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Results for: 3.0 Market and Sell Products and Services 
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Process Definitions and Key Measures for APQC's PCF (Collection)
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Not quite sure what the processes listed in APQC's Process Classification Framework (PCF) mean?
Type: Product Collection Topics: Business Excellence, Customer-focused Processes and Functions, Finance and Accounting, Human Capital Management, Knowledge and Information Management, Organization and Management, Product Development, Sales and Marketing, Supply Chain Management Processes: 2.0 Develop and Manage Products and Services, 3.0 Market and Sell Products and Services, 4.0 Deliver Products and Services, 5.0 Manage Customer Service, 6.0 Develop and Manage Human Capital, 7.0 Manage Information Technology, 8.0 Manage Financial Resources, 12.0 Manage Knowledge, Improvement, and Change- Relevance: 64%
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- Balancing Customer and Enterprise Needs
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Contact centers have the ability to collect massive amounts of customer information.
Type: Articles and White Papers Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments Industry: Computers, Electronics, Financial Services/Banking, Software- Relevance: 60%
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- Using Customer Segmentation to Innovate
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Customer segmentation is about more than marketing. It can translate into better new product/service development and innovation.
Type: Articles and White Papers Topics: Customer Relationship Management, Customer-focused Processes and Functions, Customer Segmentation, Product and Service Innovation, Innovation Processes: 2.1.2.2 Identify potential new products and services, 2.1 Manage product and service portfolio, 2.1.2 Define product/service development requirements, 2.2.2.2 Conduct customer tests and interviews, 2.2 Develop products and services, 2.2.2 Test market for new or revised products and services, 3.1.1.2 Identify market segments, 3.1 Understand markets, customers, and capabilities, 3.1.1 Perform customer and market intelligence analysis, 3.1.2.2 Determine target segments, 3.1.2 Evaluate and prioritize market opportunities, 3.1.2.3 Prioritize opportunities consistent with capabilities and overall business strategy, 3.2.1.2 Develop value proposition including brand positioning for target segments, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.2.1.3 Validate value proposition with target segments Industry: Chemicals, Consumer Products/Packaged Goods, Electronics, Entertainment, Financial Services/Banking, Hospitality, Printing & Publishing, Restaurant- Relevance: 60%
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- New Pig Corporation Breaks Barriers with B2B Branding
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Many business-to-business (B2B) organizations keep branding in the background, but at New Pig, branding takes center stage.
Type: Case Studies Topics: Branding, Sales and Marketing, Customer Loyalty, Customer-focused Processes and Functions, Customer Retention Processes: 3.2.1.4 Develop new branding, 3.2 Develop marketing strategy, 3.2.1 Define offering and customer value proposition, 3.4.3.2 Develop marketing messages, 3.4 Develop and manage marketing plans, 3.4.3 Develop and manage media, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers) Industry: Machinery Equipment, Rubber & Plastics, Waste Management/Environmental- Relevance: 60%
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- Cutting the Costs of Sales Order Processing
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Get a sense of how much time, talent, and money is wasted when organizations assume that mundane back-office processes do not warrant improvement by way of automation. Sales order processing is one example.
Type: Benchmarks and Metrics Topics: Order Management, Supply Chain Management Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans- Relevance: 59%
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- Summary of Open Standards Benchmarking Measures: Sales and Marketing
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Measures help an organization understand its operational performance relative to internal and external benchmarks (e.g., industry average and top performers).
Type: Key Performance Indicators (KPIs) and Measures Topics: Sales and Marketing Processes: 3.0 Market and Sell Products and Services- Relevance: 52%
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- Summary of Open Standards Benchmarking Measures: Order Management and Processing
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Measures help an organization understand its operational performance relative to internal and external benchmarks (e.g., industry average and top performers).
Type: Key Performance Indicators (KPIs) and Measures Topics: Finance and Accounting Processes: 3.5.4 Manage sales orders, 3.0 Market and Sell Products and Services, 3.5 Develop and manage sales plans, 8.0 Manage Financial Resources- Relevance: 52%
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- Marketing and Sales Definitions and Key Measures
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These definitions and key measures provide deeper detail about the processes outlined in category 3.0 Market and Sell Products and Services of APQC's Process Classification Framework (PCF) .
Type: Tools and Templates Topics: Sales and Marketing Processes: 3.0 Market and Sell Products and Services- Relevance: 51%
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- Integrating Marketing and Supply Chain Management to Improve Profitability
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This issue of CSCMP Explores… is brought to you courtesy of the partnership between APQC and CSCMP.
Type: Articles and White Papers Topics: Sales and Marketing, Supply Chain Management Processes: 3.0 Market and Sell Products and Services, 4.0 Deliver Products and Services- Relevance: 44%
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- Nonmember Price: $14.95
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- Global Sales and Operations Planning at Newell Rubbermaid (Slides)
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These slides—from a 2010 presentation by Andrew Downard, supply chain director, and Diana Mark, supply chain manager, at Newell Rubbermaid—explain how Newell Rubbermaid implemented sales and operations planning (S& ...
Type: Presentations Topics: Business Excellence, Business Transformation, Process, Sales and Operations Planning, Supply Chain Management, Supply Chain Planning, Change Management, Organization and Management, Process Design, Inventory Management, Logistics, Sales Management, Sales and Marketing Processes: 1.3 Manage strategic initiatives, 1.0 Develop Vision and Strategy, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4 Manage change, 3.3.1 Develop sales forecast, 3.0 Market and Sell Products and Services, 3.3 Develop sales strategy, 4.1.1 Develop production and materials strategies, 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.2 Manage demand for products and services, 4.1.2.6 Evaluate and revise forecasting approach, 4.3 Produce/Manufacture/Deliver product, 4.5 Manage logistics and warehousing Industry: Consumer Products/Packaged Goods, Durable Goods, Rubber & Plastics- Relevance: 42%
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