Real-Time Sales Planning and Performance Management (SPPM)
Title: Real-Time Sales Planning and Performance Management (SPPM) – A Collaborative Cloud Solution for Multi-Level Distribution Channels
Motivation: With increasing globalization, manufacturers rely on distribution channels – comprising national sales organizations, independent distributors and retailers – to sell their products on local markets. However, the costs of these distribution channels are high, and sales activities are often not systematically managed and coordinated. The current way of working can be substantially improved through increasing transparency and measurability in the sales process.
Project Objectives: This project conceptualizes an innovative real-time sales planning and performance management approach for multi-level distribution channels (business innovation), which is implemented as a collaborative cloud solution and takes advantage of in-memory and mobile technologies (technology innovation).
Business innovation: As a proactive approach, SPPM relies on process-oriented KPI to assess sales performance, instead of result or revenue-oriented KPIs. It aligns top-down and bottom-up performance management, thereby coordinating key sales activities and targets of the different stakeholders at retail, wholesale and manufacturer level. SPPM covers the complete performance management cycle:
- Plan (and set targets)
- Act (and measure)
- Monitor (and visualize)
- Review (and correct)
Technology innovation: In this project, we are looking into cloud and mobile technologies, as well as in-memory computing in order to provide an easy-to-use tool for real-time sales planning and performance management to sales employees and managers. As a collaborative cloud solution, SPPM supports the different levels and roles in the sales channels with role-specific mobile or Web frontends to plan and manage their sales performance in real-time.
Project approach: The first year focusses on the automotive industry, whereas we will extend the concept to other industries.
Funding: The Commission for Technology and Innovation (CTI)
Duration: 24 months (April 2014 – March 2016)
Team: Christine Legner, Thomas Boillat, Andrea Giessmann
Partner: proaxia consulting group, CMT
Strategic Enterprise Architecture Management
The discipline of Enterprise Architecture Management (EAM) deals with the alignment of business and information systems architectures. While EAM has long been regarded as a discipline for IT managers this book takes a different stance: It explains how top executives can use EAM for leveraging their strategic planning and controlling processes and how EAM can contribute to sustainable competitive advantage. Based on the analysis of best practices from eight leading European companies from various industries the book presents crucial elements of successful EAM. It outlines what executives need to do in terms of governance, processes, methodologies and culture in order to bring their management to the next level. Beyond this, the book points how EAM might develop in the next decade allowing today’s managers to prepare for the future of architecture management.
Motivation: Cloud computing represents a paradigm shift in IT, since it allows users to conveniently access computing resources as pay per use services. The number of cloud offerings, ranging from data storage and processing (e.g. Amazon Elastic Compute Cloud), to office and collaboration tools (e.g. Google Apps), to business software (e.g. Salesforce.com, Netsuite), is steadily growing. At the same time, cloud computing is converging with two other IT innovations, social media and mobile technologies, to transform user behavior while creating new collaboration platforms and business opportunities.
Project Objectives: Our research investigates cloud computing from a business perspective, with a focus on customer service. We consider customer service as particularly suited for cloud computing, since it is inherently distributed, relies on high-quality information and requires efficient interactions between customers, service providers and product manufacturers.
In our vision, the “Service Cloud” leverages cloud computing to support global service business in serving their customers throughout the entire life-cycle.
Our research project focuses on three main questions related to the “Service Cloud”:
- Technology scouting: Which innovative cloud solutions are emerging for the service business? How can they be classified?
- Cloud services and architecture: How can companies leverage cloud services for improving business processes and information flows internally and externally with customers / partners? What are the implications on business and IS architecture?
- Business scenarios and benefits: What are business scenarios and related benefits for using the “Service Cloud”?
Duration: 12 months (June 2012 – June 2013)
Team: Christine Legner, Thomas Boillat
Partner: proaxia consulting group