Published By: Cisco EMEA
Published Date: Jun 01, 2018
Digital transformation has arrived, and it’s creating unprecedented opportunities for companies of all sizes to become market leaders through the evolution of business processes and the creation of new products and services. Organizations that master digital transformation will see a dramatic increase in revenues and profitability by converging people, processes and technologies; those that do not will struggle to survive. Evidence of this is clear to see by looking at the churn in the biggest
companies in the world. For example, a Capgemini study found that since 2000, 52% of the Fortune 500 has disappeared through acquisitions or bankruptcies. The study also found that digital organizations control 70% of market share in all industries today. Therefore, making the shift to a digital business must be a top initiative for IT and business leaders.
Download this whitepaper to see how Cisco has become the Market Share Leader in Online Meetings.
In this guide, written by and designed for CFOs and finance executives, you'll learn about specific actions that leading companies are taking to improve their performance by:
• Gaining control over deferred revenue and revenue recognition.
• Streamlining order management and the quote-to-cash process.
• Maximizing recurring revenue and automating billing and renewals.
• Improving cash and collections while decreasing churn.
• Speeding consolidation, reporting, and analysis across multiple business entities and currencies.
• Streamlining processes across your organization and reduce IT costs.
Please download the whitepaper to learn more.
Published By: InsideView
Published Date: Apr 27, 2015
Advances in automation increase visibility and accountability surrounding lead-to-revenue processes. Despite this, tensions between marketing and sales persist concerning the quality of support that marketing brings to the revenue-production equation. To progress from open hostilities to collaborative détente, CMOs will need to reimagine sales enablement programs and strategy around the journey that spans the customer’s lifetime. This means creating a more interdependent relationship with sales that puts the customer at the center of the conversations that marketing and sales create, talks more about the problems and issues that buyers face, and aligns lead-to-revenue planning and processes around outcome-focused goals.
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,