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You have searched for leaplines with the keywords: Perspective is transformed into formal structures, including frameworks, methods, processes, custom lexicons, and products Create a new search... See document results...
LeapThought has found 73 LeapLines
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LeapLine |
Trend, Type, Function, Action | |
 |
Perspective is transformed into formal structures, including frameworks, methods, processes, custom lexicons, and products |
content management,
content activities,
HR,
transform
|
 |
Determine yield management processes, workflow processes, and lead processing processes, including system (both technology and manual) implications |
z - no trend,
strategy development activities,
sales,
determine
|
 |
Draft and refine formal definition of CRM and eCRM, including what company believes eCRM will be in the future |
CRM,
CRM assessment,
service,
draft
|
 |
Draft and refine formal definition of CRM and eCRM, including what client believes eCRM will be in the future |
CRM,
CRM assessment,
CRM,
draft
|
 |
Perspective is encapsulated in information products, such as publications, reports, papers, broadcasts, seminars, speeches, books, websites, tools and other manifestations |
content management,
content activities,
content,
encapsulate
|
 |
List of fields required for analysis, including recommendations focused on data quality and data management processes (e.g., summary problems, extract issues, justification) |
database marketing,
deliverable description,
consulting,
z - no action
|
 |
Understand Company existing marketing and brand approach, including tools, creative and established processes |
branding,
marketing assessment activities,
marketing,
understand
|
 |
Develop measurement criteria and tracking processes, including response tracking and marketing ROI |
ROI,
business case activities,
marketing management,
develop
|
 |
Change commission structures to fee-based |
z - no trend,
tactic,
agents,
z - no action
|
 |
Mandate team structures within agent bases |
z - no trend,
tactic,
agents,
z - no action
|
 |
Fulfil products and services |
z - no trend,
operational objective,
products,
fulfill
|
|
|
 |
A unique market or client perspective is identified and formalized |
z - no trend,
content activities,
marketing,
formalize
|
 |
Define methods of establishing customer expectations |
CRM,
service strategy activities,
service,
define
|
 |
A custom web-site and directory listing |
internet,
solution,
IT,
z - no action
|
 |
Develop offers, products and services |
z - no trend,
strategy development activities,
products,
develop
|
 |
Develop a series of positioning frameworks (e.g., 'magic quadrants'), using various criteria, to illustrate current positioning |
competition,
market assessment activities,
consulting,
develop
|
 |
Develop a series of positioning frameworks (e.g., 'magic quadrants'), using various criteria, to illustrate current positioning |
competition,
market assessment activities,
research,
develop
|
 |
Review products and services |
product management,
assessment activities,
products,
review
|
 |
A distinctive information portfolio of data, perspective, and content |
content management,
solution,
content,
z - no action
|
 |
Understand existing data structures, formats and conventions |
data analytics,
assessment activities,
IT,
understand
|
 |
Integration of custom and best-of-breed tools for collection, analysis and interaction |
integration,
activities,
research,
z - no action
|
|
|
 |
Rebate processing |
retail,
system processes,
IT,
z - no action
|
 |
Transaction processing |
retail,
system processes,
IT,
z - no action
|
 |
Archiving and storage |
data warehousing,
system processes,
IT,
z - no action
|
 |
Measurement processes defined |
continuous improvement,
deliverable description,
management,
z - no action
|
 |
List of best practices, including their applicability to company |
z - no trend,
deliverable description,
consulting,
z - no action
|
 |
Develop appropriate custom content themes and subjects, collaboratively |
content management,
content activities,
content,
develop
|
 |
Data collection practices |
data warehousing,
system processes,
IT,
z - no action
|
 |
Designing new customer management processes |
change management,
CRM planning activities,
service,
design
|
 |
Detailed marcom plan, including: schedules, budgets and resource requirements |
z - no trend,
deliverable description,
marketing operations,
z - no action
|
 |
Update content, both custom and syndicated |
content management,
content activities,
content,
update
|
 |
Determine custom content requirements |
content management,
content activities,
content,
determine
|
 |
Sales and sign-up processes defined |
sales force productivity,
deliverable description,
sales,
z - no action
|
 |
Develop custom content |
content management,
content activities,
content,
develop
|
 |
Determine key lead and qualification objectives, including prioritization and treatment of tiered segments |
segmentation,
marketing strategy activities,
sales,
determine
|
 |
New reasons - new times for using product |
CRM,
customer research,
products,
z - no action
|
 |
Interview key customers, including supporters, former customers and prospects who went with a competitor |
z - no trend,
customer research,
consulting,
interview
|
 |
Offer and product |
z - no trend,
marketing program attributes,
products,
z - no action
|
 |
Current state of our offering |
branding,
strategic consideration,
products,
z - no action
|
 |
Interview key customers, including supporters, former customers and prospects who went with a competitor |
CRM,
customer research,
marketing,
interview
|
 |
Extensive strategic plans, including descriptors and action items for nine key components (e.g., development of value proposition) |
value proposition,
deliverable description,
marketing management,
z - no action
|
 |
Determine specifics of core offer and messaging on the initial outreach, including the product, incentives, value proposition, and timing |
value proposition,
strategy development activities,
IT,
determine
|
 |
Develop processes for strategic mix of content, institutional continuity, topics, themes, areas,etc. |
content management,
content activities,
content,
develop
|
 |
What products are most appropriate for this audience and this communication medium? |
z - no trend,
content consideration,
marketing,
z - no action
|
 |
Data warehousing |
data warehousing,
system processes,
IT,
z - no action
|
 |
Products and services that match domain expertise |
z - no trend,
sales advantage,
z - no function,
z - no action
|
 |
Design aspects of marketing programs, including offer creation, brand, artistry, language, copy, timing, channels, etc., |
branding,
marketing planning activities,
marketing,
design
|
 |
Establish response channels and sales processes |
sales force productivity,
sales activities,
sales,
establish
|
 |
Intuitive linkage of expertise to core marketable products and services |
z - no trend,
content consideration,
marketing,
z - no action
|
 |
Develop communication and contact strategies across media and channels, including first contact, follow-up, appointment setting, post-sales, and prospect dismissal (as appropriate) |
CRM,
marketing strategy activities,
sales,
develop
|
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Results from the LeapThought © Document Database: Perspective is transformed into formal structures, including frameworks, methods, processes, custom lexicons, and products LeapThought has found 73 files.
| Strategy process - Micro-methods and customization- 1 Powerpoint slide |
 |
This complicated graph shows a 10-step process of how a strategy is formed. It also illustrates how existing strategic planning tools would be implemented.
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| Weighing market winners- 1 Powerpoint slide |
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This graphic shows a chart that describes seven methods of dominating a marketplace, their corresponding customer viewpoints, and perspectives on these methods which apply to multiple markets.
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| Methods for exporting and distribution- 1 Powerpoint Slide |
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This slide outlines and analyzes five major methods of exporting and distribution.
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| Fundamentals of business planning - Traditional frameworks- One PowerPoint slide |
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This chart shows two different business planning frameworks - one focused on the six levers of change, the other a generic value chain (or estimation of how activity flows through an organization).
SEE DETAIL PAGE and DOWNLOAD
|
| Web 2.0: How to get started- 1 Powerpoint slide |
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This slide can be used when determining how your business should set up new Web 2.0 services and integrate them with existing Web sites.
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|
| Business planning project activities and timing- 1 Powerpoint slide |
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This Gantt chart shows the top level activities and timing for business planning for a new web business, site, or product.
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|
| CRM integration and implementation components: technology-centric perspective- 1 PowerPoint slide |
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This unusual dartboard/tootsie pop/atom graphic shows the necessary components of CRM integration and implementation with a technology-centric point of view.
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|
| New marketing model- 1 Powerpoint slide |
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This (perhaps ambitious and self-serving) image shows a new marketplace model for understanding marketing, products, and sales. It shows a swirl of innovation entering from an evolving marketplace.
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| Website Outline and Structure- 1 Powerpoint slide |
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This graphic describes an extended website outline and structure.
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| Role of different research methods in business decision making- 1 Powerpoint slide |
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This matrix rates the effectiveness of different research types as they support core marketing objectives.
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| Components of small call center plan- 1 Powerpoint slide |
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This slide shows a rough organizational structure of a basic call-center (or tele-center).
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| Dimensions of categorizing and applying knowledge- 1 Powerpoint slide |
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This slide shows different dimensions (or categories) of information, generally in terms of how you would ‘meta-tag’ information in a database or knowledge management system.
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| CRM solution benefits- 1 Powerpoint slide |
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This slide provides a list of the benefits an organization reaps by adopting a CRM solution. Provided in an easy-to-read graphic, this information applies across many disciplines and industries.
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|
| Formalize and replicate a successful model for all reps- 1 Powerpoint slide |
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This illustration shows a sales force improvement strategy through best practice identification and training (essentially).
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|
| Establishing CRM priorities- 1 PowerPoint Slide |
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This classic Harvey ball chart shows the progress of different CRM initiatives against three different business units. It is used here to establish CRM priorities.
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