion Box
» Purchase Decision Support
* VENT-TRIGGERED AND PROCESS BASED SURVEYS AND/OR EVALUATIONS.
E
MORE ABOUT SOLUTIONS ON WWW.QUESTBACK.COM
7. A N N U A L R E V I E W 2011 13
SOCIAL CRM
EFM Customer Relationship
Enterprise Feedback Management fostered by
Management communication with custom-
EFM ers through communities and
other social networking sites
OUR OFFERING
CEM
SOCIAL
CRM
A one stop shop
Managed service
Self service Assisted self service Managed deployment
(Outsourcing)
CEM
Customer Experience
MARKET MARKET RESEARCH SERVICES DEPLOYMENT
Management, controlling RESEARCH Customer intelligence and
and benchmarking of customer insight with focus Customer
Human Administration
brand experience at on the social web Sales Marketing
Resource
Market Training Services
Data
Product
Management Management Research Events Contact Development
Management Collection
digital touch points Center
MAIN SOLUTION AREAS
OUR SPACE
Feedback, experience
Survey Roles Analytics Master Data Community Mobile Integration
Data collection Workflow Reporting Management Portal Social Customization
management, and market
MAIN PRODUCT COMPONENTS
QUESTBACK FEEDBACK MANAGEMENT
QUESTBACK OFFERING
ENGAGEMENT PLATFORM
research meet social EFM CEM SOCIAL CRM MARKET RESEARCH
engagement CORE COMPETENCE AREAS
Q T
uestBack is positioned at the center QuestBack`s product launches in 2012 will strengthen o be a winner in the experience economy, QuestBack provides both out-of-the-box and tailor-
of four emerging areas. Coming from these areas significantly with new and innovative solu- companies have to focus on how their made solutions. We have some of the biggest global
the areas of feedback management tions for the customers. To the extent organizations customers perceive their brand, and they brands on our client list, as well as smaller compa-
and market research, QuestBack has still question the value of investing in social media, have to embrace social media and en- nies. These organizations all find what they need to
taken the global shifts in the market seriously. With QuestBack will help put the discussion to an end. gage their stakeholders through the new channels. collect feedback, do research, report, analyze and
innovative new products and solutions we have ex- QuestBack makes all this possible with our compre- engage using QuestBack products.
tended our offering and reach tremendously, and we hensive product portfolio.
are today heavily focused on Customer Experience
Management (CEM) and social engagement.
8. A N N U A L R E V I E W 2011 15
OUR PLATFORM UNIQUE POSSIBILITIES
Everything you need Social media meets
in one place traditional CRM
No connection between Chaos
traditional CRM and Lack of Control
social media collectivity Lack of Trust
Real-time insight
Relevance
Personalization
Control
Actionable data (=RoI)
F S
lexible role and rights management enable all organi- ocial media has changed the game, and enterprises
zational departments to use the platform as their own are looking for ways to regain control. QuestBack of-
secure online research and engagement platform. fers solutions to do exactly that; putting unstructured
Actionable and meaningful feedback from customers data back in controllable business processes.
or employees is available quickly and continuously. QuestBack
customers can engage, collaborate and share without leaving the
QuestBack platform. The platform is highly scalable, certified and
compliant with the strictest security standards.
OLIVER TRABERT, CTO
OLIVER WAS THE FOUNDER AND
MANAGING DIRECTOR OF Event Driven Feedback
WP-EXPERTS AND IS A THOUGHT Social Insight
LEADER WITHIN CUSTOMER Social media monitoring
EXPERIENCE MANAGEMENT Community
AND ENTERPRISE FEEDBACK Panel
MANAGEMENT.
9. A N N U A L R E V I E W 2011 17
CASE STUDY CASE STUDY
Bosch Power Tools Swiss Air
knows the value fights for satisfied
of Facebook fans customers
ABOUT BOSCH POWER TOOLS ABOUT SWISS
Bosch Power Tools is the European market leader for profes- Swiss International Air Lines is part of the Lufthansa Group and
sional power tools. The company supplies craftsmen and com- a member of Star Alliance since 2006. Swiss serves from its Zu-
panies covering all industries: from woodworking to electrical rich hub and the further Swiss international airports of Basel and
installation and all the way to building construction and civil Geneva with a fleet of 90 aircraft 70 destinations in 37 countries
engineering. all over the world.
SITUATION SOLUTION RESULT SITUATION SOLUTION RESULT
Market research findings have shown that recom- Bosch Power Tools needed a software solution With Social Insight Connect, Bosch Power Historically, SWISS evaluated customer satis- SWISS needed to change their data collection ap- The success factors of CSS require top man-
mendations amongst colleagues make a decisive that could create a comprehensive and custom Tools was able to answer a lot of questions. One faction through paper surveys, administered by proach to something more reliable and customer agement commitment, intelligent survey design,
contribution to the sales success of Bosch Power analysis of the users in social networks possible. result showed that an above-average number cabin crew during the flight, a strongly interview- friendly, that would measure across the entire and clear responsibilities. SWISS achieves this
Tools. For this reason, Bosch Power Tools focus of Bosch fans on Facebook are woodworkers. er- biased method but still common for many experience - tracking satisfaction scores from 14 by making a program like CSS part of perfor-
on social networks. The goal is to develop plat- Social Insight Connect is a Facebook app that Bosch Power Tools reacted to these findings airlines. Additionally, the paper survey didn’t stages of the customer journey. They would also mance targets. Moreover, they integrate three
forms for brand fans and brand ambassadors to combines quantitative and qualitative market with a specific approach to this target group, provide clear insight of the flight guests repur- allow customers to use their preferred method different IT Systems (Customer database, Book-
offer these valuable customers an ideal environ- research methods. With this, brands such as e.g. through the staging of power tools used for chase intention. Since responses were collected of response, including mobile devices and tab- ing system, QuestBack EFM platform) to make
ment for recommendations. Bosch Power Tools Bosch Power Tools, can verify whether they are woodworking. before landing and arrival – it was missing key let computers to measure feedback on satisfac- the survey as intelligent and short as possible.
operates two social media platforms. reaching the correct target group on Facebook. elements of the overall experience. The SWISS tion from travelling customers. SWISS uses the They also involve all customer-facing depart-
At the same time, they can enter into direct in- Bosch was able to positively answer the question customer experience varies a great deal, de- QuestBack Enterprise Feedback Suite (EFS), with ments from the beginning to ensure that CSS
The professional community, known as “Bob”, teraction with selected, especially valuable cus- regarding the overlap between the Bob Commu- pending on the class (First, Business, Economy) all its online, mobile, local and social feedback ca- becomes a success. SWISS aimed to improve
which has more than 460,000 visitors and 35,000 tomer segments in order to better understand nity and the Facebook fan page: Only about 11% in which the flight guest travels. For this reason, pabilities. Most of the business or first class cus- the overall experience across its three customer
registered users, and primarily targets existing their needs. Social Insight Connect makes it pos- of the Bosch Power Tools social media users are SWISS tracks five segments separately (first tomers are members of the SWISS frequent flyer segments, and 14 steps of the customer journey
customers, and the Facebook fan page, with sible for Bosch Power Tools to gain indispensable active on both the Bob Community and Face- class, business class, economy class, long-haul program, which means there is usually customer (from ticket purchase to baggage claim). Specific
more than 10,000 fans. The purpose of the Face- knowledge for effective social media marketing. book. This means that addressing a new target and short-haul). The challenge the Customer data like email address, current flight details and goals were:
book page is to approach all Bosch fans who do group on Facebook was successful. The results Satisfaction Survey (CSS) group faced was the customer history, available. The surveys are sent » Increase customer satisfaction
not yet own their own Bosch power tools – e.g. Ivar Kroghrud, CEO of QuestBack, explains: “To- show in particular that the planned recruitment of participation of each class. by email some days after the flight – with partially » Increase customer engagement, with higher
vocational trainees or young craftsmen. day, social media plays an increasingly important vocational trainees was successful. completed known details about the customer response rates and more favorable feedback
role in the communication between brand and and the route. SWISS uses a random quota se- experience.
Bosch Power Tools’ goal was to find out whether customer. Facebook is a powerful tool for brand The findings show that the social media strategy lection in several steps, to capture reliable and » Establish qualitative customer feedback
the marketing investment on Facebook was loyalty, because people are given direct access of Bosch Power Tools is paying off. Both Face- valid feedback without having to interview each as an early indicator to identify potential
worthwhile. “Do we reach new target groups? to their favorite products there. Nevertheless, book and the Bob Community are necessary in flight guest. improvement areas. Suggestions were help-
How valuable are our Facebook fans in compari- companies have not yet taken advantage of all order to reach a large number of the stakeholder This includes a targeted approach for: ful, and applied towards the business class
son to the members of the professional commu- the opportunities that this virtual exchange of in- groups and industries that are relevant for the » Every airport and travel route
seating plan.
nity? How much overlap is there between Face- formation has to offer.” success of Bosch Power Tools. » Each type of aircraft
» Reduce the cost of capturing feedback.
book and the professional community?” Such » All three travel classes
findings are necessary in order to implement With Social Insight Connect, Bosch Power Tools » All flight stages: booking procedure, Check-
marketing resources in a targeted manner, and to can analyze its Facebook fans – thus designing in, Lounge, Boarding, Departure punctuality,
align all activities so that they are of optimal value new initiatives for current and future Bosch Power Irregularity handling, Cabin crew, Food and
to the company. Tools customers. beverages, Reading material, Seating comfort,
Cabin interior, Cleanliness, Arrival services,
Speed of baggage delivery.
10. A N N U A L R E V I E W 2011 19
THE BOARD OF DIRECTORS OF QUESTBACK AS
Board of directors’
report
ACCOUNTING
THE BUSINESS THE FINANCIAL STATE- TREATMENT OF WORKING
1 2 MENTS AND ACCOUNT- 4 THE INVESTMENT 6 ENVIRONMENT, STAFF
ING PRINCIPLES IN SUBSIDIARIES AND DIVERSITY
With the acquisition of the German company Globalpark AG, as The financial statements for the QuestBack group comprise the The subsidiaries’ financial results are fully consolidated into the The working environment within the group and the subsidiaries is
well the US distributor Globalpark, Inc, QuestBack has confirmed financial accounts for the parent company QuestBack AS, as well group statement of profit and loss from the date of the acquisi- considered to be good. There were 62 employees in the parent
its position as Europe’s leading supplier of complete services as the financial statements for the subsidiaries QuestBack Swe- tion. In the preparation of the group accounts, the purchase price company in 2011, whereas there were 71 employees in the rest
and solutions for organizations’ management and analysis of den AB, QuestBack Danmark A/S, QuestBack Holding OY (FI) in connection with the acquisitions is allocated to the relevant of the Nordic countries. The acquisition of the Globalpark enti-
feedback and dialogue with their customers and stakeholders, and QuestBack Group OY. The financial accounts for Globalpark items in the balance sheet; both to tangibles, as well as to intan- ties brought a further 132 employees in Germany, Austria, Great
whether it is in the form of Enterprise Feedback Management; AG, including the subsidiaries Tivian GmbH, Globalpark Austria, gible assets, such as customer portfolio, trademarks, technology Britain and the US, bringing the total number of employees to
through the integration and collaboration with more traditional Globalpark UK, Globalpark, Inc, and WP Experts GmbH are con- and goodwill. The latter consists of excess values in the shape of 265 in 2011. Approximately 25 % of the employees are women.
CRM-systems; or by means of integration with and the use of solidated into the group accounts with effect from 1 August 2011. the employees’ know-how; customer relationships beyond that There are no women on the board of directors. The company has
social media. The Group developed and marketed such services which is reflected in the actual customer contracts; as well as the as a goal to be an equal opportunity employer, and has since its
in 2011 under the product brand names QuestBack®, Digium, The group financial statements are prepared according to IFRS corporate culture and the growth potential that the acquisition establishment maintained a policy that there should be no dis-
Easyresearch Feedback Manager, and Globalpark EFS. The solu- (International Financial Reporting Standards) entails. In connection with the acquisition of Globalpark, an al- crimination on the basis of sex.
tions are provided on a Software as a Service (SaaS) - platform, location has been made in accordance with IFRS 3.
whereby customers’ access is provided on the basis of a sub- QuestBack AS is owned by QuestBack Holding AS, which is held QuestBack has operations in all of Europe and in USA. Amongst
scription, usually for a year at a time. by the private equity fund Reiten Co Capital Partners VII and a The Directors are of the opinion that the financial statements give the approximately 60 full time equivalents at the head office in
wide group of employees and management. a true and accurate picture of QuestBack AS’ assets and liabili- Oslo, there were employees of 10 different nationalities. Within
The growth in the underlying business of the QuestBack Group ties; financial standing, and financial results. The conditions for a the group there are in total more than 20 nationalities represent-
continued in 2011, and with the Globalpark acquisitions, the The QuestBack group reported revenues of 232.3 million NOK in going concern are present, and the financial statements for 2011 ed, and the group management team consists of four members
Group can show a growth in total revenues of 66 % as compared 2011, and presented an ordinary net profit before tax of 25 million have been prepared on this basis. and as many nationalities. The official group language is English.
to reported revenues in 2010. NOK. At the close of 2011 the group had a total balance of 29 Specific measures to promote further diversity are therefore not
million NOK in unrestricted cash. The group profit after tax was deemed necessary.
COMMENTS ON
At the end of 2011, QuestBack AS had fully owned subsidiar-
ies in Finland, Sweden, Denmark, Germany, Austria, Great Britain
15.5 million NOK.
5 THE PROSPECTS
and USA, with offices in Oslo, Helsinki, Stockholm, Gothenburg, FOR THE BUSINESS
RESEARCH
Malmo, Copenhagen, Cologne, Vienna, London, and New York.
Furthermore, QuestBack had franchise offices in 10 additional 3 AND DEVELOPMENT The Directors of QuestBack AS observe that the market for the
countries. services provided by the group is growing rapidly. The develop-
ment in the group during 2011, as well as the access to new
The company has its headquarters in Oslo, at Løvenskioldsgate QuestBack has people involved in development work in Oslo, technology and services made possible through the Global-
26. The group management team is based in Oslo and in Hürth Helsinki, Stockholm, and Cologne. These resources work as a park acquisition, open up new market opportunities not only in
outside of Cologne. single team on the further development of the QuestBack ser- Europe, but also in North America. The company continues its
vices, with a particular focus on development of new functional- growth ambitions.
More than 75 per cent of the group’s revenues are generated ity and applications. Following the acquisition of Globalpark, the
outside of Norway. main hub for RD has been placed at the offices in Hürth, outside
of Cologne.
The RD work is organized as a group project, and the costs
related to the development of concept and programming is rec-
ognized as an intangible asset in the balance sheet at group level.
11. A N N U A L R E V I E W 2011 21
PROFIT AND LOSS PROFIT AND LOSS
Consolidated Consolidated
statement of cash flow
COMMENTS:
profit and loss statement
The consolidated financial statements
for the QuestBack Group are prepared QuestBack Group NOK’000 EUR’000 QuestBack Group NOK’000 EUR’000
according to International Financial 2011 2010 2011 2010 2011 2010 2011 2010
Reporting Standards – IFRS. The figures
include the entities QuestBack AS with Sales revenue 230,152 137,186 29,535 17,035 CASH FLOW FROM OPERATING ACTIVITIES
its subsidiaries QuestBack Sweden AB, Operating profit/loss 25,018 30,449 3,210 3,781
Other revenue 2,121 2,376 272 295
QuestBack Danmark A/S, QuestBack
Income tax paid -6,117 -8,752 -785 -1,087
Holding OY (Finland) as well as QuestBack Total revenue 232,273 139,561 29,807 17,330
Group OY (Finland) with subsidiaries. Depreciation and amortisation 10,177 5,609 1,306 696
Cost of Goods Sold 30,134 17,874 3,867 2,220
Change in accounts receivable -14,420 3,069 -1,850 381
In addition Globalpark AG with its
Gross profit 202,139 121,687 25,940 15,110
subsidiaries Tivian GmbH, Globalpark Change in accounts payable 4,720 -176 606 -22
Austria GmbH, WP Experts GmbH, Personnel costs 115,369 60,927 14,805 7,566 Change related to allocation to tax reserve (Sweden) - -4,642 - -576
Globalpark UK Ltd, and Globalpark INC
are included from the time of acquisition; Other operating costs 43,870 23,167 5,630 2,877 Change in other current items and accruals -22,170 9,847 -2,845 1,223
i.e. 1 August 2011.
Total operating costs 159,238 84,093 20,435 10,442 Change in working capital - - - -
The consolidated accounts are prepared EBITDA 42,901 37,593 5,505 4,668 Net cash flow from operating activities -2,791 35,403 -358 4,396
in Norwegian kroner (NOK), which is the
functional currency of the mother company Depreciation and amortisation 10,177 5,609 1,306 696 CASH FLOW FROM INVESTING ACTIVITIES
and the Group. Figures in EUR are Purchase of fixed assets -5,125 -1,312 -658 -163
EBIT 32,724 31,985 4,199 3,972
presented for informational purposes only.
For the statements of profit and loss and Net financial items -7,705 -1,535 -989 -191 Purchase of intangible assets -65,794 - -8,443 -
cash flow, the figures are converted at the Purchase of financial assets - -173 - -21
average rate for the relevant reporting year. Earnings before tax 25,081 30,449 3,211 3,781
For 2011 the NOK conversion rate to the Cash received on other receivables -33 - -4 -
Tax on earnings 9,339 8,997 1,160 1,117
EUR was 7.79, whereas the comparable Cash payments on other receivables -7,248 - -930 -
rate for 2010 was 8.05. Earnings after tax 15,679 21,453 2,051 2,664
Net cash flow from investing activities -78,200 -1,485 -10,035 -184
CASH FLOW FROM FINANCING ACTIVITIES
250
Cash from increase in long-term debt - 8,375 - 1,040
Revenues Reduction in long-term debt -4,388 -8,395 -563 -1,042
200
EBITDA Reduction in short-term debt - - - -
Reduction debt to parent company 103,218 -39,441 13,246 -4,897
150
Net cash flow from financing activities 98,830 -39,460 12,683 -4,900
100 Net change in cash and cash equivalents 17,839 -5,542 2,289 -688
Cash and cash equivalents at the start of the period 33,164 33,316 4,256 4,137
50 Cash balance in investment target - 5,390 - 669
Currency gain/loss on cash or cash equivalents 868 - 111 -
0
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Effect of exchange rate differences - - 41 74
Cash and cash equivalents at the end of the period 51,871 33,164 6,697 4,192
12. A N N U A L R E V I E W 2011 23
PROFIT AND LOSS PROFIT AND LOSS
Consolidated Consolidated
balance sheet balance sheet
1 2
QuestBack Group NOK’000 EUR’000 QuestBack Group NOK’000 EUR’000
ASSETS AS AT 31 DECEMBER 2011 2010 2011 2010 EQUITY AND LIABILITIES AS AT 31 DECEMBER 2011 2010 2011 2010
NON-CURRENT ASSETS EQUITY
SHARE CAPITAL
Intangible assets 346,805 163,248 44,777 20,636
Issued capital 13,614 12,295 1,758 1,554
Furnishings and equipment 6,910 2,909 892 368
Share premium 57,738 270 7,455 34
Other financial assets 5,724 6,891 739 871
Total share capital 71,352 12,565 9,212 1,588
Total non-current assets 359,438 173,048 46,408 21,874
RETAINED EARNINGS
CURRENT ASSETS Other equity 23,439 7,989 3,026 1,010
Receivables Total retained earnings 23,439 7,989 3,026 1,010
Accounts receivable 68,036 28,301 8,784 3,577 Total equity 94,791 20,554 12,239 2,598
Other receivables 16,790 11,911 2,168 1,506 LIABILITIES
NON-CURRENT LIABILITIES
Total receivables 84,826 40,212 10,723 5,083
Deferred tax liabilities 9,522 1,353 1,229 171
Cash and cash equivalents 51,871 33,164 6,697 4,192
Intra-group long-term liabilities 209,429 106,111 27,040 13,413
TOTAL CURRENT ASSETS 136,697 73,376 17,420 9,275
Other non-current liabilities 35,558 1,973 4,591 249
TOTAL ASSETS 496,135 246,424 63,828 31,149
Total non-current liabilities 254,509 109,437 32,861 13,834
CURRENT LIABILITIES
COMMENTS: Accounts payable 15,644 5,381 2,020 680
The consolidated financial statements for the Quest- The consolidated accounts are prepared in Norwe-
Back Group are prepared according to International gian kroner (NOK), which is the functional currency of Income tax payable 4,045 2,289 522 289
Financial Reporting Standards – IFRS. the mother company and the Group. Figures in EUR Public duties payable 14,817 9,424 1,913 1,191
The balance sheet reflects all entities held as at are presented for informational purposes only. For the
31.12.2011. In connection with the acquisition of balance sheet, the figures are converted at the clos- Intra-group short-term liabilities 1,135 1,135 147 144
Globalpark AG and Globalpark, INC, respectively, a ing rate for the relevant reporting year. For 2011 the Other short-term liabilities 111,195 98,202 14,357 12,413
purchase price allocation was performed. This entails NOK conversion rate to the EUR was 7.79, whereas
the identification of all tangible and intangible assets the comparable rate for 2010 was 7.91. Total current liabilities 146,836 116,432 18,959 14,718
to which the relevant portions of the acquisition price
Total liabilities 401,345 225,869 51,819 28,551
are allocated, in accordance with IFRS 3. Similar ex-
ercises have been performed for all previous acquisi- TOTAL EQUITY AND LIABILITIES 496,135 246,424 64,058 31,149
tions. To the extent any intangibles are qualified as
goodwill, these are tested every year for impairment
of the value. ELI CATHRINE DISCH
JOINED QUESTBACK IN 2008. SHE
HAS OVER 20 YEARS’ EXPERIENCE
WITH FINANCIAL MANAGEMENT AND
CONSULTING IN A VARIETY OF BUSI-
NESSES, ALL OF WHICH HAVE BEEN DE-
FINED BY RAPID GROWTH AND CHANGE
13. WHERE YOU CAN REACH US
HEAD OFFICE SUBSIDIARIES FRANCISEES
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