Since SAP's announcement of its single tier Enterprise Support plan last July, customers have continued to express dissatisfaction. In response to such complaints, the SAP User Group Executive Network (SUGEN) of 12 SAP user groups and SAP have been engaging in discussions around the value derived from this new offering. This morning SAP and SUGEN announced an agreement on three key areas of the Enterprise Support offering:
Oracle announces a $7.4B deal for SUN just a few weeks after the IBM deal fell through. Oracle now controls a significant major open source alternative and a nice piece of the high end computing business. These open source components have been viewed as the alternative to the dominance of the Big 4 or MISO (Microsoft, IBM, SAP, and Oracle). Oracle also gains an innovation engine with the assets of Sun's Labs groups which pioneers a series of innovations that include potential enterprise solutions for the virtual world. The deal puts Oracle on a continued path to acquiring deeper components of the enterprise computing stack. Here's how the stack looks:
Middleware - While Java and Solaris may appear to be the crown jewels in the deal, Oracle has managed to slowly buy out other stack competitors (i.e.
From my inquiries with customer service professionals, I wanted to get a generalized view of where companies are with respect to implementing the very best of customer service initiatives. It's become pretty clear that most are stuggling with outdated technology, systems that are not integrated together, outdated or no knowledge management technology systems, they haven't deployed proactive chat or ventured down the social media path and are unsure of how to document how much these factors are increasing operational costs, reducing customer lifetime value and lowering sales, revenue and profit margins-- or how to make the business case to show that if these types of things were changed-- that the return would be positive and in many cases, very large.
On the flip side, their organizations are expecting them to provide great customer experience despite these huge handicaps.
In covering Customer Service, I have divided the topic into three aspects:
“Get the Basics Right”
“Understand the Business of Customer Service"
“Plan for the Future of Customer Service.”
I just published a document, “How To Win Funding For Your Customer Service Project." Forrester suggests to standardize the process and template for a business case. We use the discipline Total Economic Impact™ to calculate the ROI for an initiative. I’m hearing from a lot of my clients that in order to get their project approved, they need to justify it.
Today I had an inquiry call from a vendor that wanted to know how best to standardize the business justification process. They are finding that they can’t even get a meeting, or if they do, then one of the first sales objections of their clients is, “What is the ROI of this solution?"
It's painful to see the auto, newspaper, construction, financial services, and so many other formerly vibrant sectors of the world economy go down the proverbial tubes. One of the most nauseating realities is when millions of people lose their jobs, homes, and communities in a seeming blink.
In a recent article, Bill Inmon incinerates a strawman concept that he refers to as “virtual data warehousing (DW).” For those unfamiliar with Inmon, he is generally considered the founder of DW as a data management discipline, has been at it since the 70s, and has more published books and articles to his name than most mortals. So he clearly may be considered an authority on the topic of DW.