Oracle Consumer Goods Comprehensive Trade Management
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Historical Evolution of Management Accounting
1990's: Value Based Management Focus shifted to include the creation of customer value, strategy, balanced scorecards, EVA, and other related concepts. 1980's: Lcan Enterprise CA M-I Cost Management Focus shifted to the reduction of waste, JTT, teamwork, ABC, target costing, quality, investment & product life cycle management. 1951 - 1980's: Managerial Accounting Focus shifted to providinginformation for management planning & control. 1920 - 1950: Cost Accounting Matching concept developed. Focus on cost determination and financial control. 1812 - 1920: Accountingfor Processes Prior to the matching concept. Focus on operating cost and efficiency of processes. Shah Kamal Historical Evolution of Assistant Relationship Manager Management Accounting Bank Alfalah [email protected] Abstract The obsolescence of most companies' cost accounting and management control systems is particularly unfortunate for the global competition of the 1980s (Johnson & Kaplan, 1987). During the past two decades, conventional cost and management accounting practices have been under extensive criticism for their malfunction to instigate change and their inability to support management accounting innovations in coping with the requirements of a changing environment. The academic literature has been crucial of conventional management accounting systems particularly for their lack of efficiency and capability to present comprehensive and the latest information and to assure decision makers and potential users of such information. Focusing on this debate, current study reviews the evolution of cost and management accounting innovations over the past century around the world and to examine whether there has been a significant impact of management accounting in the organization. The analyses suggest that management accounting is changing. However, these changes do not have much bearing upon the type of management accounting techniques. -
Trade Management Guidelines
Trade Management Guidelines TRADE MANAGEMENT TASK FORCE Theodore R. Aronson, CFA, Chairman Aronson + Partners Gregory H. Bokach, CFA Damian Maroun American Century Investment Management G.E. Asset Management Corporation Eugene K. Bolton Jean Margo Reid G.E. Asset Management Corporation Paul Richards* Michael H. Buek, CFA Financial Services Authority The Vanguard Group H. Paul Reynolds Richard A. Carriuolo Frank Russell Securities, Inc. R.M. Davis, Inc. George U. Sauter Gene A. Gohlke, Ph.D., CPA* The Vanguard Group U.S. Securities and Exchange Commission Erik R. Sirri Paul S. Gottlieb Babson College Merrill Lynch Wayne H. Wagner Joanne M. Hill Plexus Group Goldman, Sachs & Co. Jessica L. Mann, CFA Donald B. Keim CFA Institute The Wharton School Maria J. A. Clark, CFA Anthony J. Leitner CFA Institute Goldman, Sachs & Co. Ananth Madhavan ITG, Inc. * Observer. 1 CFA INSTITUTE TRADE MANAGEMENT GUIDELINES Recognizing the ambiguities and complexities surrounding the concept of Best Execution,1 CFA Institute Trade Management Task Force has developed the CFA Institute Trade Management Guidelines (Guidelines) for investment management firms (Firms). The recommendations contained herein stem from the obligations Firms have to clients regarding the execution of their trades and provide Firms with a demonstrable framework from which to make consistently good trade-execution decisions over time. The Guidelines formalize processes, disclosures, and record-keeping suggestions that, together, form a systematic, repeatable, and demonstrable approach to seeking Best Execution. It is important to note that the Guidelines are a compilation of recommended practices and not standards. CFA Institute encourages Firms worldwide to adopt as many of the recommendations as are appropriate to their particular circumstances. -
Super Sales Management Strategy
Super Sales Management Strategy Creating a super sales management system to overcome economics turmoil and gaining more market share of tomorrow August 26-28, 2009 Plaza Royale Hotel Shanghai Frank Belzer Frank Belzer is Sales Strategist and an Associate for Sales Strategist and Associate Kurlan Associates. Kurlan and Associates have been Kurlan Associates helping companies improve the performance of their salespeople for over 25 years. The sales force assessment developed by Kurlan and Associates is now recognized as the industry standard and has been instrumental for some of the most reputable sales organisations in the world. Companies like Oracle,Stanley Tool, Lucent Technologies, Pentax, Prudential, GTE and Toyota have all utilised these tools as a way to improve the skills and success of their sales teams. Frank's combined his successful sales and sales management experience for over 20 years in different industries that include both B2B and B2C. He is a great team builder, coach, and mentor who translates his experience into meaningful "real world" coaching and training. Clients’ Testimonial “I've used other sales development techniques in the past, but none of them worked well because they all tried to change things in people without bothering to find out what, specifically, each individual needed to do to improve, or if they even belong in sales to begin with.” District Manager; Sherwin Williams “I would like to thank you for the tremendous effort your training has had on our organization. Not only have our new sales doubled, but also our salespeople are enjoying their jobs more than ever. Their new found excitement is energizing every level of our company. -
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty Sulaiman, Said Musnadi Faculty of Economic and Business, University of Syiah Kuala, Banda Aceh, Indonesia Keywords: Customer Relationship Management, Satisfaction, Customer Loyalty. Abstract: This study aims to determine the effect of Customer Relationship Management (CRM) on Customer Satisfaction and its impact on Customer Loyalty of Islamic Bank in Aceh’s Province. The study population is all customers in in the Islamic Bank. This study uses convinience random sampling with a sample size of 250 respondents. The analytical method used is structural equation modeling (SEM). The results showed that the Customer Relationship Management significantly influences both on satisfaction and its customer loyalty. Furthermore, satisfaction also affects its customer loyalty. Customer satisfaction plays a role as partially mediator between the influences of Customer Relationship Management on its Customer Loyalty. The implications of this research, the management of Islamic Bank needs to improve its Customer Relationship Management program that can increase its customer loyalty. 1 INTRODUCTION small number of studies on customer loyalty in the bank, as a result of understanding about the loyalty 1.1 Background and satisfaction of Islamic bank’s customers is still confusing, and there is a very limited clarification The phenomenon underlying this study is the low about Customer Relationship Management (CRM) as a good influence on customer satisfaction and its -
Vaccine Management Plan
Vaccine Management Plan KEEP YOUR MANAGEMENT PLAN NEAR THE VACCINE STORAGE UNITS Practices must maintain a vaccine management plan for routine and emergency situations to protect vaccines and minimize loss due to negligence. The Vaccine Coordinator and Backup are responsible for implementing the plan. Instructions: Complete this form and make sure key practice staff sign and acknowledge the signature log whenever your plan is revised. Ensure that all content (including emergency contact information and alternate vaccine storage location) is up to date. Keep the plan in a location easily accessible to staff and available for review by VFC Field Representatives during site visits. (For practices using mobile units to administer VFC vaccines: Complete the VFC “Mobile Unit Vaccine Management Plan” to itemize equipment and record practice protocols specific to mobile units.) Section 1: Important Contacts KEY PRACTICE STAFF & ROLES Office/Practice Name VFC PIN Number Address Role Name Title Phone # Alt Phone # E-mail Provider of Record Provider of Record Designee Vaccine Coordinator Backup Vaccine Coordinator Immunization Champion (optional) Receives vaccines Stores vaccines Handles shipping issues Monitors storage unit temperatures USEFUL EMERGENCY NUMBERS Service Name Phone # Alt Phone # E-mail VFC Field Representative VFC Call Center 1-877-243-8832 Utility Company Building Maintenance Building Alarm Company Refrigerator/Freezer Alarm Company Refrigerator/Freezer Repair Point of Contact for Vaccine Transport www.eziz.org 1 IMM-1122 (12/20) -
The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2015 The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue Robert Lee Simmons Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Robert Simmons has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Ronald McFarland, Committee Chairperson, Doctor of Business Administration Faculty Dr. Alexandre Lazo, Committee Member, Doctor of Business Administration Faculty Dr. William Stokes, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2015 Abstract The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue by Robert L. Simmons MS, California National University, 2010 BS, Excelsior College, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2015 Abstract Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. -
The Strategic Role of PRODUCT MANAGEMENT How a Market-Driven Focus Leads Companies to Build Products People Want to Buy
The Strategic Role of PRODUCT MANAGEMENT How a market-driven focus leads companies to build products people want to buy By Pragmatic Marketing About Pragmatic Marketing Why are we Pragmatic Marketing? Pragmatic Marketing’s training is based on the People sometimes ask why the company is named fundamental belief that a company’s products Pragmatic Marketing. “Isn’t that an oxymoron?” need to be grounded in a strategy that is driven they ask. by the market. We combine this core principle with a team of instructors who have real-world The “pragmatic” moniker makes sense: we offer experience leading high tech product teams, to practical, no-nonsense solutions to the problems deliver training seminars that are informative, facing technology product managers. It’s the term entertaining, and impactful. “marketing” that throws people. Our courses cover everything technology Technology businesses use two definitions companies need to be successfully market- of marketing: driven, from understanding market problems 1) the market experts and business leaders and personas, to creating effective requirements for the product and go-to-market strategies. To find out how — or — you or your company can join the growing 2) the t-shirt and coffee mug department international community of more than 75,000 product management and marketing As quoted in this e-book, Peter Drucker defines professionals trained by Pragmatic Marketing, visit marketing as “to know and understand the www.pragmaticmarketing.com. customer so well that the product or service fits him.” We use this classical definition of marketing. The Strategic Role of Product Management How a market-driven focus leads companies to build products people want to buy 2 The Pragmatic Marketing Framework™ The strategic role of product management is best defined by the Pragmatic Marketing Framework, a model for market-driven companies to build products people want to buy. -
Earned Value Management: What Is It? Who Needs
Franklin Training Group EARNED VALUE MANAGEMENT: WHAT IS IT? WHO NEEDS IT? Capturing Opportunities for Performance Excellence Earned Value Management 1 Chet Franklin ASQ 711 July 2008 What is EVM? Franklin Training Group • EVM; Earned Value Management • For the management of projects • It is called: – A concept – A discipline – An approach – A program • A set of tools Capturing Opportunities for Performance Excellence Earned Value Management 2 Chet Franklin ASQ 711 July 2008 Who needs it? Franklin Training Group • No one NEEDS it • Who can use it? – Program Managers – Project Managers – Project Teams – Budget Analysts – Planners Capturing Opportunities for Performance Excellence Earned Value Management 3 Chet Franklin ASQ 711 July 2008 Project Managers Need Franklin Training Group • Plan – What is to be done? – When is it to be done? – What will it cost? • Tracking – What has been done? – When was it done? – What did it cost? Capturing Opportunities for Performance Excellence Earned Value Management 4 Chet Franklin ASQ 711 July 2008 What will EVM do? Franklin Training Group • Provide Project Status – Financial performance – Schedule performance • Provide information – Identify risks – Predict future performance • Financial – Cost-to-Complete • Schedule – Variance from plan Capturing Opportunities for Performance Excellence Earned Value Management 5 Chet Franklin ASQ 711 July 2008 Is EVM New? Franklin Training Group • NO! • The basic concepts? – They’ve been around for a 100 years, or so – PVA (Planned Value of Work Accomplished) – BCWP -
Sales, Distribution and Supply Chain Management
PGDSM (S2) 01 Exam Code : SDSC Sales, Distribution and Supply Chain Management SEMESTER - II BUSINESS ADMINISTRATION BLOCK - 2 KRISHNA KANTA HANDIQUI STATE OPEN UNIVERSITY Subject Experts Prof. Nripendra Narayan Sarma, Maniram Dewan School of Management, KKHSOU. Prof. U. R Dhar, Retd. Professor, Dept of Business Administration, GU. Prof. Mukulesh Baruah,Director, Assam Institute of Management. Course Co-ordinator : Dr. Smritishikha Choudhury, Asst. Prof., KKHSOU SLM Preparation Team Dr. Chayanika Senapati, Asst. Prof., KKHSOU UNITS CONTRIBUTORS 8-15 Dr. Rashida T. Noorain, ARGUCOM and Dr. Smritishikha Choudhury, KKHSOU Editorial Team Content : 8-15 Dr. Devajit Goswami KKHSOU Language: 8-15 Dr. Sarat K. Doley , Tezpur University Structure, Format & Graphics: Dr. Smritishikha Choudhury,KKHSOU Dr. Chayanika Senapati, KKHSOU July, 2019 ISBN : 978-93-89123-94-4 This Self Learning Material (SLM) of the Krishna Kanta Handiqui State Open University is made available under a Creative Commons Attribution-Non Commercial-Share Alike 4.0 License (international): http://creativecommons.org/licenses/by-nc-sa/4.0/ Printed and published by Registrar on behalf of the Krishna Kanta Handiqui State Open University. Headquarters: Patgaon, Rani Gate, Guwahati-781017 City Office: Housefed Complex, Dispur, Guwahati-781006; Web: www.kkhsou.in The University acknowledges with thanks the financial support provided by the Distance Education Bureau, UGC for preparation of this material. POST GRADUATE DIPLOMA IN SALES AND MARKETING MANAGEMENT Sales, Distribution and Supply Chain Management Block 2 DETAILED SYLLABUS Unit 8: The Basics of Supply Chain Management Page No. : 127 – 144 Introduction, Definition of Supply Chain Management, Evolution of the Concept of Supply Chain Management, Key Drivers of Supply Chain Management, Typology of Supply Chains, Process View of Supply Chain, Challenges in SCM Unit 9: New Paradigm in Inventory and Purchase Management Page No. -
Bs /Organizational Management
ORGANIZATIONAL MANAGEMENT- B.S. /ORGANIZATIONAL MANAGEMENT- B.P.S. Primary Faculty, New York State: Dr. Claire Henry (Assessment Faculty), Julie Hood-Baldomir (Dept. Chair), Dr. Douglas LePelley, Dr. Elena Murphy (Assessment Faculty) Mission The Bachelor of Science in Organizational Management is an upper division degree program. Through a cohort-based model of learning, the program prepares students to create positive change both organizationally and individually, through developing their ability to assess organizations and utilize innovative and strategic solutions to help organizations achieve extraordinary results. Student Learning Goals The OM Student Learning Goals are categorized within the framework of the Nyack College core values. Through an academically rigorous interdisciplinary curriculum, adult students in the Organizational Management program will be able to: Academically Excellent: o Demonstrate the ability skills in the use of technology, communication, and research as it relates to scholarship. o Develop analytical thinking skills as tools for problem solving in the workplace. Globally Engaged: o Demonstrate fluency in using ethical theories as a framework for positioning organizations as responsible, global citizens Intentionally Diverse: o Demonstrate the ability to utilize diverse perspectives as a, means to solving problems and initiating change within an organizational context Personally Transforming: o Develop process in which to assess and promote personal growth, development and life-long learning Socially Relevant: -
The Sales Management Simulation: Integrate Theory with Practice
The Sales Management Simulation: Integrate Theory with Practice INSTRUCTOR’S MANUAL HARISH SUJAN Professor of Marketing and Freeman Chair of Research in Business Tulane University MICHAEL AHEARNE Professor and C.T. Bauer Chair in Marketing University of Houston NOEL CAPON R.C. Kopf Professor of International Marketing Columbia University 2020 The authors thank RALPH L. DAY and DOUGLAS J. DALRYMPLE, formerly Professors of Marketing, Indiana University for creating the original simulation that has evolved into this version. 1 Contents 1. Introduction ......................................................................3 2. Preparing for SMS .................................................................4 3. Getting Started ....................................................................5 3.1 Instructor Registration 3.2 Student Registration 3.2.1 Individual 3.2.2 Altogether 3.3 Paying for SMS Access 4. Create Industries and Teams ........................................................7 4.1 Choosing the Market Type 4.2 Assign Teams to Industries 4.3 Assign Students to Teams 5. Ready to Run SMS. 8 6. Check and Rectify Student Status ....................................................9 7. Assign the Team Leader ...........................................................10 7.1 Set Up 7.2 Process 7.3 Suggestions and Decisions 8. Starting SMS ....................................................................11 9. Failure to Submit Decision On Time ................................................12 10. Exhibits 1–22 ....................................................................13 -
Sales Performance Management: Getting Everyone on the Same Page
F Sales Performance Management: Getting Everyone on the Same Page August 2010 Peter Ostrow Sales Performance Management: Getting Everyone on the Same Page Page 2 Executive Summary While many companies are seeing a recovery from the economic downturn, Research Benchmark the distribution and pace of forward progress are not necessarily being Aberdeen’s Research enjoyed across the board by all companies, industries or geographies. Firms Benchmarks provide an in- are clearly seeking to capitalize on every competitive edge available to them, depth and comprehensive look and the human capital of their sales team represents one of the most into process, procedure, significant opportunities to grow revenue and market share by hitting quota methodologies, and more consistently. While the classic B2B sales organization may traditionally technologies with best practice be identified with an “every man for himself” mentality among reps, and identification and actionable even Darwinian managerial techniques – only the fittest survive – is there recommendations perhaps a more user-friendly way to hit sales targets year after year? Are there ways to link lagging indicators (such as turnover) to leading performance metrics (such as revenue)? Best-in-Class Performance In May and June 2010, Aberdeen surveyed 531 end-user organizations to learn about their ability to manage their sales teams effectively. Aberdeen used the following three key performance criteria to distinguish the sales teams within Best-in-Class companies: • An average 106% current overall