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1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-dateetom二级流程框架描述Process Strategy & CommitProcess Market Strategy & PolicyCategory: (2) Process TypeDescriptionMarket Strategy & Policy Short Description: Market Strategy & Policy processes
2、develop market segmentations for the enterprise and develop the marketing strategies for each market segment or set of target customers. The decision is made as to what markets the enterprise wants to be in, and how it plans to enter or grow in these markets. This will be done based on multiple inpu
3、ts including Enterprise Strategies, Market Research, Market Analysis.Process Product and Offer PortfoPlanning & Mgt.Category: (2) Process TypeDescriptionProduct & Offer Portfolio Strategy & Policy Planning Short Description: Product & Offer Portfolio Strategy & Policy Planning processes develop stra
4、tegies for products at the portfolio level. The decision is made as to what product types the enterprise wants to be in, and how it plans to enter or grow in these sectors. This will be done based on multiple inputs including Enterprise Strategies, Market Research and Market Analysis. (Partial Draft
5、 from Release 1-review and possbile rewrite required) Purpose/Description: Provide cross- product and service coordination and management functions at the Product family, Business Unit or Enterprise level. This process includes managing the resource priority and negotiation process, ensuring linkage
6、 and consistency of product plans, ensuring conflict and risk resolution, as well as ensuring synergies are recognized and maximized. These processes are basically program management processes. The processes direct Product Portfolio changes and manage interdependencies. The Product and Offer Strateg
7、y and Policy processes develop Product Portofolio strategies of the enterprise and the enterprise policies for products and services offered by the firm. The processes assure consistency across products and services to suit the strategies. These processes set the Product and Service framework for th
8、e enterprise. Both the functional processes, as well as Supply Chain and Infrastructure Lifecycle Management processes, impact the Product and Offer Portfolio Strategy and Policy processes. Some of the best examples are in the area of cost management: -Access cost is huge component of a communicatio
9、ns service providers service cost for many services. The Product and Offer Portfolio Strategy and Policy processes will drive cost reduction strategies in the Supply Chain Lifecycle Management processes. -Unit cost is a key measure for the enterprise of the functional processes. Again, Product and O
10、ffer Portoflio Strategy and policy would define key areas for cost reduction that would result in Supply Chain or Infrastructure processes as triggers. New infrastructure capabilities can be a key trigger to mean an entirely new product portfolio. Product and Offer Portfolio Strategy and Policy take
11、s information and analysis from all areas of the business and market information to define product and service portfolio policies that will succeed in the marketplace. Product and Offer Portfolio Strategy and Policy are the driving forces of the enterprise. They drive changes across the operations p
12、rocesses to provide products and services to the customer per their expectations and for what will be competitively successful in the market. These strategies and policies drive infrastructure development and support for the capacity and capability required to provide products and services to custom
13、ers that meet customer expectations and that will competitively successful. The Product and Offer Portfolio Strategy and Policy processes facilitate priority decisions and cross- product and resource issues and drive their implementation.Process Product & Offer BusinesPlanning & CommitCategory: (2)
14、Process TypeDescriptionProduct & Offer Business Planning & Commitment Short Description: Product & Offer Business Planning & Commitment processes provide cross- product and service coordination and management functions at the Product family, Business Unit or Enterprise level. These processes develop
15、 annual and multi-year product and/or offer plans for a product or service that includes product or service forecasts, negotiation for required level of resources, gaining interdepartmental, process, infrastructure and supply chain commitment and executive approval, as well as communicating the plan
16、. The outcome is approved Business Cases which will initiate delivery or development activities. (Partial Draft from Release 1-review and possbile rewrite required) Purpose/Description: Develop annual and multi-year product and/or offer plans for a product or service that includes product or service
17、 forecasts, negotiation for required level of resources, gaining commitment and approval, as well as communicating the plan. The product plan is the documentation of the profit and loss commitment to the firm and how it will be achieved. The majority of pricing decisions are set or planned through t
18、his process. The Product Plan is the plan of record and commitment to the Business Unit or Enterprise for a products/services performance across all key business metrics, customer satisfaction metrics and customer direct measures of quality. Some of the business metrics may include: -Profit Margin -
19、Total and Timing of Revenue -Collectible Percentage -Amount of Discounting -Unit Cost etc. Some of the Customer, Direct Measures of Quality may include -Intervals -% Completion on Time -Number of Orders Backlogged -Call Pick-up Time -Mean Time to Repair -Bills Mailed on Time Etc. Some of the Custome
20、r Satisfaction metrics may include: -Satisfaction with service delivered -Knowledge of contact associate -Courtesy of contact associate Etc. The Product Plan should not be viewed as a static document or process. It should have an update process with a start and end that keeps it vibrant and timely.
21、Business Rules: Level of Approval Required Commitment Level Required Specific Schedule Adherence Revenue, Unit and Unit Cost forecast elements required Direct and Indirect cost handling Tax handling Starts with (pre-condition): Beginning of planning cycle or plan update required Input/From: Inputs i
22、nclude: forecasts, product improvement ideas, unit cost targets, revenue targets, new products or feature ideas, process improvement ideas or plans, budget envelopes, timelines, etc. All processes and/or organizations required to directly support the product or service input to the product plan. Thi
23、s process is usually executed at an individual product or service level. The processes may have some elements handled at a more global, e.g., product family. In large service providers an aggregated planning function may be involved that brings together requirements for products or services to drive
24、 change and commitment from another process. This could be aimed at the Infrastructure Lifecycle Management processes, a particular supplier or partner, etc. Review and approval/Management Commitment/Process and/or organizational management Output/To: Requests for input, plans, recommendations, fore
25、casts, negotiation, commitment and approval to other processes and organizations Forecasts and Targets to Sales organization for revenue. In enterprises that have made progress with CRM, revenue targets may be provided for other functions as well, e.g., billing or account inquiry or problem handling
26、. Unit cost targets/ all key organizations supporting the product directly Ends with (post-condition): Committed, Approved and Communicated Plan Updates as product plan is executed should and do occur. Process activities or steps: See process flow once developed. Functions: Many functions across the
27、 enterprise have to support Product Planning, e.g., Financial Management, CRM Planning and Development, Service Planning and Development, Resource Planning and Development, Marketing, Supplier/Partner Planning and Development processes. Product and Offer Management and Development manage the process
28、, but are also accountable for many inputs to the process, many activities within the process and utilized many of the outputs of the process. Product and Offer Planning and Commitment processes are usually done in a product team approach. Information Required: Revenue and Unit Actuals and Forecasts
29、 Market Research Data Customer Satisfaction Data Process Performance Data Headcount, budget and unit cost forecasts Requirements: To be developed at a later date Hints: Not applicable at this level Reference/source: None Accountable: Product Management and DevelopmentProcess Product & Offer Capabili
30、ty DeliveryCategory: (2) Process TypeDescriptionProduct & Offer Portfolio Capability Delivery Short Description: Based on the Product strategy for the enterprise, the Product & Offer Portfolio Capability Delivery processes manage the delivery and build of new or changed Product capabilities e.g. Thi
31、rd-generation Mobile Telephony national NetworkProcess CRM Capability DeliveryCategory: (2) Process TypeDescriptionCRM Capability Delivery Short Description: Based on the Market and Product strategy for the enterprise, the CRM Capability Delivery processes manage the delivery and build of new or cha
32、nged CRM capabilities e.g. ability to identify, save, manipulate and retrieve and apply new types if knowledge about customersProcess Product Development & RetirementCategory: (2) Process TypeDescriptionProduct Development and Retirement Short Description: Product Development and Retirement processe
33、s develop and deliver new products or services and product or service enhancements and new features ready for implementation by the Operations processes. Product Development and Retirement processes are project oriented, as ongoing Product Management is a process within Operations. The key measures
34、of this process are how effectively are the enterprise抯 products and services broadened and the time to market for new products and services or features. These processes also manage major product and service updates and enhancement. Business Case development tracking and commitment are key elements
35、of this process, as are project management discipline with defined quality gates.Process Sales and Channel DevelopmentCategory: (2) Process TypeDescriptionSales & Channel Development Short Description: Sales & Channel Development processes develop the Sales and Channel support and response for new a
36、nd existing products and services, as well as existing and potential customers. Sales Development is heavily related to Sales Management in the Operations process area. Sales Development processes develop product related compensation plans, define product revenue targets, develop product related sal
37、es training, develop prospect identification methodology, develop selling processes/methods and procedures for new products. Channel Development processes define channels for selling the enterprise抯 products. It develops or ensures development of channel ability to sell and support products. Channel
38、 Development processes include negotiating for the specific channel, defining or updating the account management process, developing pricing for a specific channel, etc.Process Marketing Communications & PromotionCategory: (2) Process TypeDescriptionMarketing Communications & Promotion Short Descrip
39、tion: Marketing Communications & Promotion processes deal with overall communication to customers and markets. Marketing Communications processes develop and manage communications to the market, prospects and existing customers. Communications involves both the message and the media. Marketing Commu
40、nications can develop a message and manage its delivery through a bill insert, phone communication with customers and/or a magazine ad. Marketing Communications develops and manages interfaces with press/news, e.g., schedules press interviews, manages an editorial calendar to plan placements, etc. M
41、arketing Promotion on the other hand is the development of specific promotions to sell products, retain customers, and bring in new customers. Marketing Promotion processes create the promotional campaigns and advertising to reach the market, customers and channels. They develop the campaigns and co
42、llateral, whether direct mail, newspaper ad, etc. Marketing Promotion processes work with all other processes of Marketing, Sales and Offer, Brand Management, Market Research and Advertising Management to design marketing promotions and advertising, to determine trade show participation and presence
43、, to support product introductions, etc. Marketing Promotions processes interface with Marketing Fulfillment Response processes in Customer Relationship Management to execute the campaign. One of the key roles of these processes is to position the product in the market, especially versus competitive
44、 products. (Partial Draft from Release 1-review and possbile rewrite required) Purpose/Description: Marketing Communications and Brand Management processes are heavily tied to Marketing Promotion processes. They are a higher level from some of the other Marketing, Sales and Offer Management processe
45、s because they deal with overall communication to customers and markets. They also deal with plans and approaches to brand management. For example, Offer and Product Management processes usually have to have Brand Management approval for new products or promotions that may impact the image of the br
46、and. Brand Management develops and delivers, through Marketing Promotions process, brand advertising.Process Product Management & Development AssesCategory: (2) Process TypeDescriptionProduct, Marketing & Customer Performance Assessment Short Description: Product, Marketing & Customer Performance As
47、sessment processes assess whether the Marketing & Offer Management processes are meeting their goals of delivering changes and improvements to the CRM Processes. Process CRM Operations Support & Process ManagCategory: (2) Process TypeDescriptionCRM Operations Support & Process Management Short Descr
48、iption: CRM Operations Support & Process Management processes monitor and control the CRM processes, from a general, a cost, a Quality Performance and an Assurance point of view. These processes also ensure the operability of the required IT and Communications Systems, and the Workplace facilities in support of CRM processes. They also include assuring that staff schedules are adapted to the day-by-day requirements of operations, as well as providing general support for the personnel.-