Orchestrating a Successful CRM ImplementationSalesforce.org
Join an interactive discussion about how to effectively set expectations, manage requirements, and get buy-in across the enterprise to successfully launch CRM. To kick off the conversation, Babson College will share how they were initially just looking for a CRM solution, but soon realized that they needed to revamp business processes, systems, and technology from the ground up. World Learning will share how implemented Salesforce to three distinct business entities within one enterprise Salesforce environment for better cross-entity collaboration. You should walk away with shared ideas, best practices, and lessons learned from your peers as to how to manage change and adoption.
Benchmarking is a continuous improvement practice used by many facilities managers as a cost effective way to identify potential opportunities and implement proven practices. This presentation will describe how facility managers can get value from each step in the benchmarking process.
Given the rate of change and budget pressures today, many organizations do not invest the time or resources to develop a traditional strategic facility plan. However, an agile management approach can be used to leverage available information so executives and facility staff can be confident that they have the right facilities in place and they are making good investment decisions.
Orchestrating a Successful CRM ImplementationSalesforce.org
Join an interactive discussion about how to effectively set expectations, manage requirements, and get buy-in across the enterprise to successfully launch CRM. To kick off the conversation, Babson College will share how they were initially just looking for a CRM solution, but soon realized that they needed to revamp business processes, systems, and technology from the ground up. World Learning will share how implemented Salesforce to three distinct business entities within one enterprise Salesforce environment for better cross-entity collaboration. You should walk away with shared ideas, best practices, and lessons learned from your peers as to how to manage change and adoption.
Benchmarking is a continuous improvement practice used by many facilities managers as a cost effective way to identify potential opportunities and implement proven practices. This presentation will describe how facility managers can get value from each step in the benchmarking process.
Given the rate of change and budget pressures today, many organizations do not invest the time or resources to develop a traditional strategic facility plan. However, an agile management approach can be used to leverage available information so executives and facility staff can be confident that they have the right facilities in place and they are making good investment decisions.
Collaborating to Achieve Seamless Source to Pay in 2017Aria McGuinness
Procurement and sourcing continue to evolve into a strategic function within the enterprise and today’s teams oversee everything from supplier sourcing, contract negotiations, supplier relationship management and compliance. Best-in-class teams now drive successful business outcomes by collaborating closely with the lines of business and leveraging transparency to tie projects to business impact. Companies looking to manage more strategic spend quickly realize that effective collaboration is key to more efficient and effective source to pay processes and outcomes.
Attend this webinar to find how your sourcing and procurement teams can leverage new age collaboration to achieve seamless, connected and impactful source to pay processes in 2017.
Learn about:
-Embedding collaboration across source to pay processes and improve performance
-Predicting business impact before project investment to prioritize spend
-Championing quality of spend and supplier-led innovation
-Collaborating across the enterprise and supplier network to really transform the enterprise
Optimizing "Customer Experience with CRM / Salesforce toolsMike Reardon
CRM is not a software. It is your business strategy, business model all hopefully geared to ensure you're customer centric. This presentation is a quick update to highlight what should be included to ensure your CRM project success.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
Drawing on its specialized expertise in vendor management, in this case study WGroup assessed the client’s existing vendor management and sourcing practices, built the business case for a VMO, and designed and deployed a new VMO that was fully embraced by IT and business leadership.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
Driving Growth and Profitability through Customer Experience & Process Trans...Brad Power
A Customer Experience revolution is transforming the business landscape catalyzed by redesigning the 'Process' that connects customers with their channel partners both up- and down-stream. Remarkably, Customer Experience transformation has proven to generate 30-50% revenue and profit improvement for companies, by driving revenues AND reducing expenses. Business Process professionals have a major role to play in this transformation - but new approaches, stakeholders, and technologies are needed to create breakthrough results.
"Reinventing Business Basics:Staying Nimble in Any Business Economyselipkin
Presented at the Women in Business Empowerment Workshops on February 9th, 2010 by Sarah Lipkin and Nancy Kappler-Foster of SCORE. Content Created by Sarah Lipkin.
Baker Hill Prosper 2017 - CECL – Now That the Dust is Settling, What is Going...Baker Hill
presented by John Robertson and co-presented by Noah Coonce of Emprise Bank
In this session, we discussed the evolving CECL requirements and expectations that have emerged since the regulation was announced. We discussed steps that have been taken and steps yet to come as financial institutions prepare for the change.
Collaborating to Achieve Seamless Source to Pay in 2017Aria McGuinness
Procurement and sourcing continue to evolve into a strategic function within the enterprise and today’s teams oversee everything from supplier sourcing, contract negotiations, supplier relationship management and compliance. Best-in-class teams now drive successful business outcomes by collaborating closely with the lines of business and leveraging transparency to tie projects to business impact. Companies looking to manage more strategic spend quickly realize that effective collaboration is key to more efficient and effective source to pay processes and outcomes.
Attend this webinar to find how your sourcing and procurement teams can leverage new age collaboration to achieve seamless, connected and impactful source to pay processes in 2017.
Learn about:
-Embedding collaboration across source to pay processes and improve performance
-Predicting business impact before project investment to prioritize spend
-Championing quality of spend and supplier-led innovation
-Collaborating across the enterprise and supplier network to really transform the enterprise
Optimizing "Customer Experience with CRM / Salesforce toolsMike Reardon
CRM is not a software. It is your business strategy, business model all hopefully geared to ensure you're customer centric. This presentation is a quick update to highlight what should be included to ensure your CRM project success.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
Drawing on its specialized expertise in vendor management, in this case study WGroup assessed the client’s existing vendor management and sourcing practices, built the business case for a VMO, and designed and deployed a new VMO that was fully embraced by IT and business leadership.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
Driving Growth and Profitability through Customer Experience & Process Trans...Brad Power
A Customer Experience revolution is transforming the business landscape catalyzed by redesigning the 'Process' that connects customers with their channel partners both up- and down-stream. Remarkably, Customer Experience transformation has proven to generate 30-50% revenue and profit improvement for companies, by driving revenues AND reducing expenses. Business Process professionals have a major role to play in this transformation - but new approaches, stakeholders, and technologies are needed to create breakthrough results.
"Reinventing Business Basics:Staying Nimble in Any Business Economyselipkin
Presented at the Women in Business Empowerment Workshops on February 9th, 2010 by Sarah Lipkin and Nancy Kappler-Foster of SCORE. Content Created by Sarah Lipkin.
Baker Hill Prosper 2017 - CECL – Now That the Dust is Settling, What is Going...Baker Hill
presented by John Robertson and co-presented by Noah Coonce of Emprise Bank
In this session, we discussed the evolving CECL requirements and expectations that have emerged since the regulation was announced. We discussed steps that have been taken and steps yet to come as financial institutions prepare for the change.
James Brodie - Outsourcing Partnership - Shared Perspectives TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Outsourcing Partnership - Shared Perspectives by James Brodie. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
Carlos Gonzalez-Yanes describes his vision of what an efficient startup looks like: a lean machine, stripped of all non-essential elements. Carlos believes that most major operations can be outsourced when working in an earlier-stage startup. Furthermore, he explains how to best select partners and suppliers as a fledgling company.
This content was produced for the 2012 Geneva Summer semester of the Founder Institute by Founder Institute mentor Carlos Gonzalez-Yanes, founder of Criterion Strategic and innovation strategy expert. Check out Carlos' Linkedin to learn more:
https://www.linkedin.com/in/gonzalezyanes
Collaborating to Achieve Seamless Source to Pay in 2017Tradeshift
Procurement and sourcing continue to evolve into a strategic function within the enterprise and today’s teams oversee everything from supplier sourcing, contract negotiations, supplier relationship management and compliance. Best-in-class teams now drive successful business outcomes by collaborating closely with the lines of business and leveraging transparency to tie projects to business impact. Companies looking to manage more strategic spend quickly realize that effective collaboration is key to more efficient and effective source to pay processes and outcomes.
Attend this webinar to find how your sourcing and procurement teams can leverage new age collaboration to achieve seamless, connected and impactful source to pay processes in 2017.
Learn about:
-Embedding collaboration across source to pay processes and improve performance
-Predicting business impact before project investment to prioritize spend
-Championing quality of spend and supplier-led innovation
-Collaborating across the enterprise and supplier network to really transform the enterprise
Post Award Contract Management for IT Suppliers v1.0 20200701Peter Soetevent
Post Award Contract Management for IT Suppliers is crucial to successfully manage the relationship between the Business and Supplier. This innovative framework offers all the elements for managing the process
Estimating your Process Projects presented at FSOkx BPM ForumProlifics
Estimating always presents challenges. This is especially true when estimating the intangibles of process improvement efforts. This presentation will focus on how to reduce the guesswork associated with the estimation process by considering the following questions: What is it that you are estimating? How big is the thing you are estimating? What baselines are you using for your estimates? Should you be estimating top down, bottom up or somewhere in between? How do your estimates tie to your project plan? Do your estimates reflect ROI and business value?
Presentation titled, 'Managing Consultants for Effective Delivery,' delivered by Dr. Darran Newman, Division Chief, Technical Cooperation Division, CDB at the Conference, 'Project Cycle Management Conference - A Cornerstone of Implementation and Delivery,' September 2019 in St. George's, Grenada.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
6. All in Costs
Rate (FTE/Transaction/Hour)
Quality
Data – Telecom/IP
Project Manager
One time costs
Transition
IT
Ongoing costs
Travel
Management
Risk/Compliance Audit/Controls
Why? Why? Why?
7. WWW
Networking
Books/Magazines
Hoovers
D&B
Fidelity
BBB
Industry
◦ BlackBook
◦ IAOP
◦ Forrester
◦ Gartner
Landscape
Public
Private
Size
Finances
Time in business
Diversity – Minority
Locations
Done business
before
Customers
8. Performance Criteria
Financial
What does the vendors balance sheet look like compared to others?
Its trends?
What part of the vendors portfolio will we be
Technology
Has technology investment been yearly?
Where are they investing?
Does it match our strategy?
Process
How do they measure quality? Is it industry standard?
Do they measure outcomes? Cycle time?
Does the measurement match our goals?
Employees
What is their attrition? Hiring practices?
Do they have good talent management plans?
Is there an adequate labor pool available geographically?
Organization
Is there a global account rep?
Are there global barriers?
Do they have structural alignment with us?
Selection Criteria
10. RF?
Request for Information
Request for Quote
Request for Proposal
Request for description/specification and pricing
Considers all terms of the potential contract
Looking for the ‘best solution’
Involves an evaluation team
More than the lowest price
Further negotiations will happen as more specifications are
discussed
11. Instructions to Vendor
◦ Administrative information
◦ Dates/Media
◦ Communications
◦ Legal – Compliances – MSA Draft
Overview of Requirements
◦ Details
◦ Current Process
◦ Technology/systems/tools
◦ Risk – DR/BCP
◦ Change
◦ Strategy short term/mid term/long term
Organization of RFP
“Personal Ad”
12. Vendor Response Section
◦ Solution Fit - Timing
◦ Architecture/Technology
◦ Team/HR/Talent
◦ Process – Change Management/Project
Management/Relationship/Transition
◦ Customer Satisfaction
◦ DR/BCP
◦ Value Add
◦ Lessons Learned
◦ Financials/Disputes
◦ Certifications
◦ References
◦ Pricing and methodology
Organization of RFP
TRANSPARANCY AND FIT
13. .
Short List
Go to the location your work will be done
Establish the objectives for due diligence visits
◦ Review the visit process – Roles and accountabilities
Collect and communicate questions
Interview hands on team, supporting team
(quality/site management)
Observe other customer “areas”
Security semi-audit
Review tools - processes
Document observations and responses during the
visit
Reflect on comparisons quickly
Discrepancies or Enforcerers
14. .
Short List
Keep in 30 minutes or less
Establish the objectives
◦ Is the work the same? Location?
◦ Why did they chose vendor
◦ What Worked, What didn’t
◦ What would you do different
◦ How long have they used vendor – grown or shrunk
Collect and communicate questions
Document observations and responses right after
the call
Offer the same
Discrepancies or Enforcerers
15. Win - Win
Short List
Goal
• Obtain Vendor’s Best Offer
• Achieve your interests and goals
• Obtain commitment from Decision-makers
Team Negotiations
• Greater ability to negotiate all issues, variety of technical expertise
• Team Members, Presenter, Tie Breaker, Listener
Complete a “Memo Of Understanding”
• Organize negotiations session, Assign roles and responsibilities
• Complete review of issues, Resolve
16. Fact Based
• Information learned from process
• Includes MSA exceptions
• Historic Performance, Industry Trends - What Else You Know,
Previous Negotiations
What are you negotiating
◦ Services – Quality, SLA, Relationship/Reporting, DR/BCP
◦ Costs - Cost Plus, Unit Pricing, Fixed Price, Transaction, Results
◦ Risk – Strategic/Operational/Financial
Term
Flexible, Incentive Based, Gain-Sharing, Achievement Bonuses
Discussion Order
◦ Large Business Items – Less confrontational
◦ Solution detail items
◦ How much will it cost
◦ Closure – value add, additional opportunity
All in prior to contract
17. Contract
Starts with signed MOU
Chance for attorneys to review
Review MSA issues
Structure
MSA based globally
SOW based on types of body of work
Scorecards – changed monthly
Change Requests
Should be just an exercise
18. Transition
• Built on communication and exchange to date
• Official start of interface between you and your new partner
• Official agreement on volumes
• Ramp plans
• It build, Risk and DR/BCP
• Forecast of volumes for ramp-up through production.
• Communication plans
• HR plans
• Governance plan
• Test, pilot, and conversion plans
Not exactly a honeymoon
20. Manage - GOVERNANCE
Establish accountability and alignment
Verification of delivery of services within budget, time,
and quality
Manage ongoing expectations
Collaborate to meet ever changing business needs
Manage Change, Escalation, and RISK
21. Manage – Best Practices
GOVERNANCE - GOVERNANCE
• Strategic responsibility at the top
• Multilevel organizational links
• Regular meetings at each level
• Weekly ops
• Monthly project
• Quarterly business
• Semi or annual strategic
• Data driven - Scorecard used for results
• Defined escalation process
• Defined change management process
22. Manage – Define Success
Which metrics are more relevant to your business
Tangible objective
Leading Indicators
End Value or current activity
Manage end to end
Process Improvements
Compete in the future
Purpose of Metrics
Recognize trends
Motivate behaviors
Prioritize resources
Allow benchmarking
Compensation
Alignment
Data Driven Communications
23. Get past the dollar and cents, you are in this for
the long run