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Increasing the Value of Your Enterprise Through Improved Supply Chain Decisions Part 2: Financial Metrics ( Pages)
by Mark Wells
Nov 12, 2002
Abstract : If the key financial metrics for creating corporate value relate to costs, capital charges and consumption, and profitability, then the corporate capabilities or competencies required to drive those metrics must include controlling supply chain costs, managing supply chain cycle time, and optimizing responsiveness to the marketplace.
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| 2. |
Why Are CRM and Analytics Intrinsically Connected? ( Pages)
by P.J. Jakovljevic
Aug 16, 2005
Abstract : The new metrics of customer profitability, lifetime value, and wallet share are needed to supplement the traditional metrics of market share and penetration. Typical functional components of marketing automation include customer data cleansing and analysis tools, and campaign management systems.
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| 3. |
What Drives Profitability ( Pages)
by Glen Petersen
Mar 21, 2006
Abstract : Growing customer sophistication and lifetime value means managing customer behavior is key to long-term profitability. Customer profitability and customer behavior metrics enable an organization to create alignment within the go to market process, while other metrics aid in decision-making.
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| 4. |
Throw Away Your Financial Statements: Managing by Metrics ( Pages)
by Charles Chewning Jr.
Sep 15, 2005
Abstract : Analyzing static, detailed financial statements has been the modus operandi for hundreds of years. Because many business management systems can isolate and create graphics of key performance indicators (KPI), businesses should now concentrate on KPIs, which influence profitability.
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| 5. |
Throw Away Your Financial Statements: Managing by Metrics (0 Pages)
by Charles Chewning Jr.
Oct 31, 2008
Abstract : Analyzing static, detailed financial statements has been the modus operandi for hundreds of years. Because many business management systems can isolate and create graphics of key performance indicators (KPI), businesses should now concentrate on KPIs, which influence profitability.
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| 6. |
Supply Chain Decisions - Make Sure You Understand the Dollars and Sense ( Pages)
by Jim Brown
Jul 21, 2003
Abstract : Companies make decisions about their supply chains every day. But do they really understand the impact of their decisions on the P&L, Balance Sheet, and key operational metrics? Do they have the tools to available to consider a broad set of possible options and their inherent trade-offs?
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| 7. |
Business Intelligence Status Report: Recommendations ( Pages)
by Olin Thompson & P.J. Jakovljevic
Jul 16, 2005
Abstract : One of the biggest mistakes users often make with BI is forgetting the big picture, the strategic goals of what they hope to accomplish by accessing this information, while breaking out of traditional silo-ed metrics. BI is not a panacea, and enterprises must organize and prioritize their business needs across regions, departments (even across non-official
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| 8. |
Application Portfolio Management: Are You Getting the Most from your Enterprise Software? ( Pages)
by Neil Stolovitsky
May 15, 2006
Abstract : Information technology organizations are faced with the challenge of managing a host of diverse enterprise applications, and the need to evaluate application metrics and performance. To address this challenge, it is worth considering application portfolio management solutions.
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| 9. |
Sales Force Performance ( Pages)
by Glen Petersen
Mar 22, 2006
Abstract : Understanding market drivers is key to managing customer behavior. To do this, organizations must state and qualify their assumptions about the real drivers of sales performance. An improvement strategy can then be created, and with integrated budgets, success metrics, etc.
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