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  • programming/selling mobile apps internationally

    - by dootcher
    If I'm looking to sell my app in other markets other than the U.S. on both Android and iOS, do I need to do anything inside the app coding-wise? I don't imagine that I need to but I just want to make sure. Also, while I'm at it, how do I collect on international app purchases considering they are in another currency? Will the currency be automatically converted to U.S. dollars or is that my job? Any insight on either of these questions would be greatly appreciated.

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  • CRM@Oracle Series: Forecasting

    - by tony.berk
    What do you trust more: the weather forecast or your sales forecast? I hope the answer is your sales forecast! Either way, would your sales forecast be more accurate if sales management had visibility into what the sales reps are forecasting and what has changed since the last forecast? What if management could adjust forecasts for accuracy based on analytic tools? Today's slidecast discusses sales forecasting and how Oracle implemented forecasting in our global implementation of Siebel CRM, including the steps involved to roll up the forecast. CRM@Oracle - Forecasting Click here to learn more about Oracle CRM products and here to learn about other customers using Oracle CRM. Are you enjoying the CRM@Oracle Series? If you have a particular CRM area or function which you'd like to hear how Oracle implemented it internally, let us know and we'll get it on our list.

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  • Spam bot constantly hitting our site 800-1,000 times a day. Causing loss in sales

    - by akaDanPaul
    For the past 5 months our site has been receiving hits from these 4 sites below; sheratonbd.com newsheraton.com newsheration.com newsheratonltd.com Typically the exact url they come from looks something like this; http://www.newsheraton.com/ClickEarnArea.aspx?loginsession_expiredlogin=85 The spam bot goes to our homepage and stays there for about 1 min and then exist. Luckily we have some pretty beefy servers so it hasn't even come close to overloading our servers yet. Last month I started blocking the IP address's of the spam bots but they seem to keep getting new ones everyday. So far I have blocked over 200 IP address's, below are a few of the ones I have blocked. They all come from Bangladesh. 58.97.238.214 58.97.149.132 180.234.109.108 180.149.31.221 117.18.231.5 117.18.231.12 Since this has been going on for the past 5 months our real site traffic has started to drop, and everyday our orders get lower and lower. Also since these spam bots simply go to our homepage and then leave our bounce rate in analytics has sky rocketed. My questions are; Is it possible that these spam bots are affecting our SEO? 60% of our orders come from natural search, and since this whole thing has started orders have slowly been dropping. What would be the reason someone would want to waste resources in doing this to our site? IP's aren't free and either are domain names, what would be the goal in doing this to us? We have google adwords but don't advertise on extended networks nor advertise in Bangladesh since we don't ship there so they are not making money on adsense. Has anyone experienced anything similar to this? What did you do and what was the final out come?

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  • Does 20,000 free downloads mean at least 500 paid sales? [closed]

    - by techno
    I have found certain shareware software products have large number of downloads. My question is if there are some 20,000 free downloads, how many of the downloaders would have actually bought and paid for this software? For Conversion sake consider the FastStone Image viewer which is actually free http://www.faststone.org/FSResizerDetail.htm but what could it earn if it was charged 30$ and about 10,000 downloads. Have any-of you have experience in selling such a product

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  • Wow, The Best Google Keyword Search Tools to Make More Sales and Money!

    Below, I will reveal the most effective software to target and identify the most profitable and frequently searched keywords in your Google AdWords campaign. Imagine You had 400 keywords that you were bidding on in your Google AdWords campaign. How do you identify which keyword delivers a sale and which keyword is just wasted capital on browsers?

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  • How do you use scripting language (PHP, Python, etc) to improve your productivity?

    - by Edwin
    Hi, I'm a Delphi developer on the Windows platform, recently read the PHP tutorial at W3CSchools, it looks interesting. We all know scripting languages are very good at web site development, but I also want to utilize it to improve my productivity or get some tedious tasks done quickly, maybe some quick-and-dirty string/file processing? How do you usually do with scripting languages apart from software development? And we need a responsive, decent IDE/editor in order to gain productivity when writing scripts for this purpose? Thanks for in advance!

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  • Drive

    - by erikanollwebb
    Picking up where we left off, let's summarize.  People have both intrinsic motivation and extrinsic motivation, and whether reward works depends a bit on what you are rewarding.  Rewards don't decreased intrinsic motivation provided you know what you are getting and why, and when you reward high performance.  But as anyone who has watched the great animation of Dan Pink's TED talk knows, even that doesn't tell the whole story.  Although people may not be less intrinsically motivated by rewards, the impact of rewards on actual performance is a really odd questions.  Larger rewards don't necessarily lead to better performance and in fact, some times lead to worse performance.  Pink argues that people are driven and engaged when they have autonomy, mastery and purpose.  If they can self-direct and can be good at what they do and have a sense of purpose for what they are doing, they show the highest engagement.   (Personally, I would add progress to the list.  My experience is that if you have autonomy, mastery and a sense of purpose but don't get a feeling that you are making any progress day to day, your level of engagement will drop rapidly.) So Pink is arguing if we could set up work so that people have a sense of purpose in what they do, have some autonomy and the ability to build mastery, you'll have better companies.  And that's probably true in a lot of ways, but there's a problem.  Sometimes, you have things you need to do but maybe you don't really want to do.  Or that you don't really see the point of.  Or that doesn't have a lot of value to you at the end of the day.  Then what does a company do?  Let me give you an example.  I've worked on some customer relationship management (CRM) tools over the years and done user research with sales people to try and understand their world.  And there's a funny thing about sales tools in CRM.  Sometimes what the company wants a sales person to do is at odds with what a sales person thinks is useful to them.  For example, companies would like to know who a sales person talked to at the company and the person level.  They'd like to know what they talked about, when, and whether the deals closed.  Those metrics would help you build a better sales force and understand what works and what does not.  But sales people see that as busy work that doesn't add any value to their ability to sell.  So you have a sales person who has a lot of autonomy, they like to do things that improve their ability to sell and they usually feel a sense of purpose--the group is trying to make a quota!  That quota will help the company succeed!  But then you have tasks that they don't think fit into that equation.  The company would like to know more about what makes them successful and get metrics on what they do and frankly, have a record of what they do in case they leave, but the sales person thinks it's a waste of time to put all that information into a sales application. They have drive, just not for all the things the company would like.   You could punish them for not entering the information, or you could try to reward them for doing it, but you still have an imperfect model of engagement.  Ideally, you'd like them to want to do it.  If they want to do it, if they are motivated to do it, then the company wins.  If *something* about it is rewarding to them, then they are more engaged and more likely to do it.  So the question becomes, how do you create that interest to do something?

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  • MS Access Premiere Products Exercise

    - by rynwtts
    I am working with Microsoft Access, Premiere Products Exercises for a college course. I can't seem to get past a specific question. We are working with DBDL and E-R Diagrams. The question is here. Indicate the changes you need to make to the design of the Premiere Products database to support the following situation. A customer is not necessarily represented by a single sales rep but can be represented by several sales reps. when a customer places an order, the sales rep who gets the commission on the order must be one of the collection of sales reps who represents the customer. In the database already each customer is represented by a sales rep. Which yields a one to one relationship. I need to enable a customer to have several sales reps, and make it so that only those sales rep will be eligible for commission upon each order.

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  • loop in simplexml load file

    - by shantanuo
    I am using the following code to parse the XML data to MySQL table and it is working as expected. <?php $sxe = simplexml_load_file("$myfile"); foreach($sxe->AUTHAD as $sales) { $authad="insert into test.authad values ('".mysql_real_escape_string($sales->LOCALDATE)."','".mysql_real_escape_string($sales->LOCALTIME)."','".mysql_real_escape_string($sales->TLOGID)."','" ... ?> The problem is that when I get a new xml file with different format, I can not use the above insert into statement and have to change the parameters manually. For e.g. $authadv_new="insert into test.authad values ('".mysql_real_escape_string($sales->NEW1)."','".mysql_real_escape_string($sales->NEW2)."','".mysql_real_escape_string($sales->NEW3)."','" ... Is there any way to automate this? I mean the PHP code should be able to anticipate the parameters and generate the mysql_real_escape_string($sales-NEW1) to NEW10 values using a loop.

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  • What are some good asp.net shared hosting pre-sales questions?

    - by P a u l
    I'm not asking for any host recommendations, those are covered in other questions. What are some good pre sales questions for asp.net shared hosting? They never seem to answer all the questions in their feature lists. So far I have a few: dedicated application pool? sql server management studio supported? Is tunneling required? can I reset my application pool in the control panel? are php and perl fully supported as well? are subdomains supported, and will I need a routing script in the root or are they routed automatically? etc. Developers have a critical need for good hosting to stage applications. I think this is absolutely developer related and don't want the question on serverfault.

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  • Xcode App Crash-When connecting to the ODATA services [on hold]

    - by user3685677
    Can someone help me resolving the following issue: When trying to connect from iPad app to SAP ECC system through ODATA channel services via SUP, it is allowing me to login for the first time and could retrieve the data successfully from SAP system. But when I logout and try logging in again with the same session, application gets crashed. Below is the crash report for your reference. I am using SDM Parser to connect the SAP system. SDMODataServiceDocumentParser *sdmDocParser = [[SDMODataServiceDocumentParser alloc] init]; [sdmDocParser parse:aServiceDocument]; m_serviceDocument = sdmDocParser.serviceDocument; //Load the object with metadata xml: SDMODataMetaDocumentParser *sdmMetadataParser = [[SDMODataMetaDocumentParser alloc] initWithServiceDocument:m_serviceDocument]; [sdmMetadataParser parse:aMetadata]; After initiated the service, setting the URL. [service setServiceDocumentUrl:m_serviceDocumentURL]; Using SDMconnectivityhelper to connect the URL id<SDMRequesting> serviceDocumentRequest2 = [connectivityHelper executeBasicSyncRequestWithQuery3:[[ODataQuery alloc]initWithURL:[NSURL URLWithString:encodedStrUrl]]] ; - (id <SDMRequesting>)executeBasicSyncRequestWithQuery3:(ODataQuery *)aQuery { id<SDMRequesting> request = [self createRequestWithQuery:aQuery]; [request setTimeOutSeconds:TIMEOUT_SEC]; [request setRequestMethod:@"GET"]; [request addRequestHeader:@"Content-Type" value:@"application/xml"]; [request startSynchronous];**[App getting CRASH in this line]** return request; } - (id <SDMRequesting>)createRequestWithQuery:(ODataQuery *)aQuery { if (isSUPMode) { [SDMRequestBuilder setRequestType:SUPRequestType]; } else { [SDMRequestBuilder setRequestType:HTTPRequestType]; } id <SDMRequesting> request = [SDMRequestBuilder requestWithURL:aQuery.URL]; request.username = self.username; request.password = self.password; return request; } Crash Report:- Incident Identifier: 347511BA-5F7F-45D4-8662-D5DCD2F88EA7 CrashReporter Key: 9a4d38cf19b1a94476eb6b2170d4f56678d6ca60 Hardware Model: iPad3,4 Path: /var/mobile/Applications/F38AD64F-03F8-4A21- Exception Type: EXC_BAD_ACCESS (SIGSEGV) Exception Subtype: KERN_INVALID_ADDRESS at 0x00000000 Triggered by Thread: 0 Thread 0 Crashed: 0 libsystem_platform.dylib 0x393a94c0 _platform_memmove$VARIANT $Swift + 160 1 Eby Sales Order 0x0015a2c8 0xb7000 + 668360 2 Eby Sales Order 0x0015a8b8 0xb7000 + 669880 3 Eby Sales Order 0x003331ee 0xb7000 + 2605550 4 Eby Sales Order 0x0031856e 0xb7000 + 2495854 5 Eby Sales Order 0x00338454 0xb7000 + 2626644 6 Eby Sales Order 0x000e6ad8 0xb7000 + 195288 7 Eby Sales Order 0x000e99a0 0xb7000 + 207264 8 Eby Sales Order 0x000ea442 0xb7000 + 209986 9 Eby Sales Order 0x000eb0d6 0xb7000 + 213206 10 Eby Sales Order 0x000c13d0 0xb7000 + 41936 11 Foundation 0x2ec93112 __NSFireDelayedPerform + 410 12 CoreFoundation 0x2e27ef4c __CFRUNLOOP_IS_CALLING_OUT_TO_A_TIMER_CALLBACK_FUNCTION__ + 12 13 CoreFoundation 0x2e27eb66 __CFRunLoopDoTimer + 790 14 CoreFoundation 0x2e27ceee __CFRunLoopRun + 1214 15 CoreFoundation 0x2e1e7764 CFRunLoopRunSpecific + 520 16 CoreFoundation 0x2e1e7546 CFRunLoopRunInMode + 102 17 GraphicsServices 0x331216ce GSEventRunModal + 134 18 UIKit 0x30b4688c UIApplicationMain + 1132 19 Eby Sales Order 0x000bd8da 0xb7000 + 26842 20 Eby Sales Order 0x000bd89c 0xb7000 + 26780

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  • SQL Complex Select - Trouble forming query

    - by JoshSpacher
    I have three tables, Customers, Sales and Products. Sales links a CustomerID with a ProductID and has a SalesPrice. select Products.Category, AVG(SalePrice) from Sales inner join Products on Products.ProductID = Sales.ProductID group by Products.Category This lets me see the average price for all sales by category. However, I only want to include customers that have more than 3 sales records or more in the DB. I am not sure the best way, or any way, to go about this. Ideas?

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  • How to track conversion rate (clicks to sales) from an internal advertising system?

    - by Ed Woodcock
    I am currently writing an interal advertising system for a company client's website, where the adverts will only be seen by internal users, and all transactions take place internally to the site (i.e. the adverts are for member-only content available on the site). Does anyone have any recommendations as to the best way to track the conversion rate of these adverts (i.e. views:clicks:sales)? EDIT I'm not looking for a 'Why don't you use google analystics'-type answer, I'm looking into possible architecture outlines, i.e. a 'why don't use store a guid in a cache temporarily and see if it ties to the advert' kind of answer. /EDIT In a previous job I did something based on an internal cache, which simply did view:click tracking, however the addition of the sales rate makes this task more complex, especially if we take into account the idea that someone may click through to an advert and not purchase immediately. Cheers, Ed (N.B. I'm leaving this purposely vague in order to (hopefully) get some answers that provide ideas I've yet to have thought of by coming at the problem from a different angle)

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  • Solution for this SQL query?

    - by homeWorkBoy
    Suppose you have these tables: Table Name: Salesman Fields: S_ID(Primary Key), Name Table Name: Region_1 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_2 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_3 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Table Name: Region_4 Fields: Reg_ID(Primary Key), S_ID(Foreign Key), sales Query 1: Find out total of sales of each salesman in all the regions. Query 2: Find out total of sales of a particual salesman in all the regions. (if the first one is solved I think this will be easy. :-) )

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  • VLOOKUP in Excel, part 2: Using VLOOKUP without a database

    - by Mark Virtue
    In a recent article, we introduced the Excel function called VLOOKUP and explained how it could be used to retrieve information from a database into a cell in a local worksheet.  In that article we mentioned that there were two uses for VLOOKUP, and only one of them dealt with querying databases.  In this article, the second and final in the VLOOKUP series, we examine this other, lesser known use for the VLOOKUP function. If you haven’t already done so, please read the first VLOOKUP article – this article will assume that many of the concepts explained in that article are already known to the reader. When working with databases, VLOOKUP is passed a “unique identifier” that serves to identify which data record we wish to find in the database (e.g. a product code or customer ID).  This unique identifier must exist in the database, otherwise VLOOKUP returns us an error.  In this article, we will examine a way of using VLOOKUP where the identifier doesn’t need to exist in the database at all.  It’s almost as if VLOOKUP can adopt a “near enough is good enough” approach to returning the data we’re looking for.  In certain circumstances, this is exactly what we need. We will illustrate this article with a real-world example – that of calculating the commissions that are generated on a set of sales figures.  We will start with a very simple scenario, and then progressively make it more complex, until the only rational solution to the problem is to use VLOOKUP.  The initial scenario in our fictitious company works like this:  If a salesperson creates more than $30,000 worth of sales in a given year, the commission they earn on those sales is 30%.  Otherwise their commission is only 20%.  So far this is a pretty simple worksheet: To use this worksheet, the salesperson enters their sales figures in cell B1, and the formula in cell B2 calculates the correct commission rate they are entitled to receive, which is used in cell B3 to calculate the total commission that the salesperson is owed (which is a simple multiplication of B1 and B2). The cell B2 contains the only interesting part of this worksheet – the formula for deciding which commission rate to use: the one below the threshold of $30,000, or the one above the threshold.  This formula makes use of the Excel function called IF.  For those readers that are not familiar with IF, it works like this: IF(condition,value if true,value if false) Where the condition is an expression that evaluates to either true or false.  In the example above, the condition is the expression B1<B5, which can be read as “Is B1 less than B5?”, or, put another way, “Are the total sales less than the threshold”.  If the answer to this question is “yes” (true), then we use the value if true parameter of the function, namely B6 in this case – the commission rate if the sales total was below the threshold.  If the answer to the question is “no” (false), then we use the value if false parameter of the function, namely B7 in this case – the commission rate if the sales total was above the threshold. As you can see, using a sales total of $20,000 gives us a commission rate of 20% in cell B2.  If we enter a value of $40,000, we get a different commission rate: So our spreadsheet is working. Let’s make it more complex.  Let’s introduce a second threshold:  If the salesperson earns more than $40,000, then their commission rate increases to 40%: Easy enough to understand in the real world, but in cell B2 our formula is getting more complex.  If you look closely at the formula, you’ll see that the third parameter of the original IF function (the value if false) is now an entire IF function in its own right.  This is called a nested function (a function within a function).  It’s perfectly valid in Excel (it even works!), but it’s harder to read and understand. We’re not going to go into the nuts and bolts of how and why this works, nor will we examine the nuances of nested functions.  This is a tutorial on VLOOKUP, not on Excel in general. Anyway, it gets worse!  What about when we decide that if they earn more than $50,000 then they’re entitled to 50% commission, and if they earn more than $60,000 then they’re entitled to 60% commission? Now the formula in cell B2, while correct, has become virtually unreadable.  No-one should have to write formulae where the functions are nested four levels deep!  Surely there must be a simpler way? There certainly is.  VLOOKUP to the rescue! Let’s redesign the worksheet a bit.  We’ll keep all the same figures, but organize it in a new way, a more tabular way: Take a moment and verify for yourself that the new Rate Table works exactly the same as the series of thresholds above. Conceptually, what we’re about to do is use VLOOKUP to look up the salesperson’s sales total (from B1) in the rate table and return to us the corresponding commission rate.  Note that the salesperson may have indeed created sales that are not one of the five values in the rate table ($0, $30,000, $40,000, $50,000 or $60,000).  They may have created sales of $34,988.  It’s important to note that $34,988 does not appear in the rate table.  Let’s see if VLOOKUP can solve our problem anyway… We select cell B2 (the location we want to put our formula), and then insert the VLOOKUP function from the Formulas tab: The Function Arguments box for VLOOKUP appears.  We fill in the arguments (parameters) one by one, starting with the Lookup_value, which is, in this case, the sales total from cell B1.  We place the cursor in the Lookup_value field and then click once on cell B1: Next we need to specify to VLOOKUP what table to lookup this data in.  In this example, it’s the rate table, of course.  We place the cursor in the Table_array field, and then highlight the entire rate table – excluding the headings: Next we must specify which column in the table contains the information we want our formula to return to us.  In this case we want the commission rate, which is found in the second column in the table, so we therefore enter a 2 into the Col_index_num field: Finally we enter a value in the Range_lookup field. Important:  It is the use of this field that differentiates the two ways of using VLOOKUP.  To use VLOOKUP with a database, this final parameter, Range_lookup, must always be set to FALSE, but with this other use of VLOOKUP, we must either leave it blank or enter a value of TRUE.  When using VLOOKUP, it is vital that you make the correct choice for this final parameter. To be explicit, we will enter a value of true in the Range_lookup field.  It would also be fine to leave it blank, as this is the default value: We have completed all the parameters.  We now click the OK button, and Excel builds our VLOOKUP formula for us: If we experiment with a few different sales total amounts, we can satisfy ourselves that the formula is working. Conclusion In the “database” version of VLOOKUP, where the Range_lookup parameter is FALSE, the value passed in the first parameter (Lookup_value) must be present in the database.  In other words, we’re looking for an exact match. But in this other use of VLOOKUP, we are not necessarily looking for an exact match.  In this case, “near enough is good enough”.  But what do we mean by “near enough”?  Let’s use an example:  When searching for a commission rate on a sales total of $34,988, our VLOOKUP formula will return us a value of 30%, which is the correct answer.  Why did it choose the row in the table containing 30% ?  What, in fact, does “near enough” mean in this case?  Let’s be precise: When Range_lookup is set to TRUE (or omitted), VLOOKUP will look in column 1 and match the highest value that is not greater than the Lookup_value parameter. It’s also important to note that for this system to work, the table must be sorted in ascending order on column 1! If you would like to practice with VLOOKUP, the sample file illustrated in this article can be downloaded from here. Similar Articles Productive Geek Tips Using VLOOKUP in ExcelImport Microsoft Access Data Into ExcelImport an Access Database into ExcelCopy a Group of Cells in Excel 2007 to the Clipboard as an ImageShare Access Data with Excel in Office 2010 TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips DVDFab 6 Revo Uninstaller Pro Registry Mechanic 9 for Windows PC Tools Internet Security Suite 2010 Quickly Schedule Meetings With NeedtoMeet Share Flickr Photos On Facebook Automatically Are You Blocked On Gtalk? Find out Discover Latest Android Apps On AppBrain The Ultimate Guide For YouTube Lovers Will it Blend? iPad Edition

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  • Help Creating a Google Analytics Funnel for Check out process

    - by Drew
    have a funnel question. I am currently working on tracking (through GA) guest and logged in member activity once they get to my sites shopping cart. But need help with setting up funnels. Specifically to see; Total sales Logged in member total sales List item Guest member sales The urls associated to the check out proces are: Logged in members /cart (arriving to checkout) /checkout (checking out as a logged in member) /checkout/confirmation (thank you - confirmed sale) Guest members - /cart (arriving to checkout) - /checkout-guest (checking out as a guest) - /checkout/confirmation (thanks you - confirmed sale) I've tested the funnels set up for the above with 9 transactions. But the end maths doesn't seem to line up. Total sales funnel shows 9 completed transactions when only tracking these to urls: - /cart - /checkout/confirmation Which is great - cause it's working Logged in member sales show a total of 9 completed transactions based on each step of the logged in url steps (above) being tracked in a funnel. Not good because this number should be 3. Guest check out funnel (see guest steps above) shows 9 as well. What the?!?!?!? The results I am looking for should reflect the following - total sales = 9, logged in members = 3, guest members = 6 Is there any way to set these urls up so that the funnels report the correct results - or do I need to changed the urls and provide logged in members and guest stand alone purchase confirmation pages (this would mean I can not track total sales which combine results from both streams)? Any knowledge in this area is welcome. Thanks.

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  • Building KPIs to monitor your business Its not really about the Technology

    When I have discussions with people about Business Intelligence, one of the questions the inevitably come up is about building KPIs and how to accomplish that. From a technical level the concept of a KPI is very simple, almost too simple in that it is like the tip of an iceberg floating above the water. The key to that iceberg is not really the tip, but the mass of the iceberg that is hidden beneath the surface upon which the tip sits. The analogy of the iceberg is not meant to indicate that the foundation of the KPI is overly difficult or complex. The disparity in size in meant to indicate that the larger thing that needs to be defined is not the technical tip, but the underlying business definition of what the KPI means. From a technical perspective the KPI consists of primarily the following items: Actual Value This is the actual value data point that is being measured. An example would be something like the amount of sales. Target Value This is the target goal for the KPI. This is a number that can be measured against Actual Value. An example would be $10,000 in monthly sales. Target Indicator Range This is the definition of ranges that define what type of indicator the user will see comparing the Actual Value to the Target Value. Most often this is defined by stoplight, but can be any indicator that is going to show a status in a quick fashion to the user. Typically this would be something like: Red Light = Actual Value more than 5% below target; Yellow Light = Within 5% of target either direction; Green Light = More than 5% higher than Target Value Status\Trend Indicator This is an optional attribute of a KPI that is typically used to show some kind of trend. The vast majority of these indicators are used to show some type of progress against a previous period. As an example, the status indicator might be used to show how the monthly sales compare to last month. With this type of indicator there needs to be not only a definition of what the ranges are for your status indictor, but then also what value the number needs to be compared against. So now we have an idea of what data points a KPI consists of from a technical perspective lets talk a bit about tools. As you can see technically there is not a whole lot to them and the choice of technology is not as important as the definition of the KPIs, which we will get to in a minute. There are many different types of tools in the Microsoft BI stack that you can use to expose your KPI to the business. These include Performance Point, SharePoint, Excel, and SQL Reporting Services. There are pluses and minuses to each technology and the right technology is based a lot on your goals and how you want to deliver the information to the users. Additionally, there are other non-Microsoft tools that can be used to expose KPI indicators to your business users. Regardless of the technology used as your front end, the heavy lifting of KPI is in the business definition of the values and benchmarks for that KPI. The discussion about KPIs is very dependent on the history of an organization and how much they are exposed to the attributes of a KPI. Often times when discussing KPIs with a business contact who has not been exposed to KPIs the discussion tends to also be a session educating the business user about what a KPI is and what goes into the definition of a KPI. The majority of times the business user has an idea of what their actual values are and they have been tracking those numbers for some time, generally in Excel and all manually. So they will know the amount of sales last month along with sales two years ago in the same month. Where the conversation tends to get stuck is when you start discussing what the target value should be. The actual value is answering the What and How much questions. When you are talking about the Target values you are asking the question Is this number good or bad. Typically, the user will know whether or not the value is good or bad, but most of the time they are not able to quantify what is good or bad. Their response is usually something like I just know. Because they have been watching the sales quantity for years now, they can tell you that a 5% decrease in sales this month might actually be a good thing, maybe because the salespeople are all waiting until next month when the new versions come out. It can sometimes be very hard to break the business people of this habit. One of the fears generally is that the status indicator is not subjective. Thus, in the scenario above, the business user is going to be fearful that their boss, just looking at a negative red indicator, is going to haul them out to the woodshed for a bad month. But, on the flip side, if all you are displaying is the amount of sales, only a person with knowledge of last month sales and the target amount for this month would have any idea if $10,000 in sales is good or not. Here is where a key point about KPIs needs to be communicated to both the business user and any user who might be viewing the results of that KPI. The KPI is just one tool that is used to report on business performance. The KPI is meant as a quick indicator of one business statistic. It is not meant to tell the entire story. It does not answer the question Why. Its primary purpose is to objectively and quickly expose an area of the business that might warrant more review. There is always going to be the need to do further analysis on any potential negative or neutral KPI. So, hopefully, once you have convinced your business user to come up with some target numbers and ranges for status indicators, you then need to take the next step and help them answer the Why question. The main question here to ask is, Okay, you see the indicator and you need to discover why the number is what is, where do you go?. The answer is usually a combination of sources. A sales manager might have some of the following items at their disposal (Marketing report showing a decrease in the promotional discounts for the month, Pricing Report showing the reduction of prices of older models, an Inventory Report showing the discontinuation of a particular product line, or a memo showing the ending of a large affiliate partnership. The answers to the question Why are never as simple as a single indicator value. Bring able to quickly get to this information is all about designing how a user accesses the KPIs and then also how easily they can get to the additional information they need. This is where a Dashboard mentality can come in handy. For example, the business user can have a dashboard that shows their KPIs, but also has links to some of the common reports that they run regarding Sales Data. The users boss may have the same KPIs on their dashboard, but instead of links to individual reports they are going to have a link to a status report that was created by the user that pulls together all the data about the KPI in a summary format the users boss can review. So some of the key things to think about when building or evaluating KPIs for your organization: Technology should not be the driving factor KPIs are of little value without some indicator for whether a value is good, bad or neutral. KPIs only give an answer to the Is this number good\bad? question Make sure the ability to drill into the Why of a KPI is close at hand and relevant to the user who is viewing the KPI. The KPI is a key business tool when defined properly to help monitor business performance across the enterprise in an objective and consistent manner. At times it might feel like the process of defining the business aspects of a KPI can sometimes be arduous, the payoff in the end can far outweigh the costs. Some of the benefits of going through this process are a better understanding of the key metrics for an organization and the measure of those metrics and a consistent snapshot of business performance that can be utilized across the organization. And I think that these are benefits to any organization regardless of the technology or the implementation.Did you know that DotNetSlackers also publishes .net articles written by top known .net Authors? We already have over 80 articles in several categories including Silverlight. Take a look: here.

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  • RightNow CX Cloud Service Combined with Oracle Fusion CRM in the Cloud

    - by Richard Lefebvre
    ·        The May 2012 release of Oracle’s RightNow CX Cloud Service, the customer experience suite, is now integrated with Oracle Fusion CRM, helping organizations to achieve sustainable business growth through relevant, cross-channel customer interactions that can increase revenue opportunities and drive organizational efficiencies. Relevant Interactions Build Stronger Customer Relationships ·          Armed with a comprehensive view of all customer interactions across channels, the context and status of these interactions, and an awareness of the customer’s value to the organization, companies can now offer more relevant products and services to customers. ·         Using the combined Oracle RightNow CX Cloud Service and Oracle Fusion CRM solutions, organizations can increase customer retention, drive higher levels of customer advocacy, and increase sales conversion rates with tools designed to: - Provide a complete, cross-channel view of the customer to sales, marketing and service. - Empower sales and service departments to easily collaborate to proactively solve customer issues, using opportunities to provide purchase advice at the right time and with the right solutions. - Allow sales to easily review service history in preparation for sales calls. - Enable agents to understand customer value based upon prior buying habits and existing opportunities. Deeper Insight Enables Targeted, Personalized Opportunities ·          The combination of Oracle RightNow CX Cloud Service and Oracle Fusion CRM allows sales and marketing organizations to simultaneously leverage service interactions from RightNow CX and sales prediction and segmentation capabilities from Fusion Sales. This helps companies to: - Better match products and services to specific customer needs based on customer service history.  - Deliver targeted, personalized interactions intended to help customers derive more value from purchases and to inform future buying decisions. - Identify new opportunities to increase deal size and conversion rates. Supporting Quotes ·         “Every interaction is a relationship opportunity to grow your business. When these interactions are relevant and add value for customers, customers are more likely to trust the relationship and seek purchase advice,” said David Vap, group vice president, Oracle. “This customer trust provides an opportunity to increase customer product adoption and to reduce the cost of customer acquisition, thereby increasing company profitability.” Supporting Resources ·         Oracle Fusion CRM ·         Oracle Fusion Applications ·         Oracle RightNow CX Cloud Service ·         OracleCRM on Facebook ·         OracleCRM on YouTube

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  • Impact of SEO Services Provider on Small Scale Business

    With the rise in the internet businesses many people have started their home based businesses with the help of website. Many people made simple website, got them affiliated and started sales on small scale. Recently a growth in these businesses has been seen due to success. Many big companies started outsourcing their sales and marketing departments for promoting their sales all over the world. Many MLM companies started hiring for promotion of sales of big companies.

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  • It's All In The Cloud

    - by Natalia Rachelson
    People turned out in droves for Steve Miranda's Apps Cloud General Session. Steve, as engaging as ever, covered our Apps strategy in the cloud and reinforced that Oracle has a complete set of cloud services including: •    Human Capital Management•    Talent Management•    Sales and Marketing•    Customer Service and Support•    Financial Management•    Procurement, Sourcing, and Inventory•    Project Portfolio Management•    Governance, Risk, and Compliance... all delivered on top of the Social, Platform, and Common Infrastructure.Steve talked about Fusion being the centerpiece of our Cloud Services. The fact that Fusion is 100 percent standards based is a big, big deal! In addition, our ERP Cloud Service is the most complete cloud service on the market. And email marketing is dead -- social marketing is where the action is. It's also where Oracle is investing heavily from a Sales & Marketing Cloud perspective. Steve covered the strategic acquisitions Oracle has made to enhance our organic Cloud offering. Specifically, Oracle bought RightNow to make our Customer Service and Support Cloud service complete. We also bought Taleo to add Recruiting and Learning capabilities to our Talent Management Cloud. Steve talked about our customers and how they are benefiting from the use of a variety of our Cloud Services. Red Robin is driving lower labor and food costs with Oracle ERP Cloud Service. He used Elizabeth Arden as the profile customer for HCM and Talent Management Service, UBS for HCM and Talent Management Service, and Brocade for Talent Management. All these customers are benefiting from a comprehensive and fully integrated HR platform that aligns compensation with performance and enhances workforce motivation and retention. At the same time, Hitachi Data Systems is using Oracle Taleo Performance Management Cloud to recruit the right competencies, pinpoint areas of improvement, and develop and monitor employee goals to support the global account organization. KLM and Overstock.com are gaining the benefits of Oracle's Customer Service and Support Service from RightNow by better engaging and serving customer needs online and through call centers. And last but not least, Graco and Key Energy are leveraging mobility features and sales forecasting and territory management capabilities within the Oracle Sales and Marketing Service. They expect to gain better visibility to sales information and drive more efficient sales campaigns and empower their sales force with data they need to make sales. Overall, Oracle Apps Cloud Services are enjoying a significant momentum in the marketplace. Steve projected an air of confidence and enthusiasm highlighting Oracle's latest successes with Cloud services.

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  • What was scientifically shown to support productivity when organizing/accessing file and folders?

    - by Tom Wijsman
    I have gathered terabytes of data but it has became a habit to store files and folders to the same folder, that folder could be kind of seen as a Inbox where most files (non-installations) enter my system. This way I end up with a big collections of files that are hard to organize properly, I mostly end up making folders that match their file type but then I still have several gigabytes of data per folder which doesn't make it efficient such that I can productively use the folder. I'd rather do a few clicks than having to search through the files, whether that's by some software product or by looking through the folder. Often the file names themselves are not proper so it would be easier to recognize them if there were few in a folder, rather than thousands of them. Scaling in the structure of directory trees in a computer cluster summarizes this problem as following: The processes of storing and retrieving information are rapidly gaining importance in science as well as society as a whole [1, 2, 3, 4]. A considerable effort is being undertaken, firstly to characterize and describe how publicly available information, for example in the world wide web, is actually organized, and secondly, to design efficient methods to access this information. [1] R. M. Shiffrin and K. B¨orner, Proc. Natl. Acad. Sci. USA 101, 5183 (2004). [2] S. Lawrence, C.L. Giles, Nature 400, 107–109 (1999). [3] R.F.I. Cancho and R.V. Sol, Proc. R. Soc. London, Ser. B 268, 2261 (2001). [4] M. Sigman and G. A. Cecchi, Proc. Natl. Acad. Sci. USA 99, 1742 (2002). It goes further on explaining how the data is usually organized by taking general looks at it, but by looking at the abstract and conclusion it doesn't come with a conclusion or approach which results in a productive organization of a directory hierarchy. So, in essence, this is a problem for which I haven't found a solution yet; and I would love to see a scientific solution to this problem. Upon searching further, I don't seem to find anything useful or free papers that approach this problem so it might be that I'm looking in the wrong place. I've also noted that there are different ways to term this problem, which leads out to different results of papers. Perhaps a paper is out there, but I'm not just using the same terms as that paper uses? They often use more scientific terms. I've once heard a story about an advocate with a laptop which has simply outperformed an advocate with had tons of papers, which shows how proper organization leads to productivity; but that story didn't share details on how the advocate used the laptop or how he had organized his data. But in any case, it was way more useful than how most of us organize our data these days... Advice me how I should organize my data, I'm not looking for suggestions here. I would love to see statistics or scientific measurement approaches that help me confirm that it does help me reach my goal.

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  • UPK Hands-on Labs at OHUG

    - by Karen Rihs
    Going to OHUG, June 18-22? Be sure to attend one or more UPK hands-on labs! Choose from Basic, Advanced, What's New, and Prebuilt Content!   Oracle User Productivity Kit 11.1 Workshop – Basic Stephen Armbruster, Oracle Corporation June 19, 2012, 11:00 a.m. – 12:00 p.m. June 20, 2012, 4:30 – 5:30 p.m. The User Productivity Kit (UPK) is a comprehensive, cost-effective, customizable solution that helps your organization quickly create the critical documentation, training, and support materials needed to drive project team and user productivity throughout the lifecycle of your software. The User Productivity Kit provides system process documentation, user acceptance test scripts, comprehensive instructor-led training materials, web-based training materials, role-based performance support, and complete documentation. Also provided is the UPK Developer, which serves as a single-source development and customization tool to enable rapid content creation and customization. The User Productivity Kit delivers: Business process documentation for fit-gap analysis - providing time and cost savings that jump-start your implementation or upgrade User Acceptance test scripts to help test applications prior to go-live State-of-the-art instructional design tools to rapidly build and tailor documentation, instructor-led training materials, and web-based training to fit organizational needs Live-application performance support with transactional and procedural information to maximize user efficiency. By registering for this hands-on UPK workshop, participants will use UPK to build an application job aid and simulation that can be used as performance support for the application. But hurry, space is limited! Oracle User Productivity Kit 11.1 Workshop – Advanced Stephen Armbruster, Oracle Corporation June 20, 2012, 1:30 – 2:30 p.m. This special workshop is for those already familiar with UPK and will cover advanced concepts. In this workshop, you will gain an in-depth knowledge of working with the UPK Developer. Following this workshop, you will be able to: Create publishing categories Add a logo to a publishing project Publish using the newly created category Configure your own library view Manage topic history in a multi-user environment Oracle User Productivity Kit 11.1 Workshop – What’s NEW! Stephen Armbruster, Oracle Corporation June 19, 2012, 1:30 – 2:30 p.m. June 21, 2012, 1:00 – 2:00 p.m. This special workshop is for those already familiar with UPK and will focus on the new features included in the latest version 11.1. In this workshop, you will review most of the new features included in the UPK Developer. Oracle User Productivity Kit 11.1 Workshop – Prebuilt Content Stephen Armbruster, Oracle Corporation June 19, 2012, 4:30 – 5:30 p.m. June 21, 2012, 2:15 – 3:15 p.m. This special workshop is for those already familiar with UPK and will focus on the latest version 11.1. At the end of this workshop, you will be able to demonstrate how to: Import prebuilt content Modify content frames Add a decision frame Translate a topic into Spanish Stephen Armbruster is a principal sales consultant, specializing in HCM and UPK applications for Oracle over the past twelve years. In addition to his current role, he serves as an ambassador for the Fusion User Experience (UX) team and is tasked with evangelizing the UX for end users across all Oracle brands (Fusion, PSFT, JDE, and EBS).  He is also a trusted advisor to Oracle’s Product Management teams related to Learning Management Systems (LMS). Prior to joining Oracle, he was an instructor as well as an instructional technologist working in the medical diagnostics, high tech, and information management industries. As an expert in both LMS and UPK, he regularly speaks at Oracle conferences including Oracle OpenWorld and OHUG on topics that span using Oracle solutions to accomplish employee training, certification, and user adoption. His presentations are both entertaining and engaging.

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  • Business School graduate joins Oracle

    - by jessica.ebbelaar(at)oracle.com
    My name is Mathias, I work as an Applications Inside Sales Rep for the French market, and I’d like to give you a brief snapshot of my experience at Oracle. First things first, how did you hear about Oracle? Where have you seen the sharp and recognizable red logo? Was it in Charles de Gaulle Airport when your eyes crossed the 20-metre banner with a picture of a strange big machine in the middle? Was it through reading the Forbes 10 top IT companies worldwide ranking? Or is it because IT is your thing and you cannot but know one of the “big four”? Meeting with a Grenoble Alumnus My story is a little different. My plan was to work in sales, in the IT industry. I had heard about Oracle, but my opinion at the time was that this kind of multinational company was way out of reach for a young graduate, even with high enthusiasm and great excitement to be (finally) on the job market. So, I was really surprised when I had an interesting conversation with a top alumnus of my business school. We were at the Grenoble Ecole de Management graduation ceremony (our graduation!), and before the party got really started, I got to chat with her. She told me of the great experience she was getting by living and working in Dublin. She had already figured it all out: “you work with another 100 young people from 10 different nationalities across Europe, you can be based in Dublin, but then once you work really hard you can move to Malaga Spain or other BUs around the world, you can work with different lines of business and learn about new “techy” and business oriented products, move to the field in your home country or elsewhere, etc.” What, what, what? Moving around Europe, trained by the best sales coaches in the world, acquiring strong IT knowledge and getting on board with one of fastest-growing and most watched companies in the world? Well, I was in. The next day (OK, 3 days after, the time to recover), I sent her my CV, and 3 months later I started as a Business Development Consultant at Oracle in Dublin, representing the latest cloud based CRM across the French market. That was 15 months ago. Since then, I moved line of business twice, I’m always learning new things and working with different and senior stakeholders; I have attended hundreds of hours of sales and product training (priceless when you come from a business background); I passed the Dublin Institute of Technology Sales Certification through different trainings given onsite within Oracle; I’ve led projects based around social media and I’ve gotten involved within various sales deals going on my market. Despite all of these great things, two will remain in my spirit: the multiculturalism that I experience every day in the office, and the American style of management - more direct and open than what you can find in “regular French companies”. Sales Progression Board In May 2012, I passed what we call a ‘Sales Progression Board’ to be promoted to an Inside Sales position. I am now in charge of generating revenue through the sale of Oracle applications on my specific territory. Always keeping in my mind my personal ambition: going to the field one day. Interested to join Oracle in the same role as Mathias? Visit http://campus.oracle.com.

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  • The Three-Legged Milk Stool - Why Oracle Fusion Incentive Compensation makes the difference!

    - by Richard Lefebvre
    During the London Olympics, we were exposed to dozens of athletes who worked with sports psychologists to maximize their performance. Executives often hire business psychologists to coach their teams to excellence. In the same vein, Fusion Incentive Compensation can be used to get people to change their sales behavior so we can make our numbers. But what about using incentive compensation solutions in a non-sales scenario to drive change? Recently, I was working an opportunity where a company was having a low user adoption rate for Salesforce.com, which was causing problems for them. I suggested they use Fusion Incentive Comp to change the reps' behavior. We tossed around the idea of tracking user adoption by creating a variable bonus for reps based on how well they forecasted revenues in the new system. Another thought was to reward the reps for how often they logged into the system or for the percentage of leads that became opportunities and turned into revenue. A new twist on a great product. Fusion CRM's Sweet Spot I'm excited about the sales performance management (SPM) tools in Fusion CRM. This trio of Incentive Compensation, Territory Management, and Quota Management sets us apart from the competition because Oracle is the only vendor that provides all three of these capabilities on a single tech stack, in a single application, and with a single look and feel. The niche vendors offer standalone territory or incentive compensation solutions, but then the customer has to custom build the other tools and can end up with a Frankenstein-type environment. On average, companies overpay sales commissions by three to eight percent. You calculate that number for a company the size of Oracle for one quarter and it makes a pretty air-tight financial case for using SPM tools to figure accurate commissions. Plus when sales reps get the right compensation, they can be out selling rather than spending precious time figuring out what they didn't get paid or looking for another job. And one more thing ... Oracle knows incentive comp. We have been a Gartner Market Scope leader in this space for the last five years. Our solution gets high marks because of its scalability and because of its interoperability with other technologies. And now that we're leading with Fusion, our incentive compensation offering includes the innovations that the Fusion team built, plus enhancements from the E-Business Suite Incentive Comp team. It's a case of making a good thing even better. (See product video.) The "Wedge" Apps In a number of accounts that I'm working on, there is a non-Oracle CRM system of record. That gives me the perfect opportunity to introduce the benefits of our SPM tools and to get the customer using Fusion. Then the door is wide open for the company to uptake more of Fusion CRM, especially since all the integrations they need are out of the box. I really believe that implementing this wedge of SPM tools is the ticket to taking market share away from other vendors. It allows us to insert ourselves in an environment where no other CRM solution in the market has the extending capabilities of Fusion. Not Just Your Usual Suspects Usually the stakeholders that I talk to for Territory Management are tightly aligned with the sales management team. When I sell the quota planning tool, I'm talking to finance people on the ERP side of the house who are measuring quotas and forecasting revenue. And then Incentive Comp is of most interest to the sales operations people, and generally these people roll up to either HR or the payroll department. I think of our Fusion SPM tools as a three-legged stool straddling an organization's Sales, Finance, and HR departments. So when you're prospecting for opportunities -- yes, people with a CRM perspective will be very interested -- but don't limit yourselves to that constituency. You might find stakeholders in accounting, revenue planning, or HR compensation teams. You just might discover, as I did at United Airlines, that the HR organization is spearheading the CRM project because incentive compensation is what they need ... and they're the ones with the budget. Jason Loh Global Solutions Manager, Fusion CRM Sales Planning Oracle Corporation

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