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Administracion de capacidad CAM-I
El documento presenta un modelo de administración de capacidad propuesto por CAM-I. El modelo clasifica la capacidad en tres categorías: ociosa, no productiva y productiva. Además, divide cada categoría en subcategorías específicas. El modelo integra mediciones operativas con métricas financieras para proveer una visión completa de la capacidad y apoyar la toma de decisiones.
Activity Based Profitability Management
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Activity Based Profitability Management and Budgeting as a support tool for D...
The business world is faced with the pace of unprecedented changes and a disruptive and innovative transformation in all industries. The context of the current economy, the emergence of new business and operational models with increasingly more cost and profitability structures, the increase in technological innovations such as the Internet of Things, Artificial Intelligence, Machine Learning, Advanced Analytics, Mobile apps, etc., which enable Digital Transformation and improve the experience of customers or users of organizations. The reduction in the life cycle of products and services, the incremental trend of mergers and acquisitions aimed at obtaining the benefits of economies of scale, as well as the pressures of low-wage countries or models of offshore outsourcing are just some of the factors of the changing environment of today.
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Costeo basado en actividad para la administración de negocios
Ponencia en el V Congreso Internacional de Costos
Costos, Productividad y Rentabilidad - 21 al 24 de julio de 1997 en Acapulco, México
Fijación de precios de mercado
Un enfoque de pricing basado en la diferenciación, segmentación de clientes y posicionamiento
Project Management_Network_Oct2013
Este documento presenta una serie de artículos sobre la dirección de proyectos. Incluye un artículo sobre cómo analizar los requisitos del proyecto para guiar el éxito, otro sobre cómo los proyectos de autos eléctricos están ingresando al mercado, y uno más sobre cómo mejorar el desempeño de los miembros del equipo con bajo rendimiento. También presenta varias columnas de opinión de expertos en dirección de proyectos.
Expanding BIs role by including Predictive Analytics
Predictive analytics tools can provide deeper insights into business data by predicting future outcomes and trends. While these tools have potential benefits, many are difficult for most business users to employ as they require statistical or programming skills. SAP's BusinessObjects Predictive Workbench aims to overcome these limitations with an easy to use visual interface that integrates with existing BI solutions. It allows business users rather than just analysts to uncover patterns in data and share predictive findings to help inform business decisions.
Buyers guide to financial management
El documento describe 10 aspectos esenciales de una solución financiera efectiva. Estos incluyen capacidades principales como contabilidad, gestión de flujo de caja, reconocimiento de ingresos e informes financieros, así como también gestión de inventario, costos, pedidos, recursos humanos, inteligencia empresarial y adaptación a diferentes modelos de negocio. Un sistema financiero efectivo proporciona funciones contables sólidas, visibilidad del flujo de caja, y soporte para reconocimiento de ingresos recurrentes y cumplimiento norm
Recommended
Administracion de capacidad CAM-I
El documento presenta un modelo de administración de capacidad propuesto por CAM-I. El modelo clasifica la capacidad en tres categorías: ociosa, no productiva y productiva. Además, divide cada categoría en subcategorías específicas. El modelo integra mediciones operativas con métricas financieras para proveer una visión completa de la capacidad y apoyar la toma de decisiones.
Activity Based Profitability Management
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of profits, costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the profitablitiy, cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Activity Based Profitability Management and Budgeting as a support tool for D...
The business world is faced with the pace of unprecedented changes and a disruptive and innovative transformation in all industries. The context of the current economy, the emergence of new business and operational models with increasingly more cost and profitability structures, the increase in technological innovations such as the Internet of Things, Artificial Intelligence, Machine Learning, Advanced Analytics, Mobile apps, etc., which enable Digital Transformation and improve the experience of customers or users of organizations. The reduction in the life cycle of products and services, the incremental trend of mergers and acquisitions aimed at obtaining the benefits of economies of scale, as well as the pressures of low-wage countries or models of offshore outsourcing are just some of the factors of the changing environment of today.
Activity Based Profitability Management (ABPM) and Activity Based Budgeting (ABB) offers organizations a complete tool to gain a competitive advantage and provides crucial information to support the process of making strategic and operational decisions in the current business environment. It might seem that having this type of information for the management of costs and budgets is not necessary to implement Digital Transformation solutions because the implementation of new technologies does not require an evaluation of this type, and it is assumed that it must be implemented independently of what it implies and at any cost, but this is an error because it will always require business processes, products or services, customers or users, service channels, etc. that must be evaluated from the financial and business process point of view, implemented, measured and improved within a competitive and market environment. In this sense, the cost and budget information provided by the approach of ABPM and ABB will lead to better business decisions that significantly increase the performance and profits of the companies.
Costeo basado en actividad para la administración de negocios
Ponencia en el V Congreso Internacional de Costos
Costos, Productividad y Rentabilidad - 21 al 24 de julio de 1997 en Acapulco, México
Fijación de precios de mercado
Un enfoque de pricing basado en la diferenciación, segmentación de clientes y posicionamiento
Project Management_Network_Oct2013
Este documento presenta una serie de artículos sobre la dirección de proyectos. Incluye un artículo sobre cómo analizar los requisitos del proyecto para guiar el éxito, otro sobre cómo los proyectos de autos eléctricos están ingresando al mercado, y uno más sobre cómo mejorar el desempeño de los miembros del equipo con bajo rendimiento. También presenta varias columnas de opinión de expertos en dirección de proyectos.
Expanding BIs role by including Predictive Analytics
Predictive analytics tools can provide deeper insights into business data by predicting future outcomes and trends. While these tools have potential benefits, many are difficult for most business users to employ as they require statistical or programming skills. SAP's BusinessObjects Predictive Workbench aims to overcome these limitations with an easy to use visual interface that integrates with existing BI solutions. It allows business users rather than just analysts to uncover patterns in data and share predictive findings to help inform business decisions.
Buyers guide to financial management
El documento describe 10 aspectos esenciales de una solución financiera efectiva. Estos incluyen capacidades principales como contabilidad, gestión de flujo de caja, reconocimiento de ingresos e informes financieros, así como también gestión de inventario, costos, pedidos, recursos humanos, inteligencia empresarial y adaptación a diferentes modelos de negocio. Un sistema financiero efectivo proporciona funciones contables sólidas, visibilidad del flujo de caja, y soporte para reconocimiento de ingresos recurrentes y cumplimiento norm
Selling social CRM to the CFO
The document discusses how to build a credible business case for social CRM investments that will convince a CFO to fund the project. It recommends focusing on benefits that can be quantified, such as direct cost savings, increased revenues, and productivity gains. These are classified into four orders from most direct (first order) to most indirect (fourth order). First and second order benefits are most credible, while third and fourth order benefits involving productivity or indirect gains require more justification. The key is to identify measurable benefits, such as specific cost reductions or revenue increases, that can prove the return on investment.
Big Data Analytics Ecosystem WW IDC
The document discusses opportunities for growth in analytics, big data, and in-memory databases from 2013 to 2017. It finds that the global market for analytics and big data will grow to $220 billion by 2017, with North America representing $90 billion of that total. It also reports that for every $1 of revenue SAP makes from in-memory databases or analytics and big data, SAP partners will make $10.86 and $2.71 in revenue, respectively, presenting significant opportunities for partners through 2017. Customers need help with analytics and big data strategies, skills, and technologies as 90% of future IT industry growth will be driven by technologies in these areas.
CPM Technology Value Matrix H1-2013
After years of incremental improvement in financial management, Corporate Performance Management is quickly transforming due to factors like increased enterprise application integration, greater business intelligence capabilities, improved ease of use and implementation, and a shift to cloud-based solutions and mobile clients. The document evaluates various CPM vendors and places them in categories of Leaders and Experts based on their usability, functionality, and ability to provide value to customers.
21st century cfo - booklet
Este documento describe cómo los directores financieros pueden desarrollar una organización financiera del siglo XXI. Explica que deben sentar unas buenas bases mediante la estandarización de procesos, tener una perspectiva más estratégica alineando la tecnología y la estrategia empresarial, y convertirse en catalizadores del cambio modernizando los sistemas y procesos. También destaca la importancia de aprovechar las tecnologías de la nube, móviles y analítica avanzada para impulsar la innovación y
Value of Exalytics for Oracle full stack Customers
The document discusses a study by Nucleus Research on the benefits of Oracle Exalytics In-Memory Machine for business analytics. Key findings include:
1) Customers saw lower total cost of ownership through optimized hardware and software pricing, and needed fewer resources for support.
2) Time to value was accelerated by up to 4 times through a preconfigured engineered system requiring less deployment time.
3) Users experienced increased productivity from accelerated query times and improved visualization tools.
4) Decision making was improved by adding depth, breadth and dimensionality to the data available for analysis.
Cloud for Busieness Managers: the Good, the Bad and de Ugly
This document summarizes the findings of independent market research on business managers' use of cloud applications. Some key findings include:
- 71% of large companies have adopted cloud apps, with motivation being quick access to software. However, 54% report staff downtime and missed deadlines due to integration issues.
- 83% feel they cannot get the full benefits of their cloud apps, often due to poor integration. Three-quarters say innovation has been hindered by integration problems.
- Over half of companies have abandoned at least one cloud app in the last three years due to integration issues. However, 81% feel full integration is important.
Forrester Study about Total Economic Impact of BI Apps
This document summarizes a Forrester Consulting study on the total economic impact of implementing Oracle Business Intelligence Applications (BI Apps). Key findings from customer interviews include lower costs through procurement savings, duplicate payment avoidance, and labor efficiencies. Additional benefits are increased sales, prices, and inventory reductions. Costs include internal implementation labor, professional services, hardware/software, training, and support. The composite organization realized a 97% ROI over three years through $18.6 million in benefits and $9.5 million in costs.
From big data overload to business impact
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
User survey analysis customers rate their CPM vendors, 2012 Gartner
The document summarizes key findings from a Gartner survey of 275 customers from 13 corporate performance management vendors. Some of the main findings include:
- Among the large vendors, SAP improved satisfaction ratings relative to Oracle and IBM, but all three still have room for improvement.
- Software-as-a-service solutions are not significantly less expensive than traditional on-premises offerings when considering total cost of ownership.
- Specialist CPM vendors like Tagetik and Longview scored higher than the large vendors like SAP, Oracle, and IBM in many areas related to customer satisfaction.
Cloud for Business Managers
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
The role of finance process excellence
This document discusses the role of the CFO as a corporate catalyst for change through process excellence. It argues that process excellence, rather than technical innovation alone, provides a sustainable competitive advantage. The document identifies several key processes that can give companies an edge, including shared services centers, centers of excellence, centralized procurement, and performance management. It provides examples of companies like Oracle, Experian, and Guohua Electric Power that have leveraged process excellence in these areas to improve efficiency, support global expansion, reduce costs, and gain competitive advantages.
Mastering Big Data strategies for CFO's
This document discusses the role of big data and analytics for CFOs and finance organizations. It defines big data as large volumes of diverse data that is growing rapidly. It provides examples of how big data is creating value for retailers through personalized offers, for healthcare through remote patient monitoring, and for financial services through new insurance products. The document argues that CFOs should play a leadership role in assessing big data initiatives to help drive growth and decision making.
Strategies to embrace-cloud for CFO's
The document discusses strategic CFOs embracing cloud computing. It notes that CFOs recognize the strategic benefits of the cloud for quickly upgrading applications and delivering new capabilities. While the cloud provides cost savings and flexibility, obstacles to adoption include concerns about niche vendors and "siloed" applications that are not integrated. Going beyond basic cloud usage, the document discusses leveraging new applications developed for the cloud like enterprise social media and mobile computing. Managing the transition between on-premise and cloud systems will be an ongoing challenge for organizations.
Finance Transformation the Outsourcing Perspective
This document discusses trends in outsourcing finance and accounting functions. Recent trends show that companies are looking to outsourcing for more than just cost reduction, seeking to also improve quality and flexibility. It outlines various sourcing models companies can choose from and factors to consider when selecting a provider such as location, pricing, security, and ease of transition. It emphasizes the importance of service level agreements, quality assurance, and people management to ensure high performance and a smooth transition during organizational change.
Business analytics_as_a_service
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.
Capgemini financial framework for tpo report final
The document discusses key aspects of optimizing trade promotion spending, including return on investment, cash flow, economic value added, demand sensing, sales collaboration, category innovations, optimal spending, financial framework, marketing mix, funding strategies, sales accuracy, and performance indicators. The overall goal is to build the foundation for return on trade investment.
Capgemini experiencia en CSC y BPO en LATAM
Este documento presenta la experiencia de Capgemini en servicios compartidos y tercerización en América Latina. Detalla el perfil y servicios de Capgemini, su historia de innovación en tercerización de procesos de negocios, y su experiencia en la región con más de 9,000 profesionales y centros en varios países. También describe la evolución de la tercerización de procesos de negocios en la región y algunos de sus principales clientes.
CFO Analytics
Capgemini provides business analytics services to help CFOs address key challenges around revenue growth, margin improvement, enhancing controls, and cashflow improvement. Their solution uses advanced analytics applied to client data to identify opportunities for savings, risk monitoring, and process optimizations. Benefits seen by clients include reducing costs by 27%, improving cashflow by reducing payment cycles by 36 days, and reducing pricing errors by 88%. Capgemini's dedicated analytics center leverages their experience in financial BPO to deliver tailored analytics insights and recommendations.
Digital shopper relevancy__Executive_Summary_
Digital shoppers can be segmented into six distinct groups based on their behaviors and attitudes toward digital technologies. The segments range from Techno-Shy Shoppers who are not interested in digital channels, to Digital Shopaholics who are early adopters that actively use digital across all shopping phases. Differences exist between developing and mature markets, with developing markets having more Digital Shopaholics and Social Digital Shoppers. The document provides insights into each segment and how they vary by demographics, geography, and shopping preferences.
Implantación de Activity Based Costing
Este documento describe los pasos para implementar exitosamente un sistema de costeo basado en actividades (ABC) en una empresa. Explica brevemente qué es el ABC y cómo puede usarse. Luego, detalla la importancia de organizar adecuadamente el proyecto ABC asignando un grupo gerencial, capacitándolos en la técnica ABC y realizando talleres para promover el proyecto en la empresa. El objetivo final es asegurar que la implementación del sistema ABC genere los beneficios de mejorar la toma de decisiones y la ventaja competitiva de la compañía
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More from Miguel Garcia
Selling social CRM to the CFO
The document discusses how to build a credible business case for social CRM investments that will convince a CFO to fund the project. It recommends focusing on benefits that can be quantified, such as direct cost savings, increased revenues, and productivity gains. These are classified into four orders from most direct (first order) to most indirect (fourth order). First and second order benefits are most credible, while third and fourth order benefits involving productivity or indirect gains require more justification. The key is to identify measurable benefits, such as specific cost reductions or revenue increases, that can prove the return on investment.
Big Data Analytics Ecosystem WW IDC
The document discusses opportunities for growth in analytics, big data, and in-memory databases from 2013 to 2017. It finds that the global market for analytics and big data will grow to $220 billion by 2017, with North America representing $90 billion of that total. It also reports that for every $1 of revenue SAP makes from in-memory databases or analytics and big data, SAP partners will make $10.86 and $2.71 in revenue, respectively, presenting significant opportunities for partners through 2017. Customers need help with analytics and big data strategies, skills, and technologies as 90% of future IT industry growth will be driven by technologies in these areas.
CPM Technology Value Matrix H1-2013
After years of incremental improvement in financial management, Corporate Performance Management is quickly transforming due to factors like increased enterprise application integration, greater business intelligence capabilities, improved ease of use and implementation, and a shift to cloud-based solutions and mobile clients. The document evaluates various CPM vendors and places them in categories of Leaders and Experts based on their usability, functionality, and ability to provide value to customers.
21st century cfo - booklet
Este documento describe cómo los directores financieros pueden desarrollar una organización financiera del siglo XXI. Explica que deben sentar unas buenas bases mediante la estandarización de procesos, tener una perspectiva más estratégica alineando la tecnología y la estrategia empresarial, y convertirse en catalizadores del cambio modernizando los sistemas y procesos. También destaca la importancia de aprovechar las tecnologías de la nube, móviles y analítica avanzada para impulsar la innovación y
Value of Exalytics for Oracle full stack Customers
The document discusses a study by Nucleus Research on the benefits of Oracle Exalytics In-Memory Machine for business analytics. Key findings include:
1) Customers saw lower total cost of ownership through optimized hardware and software pricing, and needed fewer resources for support.
2) Time to value was accelerated by up to 4 times through a preconfigured engineered system requiring less deployment time.
3) Users experienced increased productivity from accelerated query times and improved visualization tools.
4) Decision making was improved by adding depth, breadth and dimensionality to the data available for analysis.
Cloud for Busieness Managers: the Good, the Bad and de Ugly
This document summarizes the findings of independent market research on business managers' use of cloud applications. Some key findings include:
- 71% of large companies have adopted cloud apps, with motivation being quick access to software. However, 54% report staff downtime and missed deadlines due to integration issues.
- 83% feel they cannot get the full benefits of their cloud apps, often due to poor integration. Three-quarters say innovation has been hindered by integration problems.
- Over half of companies have abandoned at least one cloud app in the last three years due to integration issues. However, 81% feel full integration is important.
Forrester Study about Total Economic Impact of BI Apps
This document summarizes a Forrester Consulting study on the total economic impact of implementing Oracle Business Intelligence Applications (BI Apps). Key findings from customer interviews include lower costs through procurement savings, duplicate payment avoidance, and labor efficiencies. Additional benefits are increased sales, prices, and inventory reductions. Costs include internal implementation labor, professional services, hardware/software, training, and support. The composite organization realized a 97% ROI over three years through $18.6 million in benefits and $9.5 million in costs.
From big data overload to business impact
The document summarizes the key findings of a survey of 333 North American C-level executives about their organizations' preparedness to manage big data and leverage it effectively. The following were among the main findings:
- Organizations have seen an 86% average increase in data volume in the last 2 years, especially customer, operations, and sales/marketing data.
- However, 60% of executives rated their organizations as unprepared (C or lower), with 29% giving a D or F. Healthcare executives were least confident.
- Top frustrations included lacking the right systems to gather data and inability to give managers timely access to information.
- 93% of executives believe they are losing an average of
User survey analysis customers rate their CPM vendors, 2012 Gartner
The document summarizes key findings from a Gartner survey of 275 customers from 13 corporate performance management vendors. Some of the main findings include:
- Among the large vendors, SAP improved satisfaction ratings relative to Oracle and IBM, but all three still have room for improvement.
- Software-as-a-service solutions are not significantly less expensive than traditional on-premises offerings when considering total cost of ownership.
- Specialist CPM vendors like Tagetik and Longview scored higher than the large vendors like SAP, Oracle, and IBM in many areas related to customer satisfaction.
Cloud for Business Managers
A new report from Dynamic Markets shows that – far from improving agility and effectiveness – 52 percent of organizations have missed deadlines and 75 percent have damaged their ability to innovate due to poor integration between cloud applications and other operational systems.
The role of finance process excellence
This document discusses the role of the CFO as a corporate catalyst for change through process excellence. It argues that process excellence, rather than technical innovation alone, provides a sustainable competitive advantage. The document identifies several key processes that can give companies an edge, including shared services centers, centers of excellence, centralized procurement, and performance management. It provides examples of companies like Oracle, Experian, and Guohua Electric Power that have leveraged process excellence in these areas to improve efficiency, support global expansion, reduce costs, and gain competitive advantages.
Mastering Big Data strategies for CFO's
This document discusses the role of big data and analytics for CFOs and finance organizations. It defines big data as large volumes of diverse data that is growing rapidly. It provides examples of how big data is creating value for retailers through personalized offers, for healthcare through remote patient monitoring, and for financial services through new insurance products. The document argues that CFOs should play a leadership role in assessing big data initiatives to help drive growth and decision making.
Strategies to embrace-cloud for CFO's
The document discusses strategic CFOs embracing cloud computing. It notes that CFOs recognize the strategic benefits of the cloud for quickly upgrading applications and delivering new capabilities. While the cloud provides cost savings and flexibility, obstacles to adoption include concerns about niche vendors and "siloed" applications that are not integrated. Going beyond basic cloud usage, the document discusses leveraging new applications developed for the cloud like enterprise social media and mobile computing. Managing the transition between on-premise and cloud systems will be an ongoing challenge for organizations.
Finance Transformation the Outsourcing Perspective
This document discusses trends in outsourcing finance and accounting functions. Recent trends show that companies are looking to outsourcing for more than just cost reduction, seeking to also improve quality and flexibility. It outlines various sourcing models companies can choose from and factors to consider when selecting a provider such as location, pricing, security, and ease of transition. It emphasizes the importance of service level agreements, quality assurance, and people management to ensure high performance and a smooth transition during organizational change.
Business analytics_as_a_service
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.
Capgemini financial framework for tpo report final
The document discusses key aspects of optimizing trade promotion spending, including return on investment, cash flow, economic value added, demand sensing, sales collaboration, category innovations, optimal spending, financial framework, marketing mix, funding strategies, sales accuracy, and performance indicators. The overall goal is to build the foundation for return on trade investment.
Capgemini experiencia en CSC y BPO en LATAM
Este documento presenta la experiencia de Capgemini en servicios compartidos y tercerización en América Latina. Detalla el perfil y servicios de Capgemini, su historia de innovación en tercerización de procesos de negocios, y su experiencia en la región con más de 9,000 profesionales y centros en varios países. También describe la evolución de la tercerización de procesos de negocios en la región y algunos de sus principales clientes.
CFO Analytics
Capgemini provides business analytics services to help CFOs address key challenges around revenue growth, margin improvement, enhancing controls, and cashflow improvement. Their solution uses advanced analytics applied to client data to identify opportunities for savings, risk monitoring, and process optimizations. Benefits seen by clients include reducing costs by 27%, improving cashflow by reducing payment cycles by 36 days, and reducing pricing errors by 88%. Capgemini's dedicated analytics center leverages their experience in financial BPO to deliver tailored analytics insights and recommendations.
Digital shopper relevancy__Executive_Summary_
Digital shoppers can be segmented into six distinct groups based on their behaviors and attitudes toward digital technologies. The segments range from Techno-Shy Shoppers who are not interested in digital channels, to Digital Shopaholics who are early adopters that actively use digital across all shopping phases. Differences exist between developing and mature markets, with developing markets having more Digital Shopaholics and Social Digital Shoppers. The document provides insights into each segment and how they vary by demographics, geography, and shopping preferences.
Implantación de Activity Based Costing
Este documento describe los pasos para implementar exitosamente un sistema de costeo basado en actividades (ABC) en una empresa. Explica brevemente qué es el ABC y cómo puede usarse. Luego, detalla la importancia de organizar adecuadamente el proyecto ABC asignando un grupo gerencial, capacitándolos en la técnica ABC y realizando talleres para promover el proyecto en la empresa. El objetivo final es asegurar que la implementación del sistema ABC genere los beneficios de mejorar la toma de decisiones y la ventaja competitiva de la compañía
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Value of Exalytics for Oracle full stack Customers
Value of Exalytics for Oracle full stack Customers
Cloud for Busieness Managers: the Good, the Bad and de Ugly
Cloud for Busieness Managers: the Good, the Bad and de Ugly
Forrester Study about Total Economic Impact of BI Apps
Forrester Study about Total Economic Impact of BI Apps
User survey analysis customers rate their CPM vendors, 2012 Gartner
User survey analysis customers rate their CPM vendors, 2012 Gartner
Finance Transformation the Outsourcing Perspective
Finance Transformation the Outsourcing Perspective
Capgemini financial framework for tpo report final
Capgemini financial framework for tpo report final
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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