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Title Date Added Company

Do Organizations Consider Strategic Cost Management When They Outsource to China? 2006-08-30 01:00:13 SAS Institute

In today's economy, the driving force behind global competition can be summarized in a single equation: Value = (Quality + Technology + Service + Cycle Time) / Price. At the same time, the trend towards increasing outsourcing to China seems to focus entirely on the denominator - price. Although outsourcing has a major impact on all of the variables in the numerator in this equation, it is not clear that organizations fully account for the total value equation, and more over, the primary driver of price, which is total cost.

The Evolution of Activity-Based Business Intelligence (ABBI) 2006-08-30 01:00:13 SAS Institute

Born from the desks of accountants, Activity-Based Costing (ABC) is rapidly transforming from a cost management tool to a strategic weapon, as organizations around the world are faced with seemingly unprecedented competitive pressures. The two principal drivers of these pressures are the tangible existence of a global marketplace and shareholder/ market demands for profit maximization. To enter and penetrate these global markets, organizations need to revisit the price points of their products and services to meet the demands of markets with diverse levels of purchasing power and commit to increased levels of (hard and soft) dollar investment.

Strategy In-Depth 2006-08-30 01:00:13 SAS Institute

The ability to craft a grand strategy and articulate a vision, to facilitate decision-making sessions and to network, and the capacity for continual learning-these are among the more celebrated contents of a successful leader's tool kit. Far less heralded, though hardly less vital, is a knack for managing the gruntwork that goes by the euphemism implementation. After all, the success of most projects hinges on how they're carried out. What are the best practices involved in transmuting great ideas into tangible results? Based on recent books and conversations with managers, the answers, surprisingly, lie not so much in tactical approaches to overcoming obstacles as in a strategic approach to the process of implementation.

Implementing a CRM Scorecard - Part II : Selecting Strategic CRM Measures 2006-08-30 01:00:13 SAS Institute

A powerful tool for performing the first step in creating an enterprise CRM Scorecard is the CRM Strategy Map. The CRM Strategy Map allows an organization to clearly and visually communicate its CRM strategy to all stakeholders and guides a CRM strategy team in identifying what should be measured to manage and maximize enterprise CRM performance and ROI. With the successful completion of a CRM Strategy Map, the enterprise is ready to perform the second step in creating a CRM Scorecard - Select Strategic CRM Measures. Selecting the metrics that will comprise an organization's strategic CRM Scorecard, like developing an effective CRM Strategy Map follows a systematic approach.

Strategic Planning 2006-08-30 01:00:13 SAS Institute

Strategic planning should follow a common sense approach. This paper explains a method of planning that the author has seen work successfully and what is required to help to succeed. One may know a different way of building his or her plan, but this technique does work. The author explains that this method was used for the yearly strategic planning process within his organization. However, one can easily modify it to perform strategic planning for such areas as: Business Intelligence initiatives, Data Warehouse planning, and just about anything else he or she would want to use it for.

Communicating and Controlling Strategy: A Study on the Effectiveness of the Balanced Scorecard - Part 3 of 4 2006-08-30 01:00:13 SAS Institute

The objective of the study discussed in this paper is to find whether awareness of the attributes of the DBSC is causally related to reported process or decision changes. Qualitative database software, such as Atlas.ti, is specifically designed to enable this analysis. The paper displays the results of applying the software query tool to all possible pairs of codes. The study investigates its research questions with qualitative, interview data obtained from individuals directly involved with the company's DBSC. Thus, the evidence is perceptual in nature and, while it ideally reflects the "Reality" of the impact of the DBSC, it also may reflect individuals' and researchers' biases in ways that are not easily detectable.

RUM Webinar: Tying Applications to Operations: Collaborating to Resolve Real User Problems 2006-09-12 01:00:16 Mercury Interactive

Learn how Mercury Real User Monitor and Mercury Diagnostics integrate error detection and root cause analysis, letting you proactively manage performance for all users, decrease the time it takes to isolate and resolve problems, and automatically capture snapshot on errors and real user session information.

Transforming "the business of IT" 2006-08-29 13:52:02 IBM

Learn how IBM's Component Business Model for the Business of IT can help you uncover the hidden value in your infrastructure. This methodology breaks your IT into its basic building blocks--a starting point for ongoing transformation. The result is a more flexible, more efficient infrastructure--one that's better-positioned to take on your company's strategic challenges.

Interview: The Specialized Enterprise and Component Business Model (CBM) 2006-08-29 13:53:23 IBM

In this podcast, IBM business experts talk about how companies can break through their performance bottlenecks, boosting productivity and value, using the Component Business Model (CBM) methodology. Click to hear how IBM expertise can help you unlock the power of your organization.

Measuring the Performance of the Service After Sales Function 2006-08-29 14:09:05 APQC

After-sales solutions require a repeatable set of services that address the after-market needs of your customers and their end-customers and suppliers. These after-market needs require your organization to focus on the entire customer/supplier experience from the moment they make contact until their problem is resolved.

APQC has developed 39 standard measures that organizations can use to benchmark their performance in service after sales. The major processes service after sales departments perform are measured to determine:

cost efficiency,

cycle time,

process efficiency, and

other relevant productivity measures.

Organizations can use these measures to benchmark performance and identify improvement opportunities.

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Title	Date Added	Company
Do Organizations Consider Strategic Cost Management When They Outsource to China?	2006-08-30 01:00:13	SAS Institute
In today's economy, the driving force behind global competition can be summarized in a single equation: Value = (Quality + Technology + Service + Cycle Time) / Price. At the same time, the trend towards increasing outsourcing to China seems to focus entirely on the denominator - price. Although outsourcing has a major impact on all of the variables in the numerator in this equation, it is not clear that organizations fully account for the total value equation, and more over, the primary driver of price, which is total cost.
The Evolution of Activity-Based Business Intelligence (ABBI)	2006-08-30 01:00:13	SAS Institute
Born from the desks of accountants, Activity-Based Costing (ABC) is rapidly transforming from a cost management tool to a strategic weapon, as organizations around the world are faced with seemingly unprecedented competitive pressures. The two principal drivers of these pressures are the tangible existence of a global marketplace and shareholder/ market demands for profit maximization. To enter and penetrate these global markets, organizations need to revisit the price points of their products and services to meet the demands of markets with diverse levels of purchasing power and commit to increased levels of (hard and soft) dollar investment.
Strategy In-Depth	2006-08-30 01:00:13	SAS Institute
The ability to craft a grand strategy and articulate a vision, to facilitate decision-making sessions and to network, and the capacity for continual learning-these are among the more celebrated contents of a successful leader's tool kit. Far less heralded, though hardly less vital, is a knack for managing the gruntwork that goes by the euphemism implementation. After all, the success of most projects hinges on how they're carried out. What are the best practices involved in transmuting great ideas into tangible results? Based on recent books and conversations with managers, the answers, surprisingly, lie not so much in tactical approaches to overcoming obstacles as in a strategic approach to the process of implementation.
Implementing a CRM Scorecard - Part II : Selecting Strategic CRM Measures	2006-08-30 01:00:13	SAS Institute
A powerful tool for performing the first step in creating an enterprise CRM Scorecard is the CRM Strategy Map. The CRM Strategy Map allows an organization to clearly and visually communicate its CRM strategy to all stakeholders and guides a CRM strategy team in identifying what should be measured to manage and maximize enterprise CRM performance and ROI. With the successful completion of a CRM Strategy Map, the enterprise is ready to perform the second step in creating a CRM Scorecard - Select Strategic CRM Measures. Selecting the metrics that will comprise an organization's strategic CRM Scorecard, like developing an effective CRM Strategy Map follows a systematic approach.
Strategic Planning	2006-08-30 01:00:13	SAS Institute
Strategic planning should follow a common sense approach. This paper explains a method of planning that the author has seen work successfully and what is required to help to succeed. One may know a different way of building his or her plan, but this technique does work. The author explains that this method was used for the yearly strategic planning process within his organization. However, one can easily modify it to perform strategic planning for such areas as: Business Intelligence initiatives, Data Warehouse planning, and just about anything else he or she would want to use it for.
Communicating and Controlling Strategy: A Study on the Effectiveness of the Balanced Scorecard - Part 3 of 4	2006-08-30 01:00:13	SAS Institute
The objective of the study discussed in this paper is to find whether awareness of the attributes of the DBSC is causally related to reported process or decision changes. Qualitative database software, such as Atlas.ti, is specifically designed to enable this analysis. The paper displays the results of applying the software query tool to all possible pairs of codes. The study investigates its research questions with qualitative, interview data obtained from individuals directly involved with the company's DBSC. Thus, the evidence is perceptual in nature and, while it ideally reflects the "Reality" of the impact of the DBSC, it also may reflect individuals' and researchers' biases in ways that are not easily detectable.
RUM Webinar: Tying Applications to Operations: Collaborating to Resolve Real User Problems	2006-09-12 01:00:16	Mercury Interactive
Learn how Mercury Real User Monitor and Mercury Diagnostics integrate error detection and root cause analysis, letting you proactively manage performance for all users, decrease the time it takes to isolate and resolve problems, and automatically capture snapshot on errors and real user session information.
Transforming "the business of IT"	2006-08-29 13:52:02	IBM
Learn how IBM's Component Business Model for the Business of IT can help you uncover the hidden value in your infrastructure. This methodology breaks your IT into its basic building blocks--a starting point for ongoing transformation. The result is a more flexible, more efficient infrastructure--one that's better-positioned to take on your company's strategic challenges.
Interview: The Specialized Enterprise and Component Business Model (CBM)	2006-08-29 13:53:23	IBM
In this podcast, IBM business experts talk about how companies can break through their performance bottlenecks, boosting productivity and value, using the Component Business Model (CBM) methodology. Click to hear how IBM expertise can help you unlock the power of your organization.
Measuring the Performance of the Service After Sales Function	2006-08-29 14:09:05	APQC
After-sales solutions require a repeatable set of services that address the after-market needs of your customers and their end-customers and suppliers. These after-market needs require your organization to focus on the entire customer/supplier experience from the moment they make contact until their problem is resolved. APQC has developed 39 standard measures that organizations can use to benchmark their performance in service after sales. The major processes service after sales departments perform are measured to determine: cost efficiency, cycle time, process efficiency, and other relevant productivity measures. Organizations can use these measures to benchmark performance and identify improvement opportunities.