The author of this presentation has created the virtual model of a batch manufacturing factory, using an enterprise architecture tool. Processes, applications, infrastructures, data models, etal, are stored in a repository called encyclopedia. Due to the impossibility of publishing the encyclopedia I decided to publish at least the diagrams, that constitute only one facet of the whole. This presentation is the collection of such diagrams.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
The author of this presentation has created the virtual model of a batch manufacturing factory, using an enterprise architecture tool. Processes, applications, infrastructures, data models, etal, are stored in a repository called encyclopedia. Due to the impossibility of publishing the encyclopedia I decided to publish at least the diagrams, that constitute only one facet of the whole. This presentation is the collection of such diagrams.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
MBA EM GESTÃO DE PROJETOS E PROCESSOS ORGANIZACIONAIS TURMA 25
Templates para auxiliar no Business Case – Planejamento Estratégico
Aula – Professor Daniel de Carvalho Luz
MBA em Gestão de Projetos e Processos Organizacionais turma 25
You need to listen carefully for clues that your organization has failed to engage in a deep examination of the company’s core values. If you sense this, or inherit a listless organization, resolve to do something about it right away. Nothing is more important if you want to build a leadership culture.
25 Mission Statements From the World's Most Valuable BrandsPalo Alto Software
The best example of a mission statement will define your company and its purpose in 30 seconds or less.
Great ones avoid buzz words, empty phrases, or mission statements that are so general they could apply to many different companies.
It’s a challenge, but you want to capture what your company stands for in a brief and memorable way.
Sometimes it helps to look at the mission statements of other companies to get a better idea of how to write your own mission statement.
Gathered below are the mission statements of the world’s 25 most valuable brands in 2015.
We’ve also graded each mission statement to demonstrate how effective they are.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
iso 9001 certification, iso certification Delhi, iso certifications, iso provider, haccp certificate providers, haccp certifications, iso 22000 certification, ce marking registration, ce marking India, ce marking certifications, ce marking delhi, ce marking services, ce marking documentation, ce approval, ce testing, european ce certification, ce directive, ce standard, ce standards, ce certification provider, ce certification, ce marking agencies, ce marking provider, ce compliance, ce advisors, ce self certification, ce notified bodies, ce conforming, ce registration, low cost ce marking, cheapest ce mark provider in delhi, ce legislation, ce label, ce marking services, ce emc, ce eu standards, ce technical file, ce inspection, haccp certification Delhi, best haccp certification, haccp certification services, haccp documentations, haccp certification at low cost, how to hire an haccp company, how to get haccp certificate soon, haccp standards, what is haccp, what is haccp standards, haccp implementations, low cost haccp certification, cheap haccp certification, haccp registration services, haccp provider, haccp certification provider, haccp inspection, haccp testing, food and safety management system, hazard analysis critical control point, ce marking in Hyderabad, ce marking in Bangalore, ce marking in India, RoHS Certification, RoHS Compliance, RoHS Testing, ohsas certification, ohsas 18001 certification, ohsas certification delhi, ohsas 18001 certification in India, Kosher certification services, Kosher certification India, iso 14001 certification services, iso 14001 certification in Delhi, iso 27001 certification, c-tpat compliance, c-tpat certification services, c-tpat certification in India, c-tpat certification in Delhi, c-tpat certification in Mumbai, c-tpat certification in Pune, gmp certification services, gmp certification in India, gmp certification in Delhi, who gmp certification services, who gmp certification in India, who gmp certification in Delhi
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
The author has created a complete virtual model of a batch lot manufacturing factory using the IBM's modeling tool Rational System Architect. This presentation shows some of the improvements that the CORSO's Archimate plug-in brings to the traditional Enterprise Architecture environment.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. Executing - Auxiliary Services
Value
Reference
Model
Planning Governing Executing
Business Human Product Supply Chain Auxiliary
Services Resource Development Services Services
Services
3. Auxiliary Services
Auxiliary
Services
IT Services Organizational F&A Quality Customer
Intelligence Assurance Relations
Service Service Services
4. Quality Assurance
Total Quality Zero Defects
Regulations A ssure Product Reduce Reactive
Quality Process Deploy a Quality
Conform ity Quality
Orientation System
(Reactive Quality) (Preventive Quality)
Product Conformity Process QS Development
Monitoring
Product QS Certification
Process
Certification
Standardization
QS Training
Systematic
Measurements
QS Globalization
Benchmarking
5. Quality System Service
Quality System Service
Develop QS Certify QS Deploy QS
QS QS Procedures
Documentation
6. Quality System Development
QS Knowledge Determine QS Identify Involved Process Owners Examine Existing
Acquisition Context Functions Interview Documents
Create QS Define QS Analyse Current Validate Existing
Documentation Requirements System Procedures
7. Quality System Service
Quality System Service
Develop QS Certify QS Deploy QS
QS QS Procedures
Documentation
8. Quality System Certification
Company
Issue Set Up Change QS Changing Plan Actions Certif icate
Cerif ication Documentation Request Receiv ing
Request Analy sis
Pre-Audit Visit Audit Visit
preaudit ok
QS
Certif ication Certif ication Documentatio Requested Conf ormity
Request Deadlines n Actions Certif icate
Change
Request
Receiv e Certif ication Analy ze Issue Change plan
Def ine Final Report Rev iew Action Certif icate
Request Planning Documentation Request accepted
Correctiv e Plan Issuing
Actions
documentation ok
Certification Agency
9. Quality System Service
Quality System Service
Develop QS Certify QS Deploy QS
QS QS Procedures
Documentation
10. Quality System Deployment
Self Maintain Maintain Certify QS
Assessment Quality Quality
Records Documents
Self Evaluation Quality Data
Record QS Procedures
Preventive Nonconformities Maintain
QS Auditing
Actions Maintaining Corrective
Management Actions
11. Quality System Auditing
QS Plan Audit Check Audit Report Quality Nonconformity Audit
Plan Audits List Manual Registration
Prepare Audit
Visit
Calendar
Opening
Meeting
Previous Audit
Evaluation
QS
Deployment
Analysis
Closing
Meeting
12. Auxiliary Services
Auxiliary
Services
IT Services Organizational F&A Quality System Quality Customer
Intelligence Service Assurance Relations
Service Service Services
13. Customer Relations Services
Customer
Relations
Services
Support Maintenance & Account
Services Repair Service Managing
Service & Customer Customer Service Experience Support Incident Problem Returns
Maintenance Registering Educating Delivering Monitoring Contract Managing Solving Processing
Admin Offering
(SMA)
14. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
15. Manage Service Business
Manage Service Business
Analyze the Manage Manage Manage Manage Site Archive Manage
Service Warranty Servicing Service Type Service Data Quality &
Status Terms Price & Environment
Package
16. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
17. Manage Site
Manage Site
Visit Site Analyze & Control Manage Site Data
Site
18. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
19. Manage Service Order
Manage Service Order
Control Service Plan Service Order Control Service Close Service
Order Order Execution Order
20. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
21. Manage Service Contract
Manage Service Contract
Control Service Enter Service Manage Relation Control Service Enter Service
Contract Quotation Contract Quotation Contract Contract
22. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
23. Manage Customer Request
Custom er Policies Service Call Center Handling Custom er Support Quality of Support
Maintain CMS Data Configure & Activate
Support
Manage Cus tom er
QoS/SLA
Custom er Handle Problem
Relations
Strategy
Manage Inbound
Calls Trouble Ticket Provide Custom er
Helpdesk Service
Define Cus tom er
Contact Policies
Manage Outbound
Calls
Provide On-Site
Support
Iss ue Call Center
Reports
Notify Custom er
24. Manage Inbound Calls
Procedures Call Procedure Contact Policy
Policies
Definition Definition
Service Service
Identify Call Type
Route Inbound
Calls
Inbound Call
Data Handle Inbound Contact Reason Inbound Call
queuing
Call Data Storing
Operator Activities
Customer
25. Manage Customer Request
Custom er Policies Service Call Center Handling Custom er Support Quality of Support
Maintain CMS Data Configure & Activate
Support
Manage Cus tom er
QoS/SLA
Custom er Handle Problem
Relations
Strategy
Manage Inbound
Calls Trouble Ticket Provide Custom er
Helpdesk Service
Define Cus tom er
Contact Policies
Manage Outbound
Calls
Provide On-Site
Support
Iss ue Call Center
Reports
Notify Custom er
26. Manage Outbound Calls
Configure Contact Policies
Outbound Call Lists Policy Definition
Campaign Service
Configured Assign Outbound
Campaign Call to Operator
Handle Outbound Calls to Customer Outbound Calls
assignment Call Contact Reason Data Storing
Operator Activities
Customer
Data
27. Service & Maintenance Administration
Service & Maintenance Admin
Manage Service (SMA)
Product Business
Roadmap
Defining Customers
Sales Back Manage Site Manage Service
Manage Internal Contract Support
Office Services negotiate
Service Request Contract
Replenishment
Planning Manage Customer
Manage Periodic Support
Maintenance Request Request
Human
Resource
Manage Resources
Services
Manage Service Invoice Customer Support
Spare Parts Order Invoice
Inventory
Managing
28. Manage Resources
Manage Resources
Control Control Service Control Spare
Technicians Car Parts
29. Customer Relations Services
Customer
Relations
Services
Support Maintenance & Account
Services Repair Service Managing
Service & Customer Customer Service Experience Support Incident Problem Returns
Maintenance Registering Educating Delivering Monitoring Contract Managing Solving Processing
Admin Offering
(SMA)
30. Offering Support Contract
Support Web Form
Contract ac ces sible v ia
Offering
Support Policy Support Policy conf orms Take out Support
Document w ith
Support Contract perf orms Contract
Seller
Support
Policy
Notification
Product
Support
Policy Coverage Contract
Explanation Description Registration
31. Customer Relations Services
Customer
Relations
Services
Support Maintenance & Account
Services Repair Service Managing
Service & Customer Customer Service Experience Support Incident Problem Returns
Maintenance Registering Educating Delivering Monitoring Contract Managing Solving Processing
Admin Offering
(SMA)
32. Customer Return Process
Credit Note F&A Services Sales Order Sales
Invoice
Handling
Cutomer Return Handling
Customer Check Return
Issues Request
Return Credit RMA
Request Customer Complete
Enter Return
Authorization Depot Repair
RMA w ith Credit
RMA w ith Repair
Approve Receive Create
Return Returned Replacement
Authorization Product Order
Carriers
Deliver Require Send Receipt
Return Inspection to Customer
Products
33. Customer Relations Services
Customer
Relations
Services
Support Maintenance & Account
Services Repair Service Managing
Service & Customer Customer Service Experience Support Incident Problem Returns
Maintenance Registering Educating Delivering Monitoring Contract Managing Solving Processing
Admin Offering
(SMA)
34. Account Management Context
Report to Management Account Managing
Mgt Reporting Info to be
Requirements Reported
Manage Accounts
Account Territory
Manager Manager
Key Customer
Account Analyst
Manager
35. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
36. Identify / Add Customer / Modify
Collect
Information
Review
Information
Classify Type
Determine
Customer
whether to
to be Added
add
Obtain
Management
Confirmation
Customer
to be Rejected
37. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
38. Analyze Customer Details
Customer to be
Added
Enter Data
Perform Historical
Review
Perform Potential
Review
Analyze Needs
Confirm Customer
Needs / Objectives
39. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
43. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
44. Analyze Account Type
Review KA Selection
Criteria
Review Customers
Against Criteria
Confirm KA Selection
Validate Selection and
Criteria
45. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
46. Planning the Call Activity
Customer Financial
Data Information
Handling
Marketing and
Marketing
Product
Strategy
Collect/Review
Customer
Information
Targeting
Review Segment
Strategies &
Definitions
Define Call Plan
Schedule Calls
Organize
ongoing Logistics
47. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
48. Execute Contact
Prepare for
Contact
Open Contact
Understand
Needs
Match Product
to Needs
Gain
Commitment
Close Contact
Document
Contact
49. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
50. Review Performance
Sales Data Financial F&A Services
Handling Information
Sales Data Analysis of Sales
Performance Data
[PERIODIC]
Sales Force
Effectiveness
Assessment
Sales Management
[ONGOING]
Understand Link
Between Actions and
Performance
[PERIODIC]
Change Process /
Plans
[PERIODIC]
51. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
52. Analyze Account
From Activities
Develop /
to Profiling
Update
Account Profile
Assess Position
Re-evaluate
Account
Classification
Complete Account Profile
Account Profile
53. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
54. Set Account Objectives
Account Account Input for Strategy
Analysis Profile Account Setting
Service Strategy
Define Account
Strategy
Set Account Goals
Establish Account
Objectives
55. Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
56. Create Account Plan
From Activities Develop Action Plan
to Plan
Creation
Determine
Resource
Requirements
Consolidate &
Assess
Account Portfolio
Finalize & Approve
Account Plans
Planning
Output
57. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
58. Execute Plan
From Plan to From Activities
Execute to Execution
Planning Executing
Modification
Output
Identify New
Opportunities
Modify Account Plan
59. Manage Accounts
Territory Manager Customer Analyst Key Account Manager
Start account status Review and Assess
has changed Account Portfolio
Define Call Plan
Identify / Add
Customer / Modify satisfactory
Evaluate Account
Performance
Review Performance account status Analyze Customer
has changed Details
Execute Plan non
satisfactory
Segment
Customers
Create Account
Execute Contact Plan
Validate
Segmentation
Set Account
Plan Call Activity Objectives
Analyze Account
Type
Analyze Account
non-key account key account
60. Evaluate Account Performance
Account Plan Ongoing
Output Activities Input
Account Measure
Planning Performance
Account
Performance
Evaluation Output
Assess Plan
Achievement
Evaluate Position and
Review Account
Status / Portfolio
61. Account Management Context
Report to Management Account Managing
Mgt Reporting Info to be
Requirements Reported
Manage Accounts
Account Territory
Manager Manager
Key Customer
Account Analyst
Manager
62. Account Management Information
Account Mgmt
Reporting
Information
Demographic Business Marketplace Performance
Information Information Information Information
Customer
Information
Sales History Contact History Relationship Invoicing Data Support Data
and Plan and Plan Profiles
63. Business Information
Business
Information
Planning Products and User Information Marketing Business
Information Services Info Materials Info Knowledge /
News
64. Planning Information
Planning
Information
Marketing Plans Sales Plans Account Plans Actual vs. Plans at Roll-up
Planned Details Level
65. Products and Services Information
Products and
Services Info
Product Up-to-date Papers Written New Studies Product Benefits
Definitions Critical Works
66. User Information
User Information
Queries from Customers ADRs Protocol Information Different Usage Patterns
67. Marketing Materials Info
Marketing
Materials Info
Details of Catalogue of Calendar Availability of
Marketing Marketing Detailing Key Incentives
Messages Materials Events
68. Business Knowledge / News
Business Knowledge /
News
Industry Best Practices Newsflashes About Shared Information
Events
69. Marketplace Information
Marketplace
Information
Government Competitor Other Practice Trends
Policies Information Information
Prescribing Economic and
Patterns and Regulatory
Trends Influencers
70. Government Policies
Government Policies
Guidelines Reimbursement Levels Budget Eligibility
71. Competitor Information
Competitor
Information
Marketing Competitor Global / Country Account Level
Messages / Strengths and Level Activity Activity
Materials Weaknesses
72. Other Information
Other
Information
End Users Profile Treatments Researches Future Trends
73. Performance Information
Performance
Information
Sales Marketing Financial Performance Incentives
Performance Performance Performance Against Plan Performance
Forecast vs. Following Budget Spend ROI vs. Forecast Individual Percentage
Actual vs. Target Planning Against Plan Performance Contribution
Horizons Available Against Incentive
Targets
74. Marketing Performance
Marketing Performance
Market Share by Comparison to
Product Competitor Products
75. Performance against Plan
Performance Against Plan
Contacts / Calls Monthly Actions and
Objectives
76. Sales History and Plan
Sales History
and Plan
Sales by product Planned sales by
category over time product category
77. Contact History and Plan
Contact History
and Plan
Names and roles Purpose Results and actions Planned
of person who of contact or questions arising future contacts
made contact
78. Relationship Profiles
Relationship
Profiles
Relationships Relationships between Relationships
within account account and external to Customers
bodies / individuals