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  • Benefits and features of different requirements-management systems and tools available?

    - by Gnark
    I am looking for a good comparision of different available professionial requirement managment tools. I am especially interested in the the features available within the different software solutions. Additionally to the "obvious" features I am looking for a proffesional Requirement Management System that supports for: multi-lingual customizable generation of documentation & history (graphs) search features (e.g. fulltext for comments), ordering, priorities version history bi-directional traceability of changes, artefacts, requirements, changes in requirements, etc. Any kind of integration of V-Model XT would be a really-nice-to-have-feature... Besides, I'd like to hear any personal motivated recommendations and/or experiences with different requirement management systems. Any input is highly appreciated. content consulted : similar question reqm tool with v-model nice, but too old paper (pdf) Tools Journal

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  • WebCenter Customer Spotlight: Institute of Financing for Agriculture and Fisheries

    - by kellsey.ruppel
     Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter  Solution SummaryThe Institute of Financing for Agriculture and Fisheries (IFAP) provides access, process payments, and oversee the application of EU and domestic funds distribution to individuals and companies. IFAP business objectives were to establish electronic processing of EU funds, improve relations between government agencies and public in compliance with the International Organization for Standardization (ISO) requirements for information management and security They implemented a complete solution for managing the entire document content life cycle through the use of Oracle WebCenter Content and Oracle WebCenter Capture. IFAP improved relationships with the public by accelerating payments electronically to individuals and organizations engaged in agriculture and fisheries, which is much easier, faster, and more secure than paper-based payments and the solution complies with ISO information and security requirements.  Company OverviewAs part of the Ministry of Agriculture, Rural Development, and Fisheries, the mission of the Institute of Financing for Agriculture and Fisheries (IFAP) is to provide access, process payments, and oversee the application of European Union (EU) and domestic funds distribution to individuals and companies engaged in the agriculture, rural development, and fisheries industries. Business ChallengesIFAP main business objective was to establish electronic processing of EU funds invested in agriculture and fisheries, improve relations between government agencies and the public and  comply with International Organization for Standardization (ISO) requirements for information management and security systems regarding access to stored documents. Solution DeployedIFAP implemented a complete solution for managing the entire document content life cycle through the use of Oracle WebCenter Content and Oracle WebCenter Capture.  The use of paper was replaced with digital formats, accelerating internal processes and ensuring compliance with ISO requirements Business Results Scalability The number of documents included and managed in the document system, called iDOC, increased to a total of 490,847, of which 103,298 are internally generated, 113,824 are digitized correspondence, and 264,870 are forms that have been digitized or received via the institute’s Web site. Efficiency  IFAP improved relationships with the public by accelerating payments electronically to individuals and organizations engaged in agriculture and fisheries, which is much easier, faster, and more secure than paper-based payments. The overall productivity increased through the use of digital formats and citizens’ ID cards as digital signatures. Compliance The implemented solution complies with International Organization for Standardization (ISO) requirements for information management and security systems regarding access to stored documents. Oracle Products and Services IFAP Customer Snapshot Oracle WebCenter Content Oracle WebCenter Capture Oracle Application Server Oracle Forms Oracle Reports

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  • How to convince management to deal with technical debt?

    - by Desolate Planet
    This is a question that I often ask myself when working with developers. I've worked at four companies so far, and I've noticed a lack of attention to keeping code clean and dealing with technical debt that hinders future progress in a software app. For example, the first company I worked for had written a database from scratch rather than take something like MySQL and that created hell for the team when refacoring or extending the app. I've always tried to be honest and clear with my manager when he discusses projections, but management doesn't seem interested in fixing what's already there and it's horrible to see the impact it has on team morale and in their attitude towards others. What are your thoughts on the best way to tackle this problem? What I've seen is people packing up and leaving and the company becomes a revolving door with developers coming and and out and making the code worse. How do you communicate this to management to get them interested in sorting out technical debt?

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  • Oracle's Integrated Systems Management and Support Experience

    - by Scott McNeil
    With its recent launch, Oracle Enterprise Manager 11g introduced a new approach to integrated systems management and support. What this means is taking both areas of IT management and vendor support and combining them into one integrated comprehensive and centralized platform. Traditional Ways Under the traditional method, IT operational teams would often focus on running their systems using management tools that weren’t connected to their vendor’s support systems. If you needed support with a product, administrators would often contact the vendor by phone or visit the vendor website for support and then log a service request in order to fix the issues. This method was also very time consuming, as administrators would have to collect their software configurations, operating systems and hardware settings, then manually enter them into an online form or recite them to a support analyst on the phone. For the vendor, they had to analyze all the configuration data to recreate the problem in order to solve it. This approach was very manual, uncoordinated and error-prone where duplication between the customer and vendor frequently occurred. A Better Support Experience By removing the boundaries between support, IT management tools and the customer’s IT infrastructure, Oracle paved the way for a better support experience. This was achieved through integration between Oracle Enterprise Manager 11g and My Oracle Support. Administrators can not only manage their IT infrastructure and applications through Oracle Enterprise Manager’s centralized console but can also receive proactive alerts and patch recommendations right within the console they use day-in-day-out. Having one single source of information saves time and potentially prevents unforeseen problems down the road. All for One, and One for All The first step for you is to allow Oracle Enterprise Manager to upload configuration data into Oracle’s secure configuration repository, where it can be analyzed for potential issues or conflicts for all customers. A fix to a problem encountered by one customer may actually be relevant to many more. The integration between My Oracle Support and Oracle Enterprise Manager allows all customers who may be impacted by the problem to receive a notification about the fix. Once the alert appears in Oracle Enterprise Manager’s console, the administrator can take his/her time to do further investigations using automated workflows provided in Oracle Enterprise Manager to analyze potential conflicts. Finally, administrators can schedule a time to test and automatically apply the fix to all the systems that need it. In the end, this helps customers maintain their service levels without compromise and avoid experiencing unplanned downtime that may result from potential issues or conflicts. This new paradigm of integrated systems management and support helps customers keep their systems secure, compliant, and up-to-date, while eliminating the traditional silos between IT management and vendor support. Oracle’s next generation platform also works hand-in-hand to provide higher quality of service to business users while at the same time making life for administrators less complicated. For more information on Oracle’s integrated systems management and support experience, be sure to visit our Oracle Enterprise Manager 11g Resource Center for the latest customer videos, webcast, and white papers.

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  • In Social Relationship Management, the Spirit is Willing, but Execution is Weak

    - by Mike Stiles
    In our final talk in this series with Aberdeen’s Trip Kucera, we wanted to find out if enterprise organizations are actually doing anything about what they’re learning around the importance of communicating via social and using social listening for a deeper understanding of customers and prospects. We found out that if your brand is lagging behind, you’re not alone. Spotlight: How was Aberdeen able to find out if companies are putting their money where their mouth is when it comes to implementing social across the enterprise? Trip: One way to think about the relative challenges a business has in a given area is to look at the gap between “say” and “do.” The first of those words reveals the brand’s priorities, while the second reveals their ability to execute on those priorities. In Aberdeen’s research, we capture this by asking firms to rank the value of a set of activities from one on the low end to five on the high end. We then ask them to rank their ability to execute those same activities, again on a one to five, not effective to highly effective scale. Spotlight: And once you get their self-assessments, what is it you’re looking for? Trip: There are two things we’re looking for in this analysis. The first is we want to be able to identify the widest gaps between perception of value and execution. This suggests impediments to adoption or simply a high level of challenge, be it technical or otherwise. It may also suggest areas where we can expect future investment and innovation. Spotlight: So the biggest potential pain points surface, places where they know something is critical but also know they aren’t doing much about it. What’s the second thing you look for? Trip: The second thing we want to do is look at specific areas in which high-performing companies, the Leaders, are out-executing the Followers. This points to the business impact of these activities since Leaders are defined by a set of business performance metrics. Put another way, we’re correlating adoption of specific business competencies with performance, looking for what high-performers do differently. Spotlight: Ah ha, that tells us what steps the winners are taking that are making them winners. So what did you find out? Trip: Generally speaking, we see something of a glass curtain when it comes to the social relationship management execution gap. There isn’t a single social media activity in which more than 50% of respondents indicated effectiveness, which would be a 4 or 5 on that 1-5 scale. This despite the fact that 70% of firms indicate that generating positive social media mentions is valuable or very valuable, a 4 or 5 on our 1-5 scale. Spotlight: Well at least they get points for being honest. The verdict they’re giving themselves is that they just aren’t cutting it in these highly critical social development areas. Trip: And the widest gap is around directly engaging with customers and/or prospects on social networks, which 69% of firms rated as valuable but only 34% of companies say they are executing well. Perhaps even more interesting is that these two are interdependent since you’re most likely to generate goodwill on social through happy, engaged customers. This data also suggests that social is largely being used as a broadcast channel rather than for one-to-one engagement. As we’ve discussed previously, social is an inherently personal media. Spotlight: And if they’re still using it as a broadcast channel, that shows they still fail to understand the root of social and see it as just another outlet for their ads and push-messaging. That’s depressing. Trip: A second way to evaluate this data is by using Aberdeen’s performance benchmarking. The story is both a bit different, but consistent in its own way. The first thing we notice is that Leaders are more effective in their execution of several key social relationship management capabilities, namely generating positive mentions and engaging with “influencers” and customers. Based on the fact that Aberdeen uses a broad set of performance metrics to rank the respondents as either “Leaders” (top 35% in weighted performance) or “Followers” (bottom 65% in weighted performance), from website conversion to annual revenue growth, we can then correlated high social effectiveness with company performance. We can also connect the specific social capabilities used by Leaders with effectiveness. We spoke about a few of those key capabilities last time and also discuss them in a new report: Social Powers Activate: Engineering Social Engagement to Win the Hidden Sales Cycle. Spotlight: What all that tells me is there are rewards for making the effort and getting it right. That’s how you become a Leader. Trip: But there’s another part of the story, which is that overall effectiveness, even among Leaders, is muted. There’s just one activity in which more than a majority of Leaders cite high effectiveness, effectiveness being the generation of positive buzz. While 80% of Leaders indicate “directly engaging with customers” through social media channels is valuable, the highest rated activity among Leaders, only 42% say they’re effective. This gap even among Leaders shows the challenges still involved in effective social relationship management. @mikestilesPhoto: stock.xchng

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  • What's a good tool for Scrum Project Management in game development? [closed]

    - by BleakCabalist
    I'm looking for an efficient, easy-to-learn tool for Scrum project management not for proffesional use but to use it in my thesis concerning the use of Scrum in game development. Basically I want to visualize a production process of a hypothetical game. Some fragments of the production process should be really detailed to make my point, so basically user stories, tasks, burndown charts etc. are a must. I'm using Scrum, Kanban and some Lean practices for eliminating waste. I also want to use Extreme Programming practices in this production process including TDD and Continuous Integration. I have zero experience in proffesional project management so I need something that's fairly simple to use for a newb like me. Anyone can recommend a tool like that? For now I was thinking about TargetProcess and ScrumWorks. Thanks.

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  • WebCenter Customer Spotlight: American Home Mortgage

    - by Michelle Kimihira
    Author: Peter Reiser - Social Business Evangelist, Oracle WebCenter Solution Summary American Home Mortgage Servicing Inc. (AHMSI) is a 3,000 employee company based in Coppell, Texas and provides services to homeowners and loan investors. With a multibillion portfolio under management, AHMSI is one of the country's largest servicers of Alt-A and subprime loans. AHMSI implemented a public-facing secure Web portal using Oracle WebCenter Suite to help investors make informed decisions more quickly and automated much of the investor approval process AHMSI reduced the time needed to process loan modification from approximately 30 days to one week.  UsingOracle WebCenter Content AHMSI can now share strategic & sensitive content in compliance with the various governance regulations.  Company OverviewAmerican Home Mortgage Servicing Inc. provides services to homeowners and loan investors. Whether a borrower holds a traditional, Alt-A, payment option, or subprime loan, the company's highly trained experts are committed to providing high levels of service as they work to address each customer's needs. AHMSI also carefully manages the loan portfolios of investors. With a multibillion portfolio under management, AHMSI is one of the country's largest servicers of Alt-A and subprime loans.  Challenges AHMSI’s biggest challenge was to improve security by minimizing the use of e-mail and FTP sites to share sensitive mortgage loan data with third parties, including estate investors.  Solutions AHMSI implemented Oracle WebCenter Suite to deploy a public-facing Web portal, enabling authorized external users to view content stored on the content server and Oracle WebCenter Content  to create a secure storage area for daily, weekly, and monthly reports. They leveraged the standard group spaces in Oracle WebCenter Portal to enable business users to collaborate more effectively.  Results By automating much of the investor approval process, they reduced the time needed to process loan modifications from approximately 30 days to one week and greatly minimized the use of e-mail and FTP sites to share information. Investors can now view supporting materials including real-time loan information and call center data to help them make more informed decisions more quickly.  The implemented solution complies with various government regulations in dealings with real estate investors.  “To maintain our commitment to providing customers with the highest possible levels of services while creating a competitive advantage for our business, we needed to be able to share strategic and sensitive content in a safe and secure manner. With Oracle WebCenter, we have a flexible and modern user experience platform that allows us to securely, reliably and efficiently manage our portfolio of sensitive data and share it with our business partners. This not only helps ensure compliance with various government regulations, it accelerates processes and supports more informed decision making.” Vince Holt, Manager, Application Management, American Home Mortgage Servicing, Inc.  Additional Information AHMSI Customer Snapshot  Oracle WebCenter Suite Oracle WebCenter Content Oracle WebCenter Portal Oracle Fusion Middleware

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  • Manic Monday - More OpenWorld Solaris Sessions: Developers, Cloud, Customer Insights, Hardware Optimization

    - by Larry Wake
    We're overflowing with Monday sessions; literally more than one person can take in. Learn more about what's new in Oracle Solaris Studio, hear about the latest x86 and SPARC hardware optimizations, get some insights on cloud deployment strategies, and find out from your peers what they're doing with Oracle Solaris. If you're an OpenWorld attendee, go to to Schedule Builder to guarantee your space in any session or lab. See yesterday's blog post and the "Focus on Oracle Solaris" guide for even more sessions. Monday, October 1st: 10:45 AM - Maximizing Your SPARC T4 Oracle Solaris Application Performance(CON6382,  Marriott Marquis - Golden Gate C3) Hear how customers and commercial software partners have reached peak performance on SPARC T4 servers and engineered systems with Oracle Solaris Studio and its latest tools for analyzing, reporting, and improving runtime performance: Autoparallelizing, high-performance compilers Performance Analyzer (used to find performance hotspots) Thread Analyzer (to expose data races and deadlocks) Code Analyzer (used to discover latent memory corruption issues) 10:45 Cloud Formation: Implementing IaaS in Practice with Oracle Solaris(CON8787, Moscone South 302) Decisions, decisions--at the same time, we've got a session that covers why Oracle Solaris is the ideal OS for public or private clouds, IaaS or PaaS, with built-in features for elastic infrastructure, unrivaled security, superfast installation and deployment, nonstop availability, and crystal-clear observability. This session will include a customer study on how Oracle Solaris is used in the cloud today to implement the Oracle stack. 12:15 PM - Customer Insight: Oracle Solaris on Oracle Exadata, Oracle Exalogic, and SPARC SuperCluster(CON8760, Moscone South 270) Hear from customers what benefits they have realized from using the Oracle stack on Oracle Exadata and Oracle’s SPARC SuperCluster and from using Oracle Solaris on those engineered systems, taking advantage of built-in lightweight OS virtualization (Zones), enterprise reliability and scale, and other key features. 1:45 PM - Case Study: Mobile Tornado Uses Oracle Technology for Better RAS and TCO?(CON4281, Moscone West 2005) Mobile Tornado develops and markets instant communication platforms, replacing traditional radio networks with cellular networks. Its critical concern is uptime. Find out how they've used Oracle Solaris, Netra SPARC T4, and Oracle Solaris Cluster, including Oracle Solaris ZFS and Zones, for their Oracle Database deployments to improve reliability and drive down cost. 3:15 PM - Technical Panel: Developing High Performance Applications on Oracle Solaris(CON7196, Marriott Marquis - Golden Gate C2) Engineers from the Oracle Solaris, Oracle Database, and Oracle Tuxedo development teams, and Oracle ISV Engineering discuss how they develop high-performance enterprise applications that take advantage of Oracle's SPARC and x86 servers, with Oracle Solaris Studio and new Oracle Solaris 11 features. Topics will include developer tools, parallel frameworks, best practices, and methodologies, as well as insights and case studies on parallelizing and optimizing application performance on Oracle Solaris. Bring your best questions! 3:15 PM -  x86 Power Management with Oracle Solaris: Current State, Opportunities, and Future(CON6271, Moscone West 2012) Another option for this time slot: learn about how Intel Xeon and Oracle Solaris work together to reduce server power consumption. This presentation addresses some of the recent power management improvements in Oracle Solaris, opportunities to further improve energy efficiency, and some future directions for Oracle Solaris power management.

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  • Should your client be able to view your project management board?

    - by bizso09
    We're making a bespoke software for our client and use Codebase for our project management. Is it a good idea to let our client view our project management board? The advantages that we thought of are that this would enhance the cooperation between the client and the dev team, following agile practices. He would essentially become part of our team. It would also reduce communication overhead and make sure we're on the same page. The client could track the progression of the system and make suggestions along the way on the user stories. In addition, he could submit bugs or feature requests. The disadvantages that we though of are that some aspects of the board might be too technical to the client. He would suggest changes to the user stories too often and he might view some content that we normally wouldn't want our client to see. For example, when we compromise on technology or functionality, the client might question that and insist on doing things one way or the other.

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  • Paper-free Customer Engagement

    - by Michael Snow
    v\:* {behavior:url(#default#VML);} o\:* {behavior:url(#default#VML);} w\:* {behavior:url(#default#VML);} .shape {behavior:url(#default#VML);} 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-ascii- mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi- mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Appropriate repost from our friends at the AIIM blog: Digital Landfill -- John Mancini, supporting our mission of enabling customer engagement through better technology choices.  ---------- My wife didn't even give me a card for #wpfd - and they say husbands are bad at remembering anniversaries Well, today is the third World Paper Free Day.  I just got off the Tweet Jam, and there was a host of ideas for getting rid of -- or at least reducing -- paper. When we first started talking about "paper-free" most of the reasons raised to pursue this direction were "green" reasons.  I'm glad to see that the thinking has moved on to questions about how getting rid of paper and digitizing processes helps improve customer engagement.  And the bottom line.  And process responsiveness.  Not that the "green" reasons have gone away, but it's nice to see a maturation in the BUSINESS reasons to get rid of paper. Our World Paper Free Handbook (do not, do not, do not print it!) looks at how less paper in the workplace delivers significant benefits. Key findings show eliminating paper from processes can improve the responsiveness of customer service by 300 percent. Removing paper from business processes and moving content to PCs and tablets has the added advantage of helping companies adopt mobile-enable processes and eliminate elapsed time, lost forms, poor data and re-keying. To effectively mobile-enable processes and reduce reliance on paper, data should be captured as close to the point of origination as possible, which makes information easily available to whomever needs it, wherever they are, in the shortest time possible. This handbook summarizes the value of automating manual, paper-based processes. It then goes a step beyond to provide actionable steps that will set you on the path to productivity, profitability, and, yes, less paper.  Get your copy today and send the link around to your peers and colleagues.  Here's the link; please share it! http://www.aiim.org/Research-and-Publications/Research/AIIM-White-Papers/WPFD-Revolution-Handbook And don't miss out on the real world discussions about increasing engagement with WebCenter in new webinars being offered over the next couple of weeks:  October 30, 2012:  ResCare Solves Content Lifecycle Challenges with Oracle WebCenter November 1, 2012: WebCenter Content for Applications: Streamline Processes with Oracle WebCenter Content Management for Human Resources Applications Available On-Demand:  Using Oracle WebCenter to Content-Enable Your Business Applications

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  • What's the best way to sell ReSharper to management? [closed]

    - by Jackson Pope
    Possible Duplicate: How do you convince your boss to buy useful tools like Resharper, LinqPad? I've recently started a new job developing code in C# and ASP.Net. At a previous employer I've used ReSharper from JetBrains and I loved it. I've downloaded the free trial in my new job, as have several of my new colleagues on my recommendation. Everyone thinks it's great. But now our trials are coming to an end and it's time to buy or say goodbye. I've been reliably informed that getting money for tools from senior management is like trying to get blood from a stone, so how can I convince them to loosen their grip on the purse strings and buy it for our team (of seven developers)? Does anyone have any experience of convincing management of the benefits of refactoring tools? I feel the benefit every second I use it, but I'm having difficulty thinking of how to explain the concrete benefits to a manager who only think

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  • New customer references for Exadata-based projects

    - by Javier Puerta
    Milletech Systems, Inc. shows a large state university how to improve query response times 15-fold using its grant management solution built on Oracle’s Extreme Performance Infrastructure. Read More. Ação Informática helped Valdecard realize a 15-Fold Improvement in Fleet-Management and Benefit Card Data Processing using Oracle Exadata Machine. Read More. Neusoft deployed Benxi Municipal Human Resources and Social Security Bureau’s cloud-based database platform to process social insurance payments 50-times faster using Oracle Exadata Database Machine. Read More.

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  • How to convince management of making our project open source?

    - by MrSoundless
    Xamarin 3 was released last week with a great new addition: Xamarin.Forms . This triggered our attention because we've been using such a system for a couple of years now. We've developed it by ourselves and used it for a bunch of projects. We've been looking for a way to make this project open source but we didn't manage to convince the management. They believe we should not make it open source because we won't win anything with it and all that will happen is that the competition will be able to build apps quicker with our library. We believe open sourcing our library will make the world a better place and that it will make our library much more stable and complete. So my question to all you people out there: How can we convince the management to open source our library?

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  • What is a Relational Database Management System (RDBMS)?

    A Relational Database Management System (RDBMS)  can also be called a traditional database that uses a Structured Query Language (SQL) to provide access to stored data while insuring the integrity of the data. The data is stored in a collection of tables that is defined by relationships between data items. In addition, data permitted to be joined in new relationships. Traditional databases primarily process data through transactions called transaction processing. Transaction processing is the methodology of grouping related business operations based predefined business events. An example of this can be seen when a person attempts to purchase an item from an online e-tailor. The business must execute specific operations for a related  business event. In this case, a business must store the following information: Customer Info, Order Info, Order Item Info, Customer Payment Data, Payment Results, and Current Order Status. Example: Pseudo SQL Operations needed for processing an online e-tailor sale. Insert Customer into Customers Insert New Order into Orders Insert Each New Order Item into OrderItems Insert Customer Payment Info into PaymentInfo Insert Payment Processing Result into PaymentDetails Update Customer for Current Order Status Common Relational Database Management System Microsoft SQL Server Microsoft Access Oracle MySQL DB2 It is important to note that no current RDBMS has fully implemented all of the Relational Principles. Common RDBMS Traits Volatile Data Supports Transaction Processing Optimized for Updates and Simple Queries 

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  • What is the best agile project management technique for developing innovative software systems?

    - by user654019
    I am involved with the development of innovative software. The development is innovative since we don't know how to develop it and what algorithm should we use to implement and nobody else did it before. The process consists of several stages of studying books/papers, suggesting algorithms, writing prototypes and comparing the result with actual data. We hope that after some iteration, we converge to a valid software system. What is the best project management approach that we can use? Is there any project management software for these types of projects?

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  • How to do fixed price quote for design sessions?

    - by Shaul
    Normally when I do a system for a customer, I do design sessions on an hourly rate and then come out with a fixed price quotation for the full system development. Now this customer has thrown me a curveball: he doesn't want an hourly rate for design, either - he wants me to quote a fixed price to do all the design, too! Not that he's trying to cheap out, but he doesn't want to be in a situation where the longer design stretches out, the more he has to pay - and I can understand that. For the business layer it was actually not too difficult to work with this, because from his original functional spec I got a good idea of what the core business objects were, and in our design agreement I defined several objects which would be covered by a fixed design price; if any new non-trivial objects were discovered, they would be considered variances, and those would be billed on an hourly rate. So far so good. But when it comes to the UI, things start getting a lot more woolly. How many screens will there be? Don't know yet. What's going to be on each screen? Don't know yet. All we know is that it's a "dashboard" type of system, and there will be a lot of visual reporting involved e.g. gauges, graphs, etc. So maybe make it fixed price per screen design? Not a great definition; he might say that everything is going to be on one screen. Maybe a price per "visual report" design, including ability to slice & dice? Again not so easy - it might be that the entire system is just one report, and all the intelligence is going to go into how to present that segmentation. Anyone have any ideas how to do a fixed price quotation for a UI design like this?

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  • Maven2 - problem with pluginManagement and parent-child relationship

    - by Newtopian
    from maven documentation pluginManagement: is an element that is seen along side plugins. Plugin Management contains plugin elements in much the same way, except that rather than configuring plugin information for this particular project build, it is intended to configure project builds that inherit from this one. However, this only configures plugins that are actually referenced within the plugins element in the children. The children have every right to override pluginManagement definitions. Now : if I have this in my parent POM <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> </build> and I run mvn help:effective-pom on the parent project I get what I want, namely the plugins part directly under build (the one doing the work) remains empty. Now if I do the following : <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> <plugins> <plugin> <artifactId>maven-compiler-plugin</artifactId> <version>2.0.2</version> <inherited>true</inherited> <configuration> <source>1.6</source> <target>1.6</target> </configuration> </plugin> </plugins> </build> mvn help:effective-pom I get again just what I want, the plugins contains just what is declared and the pluginManagement section is ignored. BUT changing with the following <build> <pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <executions> Some stuff for the children </execution> </executions> </plugin> </plugins> </pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <inherited>false</inherited> <!-- this perticular config is NOT for kids... for parent only --> <executions> some stuff for adults only </execution> </executions> </plugin> </plugins> </build> and running mvn help:effective-pom the stuff from pluginManagement section is added on top of what is declared already. as such : <build> <pluginManagement> ... </pluginManagement> <plugins> <plugin> <artifactId>maven-dependency-plugin</artifactId> <version>2.0</version> <inherited>false</inherited> <!-- this perticular config is NOT for kids... for parent only --> <executions> Some stuff for the children </execution> <executions> some stuff for adults only </execution> </executions> </plugin> </plugins> </build> Is there a way to exclude the part for children from the parent pom's section ? In effect what I want is for the pluginManagement to behave exactly as the documentation states, that is I want it to apply for children only but not for the project in which it is declared. As a corrolary, is there a way I can override the parts from the pluginManagement by declaring the plugin in the normal build section of a project ? whatever I try I get that the section is added to executions but I cannot override one that exists already. EDIT: I never did find an acceptable solution for this and as such the issue remains open. Closest solution was offered below and is currently the accepted solution for this question until something better comes up. Right now there are three ways to achieve the desired result (modulate plugin behaviour depending on where in the inheritance hierarchy the current POM is): 1 - using profiles, it will work but you must beware that profiles are not inherited, which is somewhat counter intuitive. They are (if activated) applied to the POM where declared and then this generated POM is propagated down. As such the only way to activate the profile for child POM is specifically on the command line (least I did not find another way). Property, file and other means of activation fail to activate the POM because the trigger is not in the POM where the profile is declared. 2 - (this is what I ended up doing) Declare the plugin as not inherited in the parent and re-declare (copy-paste) the tidbit in every child where it is wanted. Not ideal but it is simple and it works. 3 - Split the aggregation nature and parent nature of the parent POM. Then since the part that only applies to the parent is in a different project it is now possible to use pluginManagement as firstly intended. However this means that a new artificial project must be created that does not contribute to the end product but only serves the could system. This is clear case of conceptual bleed. Also this only applies to my specific and is hard to generalize, so I abandoned efforts to try and make this work in favor of the not-pretty but more contained cut and paste patch described in 2. If anyone coming across this question has a better solution either because of my lack of knowledge of Maven or because the tool evolved to allow this please post the solution here for future reference. Thank you all for your help :-)

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  • MDX using EXISTING, AGGREGATE, CROSSJOIN and WHERE

    - by James Rogers
    It is a well-published approach to using the EXISTING function to decode AGGREGATE members and nested sub-query filters.  Mosha wrote a good blog on it here and a more recent one here.  The use of EXISTING in these scenarios is very useful and sometimes the only option when dealing with multi-select filters.  However, there are some limitations I have run across when using the EXISTING function against an AGGREGATE member:   The AGGREGATE member must be assigned to the Dimension.Hierarchy being detected by the EXISTING function in the calculated measure. The AGGREGATE member cannot contain a crossjoin from any other dimension or hierarchy or EXISTING will not be able to detect the members in the AGGREGATE member.   Take the following query (from Adventure Works DW 2008):   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members))'    member [Date].[Fiscal Weeks].[CM] as 'AGGREGATE({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]})'   select   {[Week Count]} on columns from   [Adventure Works]     where   [Date].[Fiscal Weeks].[CM]   Here we are attempting to count the existing fiscal weeks in slicer.  This is useful to get a per-week average for another member. Many applications generate queries in this manner (such as Oracle OBIEE).  This query returns the correct result of (4) weeks. Now let's put a twist in it.  What if the querying application submits the query in the following manner:   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members))'    member [Customer].[Customer Geography].[CM] as 'AGGREGATE({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]})'   select   {[Week Count]} on columns from   [Adventure Works]     where   [Customer].[Customer Geography].[CM]   Here we are attempting to count the existing fiscal weeks in slicer.  However, the AGGREGATE member is built on a different dimension (in name) than the one EXISTING is trying to detect.  In this case the query returns (174) which is the total number of [Date].[Fiscal Weeks].[Fiscal Week].members defined in the dimension.   Now another twist, the AGGREGATE member will be named appropriately and contain the hierarchy we are trying to detect with EXISTING but it will be cross-joined with another hierarchy:   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members))'    member [Date].[Fiscal Weeks].[CM] as 'AGGREGATE({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]}*    {[Customer].[Customer Geography].[Country].&[Australia],[Customer].[Customer Geography].[Country].&[United States]})'  select   {[Week Count]} on columns from   [Adventure Works]    where   [Date].[Fiscal Weeks].[CM]   Once again, we are attempting to count the existing fiscal weeks in slicer.  Again, in this case the query returns (174) which is the total number of [Date].[Fiscal Weeks].[Fiscal Week].members defined in the dimension. However, in 2008 R2 this query returns the correct result of 4 and additionally , the following will return the count of existing countries as well (2):   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members))'   member [Country Count] as 'count(existing([Customer].[Customer Geography].[Country].members))'  member [Date].[Fiscal Weeks].[CM] as 'AGGREGATE({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]}*    {[Customer].[Customer Geography].[Country].&[Australia],[Customer].[Customer Geography].[Country].&[United States]})'  select   {[Week Count]} on columns from   [Adventure Works]    where   [Date].[Fiscal Weeks].[CM]   2008 R2 seems to work as long as the AGGREGATE member is on at least one of the hierarchies attempting to be detected (i.e. [Date].[Fiscal Weeks] or [Customer].[Customer Geography]). If not, it seems that the engine cannot find a "point of entry" into the aggregate member and ignores it for calculated members.   One way around this would be to put the sets from the AGGREGATE member explicitly in the WHERE clause (slicer).  I realize this is only supported in SSAS 2005 and 2008.  However, after talking with Chris Webb (his blog is here and I highly recommend following his efforts and musings) it is a far more efficient way to filter/slice a query:   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members))'    select   {[Week Count]} on columns from   [Adventure Works]    where   ({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]}   ,{[Customer].[Customer Geography].[Country].&[Australia],[Customer].[Customer Geography].[Country].&[United States]})   This query returns the correct result of (4) weeks.  Additionally, we can count the cross-join members of the two hierarchies in the slicer:   With   member [Week Count] as 'count(existing([Date].[Fiscal Weeks].[Fiscal Week].members)*existing([Customer].[Customer Geography].[Country].members))'    select   {[Week Count]} on columns from   [Adventure Works]    where   ({[Date].[Fiscal Weeks].[Fiscal Week].&[47]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[48]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[49]&[2004],[Date].[Fiscal Weeks].[Fiscal Week].&[50]&[2004]}   ,{[Customer].[Customer Geography].[Country].&[Australia],[Customer].[Customer Geography].[Country].&[United States]})   We get the correct number of (8) here.

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  • Integrating Social, Marketing, and Loyalty to Deliver Great Customer Experiences

    - by Charles Knapp
    Eighty nine percent of consumers quit a brand after one bad experience. With the high cost of acquiring new customers, what can brand leaders do? At the Loyalty World Conference this week in London, global business leaders such as the co-founder of Ben & Jerry’s shared the latest in how to retain customers and boost advocacy. Melissa Boxer and Sundar Swaminathan of Oracle shared that by taking an outside-in approach, you can deliver a differentiated, loyalty-building experience throughout the customer lifecycle, from researching and selecting through to using and recommending. To transform customer experiences, you need to integrate your brand’s social, marketing, and loyalty functions from the commonplace silos. Three key strategies: Know more and understand, unifying and capturing insights across touch points to better understand who to serve, how to serve, and when to serve.  Connect and engage across social and traditional channels, empowering a relationship ecosystem between social communities, customers, and employees. Make the personalized experience easy and rewarding. Visit us on twitter.com/oraclecrm to learn more useful highlights from the #lwconf conference.

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  • Announcing General Availability of the E-Business Suite Plug-in

    - by Kenneth E.
    Oracle E-Business Suite Application Technology Group (ATG) is pleased to announce the General Availability of Oracle E-Business Suite Plug-in 12.1.0.1.0, an integral part of Application Management Suite for Oracle E-Business Suite.The combination of Enterprise Manager 12c Cloud Control and the Application Management Suite combines functionality that was available in the standalone Application Management Pack for Oracle E-Business Suite and Application Change Management Pack for Oracle E-Business Suite with Oracle’s Real User Experience Insight product and the Configuration & Compliance capabilities to provide the most complete solution for managing Oracle E-Business Suite applications. The features that were available in the standalone management packs are now packaged into the Oracle E-Business Suite Plug-in, which is now fully certified with Oracle Enterprise Manager 12c Cloud Control. This latest plug-in extends Cloud Control with E-Business Suite specific system management capabilities and features enhanced change management support.Here is all the information you need to get started:EBS Plug-in 12.1.0.1.0 info -Full Announcement•    E-Business Suite Plug-in 12.1.0.1 for Enterprise Manager 12c Now Available MOS -•    Getting Started with Oracle E-Business Suite Plug-in, Release 12.1.0.1.0 (Doc ID 1434392.1)Documentation -•    Oracle Application Management Pack for Oracle E-Business Suite Guide, Release 12.1.0.1.0Certification•    Platforms and OS Release certification information is available from My Oracle Support via the Certification page. •    Search using the official trademark name Oracle Application Management Pack for Oracle E-Business Suite and Release 12.1.0.1.0

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  • Reference Data Management and Master Data: Are Relation ?

    - by Mala Narasimharajan
    Submitted By:  Rahul Kamath  Oracle Data Relationship Management (DRM) has always been extremely powerful as an Enterprise Master Data Management (MDM) solution that can help manage changes to master data in a way that influences enterprise structure, whether it be mastering chart of accounts to enable financial transformation, or revamping organization structures to drive business transformation and operational efficiencies, or restructuring sales territories to enable equitable distribution of leads to sales teams following the acquisition of new products, or adding additional cost centers to enable fine grain control over expenses. Increasingly, DRM is also being utilized by Oracle customers for reference data management, an emerging solution space that deserves some explanation. What is reference data? How does it relate to Master Data? Reference data is a close cousin of master data. While master data is challenged with problems of unique identification, may be more rapidly changing, requires consensus building across stakeholders and lends structure to business transactions, reference data is simpler, more slowly changing, but has semantic content that is used to categorize or group other information assets – including master data – and gives them contextual value. In fact, the creation of a new master data element may require new reference data to be created. For example, when a European company acquires a US business, chances are that they will now need to adapt their product line taxonomy to include a new category to describe the newly acquired US product line. Further, the cross-border transaction will also result in a revised geo hierarchy. The addition of new products represents changes to master data while changes to product categories and geo hierarchy are examples of reference data changes.1 The following table contains an illustrative list of examples of reference data by type. Reference data types may include types and codes, business taxonomies, complex relationships & cross-domain mappings or standards. Types & Codes Taxonomies Relationships / Mappings Standards Transaction Codes Industry Classification Categories and Codes, e.g., North America Industry Classification System (NAICS) Product / Segment; Product / Geo Calendars (e.g., Gregorian, Fiscal, Manufacturing, Retail, ISO8601) Lookup Tables (e.g., Gender, Marital Status, etc.) Product Categories City à State à Postal Codes Currency Codes (e.g., ISO) Status Codes Sales Territories (e.g., Geo, Industry Verticals, Named Accounts, Federal/State/Local/Defense) Customer / Market Segment; Business Unit / Channel Country Codes (e.g., ISO 3166, UN) Role Codes Market Segments Country Codes / Currency Codes / Financial Accounts Date/Time, Time Zones (e.g., ISO 8601) Domain Values Universal Standard Products and Services Classification (UNSPSC), eCl@ss International Classification of Diseases (ICD) e.g., ICD9 à IC10 mappings Tax Rates Why manage reference data? Reference data carries contextual value and meaning and therefore its use can drive business logic that helps execute a business process, create a desired application behavior or provide meaningful segmentation to analyze transaction data. Further, mapping reference data often requires human judgment. Sample Use Cases of Reference Data Management Healthcare: Diagnostic Codes The reference data challenges in the healthcare industry offer a case in point. Part of being HIPAA compliant requires medical practitioners to transition diagnosis codes from ICD-9 to ICD-10, a medical coding scheme used to classify diseases, signs and symptoms, causes, etc. The transition to ICD-10 has a significant impact on business processes, procedures, contracts, and IT systems. Since both code sets ICD-9 and ICD-10 offer diagnosis codes of very different levels of granularity, human judgment is required to map ICD-9 codes to ICD-10. The process requires collaboration and consensus building among stakeholders much in the same way as does master data management. Moreover, to build reports to understand utilization, frequency and quality of diagnoses, medical practitioners may need to “cross-walk” mappings -- either forward to ICD-10 or backwards to ICD-9 depending upon the reporting time horizon. Spend Management: Product, Service & Supplier Codes Similarly, as an enterprise looks to rationalize suppliers and leverage their spend, conforming supplier codes, as well as product and service codes requires supporting multiple classification schemes that may include industry standards (e.g., UNSPSC, eCl@ss) or enterprise taxonomies. Aberdeen Group estimates that 90% of companies rely on spreadsheets and manual reviews to aggregate, classify and analyze spend data, and that data management activities account for 12-15% of the sourcing cycle and consume 30-50% of a commodity manager’s time. Creating a common map across the extended enterprise to rationalize codes across procurement, accounts payable, general ledger, credit card, procurement card (P-card) as well as ACH and bank systems can cut sourcing costs, improve compliance, lower inventory stock, and free up talent to focus on value added tasks. Change Management: Point of Sales Transaction Codes and Product Codes In the specialty finance industry, enterprises are confronted with usury laws – governed at the state and local level – that regulate financial product innovation as it relates to consumer loans, check cashing and pawn lending. To comply, it is important to demonstrate that transactions booked at the point of sale are posted against valid product codes that were on offer at the time of booking the sale. Since new products are being released at a steady stream, it is important to ensure timely and accurate mapping of point-of-sale transaction codes with the appropriate product and GL codes to comply with the changing regulations. Multi-National Companies: Industry Classification Schemes As companies grow and expand across geographies, a typical challenge they encounter with reference data represents reconciling various versions of industry classification schemes in use across nations. While the United States, Mexico and Canada conform to the North American Industry Classification System (NAICS) standard, European Union countries choose different variants of the NACE industry classification scheme. Multi-national companies must manage the individual national NACE schemes and reconcile the differences across countries. Enterprises must invest in a reference data change management application to address the challenge of distributing reference data changes to downstream applications and assess which applications were impacted by a given change. References 1 Master Data versus Reference Data, Malcolm Chisholm, April 1, 2006.

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  • Oracle OpenWorld Interactive Customer Panels

    - by kellsey.ruppel
    Oracle OpenWorld attendees regularly report that their interactions with fellow Oracle customers represent the most valuable aspect of the conference. This year, four customer panels will promote these valuable Oracle WebCenter interactions, including:  Building Next-Generation Portals: An Interactive Customer Panel Discussion  (Wednesday, October 3, 5:00 p.m., Moscone West 3000, session ID# CON8900) With panelists from Aramark, Canadian Partnership Against Cancer, Los Angeles Department of Building & Safety, Los Angeles Department of Water & Power and Siemens Healthcare Becoming a Social Business: Stories from the Front Lines of Change (Thursday, October 4, 11:15 a.m., Moscone West 3001, session ID# CON8899) Featuring University of Louisville Land Mines, Potholes, and Dirt Roads: Navigating the Way to Enterprise Content Management Nirvana  (Thursday, October 4, 12:45 p.m., Moscone West 3001, session ID# 8898) Including panelists from Critigen and Alberta, Canada's Department of Agricultural and Rural Development Using Web Experience Management to Drive Online Marketing Success (Thursday, October 4, 2:15 p.m., Moscone West 3001, session ID# CON8897)  Featuring panelists from Ancestry.com and Arbonne We hope you’ll join us to learn first-hand from Oracle WebCenter customers as they share best practices and lessons learned when implementing Oracle WebCenter. Looking for a guide of all the Oracle WebCenter sessions at Oracle OpenWorld? Be sure to download the Oracle WebCenter Focus OnGuide!

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  • Solaris 11 Customer Maintenance Lifecycle

    - by user12244672
    Hi Folks, Welcome to my new blog, http://blogs.oracle.com/Solaris11Life , which is all about the Customer Maintenance Lifecycle for Image Packaging System (IPS) based Solaris releases, such as Solaris 11. It'll include policies, best practices, clarifications, and lots of other stuff which I hope you'll find useful as you get up to speed with Solaris 11 and IPS.   Let's start with a version of my Solaris 11 Customer Maintenance Lifecycle presentation which I gave at this year's Oracle Open World and at the recent Deutsche Oracle Anwendergruppe (DOAG - German Oracle Users Group) conference in Nürnberg. Some of you may be familiar with my Patch Corner blog, http://blogs.oracle.com/patch , which fulfilled a similar purpose for System V [five] Release 4 (SVR4) based Solaris releases, such as Solaris 10 and below. Since maintaining a Solaris 11 system is quite different to maintaining a Solaris 10 system, I thought it prudent to start this 2nd parallel blog for Solaris 11. Actually, I have an ulterior motive for starting this separate blog.  Since IPS is a single tier packaging architecture, it doesn't have any patches, only package updates.  I've therefore banned the word "patch" in Solaris 11 and introduced a swear box to which my colleagues must contribute a quarter [$0.25] every time they use the word "patch" in a public forum.  From their Oracle Open World presentations, John Fowler owes 50 cents, Liane Preza owes $1.25, and Bart Smaalders owes 75 cents.  Since I'm stinging my colleagues in what could be a lucrative enterprise, I couldn't very well discuss IPS best practices on a blog called "Patch Corner" with a URI of http://blogs.oracle.com/patch.  I simply couldn't afford all those contributions to the "patch" swear box. :) Feel free to let me know what topics you'd like covered - just post a comment in the comment box on the blog. Best Wishes, Gerry.

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  • How to decide on going into management?

    - by Rob Wells
    I read the transcript of a speech by Richard Hamming included as a part of this SO question and the speech had a quote that got me thinking about when someone should move into development. When your vision of what you want to do is what you can do single-handedly, then you should pursue it. The day your vision, what you think needs to be done, is bigger than what you can do single-handedly, then you have to move toward management. And the bigger the vision is, the farther in management you have to go. Any other suggestions as to how you can decide if you want to move away from the coal face and into management?

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  • El éxito del Customer Experience

    - by Noelia Gomez
    Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Desde hace más de un año Oracle está apostando por soluciones que supongan un cambio en la gestión de la relación con el cliente, mejorando su experiencia para fidelizarle mientras las empresas ahorran en costes. Por otro lado, son muchas las empresas las que se han dado cuenta de esta necesidad y de que las redes sociales permiten una conexión con el cliente que antes no se había logrado, pudiendo detectar necesidades antes desconocidas. Por todo ello, el pasado 29 de Octubre Contact Center, en colaboración con Oracle, quiso invitar la los especialistas de Customer Experience de las mayores empresas de España en una jornada ejecutiva para descubrir las novedades en este área e intercambiar opiniones con otros expertos. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif";} Fernando Rumbero, Iberia Applications Cluster Leader de Oracle, abrió las ponencias hablando de la “Tercera Revolución”, una presentación que nos abrió la perspectiva de la realidad en la que vivimos, clientes, usuarios y empresas. Por su parte, Victor Lopez, Sales Consulting Director de Oracle, nos condujo en Un recorrido por el mundo del cliente para lograr ofrecer una experiencia que este espera. Después, conocimos casos prácticos de la mano de Albert Valls, especialista en CX, que nos mostró los resultados de algunos de nuestros clientes y como han logrado alcanzar sus objetivos. Tras un breve descanso que dio lugar al networking, escuchamos a la ponencia más esperada de la jornada: ¿Por qué Linkedin tienen 249 millones de usuarios? Francesc Arbiol, Head of Iberia, Linkedin, fue el responsable de responder a esta pregunta, dándonos las claves para ofrecer un servicio de alta calidad y rentable con Oracle RightNow. En el momento para preguntas y respuestas, moderado por Guillermo San Roman, Applications Sales Director de Oracle, los asistentes estuvieron muy activos y fueron muchas las interacciones con los ponentes y entre los propios asistentes. En este espacio se pusieron de manifiesto las preguntas más latentes de este escenario: ¿Estamos preparados para dar respuesta y comprender al cliente de hoy? ¿Cómo dirigir y priorizar las actividades para alcanzar el mejor resultado?Infraestructuras y claves para aprender a liderar la experiencia de cliente. ¿Cómo integrar a todas las áreas de la empresa en el proceso de Customer Experience? Proactividad y multicanalidad: dos principios básicos en el Customer Experience La jornada se cerró con un coctel en el que el prevaleció el intercambio de opiniones y encuentros entre profesionales. Sin duda un evento de los que te hacen irte a casa con miles de ideas en la cabeza. ¿Estuviste en el encuentro? Cuéntanos, ¿qué te pareció? ¿No pudiste asistir? Ponte en contacto con nosotros y nos acercaremos a tu oficina.   /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

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