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Controlling IT Costs; Enterprise Architecture (EA) strategy, a shared lexicon, and enforced change
strategies to increase sales
To control Information Technology (IT) costs we think about and act within the enterprise as a whole, in part because we sell enterprise and mid-level solutions. We apply an Enterprise Architecture (EA) strategy which at the top level is comprised of infrastructure and communication considerations. This is not just about technical infrastructure, defined or designed by IT, because it is highly likely that such individual solutions (one offs) will not align to core business strategies (vertical needs verses horizontal needs spanning the whole company).

It is not really possible to do this, that is consider the entire company’s needs, without significant participation by the business for which we use terms such as Solution Delivery or Product Management. Product and program managers from a solution delivery framework gather information, report back to the business, and return to apply the business strategies to align with short, medium, and especially long term business goals.

This business and implementation strategy focus is a change agent, to reduce siloed thinking, and achieve more horizontal capability across units. We reduce multiple applications, which take time to manage and maintain, and where it makes sense, fold them into one. Because we take security and privacy of our customers very seriously, any applications which may be at risk have been identified and are brought up into our standards. The process of combining risk management goals, application and data reduction streams saves money, although the process of so much change at once can be stressful at the unit, project, and personal levels.

We seek to empower self-service among our partners, customers and employees, for access to all kinds of information they need, and internally reduce redundant data stores, for example referring to customers by one identifier if possible. This is especially challenging in our partner relationships with multiple data stores that contain similar information about customers which are identified in completely different ways. This is the reason for serious data modeling and tight or loose coupling where needed – to retrieve and move information back to the partner systems. We leverage Microsoft software, and then buy, build, minimize or reuse existing systems.

In order to be more successful in our efforts to control IT costs we strive to increase flexibility among existing staff and provide rewards for strategic thinking – this strategic thinking aligns along company-wide goals. We need people with the right skills who work in efficient methods, only including the people who need to be included to make decisions or act. In fact we need to change confrontational and passive aggressive behaviors internally to collaborative personality styles – changing the organizations culture is doable but difficult. For more information I recommend reading "The Heart of Change" by Kotter and Cohen.

The technologies we invest in to help control IT costs are our own. We custom write stuff served up on Microsoft servers and plan to use SharePoint as the UI for our new change request tool. We are substantially reducing and eliminating the number of different applications (SQL stored procedures or XML Blobs mostly) we use and maintain on a daily basis. We are moving from C++ to C#/.NET (C Sharp and .Net technologies).

We use Microsoft software as our strategy to control IT costs – it is easy to manage, and has great support. Some team members keep an eye on relevant Open Source software as competitive analysis.

Our company is getting the maximum value from its data center investment because we have not invested to the level we need for our infrastructure. We expect to remediate this lack of investment after deploying skilled, thoughtful product managers with the right combination of education and practical experience to assist in this effort through the next couple of years.

What is our organization doing to maximize the value from its data center investment? In addition to the other things mentioned we outsource development and support to India, Israel, and developing countries, etc. We also are making use of tax advantaged locations for large savings in transactions.

We are adding metrics and measurements by which we evaluate not just personal progress but internal and external customer satisfaction with our IT initiatives on a project by project basis to self-improve.

The practices which enable us to maximize value from our IT investment are varied and multifaceted. To maximize ongoing investment we are adding solution delivery strategies, planning ahead, and aligning IT with company-wide goals. Of course in our space we have some unique issues, and as a public company even more so. One thing that may surprise you is some of our projects we do end to end locally because of how critical success is. We leverage our best, most successful local managers to produce projects and design larger scale solutions if we determine it is the best strategy – so in this way we are flexible – we don’t just out source everything.

We are in the process of reducing the number of applications we need to maintain, and where it is appropriate fold one into another so long as the user interface or back ends do not become unmanageable. We are making over our change request platform from top to bottom which we feel will enable quicker turnarounds on change requests – it is both loosely and tightly coupled where it needs to be. For the presentation layer we choose Microsoft SharePoint.

Conversely, what factors are inhibiting our organization from reaping the maximum value from its data center investments? The factors inhibiting the maximum value include a lack of foresight in strategic planning for long term goals –

1. Putting temporary things together to just meet immediate needs.

2. Focusing on small details and not seeing the big picture.

3. Lack of metrics to evaluate progress, process, and client / customer / partner success.

4. Unwillingness of team members to change or promote change even when it is in their and the companies’ best interest.

5. Having too many data centers, identifying customers in too many ways.

How important is productivity within the IT function in our efforts to control IT costs and maximize our data center investment? Functionality, capacity, and reliability far outstrip productivity, but that is only because we have already hit very high productivity goals and exceeded them. Here are some of the metrics we examine:


Percentage of project budgeted costs
Scope requirements
Total cost of ownership
Defects rate (sev1, sev2, sev3 bugs – zero tolerance for sev1)
Completed requirements
Customer satisfaction scores (cust sats)
Schedule slippage
Flexibility of management styles
End-to-end throughput time per client-side user request
System extensibility
Defects per thousand lines of code (KLOC or by function)
Support functionality and documentation availability, and completeness prior to launch
Rates of failure
Restoration (emergency)
Test effectiveness
Business acceptance
System acceptance (signoff)
Average turn around time for service and change requests
Number of security or privacy defects (last two should be zero tolerance in launch candidates)
Number of post freeze change requests
Among the mandatory metrics used are peer review effectiveness of code, and post mortems and overall customer satisfaction. In other words we do not consider just ontime delivery of products, enhancements, or new functionality.

What is our organization doing to improve productivity within its IT function?
Getting the right people – some people grew with us or came to us with deep knowledge from the school of hard knocks – work experience – we seek to capture the most knowledgeable and either increase their education or find those with both practical work experience and advanced degrees. Good thing this is Seattle with its heavily educated population. New programs at the university level such as Informatics and Information Management are producing the people we need – not just MBAs or Master of Comp Sci – because so much of our development work we outsource to India and developing countries, and IT is not traditionally closely aligned with marketing or sales. We do outsource much of the development work as is possible.

The undergrad Informatics and Master of Science in Information Management programs at the University of Washington are housed in Mary Gates’ Hall, renovated and named in honor of Bill Gate’s late mother, it’s headed by Mike Crandall (Dublin Core, Microsoft, Boeing). So you can see this is the direction we are going regionally, because that is where the spend is. Another great information school is at the University of California at Berkeley, housed in one of the oldest and most architecturally beautiful collegiate buildings on the west coast, South Hall. On the physical level all Berkeley had to do is add wireless. Excellent academics such as the seminal thinker Dr Michael Buckland are there at Berkeley, and business leaders such as Mitch Kapor. Industry wide I think iSchools are having an effect, adding a more well rounded, even playful culture to high tech operations.

Improving and opening the culture is important. Having a shared lexicon is one of the benefits of educated people; those with MSIM (master of science in information management), Informatics, technical MBA degrees can comunicate effectively with highly technical people – this can produce enormous savings and long term cost benefits. Increased, clear, enthusiastic communication saves IT costs.

In strategy meetings, for example, we often include Enterprise Architects to assist in stack ranking program and project development, because this helps reduce redundant systems.

Our organization’s ability to measure the return on investment (ROI) or success of its IT investments is “Fair but mixed,” we want ROI to be easily measureable and this means evaluating the correct things, asking the right questions in the first place, not following other organizations techniques, although we examine them as examples.

We are adding ways to evaluate our ROI – we do use business analysis methods. There is always an identifiable way to analyze and measure the relationship of what something costs even if it appears intangible such as Brand protection.

Considering the strategic and tactical stuff we are doing, at the core, creativity is what drives our success. Creativity is always a very difficult thing to measure. In fact it could be said that if you try, you are barking up the wrong tree. However creative thinking around practical goals has provided us success. This is where the ideas around flexibility and being very responsive come to play.

We have found very very high ROI around outsourced projects because they must be clearly defined within the Software Development Lifecycle (SDLC) and Sarbanes-Oxley Act of 2002 (SOX) compliance.

Those people who actually think out of the box are oftentimes not recognized by co-workers and management. Change is perceived as negative among full time staff. We seek to show support for both full time employees and consultants, and change this view and enhance their ability to communicate ideas. That is why our management keeps an open door policy. Unfortunately like any other policies the hazard is that individual managers must believe in our policies around openness and creativity; such self-selecting polices are impossible to enforce.

Our organization uses balanced scorecards, Six Sigma and other types of internally derived quantitative value measurement methods to measure the ROI or success of our IT investments.

The continued use of these methods we expect will substantially improve the management and measurement of our IT investments. Some of the metrics are at the discretion of the product or program manager, others are mandatory. In part we have some success- at issue is adopting metrics and measurement as well as Enterprise Architecture and engaging with open arms increased strategic thinking and planning.

Senior management must come together and present a unified strategy for the entire company – which is a top down management style but it must be embraced from the bottom up. This is within a framework of enforced change as we seek to achieve excellence in all of our business units, especially in core infrastructure – those units which either produce money, or cost money. Some of our key investments we know are lost leaders, but other research will more than make up for those. Enforced change in this context means business units receive minimum budget until they comply.

We are still feeling the effects of the changes the Web brings in enterprise directly and for our customers; we continue to learn from the effects of communities and communication via the Web. The opportunities for growth are so enormous that it is all the more important that we curb spending where it is not required and apply it as much as possible to grow in creative arenas which still have huge untapped profit potential. It is not just about money, among hard core technologists – those who really love it – money is secondary in many ways – it’s about the fun stuff technology can bring as well as the benefit to serve humanity that technology brings.

High tech, information technology, and software development have made some strides to maturity but we are still learning new things; it will be a learning industry, discovering and inventing stuff for a long time to come.

Enforced Change is a radically different challenge, and promises different ways of looking at human-to-human, individual-to-corporation, corporate-to-corporate, human-to- computer interactions, etc, which I plan to cover in future articles, so stay tuned!

China is likely a Winner of the Information Age Ecommerce Supply Chain by maintaining peace and corporate property rights
strategies to increase sales
The Report
China is a likely winner of the information age supply chain through ecommerce by sticking with its successful strategy of continued steady growth, coupled with continuing (the appearance of) a transparent society (where currently major decisions are made by top government and business officials behind closed doors) which manipulate and manage economies at large. In order to be considered a great global leader China should maintain peace and respect for corporate property rights. They need to immediately focus on their serious environment pollution problems to survive.

Caption: "The sign that says you’re welcome in Shanghai" – Johnny Vulkan

The evidence is clear: China has McDonalds restaurants, and with extensive factories they make Dell and other computers. Bill Gates is eagerly pursuing business with China, and the Chinese government has given Microsoft the right to grant post-doctorial fellowships. Key companies invested in technology are willing to go to court to keep the most important Chinese corporate leaders. Kai-Fu Lee, once a vice-president at Microsoft is now Google’s manager in China. Mr. Lee was the person at the center of twin lawsuits (suit and countersuit), a battle over which of the two companies would win him to work for them – he may be the ultimate in ‘intellectual property.’

Caption ”On the Shanghai subway, rather than advertising computers for sale, Dell promotes job openings.” Danburg Murmur

What is at issue are personably identifiable information (PII) and intellectual property rights (patents and copyrights) which are legislated and widely respected in the West.

Personal information is the feeder fish at the bottom of the information age food chain. China does not believe people have a right to privacy because of how communism is structured; this is true of members of their society until that person is wealthy and thus powerful enough to opt out of it, and even then the appearance of opting in must be kept.

Even in the West Intellectual property rights are eroding, which is as it should be, as it is not the same as owning a house, and can be damaging to others on a massive scale such as medical patents for aids, cancer, and other life saving drugs.

The Chinese style of governance comes with a 5 thousand year old administrative history of ordering a society consisting of large numbers of people. Because most people in American and the West do not speak their language nor write it, much of China remains a society closed to the English speaking countries. Due to communication barriers the West does not have the very healthy level of respect for China that it should.

Even the Chinese written language may give China advantages with online screens unknown in the West with their thousands of dense glifts, pictographs, and phonetic parts. Currently it is estimated more than 1 billion people use some form of Chinese as their native language.

It can be said that he who owns the resources wins; especially true when supply chains are consistent and reliable. This applies to personally identifiable information in the information age as it relates to sales, because personal information is a building block in the information supply chain. Creating mass marketing campaigns targeting not just individuals but large groups of people is based on creating desire , an example is Steve Jobs and the Apple iPod. This is in addition to knowing what people want, not just what they need.

Meeting the needs of all people in the world is still a goal some people are working towards, while many more others try to capture wealth only for themselves and their investors. From the point of view that in the long run we’re all dead, many investors do not view themselves as breaking any moral or other rules, just trying to get ahead, or make a profit on their investment, which they want right now. This uninformed short sighted view is killing people, and eroding the middle class of nations. Any country that has a middle class will miss it when it is gone; most countries are trying to build their middle class.

Business to Business (B2B) resource supply chains control wealth. Only the wealthy have a reason to protect privacy of information, because the poor and the very poor have much more immediate concerns. Hopefully the Chinese will learn as other countries like Malaysia did, that including diverse ethnic types is not just a ethical ideal, it is a strategy for long term success.

This lesson continues to be a painful and costly lesson to the US, which in many ways is exclusionary. Viewing the poor as beggars while subsidizing production with huge remedies is one of the inadequacies that may be overturned as international growth is managed at a global level because it can not be justified as anything other than corrupt practices. By all accounts I read, generosity in international relationships is mythical and with the digital age has only grown worse . Does it matter what you wear while you ask for money or how well educated you are? Apparently it does.

One size fits all privacy will never suit everyone because it has a biological basis and the need increases with education, and its cousin, wealth. Increasingly to have the opt out choice in terms of privacy you need wealth. That too will change subtly because as ecommerce becomes pervasive, some system or sets of systems will always knows that someone is there in some detectable way.

The patent and copyright systems can be damaging to others on a global scale by shutting down creativity, and unfairly favoring their protection even against life, due to medical patents for aids, cancer, and other life saving drugs being so expensive to produce or purchase that people are allowed to die as a result. Calls to action for multinational drug companies to reduce these costs, have changed little or nothing in the developing world. This has been featured so well in the headlines and news stories lately that it can hardly be a surprise to anyone that it is a problem – youth know because Digital Rights Management (DRM) is dead.

Ecommerce is a tool and can be used in many ways. Trading is already a cold transaction and to remove it from human context makes it even more so. In accounting they discuss "arms length transactions" – with ecommerce those arms get pretty long.

So we can expect that the human repercussions of global ecommerce, driven by the integration of B2B procurement systems, could stabilize and destabilize entire populations unless the planning is very good. That means everyone must hold the keys in some way, and be open to transparency at some level which runs counter to special interest groups . Transparency in action does exactly what it need to do, but which, for example, is not a match for existing culture in China.

Real transparency in global governance with a goal to meet the basic needs of all people living sounds like a science fiction plot, but that is what makes it exciting. Transparent governance may only become possible due to radically unexpected causes, like education, religious idealism, or a shared social solution of the young through organizations such as

Ironically one of the religions likely to have a positive effect in China, and is likely to benefit from it is Tibetan Buddhism, long repressed by the current Chinese government.

Ecommerce will not cause peace in the world, educated people working with strong idealism in transparent cultures will. Still my conclusion remains that China is a likely winner of the information age supply chain through ecommerce.

We should invest in China.

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