The document is a white paper from Aalpha Information Systems India Pvt. Ltd. discussing the benefits of implementing electronic customer relationship management (eCRM) systems. It describes how eCRM can help companies better understand customer needs, improve customer service, and build customer loyalty. It also provides tips for selecting an eCRM solution, including evaluating costs, timelines, and integration requirements. Finally, it introduces Aalpha as an outsourcing partner that can help companies develop and deploy customized eCRM systems.
E-CRM, or electronic customer relationship management, uses information technology to integrate internal organization resources and external marketing strategies to understand and fulfill customer needs. It allows companies to manage relationships with customers through digital channels like the internet, intranet, and extranet. Successful e-CRM implementation requires developing customer-centric strategies, redesigning workflow systems, re-engineering processes, and supporting the right technologies. Mobile CRM is also growing in popularity as it allows for a more personal connection with customers through wireless devices.
CRM refers to strategies and technologies used by companies to manage interactions with current and potential customers. e-CRM involves applying CRM strategies using electronic channels like websites to personalize the customer experience. Key aspects of e-CRM include tracking customer data online through tools like cookies and web bugs to analyze behavior and personalize marketing. Effective e-CRM systems also integrate data from external sources to gain insights and optimize customer retention, acquisition, and spending. Transitioning to e-CRM requires assessing current capabilities, aligning business strategies, and implementing technical architectures like data mining and campaign management software.
The document discusses e-CRM (electronic customer relationship management) and its key applications and management steps for integration. It describes how e-CRM expands traditional CRM by integrating new electronic channels like websites to provide a unified view of customers across interactions. The main applications of e-CRM include information integration, customer analysis, campaign management, real-time decision making, and personalized messaging. Effective management steps for e-CRM integration include identifying existing CRM processes, formulating a vision and strategy, securing management support, choosing technology partners, and evaluating metrics.
1) The document discusses the application of e-customer relationship management (e-CRM) and how it uses internet technologies to manage customer relationships and personalize marketing messages.
2) It explains the objectives of e-CRM, which include effectively managing customer relationships and increasing customer loyalty through improved satisfaction.
3) The key differences between traditional CRM and e-CRM are described, with e-CRM using more modern internet and wireless technologies for customer contacts.
1. eCRM provides companies with interactive and personalized communication across electronic and traditional channels while respecting customer preferences.
2. Building an effective eCRM solution requires defining business objectives, assessing current capabilities, and defining process changes needed to meet goals.
3. Key eCRM features include a focus on refining business processes, being data-driven to provide customized customer profiles and interactions, and measuring performance.
The document discusses the evolution and purpose of customer relationship management (CRM). It began as a way for companies to individually contact all customers in the 1980s but became unwieldy. Newer software in the 1990s made CRM more effective by allowing companies to better track customer data and give incentives to loyal customers. The purpose of CRM is to integrate customer-facing processes and automate them to improve customer service, gather customer insights, and strengthen relationships. However, some are concerned about potential privacy issues from companies collecting extensive customer data.
The document discusses electronic customer relationship management (E-CRM). It defines E-CRM as using information technology to integrate internal resources and external marketing strategies to understand and fulfill customer wants. E-CRM offers sharing of information and analytical tools to analyze customer needs and maintain long-term relationships. Key components of an E-CRM strategy include collaborative technologies, web services, e-sales, e-marketing, e-profiling, and e-services. The document also outlines advantages like mass customization and convenient customer access, and disadvantages such as difficulty identifying business problems and potential network failures irritating customers.
The document discusses Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) systems. It states that while ERP focuses on automating back-office functions to improve organizational efficiency, CRM aims to provide effectiveness through reducing costs, identifying markets, and improving customer satisfaction. The two systems are complementary, with CRM focusing on front-office customer-facing processes and ERP providing resources and operations. Integrating CRM and ERP allows companies to provide faster customer service through an enabled network.
This document provides an overview of relationship marketing and customer relationship management (CRM). It discusses the meaning and scope of relationship marketing, including its focus on building internal and external relationships with key stakeholders. It also outlines the evolution of relationship marketing approaches over time from direct mail to loyalty marketing. The document then covers characteristics of relationship marketing like being a business strategy, involving two-way relationships, and being customized. It also discusses types of customer relationships, fundamental CRM concepts, and strategies for planning and implementing relationship marketing and CRM programs.
What is CRM? Why CRM is needed?
Technology Consideration of CRM, Steps Before Implementing CRM,Stages of Technology Implementation, Customer Intelligence, Customer Life Cycle Management, E-CRM, Frame Work of E-CRM, SIX “Es” IN E-CRM, E-CRM Architecture
E-CRM involves two main objectives: 1) Providing a single view of the customer across all touchpoints and channels for the organization, and 2) Providing the customer with a single view of the company across all external channels. E-CRM cannot be separated from CRM - it must be integrated seamlessly. E-CRM is well-established as an approach to acquiring customers and retaining them to increase their lifetime value. The main components of an effective e-CRM system include permission marketing, database marketing, providing a 360 degree view of customers, and improving marketing/sales decision making through measurement and process improvement. Developing loyalty and continuity are also important aspects of an effective e-CRM system.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
The document discusses electronic customer relationship management (eCRM). It states that eCRM uses internet and electronic channels to manage customer relationships by providing the right communication, information, amount of content, and timing to fit each customer's specific needs. Effective eCRM can help companies reduce costs, tighten relationships, and personalize marketing through technologies like sales force automation and virtual worlds. It allows companies to differentiate customers and address them individually.
The document discusses Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). CRM aims to optimize profitability through enhanced customer satisfaction by automating and enhancing customer-centric processes. E-CRM expands on traditional CRM by integrating electronic channels like web, wireless, and voice technologies. E-CRM provides avenues for business-customer-employee interactions through web technologies and combines software, hardware, and processes to support enterprise-wide CRM strategies. The goals of both CRM and E-CRM are to maximize revenue from existing customers, provide excellent service using integrated customer information, and introduce consistent channel processes to acquire, enhance, and retain profitable customers.
IT-CRM refers to using information technology to manage customer relationships. It allows organizations to understand customers better, retain customers through improved experiences, and improve processes. Customer relationship management solutions provide data to help organizations improve services and products that customers want. Technology and the web have changed how organizations communicate with and collect data about customers. New technologies like the web and smartphones allow customer relationships to be managed electronically and help focus on customer service. IT-CRM should be implemented as part of an organization's IT research and education department to further improve processes, relationships, and education.
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
CRM implementation in the insurance sector aims to improve customer satisfaction and loyalty. Successful CRM requires integrating people, processes, and technology to obtain a unified customer view. Major Indian insurers like LIC, HDFC Ergo, and Tata AIA Life have implemented CRM systems to streamline operations, improve customer service, and increase sales. However, failures can occur if data is inconsistent, customer needs are not considered, or systems are not properly integrated. Overall, CRM provides benefits but also poses challenges for the insurance industry in India.
Bharti Airtel implemented a customer relationship management (CRM) system to address issues with their growing customer base including low customer retention and resolution rates. Their three step program involved evaluating technology and processes, restructuring internally, and piloting the new CRM system. The CRM system provided personalized customer service, enabled cross-selling and upselling, increased first time resolution rates to over 90%, and reduced acquisition costs, resulting in improved customer satisfaction and savings. Airtel is now expanding their CRM system through e-CRM initiatives with IBM to provide more online services.
The document discusses customer relationship management (CRM) and e-CRM techniques. It outlines methods for acquiring customers online, understanding their behaviors, and retaining customers through relationship building technologies. CRM systems support marketing applications like sales force automation, customer service, and campaign management. The key is applying digital technologies to acquire and retain customers through their lifecycle to improve customer knowledge and satisfaction.
This document discusses Nokia's customer relationship management (CRM) objectives and initiatives. It covers Nokia's vision for CRM, how CRM is implemented through various consumer touchpoints, data warehousing and mining to understand customers, focusing on customer lifetime value, and using computer-aided CRM. The overall goal is to develop a customer-centric approach through collecting and analyzing customer data to improve products, services and the customer experience.
This document discusses e-customer relationship management (e-CRM). It begins by defining CRM and explaining how e-CRM applies CRM strategies to e-business. It then discusses how e-businesses can track and analyze customer data through log-file analysis, data mining, and tools like WebTrends. The document also covers personalization techniques including intelligent agents and collaborative filtering. It describes how e-businesses can maintain customer contact through options like frequently asked questions, email, online text chatting, and voice communications. Finally, it briefly discusses business-to-business e-CRM and complete e-CRM solutions.
Information technology in building customer relationship managementBabina Baburaj
Information technology plays a key role in building customer relationship management (CRM) systems. IT enables organizations to develop a single view of the customer across different communication channels by integrating previously standalone technologies like call centers, sales automation, and customer data files. The CRM ecosystem involves software vendors, hardware/infrastructure providers, and service providers collaborating to develop full-featured CRM solutions. CRM systems utilize IT to manage all aspects of customer interactions including marketing, sales, service, and support. While IT provides advantages like improved customer engagement and service, it also presents disadvantages such as high costs and potential privacy issues.
This document presents an approach for evaluating and selecting suitable CRM (customer relationship management) software packages. It introduces CRM and the need for evaluation. The methodology assesses published papers to develop criteria and an evaluation technique. The approach involves defining strategy and requirements, analyzing the CRM software market, evaluating packages based on functional criteria weighted using AHP (analytic hierarchy process). Limitations and future work are discussed, such as validating the approach by comparing it to completed CRM projects.
This document provides an overview of customer relationship management (CRM) technologies including contact center technologies, interactive voice response (IVR) systems, speech recognition, computer telephony integration (CTI), and automatic call distribution (ACD). It discusses the benefits and considerations for implementing these technologies to improve customer service and reduce costs while maintaining high call volume. Key implementation factors like capacity, integration, training and reporting are also covered.
This document discusses e-CRM (electronic customer relationship management). It defines e-CRM as using digital technologies like databases, personalized web messages, email, and social media to maximize sales to existing customers and encourage ongoing relationships. It outlines differences between traditional CRM and e-CRM, benefits of e-CRM like faster response and building loyalty, different levels of e-CRM services, drivers and challenges of e-CRM implementation, and goals of e-CRM like enabling efficient self-service for customers.
This document discusses customer relationship management (CRM) and e-CRM. It covers the key concepts of CRM including customer selection, acquisition, retention, and extension. E-CRM is defined as applying digital technologies like the web, email, and databases to acquire and retain customers through improving customer knowledge, targeting, and satisfaction. The benefits of e-CRM include more cost-effective targeting, mass customization, deeper relationships, and learning relationships. Different types of online buyers and differences between B2B and B2C buyers are also outlined. Finally, the document discusses assessing marketing communication effectiveness and types of CRM applications.
Global Implementation Of Sales Performance Management System Callidus Software
Siemens PLM Software implemented a global sales performance management system using CallidusCloud tools to provide consistency across 25 countries. The project involved migrating from a legacy system to TrueComp, addressing issues like multiple currencies and local payroll practices. Lessons included starting early, validating data from SAP, managing expectations, and ensuring communication throughout the global rollout.
Steps to a successful performance management implementationaemu123456
1. Performance management is the systematic process of involving employees in improving organizational effectiveness through planning work, monitoring performance, developing skills, providing feedback, and rewarding good performance.
2. Key aspects of performance management include setting expectations and goals during planning, continually monitoring performance against standards, identifying developmental needs, periodically summarizing performance in ratings, and using rewards to recognize good performance.
3. An effective performance management process improves employee performance by aligning individual efforts with organizational objectives, providing ongoing feedback, and strengthening skills through training and developmental opportunities.
The document discusses Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) systems. It states that while ERP focuses on automating back-office functions to improve organizational efficiency, CRM aims to provide effectiveness through reducing costs, identifying markets, and improving customer satisfaction. The two systems are complementary, with CRM focusing on front-office customer-facing processes and ERP providing resources and operations. Integrating CRM and ERP allows companies to provide faster customer service through an enabled network.
This document provides an overview of relationship marketing and customer relationship management (CRM). It discusses the meaning and scope of relationship marketing, including its focus on building internal and external relationships with key stakeholders. It also outlines the evolution of relationship marketing approaches over time from direct mail to loyalty marketing. The document then covers characteristics of relationship marketing like being a business strategy, involving two-way relationships, and being customized. It also discusses types of customer relationships, fundamental CRM concepts, and strategies for planning and implementing relationship marketing and CRM programs.
What is CRM? Why CRM is needed?
Technology Consideration of CRM, Steps Before Implementing CRM,Stages of Technology Implementation, Customer Intelligence, Customer Life Cycle Management, E-CRM, Frame Work of E-CRM, SIX “Es” IN E-CRM, E-CRM Architecture
E-CRM involves two main objectives: 1) Providing a single view of the customer across all touchpoints and channels for the organization, and 2) Providing the customer with a single view of the company across all external channels. E-CRM cannot be separated from CRM - it must be integrated seamlessly. E-CRM is well-established as an approach to acquiring customers and retaining them to increase their lifetime value. The main components of an effective e-CRM system include permission marketing, database marketing, providing a 360 degree view of customers, and improving marketing/sales decision making through measurement and process improvement. Developing loyalty and continuity are also important aspects of an effective e-CRM system.
E business - STRATEGIES AND CRITICAL FACTORS IN CRM SELECTION IMPLEMENTATION ...Anil Masal
Customer Relationship Management or CRM is a company-wide business strategy designed to reduce costs and increase profitability by solidifying customer loyalty. It's a strategy used to learn more about customer’s needs and behaviour in order to develop stronger relationships with them. After all, good customer relationships are at the heart of business success.
The document discusses electronic customer relationship management (eCRM). It states that eCRM uses internet and electronic channels to manage customer relationships by providing the right communication, information, amount of content, and timing to fit each customer's specific needs. Effective eCRM can help companies reduce costs, tighten relationships, and personalize marketing through technologies like sales force automation and virtual worlds. It allows companies to differentiate customers and address them individually.
The document discusses Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). CRM aims to optimize profitability through enhanced customer satisfaction by automating and enhancing customer-centric processes. E-CRM expands on traditional CRM by integrating electronic channels like web, wireless, and voice technologies. E-CRM provides avenues for business-customer-employee interactions through web technologies and combines software, hardware, and processes to support enterprise-wide CRM strategies. The goals of both CRM and E-CRM are to maximize revenue from existing customers, provide excellent service using integrated customer information, and introduce consistent channel processes to acquire, enhance, and retain profitable customers.
IT-CRM refers to using information technology to manage customer relationships. It allows organizations to understand customers better, retain customers through improved experiences, and improve processes. Customer relationship management solutions provide data to help organizations improve services and products that customers want. Technology and the web have changed how organizations communicate with and collect data about customers. New technologies like the web and smartphones allow customer relationships to be managed electronically and help focus on customer service. IT-CRM should be implemented as part of an organization's IT research and education department to further improve processes, relationships, and education.
Electronic Customer Relationship Management (E-CRM)
E-CRM This concept is derived from E-commerce. It also uses net
environment i.e., intranet, extranet and internet
Definition of E-CRM: Electronic CRM concerns all forms of managing
relationships with customers making use of Information Technology (IT).
E-CRM (Electronic Customer Relationship Management) expands the
traditional CRM techniques by integrating new electronic channels, such
as Web, wireless, and voice technologies and combines it with e-business
applications into the overall enterprise CRM strategy.
The goal is to drive consistency within all channels relative to sales,
customer service and marketing initiatives to achieve a flawless customer
experience and maximize customer satisfaction, customer loyalty and
revenue.
CRM implementation in the insurance sector aims to improve customer satisfaction and loyalty. Successful CRM requires integrating people, processes, and technology to obtain a unified customer view. Major Indian insurers like LIC, HDFC Ergo, and Tata AIA Life have implemented CRM systems to streamline operations, improve customer service, and increase sales. However, failures can occur if data is inconsistent, customer needs are not considered, or systems are not properly integrated. Overall, CRM provides benefits but also poses challenges for the insurance industry in India.
Bharti Airtel implemented a customer relationship management (CRM) system to address issues with their growing customer base including low customer retention and resolution rates. Their three step program involved evaluating technology and processes, restructuring internally, and piloting the new CRM system. The CRM system provided personalized customer service, enabled cross-selling and upselling, increased first time resolution rates to over 90%, and reduced acquisition costs, resulting in improved customer satisfaction and savings. Airtel is now expanding their CRM system through e-CRM initiatives with IBM to provide more online services.
The document discusses customer relationship management (CRM) and e-CRM techniques. It outlines methods for acquiring customers online, understanding their behaviors, and retaining customers through relationship building technologies. CRM systems support marketing applications like sales force automation, customer service, and campaign management. The key is applying digital technologies to acquire and retain customers through their lifecycle to improve customer knowledge and satisfaction.
This document discusses Nokia's customer relationship management (CRM) objectives and initiatives. It covers Nokia's vision for CRM, how CRM is implemented through various consumer touchpoints, data warehousing and mining to understand customers, focusing on customer lifetime value, and using computer-aided CRM. The overall goal is to develop a customer-centric approach through collecting and analyzing customer data to improve products, services and the customer experience.
This document discusses e-customer relationship management (e-CRM). It begins by defining CRM and explaining how e-CRM applies CRM strategies to e-business. It then discusses how e-businesses can track and analyze customer data through log-file analysis, data mining, and tools like WebTrends. The document also covers personalization techniques including intelligent agents and collaborative filtering. It describes how e-businesses can maintain customer contact through options like frequently asked questions, email, online text chatting, and voice communications. Finally, it briefly discusses business-to-business e-CRM and complete e-CRM solutions.
Information technology in building customer relationship managementBabina Baburaj
Information technology plays a key role in building customer relationship management (CRM) systems. IT enables organizations to develop a single view of the customer across different communication channels by integrating previously standalone technologies like call centers, sales automation, and customer data files. The CRM ecosystem involves software vendors, hardware/infrastructure providers, and service providers collaborating to develop full-featured CRM solutions. CRM systems utilize IT to manage all aspects of customer interactions including marketing, sales, service, and support. While IT provides advantages like improved customer engagement and service, it also presents disadvantages such as high costs and potential privacy issues.
This document presents an approach for evaluating and selecting suitable CRM (customer relationship management) software packages. It introduces CRM and the need for evaluation. The methodology assesses published papers to develop criteria and an evaluation technique. The approach involves defining strategy and requirements, analyzing the CRM software market, evaluating packages based on functional criteria weighted using AHP (analytic hierarchy process). Limitations and future work are discussed, such as validating the approach by comparing it to completed CRM projects.
This document provides an overview of customer relationship management (CRM) technologies including contact center technologies, interactive voice response (IVR) systems, speech recognition, computer telephony integration (CTI), and automatic call distribution (ACD). It discusses the benefits and considerations for implementing these technologies to improve customer service and reduce costs while maintaining high call volume. Key implementation factors like capacity, integration, training and reporting are also covered.
This document discusses e-CRM (electronic customer relationship management). It defines e-CRM as using digital technologies like databases, personalized web messages, email, and social media to maximize sales to existing customers and encourage ongoing relationships. It outlines differences between traditional CRM and e-CRM, benefits of e-CRM like faster response and building loyalty, different levels of e-CRM services, drivers and challenges of e-CRM implementation, and goals of e-CRM like enabling efficient self-service for customers.
This document discusses customer relationship management (CRM) and e-CRM. It covers the key concepts of CRM including customer selection, acquisition, retention, and extension. E-CRM is defined as applying digital technologies like the web, email, and databases to acquire and retain customers through improving customer knowledge, targeting, and satisfaction. The benefits of e-CRM include more cost-effective targeting, mass customization, deeper relationships, and learning relationships. Different types of online buyers and differences between B2B and B2C buyers are also outlined. Finally, the document discusses assessing marketing communication effectiveness and types of CRM applications.
Global Implementation Of Sales Performance Management System Callidus Software
Siemens PLM Software implemented a global sales performance management system using CallidusCloud tools to provide consistency across 25 countries. The project involved migrating from a legacy system to TrueComp, addressing issues like multiple currencies and local payroll practices. Lessons included starting early, validating data from SAP, managing expectations, and ensuring communication throughout the global rollout.
Steps to a successful performance management implementationaemu123456
1. Performance management is the systematic process of involving employees in improving organizational effectiveness through planning work, monitoring performance, developing skills, providing feedback, and rewarding good performance.
2. Key aspects of performance management include setting expectations and goals during planning, continually monitoring performance against standards, identifying developmental needs, periodically summarizing performance in ratings, and using rewards to recognize good performance.
3. An effective performance management process improves employee performance by aligning individual efforts with organizational objectives, providing ongoing feedback, and strengthening skills through training and developmental opportunities.
2015 Outlook for Marketing Performance Measurement by BECKONAmanda Roberts
Join Kevin Dodson, Beckon VP of Data strategy for a look at the 2015 Outlook for Marketing Performance Measurement. In this 30-minute webcast, we’ll cover what’s in store for 2015 and the critical measurement capabilities you need to master.
The document discusses marketing performance management (MPM) and how it can help companies by linking marketing processes, metrics, and technology to business objectives to gain insights and prove marketing's value. MPM is impacted by an organization's processes, people, and technology, and issues often arise if metrics are not well-designed, indicators do not reflect objectives, data is outdated, or collection and delivery of insights is too manual. The House of Marketing offers a 4-step approach and methodology to implement MPM and tackle common issues.
Performance management role-plays as embedded in this blog post: http://www.kingfishercoaching.com/performance-management-role-play/
This document discusses performance management at McDonald's. It defines performance management and describes its role in strategic HR and contributing to good corporate governance. McDonald's faced internal challenges like a lack of common performance standards globally. It addressed this by implementing a Performance Development System to better align goals, provide feedback, and tie rewards to top performance. This led to improved business results, growing sales by 40% and tripling the stock price. The system also promoted ethical decision-making in line with corporate governance principles.
Find how to add more value to your Business Intelligence and Performance Management solutions by incorporating predictive analytics using IBM Cognos 10. Learn about the integration of Predictive Analytics and SPSS functionality, and how it fits with the Cognos platform. View the video recording and download this deck: http://www.senturus.com/resources/ibm-cognos-10-demo-predictive-analytics/.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Integrating obiee & essbase with your data warehouse strategy in sync10 oracl...InSync Conference
This document discusses integrating Oracle Essbase and Oracle Business Intelligence (OBIEE+) with an organization's data warehouse strategy. It provides an overview of Essbase and OBIEE+ as enabling technologies that can help address common data warehouse issues by creating an "information warehouse" with a unified presentation layer. The document outlines steps to integrate Essbase and OBIEE+ with an existing data warehouse to close knowledge gaps and support enterprise performance management.
Saleseffectivity and business intelligencemarekdan
some information about business intelligence second generation (in-memory) Tibco Spotfire and InfomatiX view how to use BI and mobile solutions to increase sales and marketing effectivennes
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
The CRM at Oracle series highlights Oracle's internal implementation of Oracle CRM products such as Siebel CRM and Oracle CRM On Demand. This presentation discusses an overview of Oracle's Enterprise Reporting Architecture and highlights the Marketing Business Intelligence dashboards and reports.
Amazing Winter Keynote - IT as a Team SportPaul Muller
This document discusses how IT organizations can stay relevant in a world of multi-sourcing by managing metrics and key performance indicators (KPIs). It emphasizes the importance of executing systematically using strategy, planning and governance. It also stresses the need for security intelligence and risk management to securely operate proactively. Finally, it discusses how the right tools are needed for continuous integration and delivery to help organizations build faster.
Retail Marketing Performance Management 2011Kneebone Inc.
Marketing Performance Management for Retail: drive revenues by increasing your marketing effectiveness with kneebone cross-marketing performance software
Snapt, Inc. is an enterprise marketing company that combines strategic marketing with technology to increase revenue opportunities”. This presentation details who we are, what we do, and how we do it.
Syntelli Solutions provides business intelligence, reporting, analytics, and performance management solutions using products like Spotfire, Tableau, Oracle Hyperion, and Oracle Crystal Ball. They have over 150 years of collective experience implementing core business systems. Their solutions are aimed at helping clients take control of their businesses through improved data-driven decision making.
The document discusses Oracle CRM On Demand and Oracle's Social CRM applications. It provides an overview of new features in Oracle CRM On Demand Release 17, including enhancements to usability, branding, forecasting, and partner relationship management. It then demonstrates Oracle's Social CRM applications, which are designed to increase sales user productivity through tools for lead generation, sales campaigns, and shared sales content libraries.
Kneebone financial services presentation Kneebone Inc.
Marketing Performance Management Presentation for financial services industry. Drive new accounts by increasing your marketing effectiveness. Kneebone is a cross marketing performance software platform.
The document discusses whether enterprise architecture (EA) is expensive. It notes that EA implementation can be costly due to hiring and training architects and analysts, taking time from business leaders, and requiring software tools. However, it also lists benefits like improved planning, decision-making, communication, and risk management. It argues that the operational value of EA, such as reduced cycles and duplication, can measure and offset implementation costs over time. Stakeholders must support the initiative for it to succeed.
The New Generation of IT Optimization and Consolidation PlatformsBob Rhubart
This document discusses Oracle's enterprise architecture approach and solutions. It begins with an overview of Oracle's results-driven enterprise architecture methodology. It then provides examples of enterprise architecture case studies involving IT optimization through portfolio rationalization, data center consolidation, and implementing shared services and cloud computing. The document discusses Oracle's enterprise architecture framework and process, and how Oracle guides customers' enterprise architecture efforts through strategic roadmapping and proven best practices.
Scorecarding with IBM Cognos 10 Business IntelligenceSenturus
Greenville Hospital System describes how it is using IBM Cognos 10 to develop a robust scorecarding solution for business stakeholders. View the webinar video recording and download this deck: http://www.senturus.com/resources/scorecarding-with-ibm-cognos-10/.
The webinar also includes Senturus defining scorecarding and performing a demonstration of IBM Cognos 10 Metric Studio.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
This document discusses IBM's business analytics development strategy as part of its "Smarter Planet" initiative. It provides examples of how IBM analytics solutions have helped organizations gain insights from large amounts of data, improve business performance, and optimize processes like marketing campaigns. The solutions discussed use IBM analytics software like SPSS Modeler to perform tasks like customer segmentation, predictive modeling, and data mining. Overall the document promotes IBM's full suite of business intelligence and predictive analytics capabilities.
The document summarizes key points from a seminar on business intelligence organized by CSI Coimbatore Chapter. It discusses how operational business intelligence with 1KEY can provide real-time reporting, dynamic collaboration, intuitive data visualization, and be cost-effective for all users. It also cautions against common flaws when implementing business intelligence like lack of business user involvement, poor data quality, and not aligning BI with business strategy.
Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
The document discusses assessing an organization's readiness for business intelligence (BI). It defines BI and outlines key considerations like having executive sponsorship, realistic expectations, and dealing with data quality issues. The assessment process should deliver a high-level implementation plan, RFP, BI roadmap, skills gap analysis, and learning plan. Organizations are encouraged to put these deliverables in place to help ensure BI success.
See how mid-market companies can take advantage of tools like Microsoft Business Intelligence and Oracle OBIEE as a base to their program and use Kalido to provide the agility that those tools can’t.
Watch the webinar replay at www.kalido.com/road-to-agility.htm
Oracle BI Applications provide pre-built analytics solutions that are integrated with Oracle and non-Oracle applications like EBS, PeopleSoft, Siebel, and JD Edwards. They allow users to gain insights from existing operational data without needing custom development. The presentations highlights the business need for pre-built analytics applications and an overview of Oracle's BI strategy and applications.
1) The document discusses how BusinessIntelligenze provides business intelligence solutions like dashboards to help organizations make data-driven decisions and gain insights into key business metrics.
2) Key benefits of BusinessIntelligenze's platform include increasing revenue, driving profitability, and reducing operating costs by integrating business processes and tying together internal and external data.
3) The case study highlights how predictive analysis of customer lifecycles helped a company increase customer loyalty and decrease churn, while also lowering customer service costs.
Yuriy Chapran: Zero Trust and Beyond: OpenVPN’s Role in Next-Gen Network Secu...Lviv Startup Club
Yuriy Chapran: Zero Trust and Beyond: OpenVPN’s Role in Next-Gen Network Security (UA)
UA Online PMDay 2025 Spring
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Attn: Team Loyalz and Guest Students.
To give Virtual Gifts/Tips,
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Looking for Reliable BPO Project Providers?"anujascentbpo
"Looking for Reliable BPO Project Providers?" tailored for businesses potentially seeking outsourcing partners, especially those in or considering Noida and India.
Smart Home Market Size, Growth and Report (2025-2034)GeorgeButtler
The global smart home market was valued at approximately USD 52.01 billion in 2024. Driven by rising consumer demand for automation, energy efficiency, and enhanced security, the market is expected to expand at a CAGR of 15.00% from 2025 to 2034. By the end of the forecast period, it is projected to reach around USD 210.41 billion, reflecting significant growth opportunities across emerging and developed regions as smart technologies continue to transform residential living environments.
The Mobile Hub Part II provides an extensive overview of the integration of glass technologies, cloud systems, and remote building frameworks across industries such as construction, automotive, and urban development.
The document emphasizes innovation in glass technologies, remote building systems, and cloud-based designs, with a focus on sustainability, scalability, and long-term vision.
V1 The European Portal Hub, centered in Oviedo, Spain, is significant as it serves as the central point for 11 European cities' glass industries. It is described as the first of its kind, marking a major milestone in the development and integration of glass technologies across Europe. This hub is expected to streamline communication, foster innovation, and enhance collaboration among cities, making it a pivotal element in advancing glass construction and remote building projects. BAKO INDUSTRIES supported by Magi & Marcus Eng will debut its European counterpart by 2038. https://www.slideshare.net/slideshow/comments-on-cloud-stream-part-ii-mobile-hub-v1-hub-agency-pdf/278633244
Influence of Career Development on Retention of Employees in Private Univers...publication11
Retention of employees in universities is paramount for producing quantity and quality of human capital for
economic development of a country. Turnover has persistently remained high in private universities despite
employee attrition by institutions, which can disrupt organizational stability, quality of education and reputation.
Objectives of the study included performance appraisal, staff training and promotion practices on retention of
employees. Correlational research design and quantitative research were adopted. Total population was 85 with a
sample of 70 which was selected through simple random sampling. Data collection was through questionnaire and
analysed using multiple linear regression with help of SPSS. Results showed that both performance appraisal
(t=1.813, P=.076, P>.05) and staff training practices (t=-1.887, P=.065, P>.05) were statistical insignificant while
promotion practices (t=3.804, P=.000, P<.05) was statistically significantly influenced retention of employees.
The study concluded that performance appraisal and staff training has little relationship with employee retention
whereas promotion practices affect employee retention in private universities. Therefore, it was recommended
that organizations renovate performance appraisal and staff training practices while promoting employees
annually, review salary structure, ensure there is no biasness and promotion practices should be based on meritocracy. The findings could benefit management of private universities, Government and researchers.
From Dreams to Threads: The Story Behind The ChhapaiThe Chhapai
Chhapai is a direct-to-consumer (D2C) lifestyle fashion brand founded by Akash Sharma. We believe in providing the best quality printed & graphic t-shirts & hoodies so you can express yourself through what you wear, because everything can’t be explained in words.
The Institute for Public Relations Behavioral Insights Research Center and Leger partnered on this 5th edition of the Disinformation in Society Report. We surveyed 2,000 U.S. adults to assess what sources they trust, how Americans perceive false or misleading information, who they hold responsible for spreading it, and what actions they believe are necessary to combat it.
Alaska Silver: Developing Critical Minerals & High-Grade Silver Resources
Alaska Silver is advancing a prolific 8-km mineral corridor hosting two significant deposits. Our flagship high-grade silver deposit at Waterpump Creek, which contains gallium (the U.S. #1 critical mineral), and the historic Illinois Creek mine anchor our 100% owned carbonate replacement system across an expansive, underexplored landscape.
Waterpump Creek: 75 Moz @ 980 g/t AgEq (Inferred), open for expansion north and south
Illinois Creek: 525 Koz AuEq - 373 Koz @ 1.3 g/t AuEq (Indicated), 152 Koz @ 1.44 g/t AuEq (Inferred)
2024 "Warm Springs" Discovery: First copper, gold, and Waterpump Creek-grade silver intercepts 0.8 miles from Illinois Creek
2025 Focus: Targeting additional high-grade silver discoveries at Waterpump Creek South and initiating studies on gallium recovery potential.
Kiran Flemish is a dynamic musician, composer, and student leader pursuing a degree in music with a minor in film and media studies. As a talented tenor saxophonist and DJ, he blends jazz with modern digital production, creating original compositions using platforms like Logic Pro and Ableton Live. With nearly a decade of experience as a private instructor and youth music coach, Kiran is passionate about mentoring the next generation of musicians. He has hosted workshops, raised funds for causes like the Save the Music Foundation and Type I Diabetes research, and is eager to expand his career in music licensing and production.
Comments on Cloud Stream Part II Mobile Hub V1 Hub Agency.pdfBrij Consulting, LLC
The Mobile Hub Part II provides an extensive overview of the integration of glass technologies, cloud systems, and remote building frameworks across industries such as construction, automotive, and urban development.
The document emphasizes innovation in glass technologies, remote building systems, and cloud-based designs, with a focus on sustainability, scalability, and long-term vision.
V1 The European Portal Hub, centered in Oviedo, Spain, is significant as it serves as the central point for 11 European cities' glass industries. It is described as the first of its kind, marking a major milestone in the development and integration of glass technologies across Europe. This hub is expected to streamline communication, foster innovation, and enhance collaboration among cities, making it a pivotal element in advancing glass construction and remote building projects. BAKO INDUSTRIES supported by Magi & Marcus Eng will debut its European counterpart by 2038.
6. *Kneebone 3.0 Key Technology Assets
A Software-as-a-Service (Cloud) Cross-Marketing Performance
Technology that is custom configured for Marketers using
Proprietary Data Model [all data, ETL, normalized timelines, drill anywhere
anytime, event level]
Kneebone Performance Algorithm [historical average at the event level to
easily visualize performance]
Advance Visualization Technology [dashboards, reports, blocking charts]
So that marketers can…
Have a unified view of all marketing investments and performance
data
Analyze cost and history of performance
Plan future performance
*See additional information section for more 6
11. How does this help me?
• Gain new insight and make better business decisions to drive revenues
EVP • scale marketing analysis team to do more
Marketing • Relieve reliance on organizational memory of tenured employees
• Reduce reporting cycle times
Marketing • Ability to scale marketing team to perform agile analysis
• Eliminate historical data adjustments
Information flow
Directors & • Relieve reliance on organizational memory causing bottlenecks
• Automate external data sources reducing manual data manipulation
VP’s
• Automate current manual data preparation that slows or prevents analysis
Marketing • Integrate disparate data sources (internal, media, online, conditions like weather)
Managers • Speed up report development time
• Automate data adjustments
• Like all IT departments, challenged to prioritize and service multiple stakeholders
within the organization
IT • IT has a finite amount of resources; Kneebone adds to support of marketing
Department • External data like media, research, online, and external conditional not currently
within IT domain/systems
• Centralized data control vs distributed desktop/excel
15. The Implementation Process
Data Discovery
•Data audit – identify available data into categories – what is measured – in terms of dollars
and results (sales funnel), what metrics/ indicators are available (CPC, CPP, etc.)
•Requirements gathering – timing, frequency of data, high level business rules, calendar
structure fiscal vs. calendar, products, geo-mapping, etc.
•KPA for baseline – identify performance funnel measures that are strategic business drivers
Data Model/ ETL
• Design schema/ data map based on the data audit and requirements
• Receive data – QA data received, establish/ finalize business rules
• Build ETL, parsing tools to extract data, and build mapping tables for data integrity
• QA
Education
• Fisical 101 – includes the building blocks for using Kneebone (function training of the software,
cheat sheet of available fields, etc.)
• Build templates/ dashboards
• Ongoing training, eLearning
Editor's Notes
#4: Provides a unified view of:Marketing Investments [DWH, Media, Digital, Communications, etc.] And Performance Data [Transactions, Sales, Web Hits, Units Sold, Other KPIs]Analyze Cost and PerformanceMarketing Event Level OR product, branch, channel levelsPerform test and learns faster (Champion/Challenger)Plan PerformanceUnderstand the past to plan scenarios for future marketing spend
#7: Provides a unified view of:Marketing Investments [DWH, Media, Digital, Communications, etc.] And Performance Data [Transactions, Sales, Web Hits, Units Sold, Other KPIs]Analyze Cost and PerformanceMarketing Event Level OR product, branch, channel levelsPerform test and learns faster (Champion/Challenger)Plan PerformanceUnderstand the past to plan scenarios for future marketing spend