decision management systems

Customers are evolving. They are evolving in the way they get information about products, what goes into making their purchase decision and ultimately how they buy. Businesses need to evolve and adapt how they manage their customer relationships. Customer Relationship Management (CRM) software was supposed to improve front-end customer engagement across marketing, sales and service. Unfortunately, most systems have the opposite result. Companies spend too much time integrating and maintaining disconnected systems and too little time nurturing relationships. Organizations need to transform their organizations from the inside out—embracing new processes and technologies that gathers, stores and gives them access to customer data so they gain more insight into their customers and therefore create more effective marketing and service programs. Download this Ebook and gain a better understanding of how a more robust CRM system can improve customer management.

Talent management has moved to the top of the CEO’s agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloitte’s 2012 report Talent Edge 2020. With statistics like these, it’s no wonder there’s more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.

Talent management has moved to the top of the CEO’s agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloitte’s 2012 report Talent Edge 2020. With statistics like these, it’s no wonder there’s more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.

Customers are evolving. They are evolving in the way they get information about products, what goes into making their purchase decision and ultimately how they buy. Businesses need to evolve and adapt how they manage their customer relationships. Customer Relationship Management (CRM) software was supposed to improve front-end customer engagement across marketing, sales and service. Unfortunately, most systems have the opposite result. Companies spend too much time integrating and maintaining disconnected systems and too little time nurturing relationships. Organizations need to transform their organizations from the inside out—embracing new processes and technologies that gathers, stores and gives them access to customer data so they gain more insight into their customers and therefore create more effective marketing and service programs. Download this Ebook and gain a better understanding of how a more robust CRM system can improve customer management.

Everything you need to know about next-generation hotel property management systems – and how to select the right one for your business.

To compete in today’s fast-paced business climate, enterprises need accurate and frequent sales and customer reports to make real-time operational decisions about pricing, merchandising and inventory management. They also require greater agility to respond to business events as they happen, and more visibility into business activities so information and systems are optimized for peak efficiency and performance. By making use of data capture and business intelligence to integrate and apply data across the enterprise, organizations can capitalize on emerging opportunities and build a competitive advantage. The IBM® data replication portfolio is designed to address these issues through a highly flexible one-stop shop for high-volume, robust, secure information replication across heterogeneous data stores. The portfolio leverages real-time data replication to support high availability, database migration, application consolidation, dynamic warehousing, master data management (MDM), service

Everything you need to know about selecting the right PMS for your property. A PMS can play a critical role in enhancing the guest experience. Different hoteliers have different expectations of a property management system.

This Guide gives you everything you need to know about next-generation hotel property management systems – and how to select the right one for your business.

Restaurant operators often speak of innovation in terms of putting new signature dishes and food creations on the menu. But where the biggest innovation is happening today, arguably, is less on the menu and more in the technology that is driving increased efficiency and effectiveness across all parts of the food and beverage services industry. Next-generation restaurant management and POS systems are having a profound impact on business operations, guest satisfaction, revenue growth and overall profitability.

Most IT decision makers are struggling to master identity management in an infrastructure where modern cloud-based software must function with legacy on premise systems. According to a recent IDG Research study, 91 percent of respondents say solving this identity management conundrum is critical or very important to succeeding at their digital initiatives. And the vast majority of respondents long for a solution that is both efficient to manage and provides users and customers with an outstanding experience. This white paper examines how your peers are looking at digitizing their businesses, lowering the total cost of ownership, and building an identity management strategy to support their business’s goals.

To compete in today’s fast-paced business climate, enterprises need accurate and frequent sales and customer reports to make real-time operational decisions about pricing, merchandising and inventory management. They also require greater agility to respond to business events as they happen, and more visibility into business activities so information and systems are optimized for peak efficiency and performance. By making use of data capture and business intelligence to integrate and apply data across the enterprise, organizations can capitalize on emerging opportunities and build a competitive advantage.

Forget making business decisions with outdated data. Keep operations on track with real-time insights from every facet of your business including finance to supply chain management. “The Operations Guru’s Guide to Oracle EBS” will help you master more efficient company operations so you can focus on making a massive operational impact. Tactical insights, covering: How your team can create usable, sharable reports and web-based dashboards tracking progress against company-wide KPIs from multiple systems, without leaning heavily on IT An industry analyst’s take on how to get better reporting and analytics from ERP and other critical data sources How Finance and IT leaders at Ladbrokes replaced Oracle reports and quit having to manipulate data in static spreadsheets

Forget making business decisions with outdated data. Keep operations on track with real-time insights from every facet of your business including finance to supply chain management. “The Operations Guru’s Guide to JD Edwards” will help you master more efficient company operations so you can focus on making a massive operational impact. Tactical insights, covering: How your team can create usable, sharable reports and web-based dashboards tracking progress against company-wide KPIs from multiple systems, without leaning heavily on IT An industry analyst’s view on how to get better reporting and analytics from ERP and other critical data sources How Bibby Distribution gave users throughout the company the ability to drill down into reports to get exactly the detail they needed to address immediate business issues

Mid-market HR today is being asked to be a business partner in areas that range from compliance to employee engagement. They need to be able to connect the dots among various sources of employee data to deliver better-informed business decisions to help achieve strategic goals. Connecting those dots and delivering those results demands more HR firepower and greater data visibility than the manual or homegrown processes and systems often used by mid-market organizations can deliver. On the other hand, most mid-market companies aren’t ready for the intricacies or expense of human capital management (HCM) systems designed for enterprise-level organizations. The answer for forward-thinking HR leaders who want to boost their team’s capabilities and play a greater role in their company’s future is having core HR functionality designed into an integrated benefits administration solution. Automated HR that delivers core HR features as part of its architecture — not as an afterthought or a separate, stand-alone module — gives HR leaders: • The tools they need to better handle their administrative work • The data and analytics necessary to better coordinate programs and more confidently make strategic decisions • A user experience that makes life easier for HR and employees

"Analysts predict that soon, half of all new IT service desk tools will be adopted as cloud-based services. While shifting to an on-demand model can be a complex decision that requires organizations to carefully assess the potential impact on business operations, a growing number of companies are clearly finding the move worthwhile. This paper explores the reasons for the rapid growth of cloud-based IT service management (ITSM) solutions and the benefits they offer for enterprises. Topics include: • The cost savings companies can achieve by deploying ITSM solutions via the cloud, which allows better management and optimization of consumption and costs. • Improved alignment between IT and business, as self-service, a service catalog, collaboration, and mobility help IT expose and provide its services more effectively. • The ability to integrate cloud and on-premise solutions to leverage existing systems while leveraging new innovations via the cloud. • The advantages of cloud-base

Everything you need to know about next-generation hotel property management systems – and how to select the right one for your business.

The webinar features a complex-made-simple, real-world example from Don Griest at FICO, the leading predictive analytics and decision management software company. Don discusses how the OutSystems Platform is helping FICO rapidly deliver solutions with superior quality and unprecedented time to value, thus opening up new markets for the company.

Analysts predict that soon, half of all new IT service desk tools will be adopted as cloud-based services. While shifting to an on-demand model can be a complex decision, requiring organizations to assess carefully the potential impact on their business operations, a growing number of companies are clearly finding the move worthwhile. This paper explores the reasons for the rapid growth of cloud-based IT service management (ITSM) solutions and the benefits they offer for enterprises. Topics include: • The cost savings companies can achieve by deploying ITSM solutions via the cloud, which allows better management and optimization of consumption and costs. • Improved alignment between IT to and business, as self-service, a service catalog, collaboration, and mobility help IT expose and provide its services more effectively. • The ability to integrate cloud and on-premise solutions to leverage existing systems while leveraging new innovations via the cloud. • The advantages of cloud

Databases and information management systems let you describe, categorize, store, modify and analyze data. What if you could do the same with decisions? Your systems could learn from previous choices and manipulate them to fit new parameters to intelligently mold future decisions made by executives, everyday business users and even your systems to optimize outcomes. Read this a specially selected excerpt from James Taylor's new book, "Decision Management Systems: A Practical Guide to Using Business Rules and Predictive Analytics" to discover the guiding principles for building decision management systems that can help your organization differentiate itself from the competition at virtually every decision point.

Read this excerpt from James Taylor's new book, "Decision Management Systems: A Practical Guide to Using Business Rules and Predictive Analytics" to discover the guiding principles for building decision management systems.

As the approach to strategic business decision making becomes more and more data driven, a method for consolidating our various data sets, which are often spread across multiple systems becomes exceedingly important. Two of the biggest players in data driven decision making are website analytics platforms and customer relationship management systems. The former includes accumulating data on top of the funnel behavior such as site traffic origins, lead generation, content consumption tracking, device usage, and overall site behavior. While the latter has a focus more on bottom of the funnel activity such as lead nurturing, customer status, lifetime value, etc. Lastly, without communication between these two essential platforms, a complete understanding of your customers, from lead to longtime client, may never be possible. A web analytics (Google Analytics) and CRM integration provides you with a 360 degree view of your customer base, so that you can understand not just what PPC efforts

Everything you need to know about next-generation Retail Management and POS Systems — and how to select the right one for your business.

Being responsible for one-third of a business’ success already puts HR in a critical role. But it’s not just about finding the best people—it’s about finding the best people, at the lowest cost, with the lowest possible attrition and the best possible performance. And it’s about guiding your executive team to the right decisions using the language they understand best: numbers. Talent management—covering everything from recruiting and compensation to ongoing education and retention—has traditionally been managed in silos, with a series of disparate systems and disconnected processes and reports. In today’s data-driven world, CEOs demand more. This new study conducted by HR.com explores what’s working for organizations today and the biggest gaps to fill.

Being responsible for one-third of a business’ success already puts HR in a critical role. But it’s not just about finding the best people—it’s about finding the best people, at the lowest cost, with the lowest possible attrition and the best possible performance. And it’s about guiding your executive team to the right decisions using the language they understand best: numbers. Talent management—covering everything from recruiting and compensation to ongoing education and retention—has traditionally been managed in silos, with a series of disparate systems and disconnected processes and reports. In today’s data-driven world, CEOs demand more. This new study conducted by HR.com explores what’s working for organizations today and the biggest gaps to fill.

Banks have been using credit scoring models for over five decades, so managing the life cycle of models is nothing new. Most have had some kind of process in place to ensure the models they develop are robust, validated and monitored from a performance perspective and that decision makers have confidence in them. In recent times, however - partly in response to the credit crisis in 2008 - the discipline of model risk management (MRM) has become more formalized and rigorous, driving the need for enterprise-level model information management systems. The regulatory scrutiny being applied to them is intensifying and spreading globally, with US and European regulators leading the charge. For example, whereas regulators were previously more interested in the numbers they were provided, now more regulators want to have a core understanding of the models banks used to generate these numbers.