You’re on the hook for more than just moving prospects through the funnel and delivering leads to sales. You’re responsible for managing the customer relationship. But how does it feel to the customer when that transition takes place? All too often, the first contact with sales feels like starting the conversation over again. And for customers who have already invested time and energy learning about a company and their products, this can be a jarring experience. Great composers use consistent melodic themes over the course of a piece. As marketers, it is our responsibility to ensure there is harmony and consistency over the full lifecycle of the customer relationship. But linking the conversations that marketing and sales have with prospects depends on your ability (and willingness) to share insights that are born from data.
Bjarte Bogsnes holds the unique distinction of being the only person to have "blown up the budget" at more than one company: at his previous employer, the European plastics manufacturer Borealis, and at his current one, Statoil, the Norwegian oil giant. A dedicated champion of the Beyond Budgeting movement, Bogsnes takes the concept of rolling forecasting-itself a relatively new approach-one big step further, with dynamic forecasting.
Activity-based budgeting has been discussed for some time, but becomes far more practical with a Time Driven Activity-Based-Budgeting (TDABC) model. Using this approach, a company can now link its strategic plan and sales and production forecast to the specific demands for capacity required for implementation. This chapter introduces the powerful new extension of the TDABC model to perform what-if analysis and activity-based budgeting.
In describing what forecasters are trying to achieve, Saffo outlines six simple, commonsense rules that smart managers should observe as they embark on a voyage of discovery with professional forecasters: Map a cone of uncertainty, look for the S curve, embrace the things that don't fit, hold strong opinions weakly, look back twice as far as you look forward, and know when not to make a forecast.
In 2006 the world economy was booming, partly on the back of triple-A investment innovations. Then, suddenly, the boom ended. What fascinates the authors is the fact that almost no one saw the 2008 economic crisis coming. In this article, the authors come to terms with the reality that, in economics and business, accurate forecasts aren't possible. Therefore, they say, managers need to develop a different attitude about the future.
At many organisations, planning and budgeting take too long and devour resources. Finance teams spend too much time on administrative tasks relating to these processes—collecting, consolidating and reconciling data, for example—and are left with little time for analysis, strategy development and target setting. Accuracycan be patchy, results unreliable.
Bringing finance closer to the rest of the business is an enticing prospect. But enabling accountants to serve as advocates for other departments is much more than just a relocation task. This latest NetSuite guide helps finance leaders in a growing business discuss business partnering: the whys and the hows.
For many organisations, closing the books at the end of a financial period remains a time-consuming, cumbersome and stressful process with late nights for staff and seemingly endless re-checking of information.
Going global: Overcoming new challenges in new territories. Once a business has experienced success at home and begun to build a loyal customer base there, international expansion is often seen as the logical next step.
International expansion comes with some very specific challenges, not least cultural differences, language barriers and competition from home-grown players in a new region. This can be particularly challenging for high-growth organisations that often find themselves expanding rapidly without established structures and processes, lack of experienced staff, stretched resources and a strategy that is also evolving as they grow.
There’s no two ways about it: going global can be a risky business, even if the potential rewards are high.
Download this whitepaper for useful tips on International Growth
CFO’s need clear vision and technology to help them juggle new balls in the finance ecosystem: regulatory changes, artificial intelligence and blockchain. Finance must add these balls to its mix while still juggling its “traditional” responsibilities of internal controls, compliance and closing the books quickly.
Download this whitepaper to find out more about how CFO’s can master this jugging act
The finance team’s data analytics skills put CFOs in the driving
seat of digital change. Read the Economist Intelligence Unit report now to learn:
• How finance helps other business units meet their digital ambitions
• Why finance needs to make data visible across the business
• Why it’s important to develop metrics for digital success
After talking to 27 leading CFOs, the Economist Intelligence Unit finds that the finance team’s data analytics skills put the CFO in the driving seat of digital change.
The result is that the CFO has a new responsibility to:
• Help other business units meet their digital ambitions
• Make relevant data visible across the business
• Develop goals and metrics for digital success
Watch the webinar
Digital tools and technologies are redefining the way we work and CFOs are faced with many challenges to keep up with changes and drive the best decisions. So how can the use of technologies and innovation can help CFOs drive better decision making?
Learn how CFOs are achieving this, with Finance thought-leaders from Oracle and AICPA
Click here to watch the webinar now.
Innovation is backed by 84% of boards – and finance’s role as an innovation partner is growing.
This 2,000-exec global study shows that innovation and growth are as closely linked as ever. It also shows, that for CFOs:
• Customer satisfaction has become a key KPI for innovation
• Having too many innovation projects is their biggest hurdle
• Establishing business case viability and go/no-go decisions are a key challenge
Read the report
Stakeholders increasingly expect more from the finance function than transactional processing and historical reporting. Will you meet the challenge or are you at risk of getting left behind?
Read this report to understand:
• what CEOs are looking for from their finance functions
• six priority areas CFOs should focus on to meet new demands from the business
• how leading companies are transforming their finance functions
• five steps for turning disruption into opportunity.
Modern regulation demands connected thinking, leading-practice processes, optimal data management and insightful reporting – all of which makes the finance function the ideal catalyst for change.
Read this report to find out:
• how to structure a transformation plan and strategy
• how to create the optimal team for transformation
• what leading companies are doing to drive transformation through regulatory change.
Leading banks have been talking about integrating risk and finance operations with the aim of securing a single, consistent and multidimensional view of their businesses for years. But with a few exceptions, relatively little progress has been made.
Read this insight to find out:
• why the time to act on risk and finance integration is now
• what value integrated risk and finance operations can deliver
• what shape a new integrated capability might take
• how to prepare the ground for effective transition
• key dangers to address to achieve successful transformation.
Download the insight now
In this report, we look at the drivers for ECM investment, the adoption of collaborative technologies, use of outsourcing, user priorities, views of the future as regards cloud and open source, and spend intentions for the next 12 months.
At this free, one-hour webcast, moderated by Bank System & Technology Editorial Director Kathy Burger, you will learn how intelligent capture and exchange capabilities can help your organization automate the entire mortgage loan process - linking back-office information processes, front-office knowledge workers, customers and partners to enable financial institutions to exchange information automatically with anyone, anywhere, in any format.
It's true that deploying B2B e-commerce platform involves many unique requirements not commonly found in B2C operations, such as incorporating a complex product port-folio, multiple distribution channels, and integrating with third party systems
And yet, it's possible to complete an initial out-of-the-box B2B implementation within three months, if all the right critical path steps are followed. Additional features and functionality can be added after the initial launch, provided that the chosen out-of-the-box platform is designed to be used over the long run.
Published By: Teradata
Published Date: Jun 12, 2013
In March of 2011, CFO Research Services conducted a survey among more than 200 senior finance executives primarily in the United States to explore how well companies' information systems are supporting finance executives' ongoing efforts to transform the finance function into a value-added partner to the business. Especially in the aftermath of a worldwide recession, do CFOs and their staffs have the information they need to deliver real business value throughout the organization? How well equipped are they to provide the kinds of critical and useful business analytics that can drive the company forward?
Download this paper to learn the findings of our research.
In the white paper, leading CFOs share perspectives on building and developing finance departments. Findings underscore value in the human touch and investment in new technology. The paper distills six rules for drawing talent to—and results from—finance departments in the Digital Age.
DatacenterDynamics is a brand of DCD Group, a global B2B media and publishing company that develops products to help senior professionals in the world's most ICT dependent organizations make risk-based infrastructure and capacity decisions.
Our portfolio of live events, online and print publishing, business intelligence and professional development brands are centred on the complexities of technology convergence. Operating in 42 different countries, we have developed a unique global knowledge and networking platform, which is trusted by over 30,000 ICT, engineering and technology professionals.
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