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Governance & Planning

Conclusion: If you know your organisation’s records and document management processes are out of control and do not propose a viable solution, you are putting your job, and the CEO’s, at risk.

Why Records and Document Management?

One of the hidden and unavoidable costs of running an organisation is that of manually filing, retrieving and disposing of records and documents. This cost often runs concurrent with the hidden risk from not being able to find key documents when required for evidentiary purposes or completing an asset sale. How can the costs be avoided and the business risks minimised?

To answer the question, let’s look at what has been happening in many firms of all sizes in the last couple of years.

Conclusion: Business managers, who sponsor major Business Solutions implementations, need to be identifying what they have to do to succeed and develop plans that will make success a reality. Focusing on the Right Things Starts with Astute Planning

Conclusion: The two components of any online advertising campaign to get right are the communication objectives and the exposure frequency. This determines the number of times the audience will be exposed to the ads.

The communication objectives comprise the market or sales position of the brand and in tandem with levels of frequency are the two major variables to accomplish any advertising objective

In many campaigns frequency is generally ignored and also as it relates to particular creative work. Media planning must integrate both facets to the complement of the other to maximise the marketing investment.

We touched briefly last month on our approach to security and its role in protecting the network from external attack. It is equally essential that clearly stated network policies and procedures, both for internal users and other external stakeholders on projects who require network access, be rigorously applied. Our policies are, visibly endorsed by the Chief Executive Officer and published on the company Intranet. They are designed to protect the enterprise by ensuring that the data on the network is appropriate to the business, network performance is not compromised in any way and the possibilities of virus infection are minimised.

Conclusion: One of the best means of gaining greater leverage in business marketing is with the sales force. The sales team is the most valuable unit to promote the business, as it already knows the key elements of selling the business, namely:

  • a brand value understanding;

  • the customer value;

  • an ability to communicate customer value;

  • and follow through with implementation and management.

In the current business environment operations are being reviewed to gain greater returns and consequently the sales force needs to be retrained in operational management and undergo a revision of sales tactics to achieve targets. Those tactics may include ancillary and competitive affiliations to network the company’s product to the market.

Conclusion: When faced with proposals requesting investment in Business Solutions in an environment in which demand exceed available resources, firms need to develop and apply an IAC (Investment Allocation Criteria) to help them prioritise and rank the competing proposals.

We first investigated the benefits of video conferencing in late 1996. The main driver for the initiative came from Leighton Holdings’ major shareholder Hochtief, based in Essen in Germany. Their objective was to have access to a more efficient form of communication between themselves and Sydney and thus reduce the amount of travel that board members and other executives had to undertake.

Conclusion: In the past, age and income were reliable predictors of behaviour but now, and in the future, the old definitions do not depict consumers well. Regardless of the industry, businesses in the future must gain quality consumer psychographic research either, syndicated or customised, if they are to operate confidently in evolving consumer markets. The other ingredient to the emerging customer strategy is segmenting and categorising the market by what consumers think, hope and wish for rather than any other fixed metric like age or even income. This involves slicing consumer markets into separate dimensions to gain a better view on how they operate and what will drive them in the future.

Marketing management has always wanted to get inside customers’ heads and it will be essential to do so to understand what they want, dream of, and ultimately buy.

Conclusion: For the medium-sized enterprise investing in marketing channels entails a high exposure to risk because the investment consumes a larger portion of available capital than is the case for a larger company. Determining obvious returns in customer usage and communication from each channel is critical for prioritising investment. As most competitors have instigated similar customer channel opportunities, and there is a high degree of peering between competitive firms, the cost of maintaining the status quo is nearly the same for all players.

Conclusion: Integration, Optimisation and Functionality are the three concepts to drive growth in technology investment in the future. In the tactical sphere these drivers of growth can be applied in planning the overall channel strategy. Technological implementation has mandated that efficiency gains ought to be made from the capital invested and that will be derived from either Functionality or Integration and Optimisation or a combination of all three.

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