This document discusses vendor scorecarding practices in the retail industry. It provides an overview of a study involving $600 billion in retail revenue. Vendor scorecards track key metrics like delivery accuracy and quality to drive supply chain compliance. Scorecards benefit retailers by improving operations and vendor performance. They benefit vendors by increasing visibility, cutting costs, and expediting supply chains. The document outlines common metrics tracked in scorecards and how compliance impacts vendor-retailer relationships. It provides recommendations for implementing successful scorecard programs that improve outcomes.
Customer success requires a fundamental shift in the way you conduct business. Dan Steinman, CCO of Gainsight, worked with VPs of Customer Success across the technology industry to develop the 10 Laws of Customer Success. The 10 Laws of Customer Success represent the key focus areas all technology companies should be focusing on as they move towards a customer success model.
Forrester Research: How the Customer Success Industry is EvolvingGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation by Forrester Research - How the Customer Success Industry is Evolving - is from Pulse 2014, the biggest Customer Success industry event ever.
Is your customer success team delivering real value ?Gainsight
If you’re a Customer Success leader, your biggest fear is that despite your efforts, you aren’t delivering real value to your customers. How can you be sure?
In this webinar Allison will discuss:
How to align your Customer Success team with key accounts
The benefits of Success Plans to create workflows for every scenario. A strategic process to achieve predictable value delivery
Ensure you’re delivering the value your customers expect.
Customer success requires a fundamental shift in the way you conduct business. Dan Steinman, CCO of Gainsight, worked with VPs of Customer Success across the technology industry to develop the 10 Laws of Customer Success. The 10 Laws of Customer Success represent the key focus areas all technology companies should be focusing on as they move towards a customer success model.
Forrester Research: How the Customer Success Industry is EvolvingGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation by Forrester Research - How the Customer Success Industry is Evolving - is from Pulse 2014, the biggest Customer Success industry event ever.
Is your customer success team delivering real value ?Gainsight
If you’re a Customer Success leader, your biggest fear is that despite your efforts, you aren’t delivering real value to your customers. How can you be sure?
In this webinar Allison will discuss:
How to align your Customer Success team with key accounts
The benefits of Success Plans to create workflows for every scenario. A strategic process to achieve predictable value delivery
Ensure you’re delivering the value your customers expect.
Do your prices include your costs to get the right customers? Here's an easy way to make sure and see what it really costs to acquire, maintain, and retain them. From BSC RISE Austin 2012.
9 steps to help beverage companies improve their demand forecasting processHalo BI
Demand forecasting can be a daunting task in the beverage industry. Use these9 steps to help you develop an action plan to conquer the demand planning challenge.
* Online course: https://www.voiceofthebusinessacademy.com/course/part-1-3-implementing-winloss-intelligence-program
Implementing a Win/Loss Intelligence Program enables organizations to access the minds of their buyers. Existing customers and lost prospect intelligence can be leveraged by numerous stakeholders in an organization to allow more focused and concise strategic and tactical decision-making. Other internal stakeholders such as Product Managers and the Sales function can also significantly benefit from this intelligence within their own activities, including new product development, and impact customer retention rates and lost prospect re-engagement tactical initiatives.
Most Win/Loss Intelligence vendors that exist today could also greatly benefit by taking this course with its proven methodology, deliverables, and track record of success with large and small businesses. In a marketplace where buyers are limited, organizations struggle to gain a greater mind share within, and a wallet share from their existing accounts and lost prospects.
This webinar will teach an organization how to implement a baseline intelligence foundation in which the information and intelligence is strategic, unbiased, measurable, actionable, and repeatable. The webinar then proceeds to build the intelligence program on top of that foundation covering all aspects needed for a successful program. If you have an existing intelligence program, and those five pillars don’t all exist in that program, this webinar is a must.
Hear some tips from the pros! Managers from Gainsight's Customer Success & Ops teams will share methods for hiring the best talent. What backgrounds and experience do you look for? What are some interview questions and how do you manage candidate pipeline?
Here's how to run a B2B win/loss analysis in 7 steps. We'll look at determining the goal, developing interview questions, creating a reach-out campaign to prospects, conducting the interviews, analyzing wins/losses quantitatively, presenting the findings across the organization, and then creating strategic action items for the business.
Best practices in CSM compensation with customer success leadersGainsight
CSM compensation is one of the most often debated questions for companies no matter their level of maturity in Customer Success. Getting the right comp plan for CSMs can depend on a variety of factors including customer segmentation, ASP, upsell potential and more.
How Customer Success is Revolutionizing Open Source CompaniesGainsight
As companies demand more of technology, it’s no wonder why they turn to open source to help fill the gaps. Likewise, it’s not surprising that open source companies would turn to customer success to support these clients.
Join Jennifer Dearman, Director, Strategic Customer Engagement at Red Hat, Andy Knosp, VP of Services at Gainsight, and Dhaval Moogimane, Partner at Waterstone Management Group, to discover how customer success is revolutionizing the open source industry. In this 60 minute webinar we will discuss:
Why open source companies are adopting customer success
How to implement customer success in an open source company
Real-world examples of how Red Hat implemented customer success
How Mozy Uses Gainsight for Collections and BillingGainsight
Join David Knox (Client Strategy Director | Gainsight), Tara Wilson (Customer Success Manager | Mozy) and Céline Brandy (Global Customer Success Manager| Mozy) in this 45 minute webinar recorded on Thursday January 21 2016.
During the SaaS.City Customer Success bootcamp on Monday the 18th of September 2017, attendees at SaaStock 2017 found out how to manage customer risk, map customer health scores, justify the expense of Customer Success, and so much more.
The Customer Success Bootcamp mentors include Dan Steinman, GM of Gainsight EMEA; David Apple, VP of Customer Success at Typeform; and Cristina Georgoulaki, Head of Customer Success at Typeform. This event was exclusively for SaaStock conference ticket holders.
Customer Success is one of the most influential tools in your toolbox and a staple of successful organizations -- but should you charge for it?
Learn the answer and more on Join Nick Mehta, CEO of Gainsight, and Omid Razavi, SaaS Customer Success & Services Advisor, as they discuss:
- If and when you should charge for customer success
- How to create a customer success pricing plan
- How to tier your customer success services
Setting up a successful customer success strategy starts with knowing your customer, tailoring your product to suit their needs and offering it at a price where value is truly understood. Can't attend live? Register anyway and you'll receive a copy of the recording afterward.
What Does It Really Mean To Build A Customer Culture?Totango
Whether you call it customer centricity, customer obsession, or customer focused, putting the customer at the center of your company is the right business approach. In order to be customer centric, however, your organization must operate within a strong, pervasive customer culture that supports the business approach.
But what exactly is a customer culture and how do you build it? Review our webinar slides presented by two industry thought leaders, Claire Burge, CEO of This Is Productivity, and Omer Gotlieb, Co-founder of Totango, to learn:
- The specific cultural changes required to truly embrace customer-centricity
- The processes and systems required for customer-centric culture
- The mind-shifts individual team players need to make toward customer-centricity
For recurring revenue businesses, your business success is directly tied to your customer's success. Make sure you catch the on-demand webinar to build the right customer culture for your company.
Customer Success Management - Incentives and CompensationGainsight
Did you know there are 7 different ways to compensate and incent Customer Success Managers? Find out which ones work in 2015 in this webinar.
Like all aspects of Customer Success Management, best practices around CSM compensation and incentives are changing; mirroring the evolving role of front-line CSMs and the strategic alignment of the Customer Success organization.
To ensure that you’re operating with the latest and greatest information, join Bernie Kassar, SVP Customer Success at Xactly, and Gainsight Chief Customer Officer Dan Steinman, as they share the best practices for CSM Compensation and Incentives for 2015.
In this webinar, you’ll learn:
1. If a variable compensation model works best for Customer Success Managers
2. Whether Customer Success Managers should be carrying Revenue – or other – Quotas
3. What the best companies are basing Customer Success Managers’ success compensation on (CSat, Revenue, Renewals, etc.)
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
Improving Cost to-Serve and Maximizing Sales and MarginsHalo BI
Using real use cases, this presentation addresses the five elements that affect overall customer profitability: Volume, Price, Cost, Cost to Serve and Mix Impact.
Understand who are the most profitable customers and maximize overall profitability, revenue, and retention - Analyze channel performance and take action in real-time - Gain visibility into customer buying trends to know where to focus resources and re-align sales strategies.
Brought to you by Halo and Supply Chain Insights
How can you measure the value of customer success to your organization? What is the actual bottom-line dollar value customer success will have for your company? Join Dan Steinman, Chief Customer Officer at Gainsight, and special guest Kate Leggett, VP and Principal Analyst at Forrester Research to learn the answers to these questions and more.
Dan and Kate will discuss the economic value customer success has had on various industries and what potential value it holds for the future of your company. This data-driven-webinar will cover topics such as:
The economic value model of customer success for SaaS, financial services, and other industries
How to lead your company in customer success
The benefits of adopting customer success as an organization
Getting started with EDI can seem like a daunting proposition. At first sight it can be difficult, highly technical, and even
obscure. Once you dig a little deeper, however, you quickly see that EDI can be a great deal of help to small and midsized
businesses that are seeking to automate their order processing and invoicing systems...
Do your prices include your costs to get the right customers? Here's an easy way to make sure and see what it really costs to acquire, maintain, and retain them. From BSC RISE Austin 2012.
9 steps to help beverage companies improve their demand forecasting processHalo BI
Demand forecasting can be a daunting task in the beverage industry. Use these9 steps to help you develop an action plan to conquer the demand planning challenge.
* Online course: https://www.voiceofthebusinessacademy.com/course/part-1-3-implementing-winloss-intelligence-program
Implementing a Win/Loss Intelligence Program enables organizations to access the minds of their buyers. Existing customers and lost prospect intelligence can be leveraged by numerous stakeholders in an organization to allow more focused and concise strategic and tactical decision-making. Other internal stakeholders such as Product Managers and the Sales function can also significantly benefit from this intelligence within their own activities, including new product development, and impact customer retention rates and lost prospect re-engagement tactical initiatives.
Most Win/Loss Intelligence vendors that exist today could also greatly benefit by taking this course with its proven methodology, deliverables, and track record of success with large and small businesses. In a marketplace where buyers are limited, organizations struggle to gain a greater mind share within, and a wallet share from their existing accounts and lost prospects.
This webinar will teach an organization how to implement a baseline intelligence foundation in which the information and intelligence is strategic, unbiased, measurable, actionable, and repeatable. The webinar then proceeds to build the intelligence program on top of that foundation covering all aspects needed for a successful program. If you have an existing intelligence program, and those five pillars don’t all exist in that program, this webinar is a must.
Hear some tips from the pros! Managers from Gainsight's Customer Success & Ops teams will share methods for hiring the best talent. What backgrounds and experience do you look for? What are some interview questions and how do you manage candidate pipeline?
Here's how to run a B2B win/loss analysis in 7 steps. We'll look at determining the goal, developing interview questions, creating a reach-out campaign to prospects, conducting the interviews, analyzing wins/losses quantitatively, presenting the findings across the organization, and then creating strategic action items for the business.
Best practices in CSM compensation with customer success leadersGainsight
CSM compensation is one of the most often debated questions for companies no matter their level of maturity in Customer Success. Getting the right comp plan for CSMs can depend on a variety of factors including customer segmentation, ASP, upsell potential and more.
How Customer Success is Revolutionizing Open Source CompaniesGainsight
As companies demand more of technology, it’s no wonder why they turn to open source to help fill the gaps. Likewise, it’s not surprising that open source companies would turn to customer success to support these clients.
Join Jennifer Dearman, Director, Strategic Customer Engagement at Red Hat, Andy Knosp, VP of Services at Gainsight, and Dhaval Moogimane, Partner at Waterstone Management Group, to discover how customer success is revolutionizing the open source industry. In this 60 minute webinar we will discuss:
Why open source companies are adopting customer success
How to implement customer success in an open source company
Real-world examples of how Red Hat implemented customer success
How Mozy Uses Gainsight for Collections and BillingGainsight
Join David Knox (Client Strategy Director | Gainsight), Tara Wilson (Customer Success Manager | Mozy) and Céline Brandy (Global Customer Success Manager| Mozy) in this 45 minute webinar recorded on Thursday January 21 2016.
During the SaaS.City Customer Success bootcamp on Monday the 18th of September 2017, attendees at SaaStock 2017 found out how to manage customer risk, map customer health scores, justify the expense of Customer Success, and so much more.
The Customer Success Bootcamp mentors include Dan Steinman, GM of Gainsight EMEA; David Apple, VP of Customer Success at Typeform; and Cristina Georgoulaki, Head of Customer Success at Typeform. This event was exclusively for SaaStock conference ticket holders.
Customer Success is one of the most influential tools in your toolbox and a staple of successful organizations -- but should you charge for it?
Learn the answer and more on Join Nick Mehta, CEO of Gainsight, and Omid Razavi, SaaS Customer Success & Services Advisor, as they discuss:
- If and when you should charge for customer success
- How to create a customer success pricing plan
- How to tier your customer success services
Setting up a successful customer success strategy starts with knowing your customer, tailoring your product to suit their needs and offering it at a price where value is truly understood. Can't attend live? Register anyway and you'll receive a copy of the recording afterward.
What Does It Really Mean To Build A Customer Culture?Totango
Whether you call it customer centricity, customer obsession, or customer focused, putting the customer at the center of your company is the right business approach. In order to be customer centric, however, your organization must operate within a strong, pervasive customer culture that supports the business approach.
But what exactly is a customer culture and how do you build it? Review our webinar slides presented by two industry thought leaders, Claire Burge, CEO of This Is Productivity, and Omer Gotlieb, Co-founder of Totango, to learn:
- The specific cultural changes required to truly embrace customer-centricity
- The processes and systems required for customer-centric culture
- The mind-shifts individual team players need to make toward customer-centricity
For recurring revenue businesses, your business success is directly tied to your customer's success. Make sure you catch the on-demand webinar to build the right customer culture for your company.
Customer Success Management - Incentives and CompensationGainsight
Did you know there are 7 different ways to compensate and incent Customer Success Managers? Find out which ones work in 2015 in this webinar.
Like all aspects of Customer Success Management, best practices around CSM compensation and incentives are changing; mirroring the evolving role of front-line CSMs and the strategic alignment of the Customer Success organization.
To ensure that you’re operating with the latest and greatest information, join Bernie Kassar, SVP Customer Success at Xactly, and Gainsight Chief Customer Officer Dan Steinman, as they share the best practices for CSM Compensation and Incentives for 2015.
In this webinar, you’ll learn:
1. If a variable compensation model works best for Customer Success Managers
2. Whether Customer Success Managers should be carrying Revenue – or other – Quotas
3. What the best companies are basing Customer Success Managers’ success compensation on (CSat, Revenue, Renewals, etc.)
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
Improving Cost to-Serve and Maximizing Sales and MarginsHalo BI
Using real use cases, this presentation addresses the five elements that affect overall customer profitability: Volume, Price, Cost, Cost to Serve and Mix Impact.
Understand who are the most profitable customers and maximize overall profitability, revenue, and retention - Analyze channel performance and take action in real-time - Gain visibility into customer buying trends to know where to focus resources and re-align sales strategies.
Brought to you by Halo and Supply Chain Insights
How can you measure the value of customer success to your organization? What is the actual bottom-line dollar value customer success will have for your company? Join Dan Steinman, Chief Customer Officer at Gainsight, and special guest Kate Leggett, VP and Principal Analyst at Forrester Research to learn the answers to these questions and more.
Dan and Kate will discuss the economic value customer success has had on various industries and what potential value it holds for the future of your company. This data-driven-webinar will cover topics such as:
The economic value model of customer success for SaaS, financial services, and other industries
How to lead your company in customer success
The benefits of adopting customer success as an organization
Getting started with EDI can seem like a daunting proposition. At first sight it can be difficult, highly technical, and even
obscure. Once you dig a little deeper, however, you quickly see that EDI can be a great deal of help to small and midsized
businesses that are seeking to automate their order processing and invoicing systems...
The importance of effectively using EDI and expanding the
value proposition to mid-sized businesses is paramount.
This white paper discusses how your business can integrate
EDI into its ERP software, improving efficiency and
reducing operational costs by eliminating mistakes and
chargebacks.
Part 1: Understanding EDI and Integration
Integrating EDI into the enterprise offers significant benefits to both small and large
businesses. In part 1 of this white paper we explore the need for integration.
How to leverage a new, comprehensive CIO strategic framework that is an extension of CTO Blumenthal\'s successful implementation of User- Centric EA at the Coast Guard and the Secret Service.
Terms of Trade: Understanding trade dynamics in the US is an Economist Intelligence Unit (EIU) report, commissioned by American Express, which examines key aspects of trading with the world’s largest economy from the perspective of foreign companies.
The Pilot Engage Pilot Framework: Winning with Certainty. This whitepaper explores the best practices, systems and techniques that have helped us to achieve mastery of the pilot process over a decade selling complex solutions to corporate customers. We call this framework Pilot Engage, and the results it generates have a measurable and powerful impact on the bottom line.
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.
Building an Effective Customer Experience within the ETA Risk GuidelinesAgreement Express Inc.
In order to provide a great customer onboarding experience, merchant acquirers should first consider improving the underwriting process. This webinar challenges merchant acquirers to go beyond the “status quo” in payments by first unpacking the challenges of the risk process, before building an incredible customer experience.
With the ETA’s Risk Guidelines as a guiding principle, Recombo CEO, Mike Gardner takes attendees through the necessary steps to understand the modern merchant, provide the tools to improve customer experience, and critically examine the underwriting process.
Chapter 4 Creating Customer Value, Satisfaction, and LoyaltyNishant Agrawal
Creating Customer Value, Satisfaction, and Loyalty
Organizational Charts
What is Customer Perceived Value?
Determinants of Customer Perceived Value
Steps in a Customer Value Analysis
Measuring Satisfaction
What is Quality?
Accelerate growth through sales!
The Sales Audit powered by Verde Martin is a sales acceleration process that helps small and mid-sized business leaders find new revenues, savings, and efficiencies by maximizing the sales process through our own tested and proven sales audit system.
Not unlike a financial audit measures gaps in financials, we walk businesses through a Sales Audit to measure gaps in your sales process.
It’s no secret that sales make the world go round. Selling drives the economy, feeds growth, and pushes innovation. It’s crucial that your business creates a sales strategy and invests the time to do it well, because sales can make or break your business. You can have the best idea or product in the world, but unless you can sell it, nothing happens.
We will help you identify your unique sales needs and gaps in your current sales process, and then we work with you to design a custom sales program to fill in those gaps and meet the everyday needs of your business, creating an easy-to-follow path to increased sales.
Verde Martin has supported over 100 for-profit and non-profit organizations since starting in 2007 with a proven track record of success.
Once the sales audit process is completed, customers realize an average 30% increase in profits over the duration of a year.
Many companies struggle with spend analysis. The presentations answers the basics of spend analysis, where to start from, what benefits to expect from spend analysis etc.
How do you measure up? A crowd-sourced, cross-pollinated discussion on evalua...ProductCamp Boston
As a product marketer how do you evaluate if you’re being effective? If you’re in marcomms, product management, sales or the CEO how do you evaluate if the role is being effective and properly supported?
Is product marketing judged on volume output such as leads, events, webpages or trainings produced? Are you being driven by “optics and politics” and “the way things are done here “or jumping on the latest trends and content tactics du jour.
How do you determine if your priorities are in the right place? If you are over or understaffed, if there are bottlenecks or organizational issues that inhibit effectiveness. Is your measure of success different at different stages of product/company development? Does product marketing in a start-up or for a new product get measured in the same way as a more mature one?
Are there common metrics regardless of company size or product maturity?
We’ll propose some straw man metrics and then organize the chaos that will likely ensue. So come ready to participate!
Mike Reynolds, IT Director at Top Heavy, knew exactly what he was looking for in a
solution.
He needed to streamline the JCPenney TMS process, improve order and
UCC128 label processing, and improve customer service levels.
He chose Dicentral over GSX and EDIsoft.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
2. VENDOR SCORECARDING
DiCentral/VCF Research Results
•Participants of the study represent approximately $600B in
revenue.
•A mix of both public and private companies, but majority of
companies participating are public.
•Almost all retailers participating enjoy revenue in excess of
$1B.
5. What is Collected in Vendor Scorecards
Higher frequency
Higher frequency
of responses
of responses
Lower frequency
Lower frequency
of responses
of responses
6. How do Scorecards Benefit Vendors
• Obvious Reasons for Compliance
• Avoid Chargebacks
• Develop a good partnership with Retailer
• Cut cost of manually receiving orders and keying in paper
invoices
• Expedite the flow of merchandise through supply chain thus
generating more business
• Track documents and have complete visibility of
merchandise that is shipped to Retailer
• Get invoices paid faster
7. How do Scorecards Benefit Vendors
• Hidden Reasons for Compliance
• Great Compliance grants you the privilege of getting your
shipments cross docked
• Cut risk of getting a charge back due to items that was
substituted
• Move you to the top of the buyers list
• Opportunity to negotiate better terms with the buyer
• Supplier Compliance Managers will be more willing to work
with you when charge backs do occur
8. Key reasons Retailers produce Vendor Scorecards
(Ranked by recipient response )
• Proactive tool to drive vendor performance
and improve growth.
• Vendor rationalization and vendor ranking.
• Drive supply-chain compliance through use
of charge-backs.
• Buyer negotiation / impact on purchases.
• Promotional activities and supported
funding.
9. Key Benefits Realized When Deploying
(In order of frequency of response)
•Improvement in receipt metrics – often citing double-digit gains
•Improved awareness and communication in both merchant and
vendor communities
•Improvement in retailers’ internal processes and data integrity
•Reduction of inventory investment
•Improved financial performance (sales, margin)
10. Metrics for ASN
• ASN store number is a mismatch to PO store number
• Items on the ASN were not on the original PO
• Item quantities on the ASN do not match what the
received on carton
• Items on ASN are not received in carton
• ASN is received past the cancel date on the purchase
order
• Carton listed ASN not received
11. Scorecard Results-Pass Fail
•To the supplier, pass or fail is determined by whether or not its
business grows with the retailer, it recognizes the revenue
expected, and conducts business without penalty.
•Individual metrics can have contractual implications – often
around delivery and quality.
•Composite scores don’t often have contractual implications
unless it is identified in the purchase or vendor agreement.
However, composite scores can significantly influence the
relationship.
12. Scorecard Results-Pass Fail
• Composite scores may have numerical grading with some
definition around acceptable and unacceptable scores.
• Other composite scores may simply be defined in terms of
Excellent, Good, Fair, Needs Improvement, Unacceptable.
• Composite scores often have weight to individual components.
13.
14. How Build a Scorecard that will reflect your compliance Goals
• Educate vendors on what you will require of them before
initiating a compliance program
• Clearly state that your goal is to receive the correct
merchandise on time and not to make money off of charge
backs
• Educate your Distribution / Warehouse personnel emphasize
that you are working to get vendors to ship correctly and
need their help to accomplish this goal
• Provide a concise list of penalties for non-compliances
15.
16. Metrics for NON EDI Business Requirements
• The shipment arrived with product that was not ordered
• Items were sent without hang tags
• Items to be shipped on hanger were sent without hangers
• Cartons received with hangers on the bottom and items on top
• Shipment did not have certificate of origin
• Items were not packed according to business requirements
17. What Makes Scorecard Initiative Successful
Have a strong integration with your suppliers –
Have a strong integration with your suppliers –
B2B //EDI.
B2B EDI.
Ensure a strong, cross-functional team is
Ensure a strong, cross-functional team is
properly engaged. .
properly engaged
Test your scorecard and ensure data integrity
Test your scorecard and ensure data integrity
before rolling out.
before rolling out.
Be focused on the specific outcomes you want,
Be focused on the specific outcomes you want,
resource the initiative appropriately.
resource the initiative appropriately.
20. Thank You!
Mary Kleespies Paul Wagner
askmary@dicentral.com paul@paulcwagner.net
713.298.3332 425.780.0957
Editor's Notes
For retailers in today’s competitive marketplace is all about making “right” turns; having the right product in the right location at the right time for the right price. To capture market-share, retailers invest heavily on replenishment and allocation technologies, planning organizations, business intelligence, promotional vehicles, compelling store fronts, fulfillment and logistics facilities – all to manage inventory and convert goods to revenue. Most of this infrastructure and the related environment are variables carefully and closely controlled by the retailer. However, the one key component in retailers’ ability to deliver goods to market that it can’t completely control is what it relies on most… its vendors. Coming out of a recession, many retailers are looking for ways to re-engineer their supply-chain, create new channels of distribution, and rely more and more on the services of their vendors. For many retailers, these services are based on many relationships, often in the thousands. Managing these relationships requires metrics – key performance indicators – that provide some ability to recapture scale and monitor/manage performance. Again, to be competitive today, your relationship with your vendor is not simply from whom you receive goods, but a partner that have services, assets, and abilities to help you get ahead. If you feel your not getting enough from your vendor, then you have to change the way you measure their performance. These metrics, more commonly referred to as “Vendor Scorecards” have been used in a number of industries for decades – manufacturing and consumer products, government agencies, financial services. In retail however, it’s a newer concept and not widely used as it is in other industries. So, DiCentral in conjuction with VCF thought it would be a great idea to convas a number of its partner retail companies to see just how and why vendor scorecarding is used, what works, what are common constructs employed in scorecarding, and where opportunities may exist.
In late 2011, DiCentral in conjunction with VCF conducted a survey of retailers to better understand how vendor scorecards are used today. It sampled many of today’s leading retailers, 2/3rds of which represent public retail entities with 90% of those public companies enjoying revenue in excess of $1B. Collectively, the participants of the study represent nearly $600B in revenue resulting from cross-channel sales. Of the participants of the study, 62% compile and present their vendors with scorecard results.
As cited in the survey, retailers have a number of reasons for score-carding suppliers across operational, tactical, and strategic concerns. In general terms, retailers cited two key reasons for using scorecards. One stems from the need to compare a vendor performance against pre-determined goals. The other is driven from the need to compare vendors against one another. Survey participants overwhelmingly indicated the number one reason for producing a vendor scorecard is to partner with the vendor in order to grow the business. To develop a strong partnership encourages investment (while threat of loss or charge-backs create an uncertain business climate, one the vendor is less likely to invest in). A close second, retailers cited vendor comparison as a key driver for producing scorecards. Although not shared with suppliers, retailers use vendor rankings for financial and operational assessment, often for the purpose of narrowing assortments or eliminating vendors. Third, retailers cited using scorecards to benchmark a baseline set of supply-chain requirements and drive vendors to minimally meet those requirements, reinforced with charge-backs if necessary. Although not cited by a majority of retailers, the fourth reason identified in the survey was to provide a tool for buyer negotiation. A distant fifth reason retailers used a vendor scorecard is to foster promotional activities to either clear inventory or drive cooperative marketing initiatives.
There are no standards for scorecards; every retailer has it’s own. There is no standard to formatting, delivery, or data collected. However, there is commonality identified in the survey – ranked in this diagram clockwise based on frequency of response cited. Most notably in the survey results, we found delivery metrics identified as the key data collected and reported in scorecards. These include: Fill-rate and on-time delivery Replenishment back-orders ASN Accuracy Short-shipments and substitutions A few Quality metrics: Packaging, hander errors or challenges in lableing Catalog discrepancy Financial impacts: Stock-outs Sales and Margin.
Why Should Vendors comply with Retailers Business and EDI Requirements The retail industry is quickly moving towards issuing chargebacks and keeping track of vendor performance. The reason is that retailers no longer have the luxury to receive merchandise manually and will not accept noncompliance as a norm for doing business. Thus it is in the vendor’s best interest to meet the Retailers Business and EDI requirements. How will Supplier Compliance help the Vendor? The majority of vendors that are not EDI compliant are asking (What is in it for me? ) Why should vendors incur the cost of EDI? And try to be compliant? The reasons to comply range from the obvious with hidden benefits. Let’s explore the vendors what is in it for me ?
Although the respondents provided a wide range of results they experienced when launching a vendor scorecard, over 85% indicated the scorecard produced positive results. Over half of the retailers cited tangible benefits such as on-time deliveries, complete and accurate shipments, reduced lead-times, reduction in inventory investment, reduction in order latencies and in-transit time, improvement in shelf-space utilization, reduced ticketing and packaging discrepancies, and improved in-stock positions resulting in fewer lost sales. Other retailers reported less tangible benefits such as improved buyer awareness, vendor training opportunities, and an overall general improvement in vendor relations. Surprisingly, some retailers found that the scorecard produced more benefit to their own internal processes, citing improvements in data integrity and quality, automation of data capture, and operational controls in procurement and receipt functions. A minority of participants, 12%, found no benefit, referencing the aforementioned integrity and technical challenges when they attempted to produce a scorecard.
So, what scores are generated from the supplier scorecard? We have reviewed a number of categories subject to scorecarding, with various components. Each component provides a key performance indicator for a specific measurement – whether metrics for delivery, quality, or others. A number of these metrics may have contractual implications. For example, a retailer may cancel or charge back a supplier if goods are received after the delivery window. The retailer may require the supplier to delivery at a 95% fill-rate or they are not to deliver the goods at all. However, from the survey a number of participants in the survey indicated that they compile composite scores and provide those scores to both suppliers and internal constituents alike. Composite scores are not standard – they may be numeric or have some other literal valuation. For example, some retailers may set a threshold of a 70, meaning a composite score of 70 is passing, although there may be individual areas for improvement, while a score below 70 is failing. On occasion, there may be some form of contractual obligation or penalty to the supplier for a failing grade, but for most there are not. This doesn’t mean that there aren’t repercussions from a poor score – it will almost definitely impact the relationship. For many that develop composite scores, the sum of the parts are generated from weighted criteria. For example, some retailers may place an emphasis on On-Time delivery, meaning that suppliers that delivery within the delivery window gets high marks. Delivery before the window may get a demotion of 10 pts, delivery after the window may get a demotion of 20 pts – with this category being weighted higher missing that window costs. Other retailers may place a value on fill-rate – meaning 100% order fulfillment is a high score, anything below a 92% fill-rate gets a demotion and may impact the overall composite score. All this said, it is important for retailers to make clear what criteria may be more important that others – and for the suppliers to understand this.
Develop Metrics to manage vendor performance It is common knowledge that you cannot manage what you do not measure, thus the first step is to identify areas that are causing you pain. The key areas that we will address are Finance (invoices) and Logistics/Distribution (Asn) the reason for making them a priority when developing metrics is that these areas will quickly give you a return on your investment. The metrics should reflect your organization’s business and Edi requirements; I will provide you with a metric’s guide for the Asn, these are to be used as a starting point to help you develop your own metrics.
Your organization will save time and money by first sending proactive alerts to vendors of data that is not correct and secondly you have a way of measuring errors to provide vendors documentation when chargebacks occur. The metrics will be the backbone of your compliance program and should be developed only in areas that impact your business. Keep chargeback program simple and consistent
This question wasn’t explicitly in the DiCentral survey. However, we can make a few inferences by connected a number of the responses we were provided. First, there is a very close correlation between the level of B2B integration and the tangible benefits of score-carding. Those that showed particularly strong B2B integration in the survey also stated higher tangible benefit. Conversely, as would be expected, there is a close correlation between retailers that have weak B2B integration and those reporting failed initiatives or no scorecard. Those responding with higher returns on their scorecard initiatives indicated that their audience participation was broad, including most if not all internal and external participants. Those responding with smaller returns identified their audience was strictly targeted to their buyers. Those with failed scorecard initiatives explicitly indicated that a key challenge was data integrity, poor process controls, or lack of a timely delivery. Another anecdotal relationship we found is in the data was between the size of the retailer and the tangible benefits they reported. The larger retailers that participated in the study reported significantly larger gains in operating performance, citing 30% to 50% improvement in a number of metrics. The smaller the retail participant, the less tangible the benefit reported. We can only surmise the cause and effect of this relationship, but suspect it’s a result of an economy of scale (carry a big stick) or a function of resource and prioritization. However, again these are inferences we’ve drawn from the survey results and should be taken as such.
So, what can we glean from the survey results that point to opportunities for improvement? The most obvious opportunity found is the delivery mechanism for communicating scorecard results. Of the participants that indicated that they have a formalized scorecard process and communicate results with suppliers, more than half use static reports that are emailed to suppliers. This implies that no real-time analytics or vendor portals are leveraged. 22% of the participants indicated that scorecards are available on-line. Another opportunity is found in the intended audience of the vendor scorecard. Overwhelmingly, retailers identified the intended recipient as the buyer (VP, GMM, DMM). Fewer than 10% of the respondents identified the vendor. Yet fewer identified accounting/finance or the merchandise planning organization, although planning may be implied as part of the “buyer” organization. Yet another opportunity lies in the breadth of data types used to support vendor scorecards. The vast majority of participants only leverage delivery and receipt metrics as the basis for evaluation. The survey responses clearly indicate that operational execution and bottom line performance are the primary focus areas. However, there are many other opportunities for score-carding to eliminate risk, improve top-line performance, and drive customer affinity. More focus on: Relationship Metrics: Strategic alignment, level of mutual commitment, joint problem solving and conflict management, frequency and quality of communication. Strategic Value: Contribution to product innovation, cooperation in entering new markets, commitment to process improvement, and contribution to brand equity. Financial Value: Cost avoidance, price stability, return on invested capital, incremental revenue and margin.
So, in summary here again are the findings from the DiCentral and VCF survey: We discovered why retailers compile vendor scorecards: 2 overarching reasons: a) compare metrics to retailers goals, b) compare suppliers against one another Specific reasons include: 1. drive vendor performance and growth 2. vendor rationalization and ranking 3. drive supply-chain compliance – reinforced with charge-backs 4. buyer negotiation 5. promotional activities We found what key data is usually compiled in scorecards: * ranges from the quantitative to the qualitative. Quantitative metrics such as delivery, quality more prevalent than sales and margin metrics. We’ve summarized what retailers found as key benefits of scorecard initiatives: 1. double digit gains in metric improvement around deliveries and receipts. 2. improved awareness and communication between parties. 3. improvement in We’ve surmized what factors make a scorecard initiative successful: We’ve received some insight on how vendors are scored and what makes a pass/fail grade: Finally, we reviewed opportunities for scorecard improvements:
Again, on behalf of DiCentral and VCF, we thank you for your time. Please feel free to contact us. Now, we’re happy to open the discussion up to any questions you may have.