global engagement

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Published By: Oracle Social Cloud     Published Date: Jan 14, 2015
Did you know that 97% of business executives want social integrated across their enterprise? According to a recent Oracle global study, respondents nearly unanimously sang the praises of becoming a social business. Social gives you a window into the consumer like never before, revealing affinities that allow your business to understand and personalize engagements that build stronger customer relationships. Consumers don’t see social as a “marketing channel”. They just view it as part of their communications; it’s embedded in their daily mobile and digital experiences. Businesses should be thinking the same way. As Altimeter sees it, social business is the deep integration of social media and social methodologies into the organization to drive business impact
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command center, social listening, influencers, digital, social marketing, social intelligence, cmo, oracle
    
Oracle Social Cloud
Published By: IHS GlobalSpec     Published Date: Jul 09, 2014
Industrial customers use content to research and make purchasing decisions. Are you giving them the info they need? Developed by IHS GlobalSpec, this white paper explains the growing importance of using content to attract, acquire and engage engineers and technical professionals. Content marketing positions your company as an expert, builds trust and introduces new products and services to a wider audience via webinars, technical articles, social media and more. Find out which content appeals most to technical professionals. Learn how to provide information that fulfills their needs at specific points in the buying cycle. And see examples of how and where industrial suppliers effectively use content marketing to deliver information that can help turn shoppers into buyers. Content Marketing for Industrial Marketers also explores the challenges of producing enough of the right content, repurposing it across multiple channels and budgeting for it. Plus, it provides the steps to start dev
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ihs globalspec, influence buying decisions, content marketing, purchasing decision makers, content marketing strategy, building brand awareness, content marketing vehicles, engagement opportunities
    
IHS GlobalSpec
Published By: Oracle     Published Date: Nov 01, 2013
Advances in human capital management technology mean that with the right talent management system in place, HR leaders can implement world-class strategies at their companies. Oracle Talent Cloud was developed using a holistic approach, so HR leaders can manage everything from recruiting, compensation and goal and performance management to employee learning and talent review, in a single, cohesive SaaS-based system.
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zenithoptimedia, oracle, talent management, talent cloud, human capital management, accelerating businesses, global technology, operational complexities increase
    
Oracle
Published By: IBM     Published Date: Aug 06, 2014
Though the global economy is still shaking off the effects of the past and current financial crises, banks in both the emerging and developed economies have an opportunity to manage enormous capital growth and wealth creation. To regain customer confidence and earn their slice of the increasingly competitive market, banks must transform themselves by jettisoning old, product oriented operating models to become a client centric operation. Read this insightful paper from IBM Global Business Services to understand how banks can effectively use the information they have and become truly customer centric by re-organizing their operations around customer differentiation, pricing, product bundling, channel consistency and customer engagement.
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ibm, banking, customer, enterprise, financial, capital
    
IBM
Published By: Genesys     Published Date: Dec 20, 2018
Successfully implementing and managing a comprehensive suite of customer experience technologies is essential for global businesses seeking to sustain high levels of customer experience and brand value. However, knowing how to temper the instinct to throw technology solutions at efficiency problems is what distinguishes global customer experience leaders from the rest. New technologies must be balanced with appropriate investment in human resources. This is the central finding of a global survey of over 550 senior executives conducted by MIT Technology Review to examine the pressures that shape their customer experience processes and the tools and strategies they employ to mitigate those challenges and continuously improve customer engagement. Read the report to get a detailed look at: • The strategies that differentiates an Iconic firm from other businesses • How strategies vary across regions based on maturity and customer expectations • Future innovation management and technology
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Genesys
Published By: Zendesk     Published Date: Jun 26, 2018
In the global market for customer service software, Zendesk is once again recognized as a leader in the 2018 Gartner Magic Quadrant for the CRM Customer Engagement Center. Every year, Gartner conducts a thorough analysis of service providers in the customer service and support application space. We believe the Gartner Magic Quadrant for the CRM Customer Engagement Center report provides valuable information for business leaders who seek technology solutions for interacting and engaging with their customers. Zendesk can again be found in the 2018 report’s Leader quadrant, which we consider a reflection of the success of our 125,000 customers, including enterprise clients like Airbnb, Tesco, and the University of Tennessee. The past year alone has included a number of significant milestones for us, including the release of AI-enhanced features for self-service and surpassing $500 million run rate in revenue. As our customer base continues to grow, we strive to be a dynamic vendor for bus
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Zendesk
Published By: KPMG     Published Date: Sep 17, 2018
The leadership of a new, marquee pharma manufacturer approached KPMG with a paradox: It was certainly marquee, but not new. As the highly publicized spin-off of a global health services conglomerate, the company began life with $18 billion in annual revenues, an established product pipeline and instant membership in the S&P 100. Reliant on the back-office functions of its parent, it needed to quickly acquire the back-office sinews of a truly stand-alone company: ERP systems and core processes for finance, operations and human resources. During an intensive three-year engagement, KPMG brought the vision of the company’s leaders to life, working towards a target operating model through the disciplined implementation of new systems, processes, training and staffing. The multidisciplinary approach eventually touched the lives of every one of the company’s 21,000 employees, in 170 countries. And as KPMG’s delivered tangible results, something intangible emerged – a new company culture, inde
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KPMG
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