Podcasts about erp crm

In today's competitive market, simply producing high-quality beer is often no longer enough to secure sustained growth. Many forward-thinking breweries are strategically diversifying their product portfolios, expanding into high-growth categories such as hard cider, spirits, wine, RTDs, can cannabevs.While this expansion opens up exciting new revenue streams, it simultaneously introduces a new set of operational, financial, and regulatory challenges. The question for many producers is: where do we even begin?Industry experts Alex and Aaron with lead a discussion focused on demystifying the diversification process and will guide attendees through the critical considerations required when integrating an entirely new product line into an established brewery operation.The session with specifically focus on how production software, like Ollie and Ekos, can act as the cornerstone for a successful transition. We'll focus on key areas such as streamlining procurement for new ingredients and packaging, adapting the production process, ensuring financial accuracy, and managing sales efficiency.Don't let complexity slow your growth. Learn how to successfully expand your portfolio while maintaining efficiency and compliance.Alex was born & raised in North Carolina. He is an alumni of Grimsley High School and UNC-Wilmington, and currently lives in Charlotte, North Carolina. He is a former swimmer and grilling enthusiast. His first craft beer was Natty Green's Freedom IPA, and North Carolina beer holds a special place in his heart. Alex has spent 9 years with Next Glass, and currently is a Solutions Consultant supporting the Producer Solutions team. While coming from outside of industry initially, Alex brings valuable experience after thousands of conversations with brewery owners around the world.Aaron Keefner is happily approaching his 14th year in the craft beer industry, having started out in marketing with Goose Island in early 2012. He eventually moved to an operations role in wholesale support in order to gain experience on both the production/operations side, as well as the knowledge already obtained via marketing/sales. After 5.5 years he found himself at Revolution Brewing running their specialty beer program, including their celebrated Deep Wood barrel-aged program, as well as spearheading the rollout of their small batch program. In 2019 he assumed the role of Executive Director of Brewery Operations with More Brewing Company helping them expand and open their production facility in Huntley, IL and planning of a 3rd facility in Bartlett, IL. With his leadership, More was able to weather the storm of the pandemic and grow 600% in a span of just under 3 years. At the end of 2022, Aaron assumed his current role as a Solutions Consultant with Next Glass, serving as a product expert on Ollie & Ekos, ERP/CRM softwares for beverage production.Join us in person for CBP Connects ChicagoJune 15-17, 2026Come get inspired, leave with actionable strategies: https://cbpconnects.com/

What happens when rising oil prices, Section 301 tariff investigations, AI adoption gaps, cybersecurity risks, and Amazon's one-hour delivery model collide?In this episode of Around the Horn in Wholesale Distribution, Kevin Brown and Tom Burton break down the macroeconomic signals, AI governance shifts, supply chain volatility, and B2B e-commerce disruption reshaping wholesale distribution and manufacturing. From Federal Reserve policy and inflation dynamics to agentic commerce and sales enablement, this episode connects global headlines to real operational decisions leaders must make now.What You'll Learn:Margin pressure from fuel and logistics volatilityTariff uncertainty affecting sourcing and pricing strategiesAI adoption challenges across executive and operational levelsCybersecurity exposure in increasingly digital supply chainsAmazon-driven shifts in fulfillment expectationsSales teams struggling to hit quota despite better toolsEpisode Highlights:03:12 – The Fed holds rates steady: inflation vs. rising cost pressures09:45 – Oil futures, fuel pricing, and how global conflict impacts freight margins16:30 – What happens if $189 billion in tariff refunds hits the economy25:50 – Section 301 tariffs explained and what they mean for manufacturers43:10 – AI productivity gains vs. employee mistrust and adoption friction48:20 – The rise of “work slop” and why lazy prompting hurts business results54:40 – National AI policy framework and the risks of state-by-state regulation01:10:05 – Amazon's one-hour delivery push and the consumerization of B2B01:18:30 – Why 84% of salespeople missed quota and what real sales enablement requiresTools, Frameworks, and Concepts Mentioned:Section 301 Trade Act InvestigationsFederal Reserve policy and PCE inflation metricsAgentic commerce and AI agents in B2B buyingEnterprise Growth Platform model (LeadSmart Technologies)Unified data strategy: ERP + CRM + marketing automation + e-commerce integrationSales enablement beyond trainingNational AI governance frameworkTrust-first leadership frameworkClosing Insight:“There's a difference between true inflation and increased costs, and there's a difference between adopting AI and actually enabling your people to use it well.”Leave a Review: Help us grow by sharing your thoughts on the show.Learn more about the LeadSmart AI B2B Sales Platform: https://www.leadsmarttech.com/Join the conversation each week on LinkedIn Live.Want even more insight to the stories we discuss each week? Subscribe to the Around The Horn Newsletter.You can also hear the podcast and other excellent content on our YouTube Channel.Follow us on Facebook, Twitter, Instagram, or TikTok.

Today on the IC-DISC Show we're talking with Gordon Driscoll. Having spent his early career at Goldman Sachs investing tens of millions into metals companies, he kept noticing they were running their operations on Excel spreadsheets and software from the 1980s. That gap became Green Spark, a cloud-based platform now in over 900 scrap metal recycling locations. In this conversation, Gordon talks about what it took to break into an industry where relationships go back generations, why he thinks most business owners are thinking about software wrong, and how his team earned credibility by acting more like a partner than a vendor. He also shares a customer story that stuck with me about a scale operator who got his first lunch break in six years. Whether you're in scrap or not, Gordon's thinking on sustainable growth, earning the right to disrupt, and treating technology as a competitive advantage rather than a cost center is worth your time.     SHOW HIGHLIGHTS Why a Goldman Sachs investment banker left finance to build software for scrap yards The massive technology gap Gordon kept seeing in companies handling tens of millions in materials How Green Spark grew to 900+ locations by acting like a partner, not just a vendor The customer story about a scale operator getting his first lunch break in six years Why Gordon believes you have to earn the right to disrupt an industry, and what that looks like in practice The mindset shift from treating software as a cost center to using it as a competitive advantage   Contact Details LinkedIn - Gordon Driscoll LINKS Show NotesBe a Guest About IC-DISC AllianceAbout Green Spark Software   Gordon DriscollAbout Gordon TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Gordon: And I think that a lot of folks, candidly, just because they're not used to either our model or what technology can do today, they don't realize, which is changing, they still view software as a cost center. And ultimately the tools that we're seeing and the applications that we are pushing to the industry, a lot of our customers view as a competitive advantage. Dave: Good morning, Gordon. So where are you calling in from today? Gordon: Hey, Dave. Appreciate you having me on. I'm in Brooklyn, New York today. Dave: Oh, okay. That is great. So I must say, I know a lot of folks in the scrap metal industry, service providers, yard operators, brokers, but you seem to have a particularly unique background. So why don't you tell the story from the time you graduated college? Sounds like you spent some time in investment banking in New York. And what caused you to have this epiphany that you wanted to go provide software in the scrap metal industry? Gordon: Yeah, no, of course. It's worth an explanation because looking at my background on paper from finance to scrap software, it doesn't make much sense. So yeah, started my career in financial services, spent a few years in investment banking at Goldman Sachs and then moved into private equity investing, but all of that centered on natural resources, broadly speaking, but specifically the metals industry. So spent a lot of time up and down the value chain, anything from box site refineries in Australia to working with the biggest mills in the country like Cliffs or JW Aluminum or things of that nature. And then in the investing side, spent really just as much time on what I'll call the kind of conventional resource as I did the technology. And I quickly realized the businesses that we were at times giving tens of millions or hundreds of millions of dollars were either using Excel spreadsheets to run their business or platforms that were based in or founded in the '80s, '90s and 2000s, and ultimately saw similar patterns in the recycling industry. And by no means is using a system like that wrong by definition or inherent, but ultimately saw a massive opportunity to bring an industry that is deceptively huge that no one really pays attention to outside of the folk in the industry and folks who we saw it when we started in 2020 who are quite literally essential workers, bringing that technology to them. And it's been an awesome six years. It's been very exciting. I think that what we wanted to do, clearly the market has responded well, which I'm sure we will get into. And what's really exciting for me is not only working with the folks in this industry on a day in and day out basis, and I can talk to my relationship to the industry and general thoughts, but also specifically as technology has not really progressed linearly over the last couple years, but obviously I had some step changes with AI, being able to innovate alongside this industry and partner with our customers to bring those step changes to an industry like this. It's been super exciting. Dave: Now, well, thank you for that background recap. So let's talk about the founding of the company. So where did the name come from, Green Spark? Gordon: Yeah, great question. I unfortunately can't take credit for it. That has to be my co-founder, but we wanted to pay respect to where the industry came from in addition to one of the overlooked elements of the industry, at least from a public perception per perspective. So green in and of itself is a call to, this is the sustainability of the industry. Again, I think that metal recycling is done, especially around the work that Rema's done has done a great job over the last couple years with, let's say, public perception and really educating folks on not only the importance of this industry, but the benefits of the industry from an environmental perspective, hence the green. And Spark actually comes from something that folks used to do without XRF analyzers or without technology. And the irony is not lost on me. So 50, 60, 70 years ago, and still obviously doable today, when you spark different types of metals, the color of the spark actually denotes the greater the quality. So a yellow spark versus a red spark. So again, we wanted to, again, combine the importance of the industry with a callback to what folks used to do without all of this new technology. Dave: Okay. No, well, thank you. I was really curious about the name, and that makes a lot of sense. It's both looking at the future and still remembering the past of the industry. I like that. So you and your co-founder, did you all bootstrap this or did you tap into some of your investment banking contacts and raise money? Gordon: Yeah, so we started that way and quickly realized to do what we wanted to do at the pace that we wanted to do it would require outside capital. So yeah, we ended up talking to folks in our network in addition to capital partners that not only understood what our thesis was, which is, again, it's relatively straightforward. At GreenSpark, we want every single scrapyard and metal recycling facility on planet Earth to use our platform. It's not necessarily easy, but it is straightforward. And we realized the kind of pace that we wanted to move. And candidly, given what customers are used to in this industry, i.e., One platform that spans a large part of their business, in addition to the dynamics in the industry, which is us against folks who have been here for 20, 25, 30 years who have lazed the trail for folks like us, we realized to close that gap, we wanted to partner with folks with the capital to scale the team and scale the product relatively quickly. Dave: Okay. Yeah, that makes sense. So what, and I don't want to get too technical, but I do want to get technical enough for this to make sense. So what was the differentiator or the different approach you were taking? I'm guessing you're cloud-based instead of on- premise. Is that a safe assumption? Gordon: Yeah, 100%. And yeah, I won't get too in the weeds, but I also think it's important to understand what our thesis was. Back then, what's changed over the last couple of years just given what's happened in technology? So yeah, I think from the jump, there are a couple just clear reasons why we felt good about the idea so far. Number one, we are entirely web-based. And I think importantly, we are web or cloud-based fully natively. So rather than trying to either acquire a business that's already been existing or partner with an existing software in the industry, we built everything from the ground up. It's entirely cloud-based. And I think that outside of the benefits just to this industry, really what we've seen resonate is one, the mobility of a platform like this. So the way that we describe it is every single time you touch the material, it costs you money. So if you can distribute technology and bring it closer to the material, things like scanning licenses right from your phone, things like mobile grading and inspection, things like cloud-based driver apps. You're able to cut down on those costs because you're actually bringing technology to the material, not the other way around. Number two is integrations, increasingly, which to zoom out a little bit is certainly not true two decades ago, but was true five or 10 years ago. Increasingly, customers like ours don't have the overhead to have a full-blown IT team to have developers on staff, and you're left with a bunch of one, either one system that can't do everything perfectly. So you have one system that other does stuff well, or you have a bunch of these disconnected systems that we call it this latent integration tax. It's not something that kind of hits you over the head, but when you have four or five or six systems, you have folks spending hours a day reconciling data between those two systems, making sure that you can get information from one to the other. And from day one, GreenSpark was really built as the modern connector in the industry. And again, back to our thesis, getting in every single scrapyard in the world, we want to focus on what this industry needs, and we want that focus to be super narrow. And if someone does something better than us, we just want to integrate with it. So whether it's native integrations with ERPs like QuickBooks and NetSuite and Microsoft Dynamics or CRMs like HubSpot and Salesforce or even, I don't know, things like Google Maps, which kind of auto completes address and powers live navigation directly in the driver app. I'd say folks are using more technology generally speaking versus less. And what we want to do is make sure that all of those systems can push and pull in the right places together versus either having our end customer do it or having our end customer require resources to connect those systems manually. Now, over the last year or two, a lot of that's changed with the admin and increasingly the maturity of artificial intelligence. And I think that's where this gets really exciting. Obviously being built on a fully cloud-native tech stack allows us to leverage that technology very quickly. And I think that the way that our team is set up, not just on the technical side, but also on our customer facing side, our ability to rapidly iterate with our customers and rapidly get feedback from our customers on how we're applying things like AI and Agentic AI to their workflow has been really invaluable over the Dave: Last year or two. Well, that is, boy, I've got a bunch of questions. So that's great on the native interoperability or interconnectivity with other apps, but help me understand the ... Because I've seen some companies in this space that maybe have focused on trying to have as much native to the app as possible. So try to do financials within the system and other things. So give me a sense of how you describe the core features of the product and where it ends and where an integration with an ERP CRM or financial software fits in. Gordon: Yeah, that is a great question. That line always changes based on what our customers want to do, but at its base, we want folks running their entire business out of GreenSpark. The way we think about it outside of the integrated GL that is on the come, which I can touch on later, is that we want to be the customer's operational system of record. So everything that they're doing on a day-to-day basis from receiving, paying, managing inventory, managing contracts, customers, outbound shipments, invoices, documentation, both over-the-road dispatch and exports and logistics tracking, in addition to our reporting suite, we want all of that to happen directly in GreenSpark. Now, to be clear, that obviously comes with the obligation, honestly, or the need to ensure that the operational and financial systems of record move in lockstep. So again, wherever someone is already working in an accounting system or a CRM, we want to push and pull data to and from those systems, but we want to really cover as much of that workflow as possible. The product has expanded both in breadth and in depth recently, and I think that there is a desire in this industry to have everything under one hood, not just from the product capability side, but folks in this industry are used to and want to work with people that they trust and that they can rely on. And I think a really important part of anyone, especially as a relative outsider, like either our business or me personally, I think it's the obligation of any vendor in this industry to emulate how the industry operates. So outside of just product capabilities, a lot of folks want to, again, work with teams that they trust and teams that they can rely on, teams that they can pick up the phone and talk to if something's wrong, which is something that we spend a lot of time and resources doing. Dave: Okay. So let's say, and this may sound like a hypothetical question, but I see it all the time where there's consolidation in this industry that's been going on for 20 years, yet the total number of scrap yards out there seems to keep increasing. And from my own personal experience, it's because some small yard gets acquired by a big company, the people who sold get disappointed with how the integration of everything works. They get through the earnout, they set out a non-compete, and then it seems like there's two more scrapyards that populate from every one that's sold because one group goes off and starts one and one another. So say somebody was starting an operation from scratch and they said, Gordon, we want to do as much in Greenspark as we can. Can you all do financials? Can you function as a CRM? Could they really run the entire business just in your single product suite? Gordon: Yeah, 1000%. We like to ... So it's funny you mentioned that. We've seen the same thing. We probably onboard what we call startup yards. We probably onboard eight to 10 of those a quarter, which really speaks to the just kind of organic growth in the industry, broadly speaking. And the way we market it is it's you and GreenSpark. Those are the two almost full-time employees at the business as you get this off the ground, you can run everything within GreenSpark. Typically, a yard like that will use something like QuickBooks, and especially for yards that are starting out, we try to be as consultative as possible because there are so many moving pieces. And candidly, in many respects, internally, we are still a startup and we know what it's been like to see the cash in, cash out every single day to have way more problems than what you do with when you're starting a business. So candidly, we love working with folks like that, and we try to extend our reach from anything from software to the scales and cameras that you should be getting, connecting that yard with other folks in our network. But to answer your question, again, we are typically the kind of second employee that folks hire because it's such a comprehensive platform that you can run your entire business out of. The other thing that I think that folks have really benefited from is process standardization. What we try to do at GreenSpark is not only give you the tools to succeed, but really the best practices, standard operating procedures and workflows built around our product that have been hardened by hundreds of customers throughout the industry. So whether it's staying on top of inventory, working the kind of physical flow of the yard out when you're going to get different pieces of information to keep trucks moving. And ultimately, what folks in that scenario should be looking at on a day-to-day, week-to-week and month-to-month basis to understand the trends in their business, we try to make that as out of the box as possible versus just giving you a set of tools and saying, "Hey, go ahead and figure it out. " Dave: No, that does make sense. Okay, that's a good overview. What's your iteration cycle like? How often are you doing point releases, major releases? Gordon: Yeah, great question. I think that again, this is one of the biggest differences between us and some of the other folks, or said another way, this is one of the main benefits of being a more modern player. We're releasing daily. So literally four or five times a week, we will be releasing new updates on the platform. Sometimes you'll never know. It could be increasing storage for image capture. Other times, you 100% will. About two weeks ago, we released a fully new module that includes live container tracking for your export containers. So if you're shipping on a CIF or a CFR basis, you can see in real time where that container is on the water with live ETA updates. So we don't need to get too deep into that use case, but I think it's a good benchmark for what those releases look like. We have the ability to obviously turn on or off any of those changes for any of our customers. Change management is obviously a huge part of the industry, broadly speaking, and obviously customers' relationships with technology. So said another way, we don't really try to change for change's sake, especially when folks are running their business in very well-defined workflows. So we're really big on communication upfront for what's going to change, if anything is going to change. And we have a really robust early access period where we'll work with, in that example, we'll identify folks who are already shipping on a CIF or CFR basis, trial that live container tracking, let's say, with 20 or 30 folks beforehand before we roll it out to the rest of the group. So we like to push updates quickly, get feedback early, and then ultimately give the users or our customers the agency to opt in or opt out based on what's most important to them. Dave: No, I can really appreciate that update frequency. I've been for about five years owner of one Tesla or another. And one of the things I really appreciate is the frequent software updates. I've also owned Rivians and they also are very good. But when you compare that to the legacy automakers, they just can't do the most basic over the air update. You have to bring your car into the dealership. And so I can appreciate the benefit of that rapid iteration. So talk to me about customer support. What kind of metric and process do you all have? If a customer has an issue, how do you triage the importance of it? How do you escalate it? What's the metrics you use for response times? Just whatever there you're comfortable discussing. Gordon: Yeah, no, that is a great question. I'd say a couple things. As I mentioned, vendors in this industry need to emulate how the industry operates and people operate in different ways. Some folks want to figure something out themselves. So we have a really robust help center within GreenSpark that has over 120 articles on how the product works. That's paired with a full online academy. So we like to get ahead of any support questions by giving folks the tools they need to succeed and equip them with as much information as possible. That said, whether something goes wrong or whether they need to talk to someone, we want to create every channel available. So whether it's phone, email, or our in- app messenger, some folks don't want to speak to someone, some folks do. So we want to make sure that we're really meeting our customers where they are, depending on what they are used to. I'd say overall for support, a lot of folks in this industry and a lot of folks in software generally speaking, always look at response time. They say, all right, yeah, we want to get back to everyone within a minute or two, or we pride ourselves on acknowledging you. That's obviously important. And our response time is under a minute. It's about 56 seconds these days. So we do want to obviously emphasize that. We care about resolution though because folks don't want to be talked to. They want their problems to be solved. So the main kind of success metrics we look at on the support side, outside of just saying, "Hey, I'm seeing what you're seeing as well," which is an important part of it. We really focus on the overall resolution. We also really focus on transparency. No one wants to shoot a message or shoot an email into a black box and not know where they stand. So average response time is under a minute. If something is wrong, we typically try to keep folks updated every 15 or 20 minutes, especially if it's a critical issue. And our average resolution time is just under an hour as well. So really trying to focus on the kind of outcome in addition to making sure that folks know exactly where they stand. Dave: Okay. Wow, I don't know the numbers from the other companies, but that seems pretty remarkable. So I've been in this industry for about 20 years and I've been going to the REMA conferences for about that long. And it seems like when I go walk the trade show at REMA, that it seems like there's just a software company on every row. And so I'm curious, I would've been, if somebody asked me, "Hey, I want to start a software business or company for the scrap industry," I would've said, "Wow, it seems super crowded, lots of competition, doesn't seem like a great place." What was the opportunity you saw that what I would call a crowded space didn't scare you? Gordon: Yeah, that's a great question. I think, again, back to the original thesis, just given the vintage of our software platform relative to others, I think that at a super high level, we felt really good about our inherent competitive advantage given our modern tech stack, the ability to leverage web-based integrations, the ability to leverage the mobility that other folks candidly structurally can't do given their tech stack and given how they're set up as a business. And again, no disrespect to anyone else in the industry. The way that I think about it is they've done a lot of the heavy lifting of educating the market on the benefits of technology and candidly taking this industry from spreadsheets and DOS systems into the 21st century. But I think that there are, as I mentioned, a lot of different ways to differentiate in this industry. And I think that especially with older products, you're never in a good spot if you are a dynamic business and Scrap is a very dynamic industry using a static software product because inherently the software that you're using or the technology that you're using is not going to be able to adapt to the changes in the industry that you require as a very dynamic business. Now, over the last couple of years, obviously with artificial intelligence and what folks can do with AI, that's opened up a multitude of possibilities on how folks can use that in their business. And it's a really interesting space, I think, in the market because everyone I talk to, whether it's someone like you, whether it's the owner's son who might be taking over the business or it's a 76-year-old truck driver, it seems like everyone's used ChatGPT or some sort of tools. It could be anything from analyzing their mortgage to asking what the weather's going to be tomorrow. But I think that's a fundamental difference between, let's say, cloud computing, which has happened over the last 10 or 15 years and what's happening now. And the reason I bring that up is there are so many advantages to using AI, not just every day, but for core business applications. Folks are used to these technologies given, I don't know, they've been in the news for the last two straight years, and if folks can use them for consumer applications, and all of those advantages really accrue asymmetrically to a platform like us. So I think when you think about the kind of advantages and it being a relatively crowded market, we view things a little bit differently because when you look at the market itself, yeah, there are a lot of players and that was born out of regional and territorial compliance differences, obviously founders relationships with folks in specific territories. But when you look at businesses that can leverage that technology that you can reliably think you can use in 2050, not 2027, and folks really are thinking that long-term in this industry, given these are generational family businesses or folks are in this for the long haul, we feel really good that the number of prospective players that you could reasonably think could run your business in 2050 is actually much smaller than the overall market. Dave: Yeah. So whereas a layman, I saw crowded market, you saw market ripe for disruption, bottom line. Gordon: Yeah. And I think people love to think about disruption in technology. And I think that the way that I think about our product and what we're looking to do, you need to earn the right to disrupt an industry. And I think that we tried to come in with a lot of humility and a lot of respect for the industry. We wouldn't have succeeded if we came in and said, "Hey, I read a 50-page PDF report on the scrap industry. You guys are doing it wrong. Here's GreenSpark." That's obviously not going to work at all. So I think that what we really try to focus on again is meeting folks where they are, evolving their workflow and then being very targeted in places for disruption. So for example, let's take dispatch. Folks are used to either a whiteboard or an Excel spreadsheet or they're using some system that might not have capabilities for a mobile driver app or candidly doesn't have the power with respect to dispatch to scale integration or a modern load board where you can drag and drop trips around. That I would say is evolving someone's workflow from what they're used to to using GreenSpark. By the same token, our dispatch AI agent actually integrates directly with folks' emails and phone systems to collect that information and autonomously create tickets on user's behalfs that all they need to do is approve, modify, or reject that dispatch request. That's what I would say is something that is disruptive to that yard in a very positive sense. But I think that understanding where to evolve versus where to disrupt given what the industry's used to is a really important part of the story as well. Dave: Okay. No, that is very helpful. And it looks like you have a milestone occurring next month. Is it your five-year anniversary? Gordon: It is my five-year anniversary. So yeah, sorry, go Dave: Ahead. So I'm just curious, how's it going? Have you been able to get even one customer? How's the thesis worked out for you? Gordon: Yeah, still waiting on number one. No, kidding. Yeah. So as I mentioned, a lot of work's gone in and the market's responded, I'd say very well so far. We're in over 900 locations right now, primarily in North America, but also internationally with yards of every shape and size. So we work with folks who are doing 50 or 60 transactions a day on the retail side up to anything from 400 to 500. We have folks who are buying specifically from dealers. We have folks who have both demo and scrap operations. We have folks who have 35 locations up and down the Eastern seaboard. So it's a really fun position to be in to have access to the feedback that we have in terms of what direction to take the product. And our focus is in the overall businesses to continue scaling both with larger customers, providing the best experience for some of our single location operations and then moving internationally. And I think that, again, keeping a really narrow focus just on metal recycling and specifically just on the tools that this industry needs and being able to leverage the integrations to, again, partner with best-in-class accounting softwares, best-in-class route optimization, best-in-class CRMs has allowed us to keep that really narrow focus and serve this industry on what they specifically need, not more generalizable parts of the technology stack. Dave: Okay. No, that sounds great. So what was the question I was going to ask you? Oh, so I know when you shared your business plan with your investors, every business plan always shows the same hockey stick growth, especially in Gordon: Technology, Dave: But your growth rate seems pretty impressive. How close did it come to your projections? Was it close? Were you behind? Are you actually ahead? How's that worked out? Gordon: Yeah, no, it's a great question. And we try to stay away from hockey stick growth like that because what we want to do is, again, we want to grow sustainably in this industry and we want to make sure that, again, we're going to be here for the next four decades, not the next four years. In terms of overall projections, we obviously race to that kind of million dollar revenue mark relatively quickly. I've been able to triple that two years ago and then double that last year. And I think that, again, it's come from the reception we've gotten in the market. It's also come from our ability to scale the team to support that. So whether it's on the engineering side or on the post-sales side, I think that there's a bit of a misnomer in folks' perception of software companies, specifically when it comes to companies with outside investment that people only care about growth. Growth is obviously an important part of the story. Hopefully everyone that listens to this wants to grow their business, but ultimately the software business model breaks if we have a customer for a year. There are high customer acquisition costs in terms of sales and setting up environments, setting up instances, and ultimately our model only works if we have folks for 10, 20, 30 years. And what we try to do is create customers for life very early on in the overall cycle. So said another way, we wouldn't have been able to achieve the growth that we are achieving if our retention wasn't as high, if not higher than our kind of new business growth, and it's something that we probably ourselves on because ultimately our customers are the lifeblood of this business and no one really wants to switch software because it's a pin in the butt. But what we try to do is again, keep those customers for life so that we can grow sustainably rather than continuing to fill a leaky bucket so to speak. Dave: No, that's one of the things I really love about the scrap metal industry. As somebody who's serving that industry like you are and I am, is one that industry tends to be incredibly relationship driven and your reputation is everything in this industry because there's two degrees of separation between every person, at least in the US scrap metal space. It's like two degrees of separation and the relationships people have last decades. I have clients, and I'm sure you do too, where the grandson is buying and selling from the grandson of another company where they've been doing business together for 70 years. And I was in a client's office early on and this guy said, "Hey, I need to take this call." And he just did a deal to sell a million dollar scrap load to somebody. And it was just on the phone call. I'm like, "Oh, do you need a moment to document that? Do you need to get the contract out? " And he's like, "No, it's done." I'm like, "Well, don't you need payment?" Because literally he was like, ship the product five minutes later. He might've called somebody and said, "Hey, ships up so- and-so." I'm like, "Well, what do you mean? You don't have a contract, you don't have a PO, you didn't get payment upfront. How do you know you're going to get paid?" And they're like, "Yeah, because I've been doing a business with him for 30 years and he's reputable and he wouldn't do that. And if he did screw me, he'd be done in the scrap business because I'd just tell Gordon: Everybody Dave: I know. " So I really appreciate that because I've found that if you're a reputable long-term thinking company, it's actually easier to get traction in this kind of industry than a business that's not that way. And they all seem to think long-term, like you said, multi-generational, the relationships last decades. So yeah, so speak a bit more to that from what you've seen as far as the importance Gordon: Of the Dave: Relationships and the reputation. Gordon: Yeah, 100%. I think back to the point about getting blackballed, we always joke, a happy customer tells, I don't know, maybe three people, if we're lucky, pissed off customer tells about a hundred. So by the same token though, I always joke with my sales reps, I don't care how good you are at selling GreenSpark. If David, you owned a yard and you were excited about GreenSpark, you're going to be our best sales rep. So again, back to the retention story, it's a double-edged sword because obviously their reputation is very important in this industry. At the same time, to maintain the growth rates that we've had, this isn't really an industry where if you triple your sales team, you triple revenue because of the network effects and because of the connectivity in the overall industry. And I think that what we really try to pride ourselves on is not just being a software company, but a partner to these businesses. So I already talked a little bit about with startup businesses, we'll consult on scales and cameras and we'll send over EMAC item list so you can get started very quickly. One of our sales reps just connected Azorba buyer with one of our new shredder operations to help grow that business. Over the last three months, we've brokered six different sales of businesses that are either using Greenspark and are looking to sell or are using GreenSpark and are looking to buy in the broader market. So outside of just being a software company, again, as I mentioned, vendors in this industry need to emulate how the industry operates. And I know that I'm probably beating a dead horse with that, but understanding how our businesses operate and trying to be the best partner to them outside of just their technology layer is really important. You'll also see us at conferences, I'm probably on the road two or three times a week, either visiting existing customers or prospective customers, and whether it's our onboarding team getting onsite for go live or same thing with renewal conversations, we try to build that relationship as much as possible because as you mentioned, that's how the industry does business. And I don't think you can be successful in this industry, whether you're buying and selling scrap or selling stuff to folks who do that if that's not core to your overall business model. Dave: No, that makes sense. I can't believe how fast the time has passed. I've just got a couple more questions for you. One is share some things that your clients have told you about why they've been really happy with the software, happy they implemented. What are the kinds of things they say to you? Is it that we really appreciate that your salesman took me out for drinks three different times? What are the things they tell you that they just really appreciate about your company? Gordon: Yeah, that's a great question. It runs the gamut based on different user roles, and it's going to be different whether it's an executive or an owner, an operations manager, a commercial buyer, or someone on the logistics team. But again, typically it is around the people that work here because those relationships are so important. So I think in terms of overall feedback, I'm actually just pulling up, we do what's called a net promoter score. And so we send out ... Yeah, exactly. And I'm just going to read you the last five, honestly. We have one owner feedback of all of these, our last six are all 10s, and the inventory tracking is unbeatable. It's user-friendly and the support team Greenspark has is the greatest of all time. Yeah, we were pretty fired up with that one. Another owner in Kentucky, I like the web-based interface. I also like the progressive attitude the company has in regards to being a leader in the space. Another one out of Texas, it is so easy to use. Another owner out of Texas, the transition was smooth. The assistance for help has been great, and so far the product delivers what was promised. And I think that ... Yeah. And again, these are all of our customers on unprompted feedback when we send these emails out. So I'd say it's a really good example of that. We're getting a lot of traction from a bunch of different people within the actual yard. So anything from, again, the scale operator to the owner is looking at different reports. And I think outside of that, we take a lot of pride in helping the folks on the front lines. We had one customer down in Louisiana, I don't know, about six months ago, we were on site and the operator said to our onboarding rep, "I can't thank you guys enough. This is the first time I've had a lunch break in six years because I can finally manage all the work that I'm doing right, right at the scale." And I'm not naive enough to sit in my ivory tower and think that we're changing the world with a scrap software, but stuff like that really does matter to folks. And making a difference, not just in the overall business growth, but for the people on the ground that are using this every single day is super rewarding. Dave: That is awesome. And then so the last two more questions. One is, so what do you enjoy the most about your role within the company that just gives you the most just enjoyment, satisfaction? Yeah, Gordon: A couple things. I'm just a huge nerd, man. I love commodities. It's the coolest thing ever. The entire world's based on resource scarcity. I think we were talking about this before, whether it's what's happening in Venezuela, what's happening with tariffs, what's happening in Greenland. Everything is about resource scarcity and everything is about being as efficient with the resources you have as possible. So talking with customers, and I think not trying to have the answer all the time, but working with them to solve their problems is really fun. I don't know, two weeks ago, copper ripped to 660, and I was some of our customers first calls. They're like, "Hey, what do we do? How do we respond so quickly? Where in Greenspark can I tie things to benchmark prices so I'm covered? What are other customers doing with these movements?" And I think that it's obviously been an uphill battle, just given you need credibility, you need a reputation in this industry, but over the last six years, getting to know the industry really well, getting to know our customers really well, and candidly, being viewed as a partner in their businesses is really exciting. Internally, ramping new employees is so fun because There's always that moment of like, "Oh, I'm not sure I knew what I got myself into with this whole industry." And I think that a lot of people, whether it's on the technology side or the actual yard side, if you haven't grown up in it, you might not know the, it's called nuances, how business is done, which is super exciting. And then third, on the product side, it's a privilege to be able to not just hear feedback from our customers, but actually be able to deliver them the new technology that we're seeing in the market. Historically, product development has been very bilateral. Customer says, "Hey, I need this field for this reason on an outbound ticket software company, build that field. The field gets built and you can go on in and do your work." The paradigm shift of what we're seeing in AI just changes all of that. So now I get to sit in my seat and pretty much say, "Hey, we can take any document in your business, ingest it, and turn it into something else." Whether it's a rail car notice that we turn into a pending load, whether it's a consumer PO that you can upload and automatically create a sales order. And we get to sit here and I get to have conversations with customers all the time and say, how would you want to apply this new tool or this new technology to your business? Hey, we can use AI material recognition to better understand how good your guys are at grading quality. Hey, we can spin up a voice agent to take phone calls and immediately surface to a buyer if someone has a load over a certain size to sell. Would that be helpful? How do you want this to work? And ultimately, what value do you see to these kind of big new categories of software? It's so fun. Dave: Wow. Yeah, your enthusiasm comes through. So my last question, is there anything I didn't ask you that you wish I had? Gordon: I don't know. I don't think so. I think we're in a really fun spot and I'd say that the folks who are listening to this, what I recommend, especially with new technology is one, obviously keep an open mind, but we have a lot of folks who traditionally approach software transitions or software generally is, do I need to do this or what is the worst that would happen if I went through a transition? And I think that a lot of folks, candidly, just because they're not used to either our model or what technology can do today, they don't realize, which is changing really in real time, they still view software as a cost center. And ultimately the tools that we're seeing and the applications that we are pushing to the industry, a lot of our customers view as a competitive advantage. And they might not love me saying that, but I would because then that'll go away over time. But I would really challenge folks to think about how they can use software and technology as a competitive advantage rather than just a record keeping system. Similarly, how they want their business to run, not just today, but in 2030, 2040, 2050, and really challenge themselves to think whether or not the systems that they're surrounded with can support that. And I think that when folks apply that framework and then take a look at businesses like ours, it becomes a decision that is not super difficult. Dave: Well, I think with that, I think that's a good stopping point. Gordon Driscoll of GreenSpark Software, thank you so much for coming on the podcast. Just a really lot of great information, and I know our listeners are going to enjoy it. Gordon: Awesome. Dave: There we have it, another great episode. Thanks for listening in. If you want to continue the conversation, go to icydiscshow.com. That's icy-DISCSOW.com. And we have additional information on the podcast, archived episodes, as well as a button to be a guest. So if you'd like to be a guest, go select that and fill out the information and we'd love to have you on the show. So that's it. We'll be back next time with another episode of The Icy Disc Show.Special Guest: Gordon Driscoll.

What if every team worked in sync—sales, ops, finance, service—like one digital assembly line? We're hosting Buddy Bockweg (CEO & Co‑Founder, Vsimple) to show how AI operations platforms and vAI agents orchestrate end‑to‑end workflows across manufacturing, distribution, construction, and professional services. Expect practical takeaways on integrating with ERP/CRM and improving throughput, cycle time, margin, and customer experience.Subscribe for more global founder conversations from GSD Venture Studios:GSD Venture Studios: https://gsdvs.com#AIOperations #DigitalAssemblyLine #WorkflowAutomation #ManufacturingTech #DistributionTech #ConstructionTech #ProfessionalServices #ERPIntegration #CRMIntegration #TopGlobalStartups #Subscribe

No episódio desta semana, recebemos Dani, da AXE Tecnologia, para uma conversa que mistura trajetória profissional, marketing, tecnologia e gestão. Durante o bate-papo, falamos sobre: - Como o marketing B2B exige estratégias diferentes, adaptadas a ciclos de vendas longos e decisores em nível de gestão; - A história da AXE Tecnologia e como a empresa se consolidou como referência em SAP Business One e Tableau no Brasil; - O papel do Business Intelligence estratégico na tomada de decisão e no crescimento de empresas de médio e grande porte; - Como o Bitrix24 se tornou parte essencial do dia a dia da AXE, apoiando processos comerciais e de marketing; - Evolução da inteligência artificial no SAP, no Tableau e nas rotinas internas da equipe; - Lançamentos e inovações da AXE, como a integração com WhatsApp e o novo portal de dados desenvolvido para otimizar rotinas e acelerar resultados. Também falamos sobre a participação da AXE e do 24Cast na ExpoInovação, um dos maiores eventos de tecnologia e negócios do Sul do Brasil. Um episódio rico em insights sobre gestão, tecnologia e dados, para quem quer entender melhor como unir ERP, BI e CRM em uma estratégia integrada de crescimento.

In today's episode of the Elevate Your Career podcast, Nicole is joined by George Bock, Chief Information Officer for Generali Global Assistance.You're invited into a conversation about navigating change, innovation, and uncertainty in today's evolving world. The discussion touches on the importance of resilience, forward-thinking leadership, and the ability to see challenges not as roadblocks but as opportunities for growth. Themes of adaptability and vision run throughout, highlighting how embracing new perspectives can shape both personal and professional success.Nicole and George explore the influence of technology, emerging trends, and the ways individuals and organizations can prepare for the future. By considering diverse ways of thinking, from creative problem-solving to philosophical insights, the conversation encourages reflection on how different approaches can spark progress and new opportunities.This episode offers both inspiration and practical wisdom for anyone looking to grow, adapt, and thrive in a world of constant change. Learn why George believes AI and adaptability will define the next era of leadership, and what you can do to stay ahead.If you've enjoyed this episode of the Elevate Your Career podcast, be sure to leave a review and subscribe today! Enjoy!Key takeaways:Why George believes that his psychology degree is more relevant to his career as a CIO than a computer science degree.His career path starting in financial sales, accounting, and auditing before transitioning to IT.The importance of taking risks and not being afraid to fail.The value of networking and forming personal connections in a competitive job market.George's experience with Toastmasters and how it has helped him become a better communicator.And much more...Guest Bio:George Bock is the Chief Information Officer for Generali Global Assistance. With over 30 years of experience, George is a proven leader in delivering $20M+ in value through digital transformation, automation, AI innovation, and global M&A for large and mid-sized companies, including many PE-backed firms. He specializes in uniting business and technology teams to achieve consensus and alignment, driving both strategic and tactical decisions that enhance ROI and operational excellence. George's expertise spans strategic IT leadership, global ERP/CRM transformations, and M&A strategy, due diligence, and integration. He brings deep knowledge in digital transformation, AI innovation, governance, risk management, and cybersecurity, as well as budget optimization and ROI analysis. Known for decisive leadership in high-stakes environments, he excels at guiding organizations through complex change with clarity and impact.Resources:George's LinkedInGenerali Global AssistanceIrvine Technology CorporationDisclaimer: The views, information, or opinions expressed during this podcast are solely those of the individuals involved and do not necessarily represent those of the Elevate Your Career podcast or its affiliates. The content provided is for informational and entertainment purposes only and is not intended to be a substitute for professional advice. We make no...

Key Highlights: DocuWare replaces manual, paper-based processes with digital document management and automated workflows, improving efficiency, collaboration, and security. Unlike simple cloud storage, DocuWare uses AI-powered indexing, intelligent document processing, and compliance tools to actively manage documents — not just store them. Approval processes are streamlined with automatic routing, digital signatures, instant notifications, and full audit trails. It's widely used in industries like healthcare, finance, manufacturing, and transportation, reducing operational bottlenecks and cutting down on labor costs. DocuWare integrates with popular platforms like Microsoft Teams, Outlook, SAP, and most ERP systems, offering both cloud and on-premise solutions. Looking ahead, AI-driven automation, better mobile tools, and deeper ERP/CRM integration will shape the future of document management, making processes faster and smarter.

En este episodio de Crear y Emprender, converso con Kevin Berbel, emprendedor que se dedica a las automatizaciones y aplicaciones ERP/CRM personalizadas para Pymes. Hablamos sobre cómo construir un negocio con foco, la importancia de elegir bien tus proyectos, su experiencia en el marketing digital, los desafíos de emprender sin perder el rumbo y por qué el networking sigue siendo una de las herramientas más potentes para crecer.Un episodio lleno de aprendizajes, anécdotas y consejos prácticos para emprendedores de servicios que quieren simplificar, escalar y disfrutar más su negocio.Puedes seguirlo en Linkedin

Dans cet épisode des Interviews Scale2Sell, François‑Joseph Viallon reçoit David Hammel, ancien dirigeant d'une ETI dans l'industrie du bâtiment, aujourd'hui à la tête de PEAS Studio Il revient sur son virage entrepreneurial dans la tech, en créant un outil IA qui digitalise et orchestre les processus métiers spécifiques des entreprises.Temps forts de l'épisode :

Dans cet épisode de Déclic, on prend 5 minutes pour décrypter trois sigles omniprésents (et souvent redoutés) en entreprise :

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training What significant challenges have you encountered while growing your agency? Do you have the right team that aligns with your vision and goals? Are you in a situation where you have dream clients that can pay what you're worth? Today's featured guest brings valuable perspective from five years of growth with his recent venture in SaaS and a previous social media agency venture. Having navigated the common hurdlesagency owners face, he shares the enduring lessons and effective solutions that have propelled his agency forward. Join us to gain practical insights into overcoming these universal agency challenges with proven strategies that deliver results. Jon Rivers is the co-founder and co-owner of Marketeery, a B2B agency that fills the gap for B2B mid-size high-tech companies in need of marketing content to meet their audience where they are in the customer journey. He shares his journey from starting as a developer to eventually finding his niche in the Microsoft ERP CRM space and discusses the challenges in this journey, including losing key clients, learning to delegate, and learning to say to the wrong clients. In this episode, we'll discuss: Understanding that agency growth is not linear. Escaping the agency owner hamster wheel. Assembling your agency dream team. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Wix: Today's episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters most—delivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships. The Winding Path from Developer to Agency Owner Although Jon initially trained as a developer, he quickly realized this wasn't his calling and transitioned to Help Desk operations and consulting roles. His career path later led him to join a company in the Enterprise Resource Planning (ERP) space. As he learned and grew in this space, the company faced a new hurdle when a key product partner was acquired by Oracle, disrupting their established processes. This challenge ultimately became an opportunity, prompting Jon to develop integrations for the Microsoft ERP ecosystem. Through his subsequent roles at various companies, Jon began taking on marketing responsibilities fifteen years ago. During this period, he started exploring social media strategies and eventually established his first agency focused on this emerging field. It wasn't until much later, during the Covid pandemic, that Jon partnered with his current collaborator to launch an agency specifically targeting the ERP CRM space, with the explicit goal of business expansion. A Mindset Shift: When Clients Take Marketing In-House Throughout the years, Jon has gone through the various stages of growth that most agencies experience and he has come to know the cyclical nature of success and setbacks. He recalls the initial excitement of acquiring clients and generating revenue, which inevitably leads to a desire for scaling the business. However, this journey is rarely linear. There are periods of growth followed by slowdowns. An ebb and flow is a natural part of any entrepreneurial journey. One of Jon's first significant learning experiences came when a client who had developed a strong relationship with his agency suddenly decided to bring operations in-house. This common occurrence dramatically alters the client-agency dynamic. When a company hires a new marketing director, for instance, that person often brings existing relationships with other agencies and may show little interest in maintaining the current agency partnership. After experiencing this scenario multiple times, Jon has reframed his perspective in a more constructive way. He now views a client's decision to internalize services as evidence that his agency has successfully elevated their business to a point where they can sustain these functions internally. Rather than taking these transitions personally, Jon sees them as achievements worth celebrating—tangible proof that his agency has delivered substantial value and helped clients reach important growth milestones. Getting Off the ‘Agency Hamster Wheel' Thinking back to the setbacks in his agency journey, Jon can identify his business was not only too reliant on referrals, he also sees it took him too long to let go some parts of the business that could have been managed by others while he focused on growth. At the end of the day, an owner that works in the weeds five days a week is not doing enough to create new opportunities for growth. This is what Jason calls the ‘agency hamster wheel', where owners find themselves trapped in a relentless cycle of acquiring clients, delivering services, and then scrambling to market and sell again. The only way agency owners get out of this cycle is by clearly defining their roles as the CEO and start to delegate. For Jon, this meant understanding that he just could not be in the weeds. A CEO should focus on the vision, strategy, and growth, rather than day-to-day operations. This requires a shift in mindset, where agency leaders must learn to trust their teams and empower them to take on responsibilities. By stepping back, Jon was able to create space for innovation and strategic thinking, ultimately positioning his agency for long-term success. Assembling Your Agency Dream Team For leaders to cultivate and empower their teams, they need to set a clear vision and communicate it consistently. This vision should not be confined to annual retreats or periodic meetings; instead, it should be a living, breathing part of the agency's culture. Furthermore, leaders should actively seek to coach and mentor their team leaders; by doing this, they'll not only foster an environment where individuals can grow into their roles and take ownership of their responsibilities but also alleviate the burden on themselves. Jon also points out the need to accept that the people you started the agency with may not be with you for the entire run. This is not necessarily negative and a natural part of the agency's evolution. As his business found its niche, not every one of his content creators felt comfortable with the new direction. Jon now sees he held onto these individuals for too long and that the best approach was having an honest conversation. In his case, this led to both parties agreeing to part ways. Try to view team composition through the lens of building a "dream team." Just as the NBA assembled its legendary "Dream Team" for the Olympics, agency leaders should focus on assembling a group that aligns with the current vision and goals of the organization. By doing this, you won't have issues seeing when a hire just isn't the right fit. Saying No to Grow: Strategic Client Selection for Agency Success As Jon grows his agency, managing operational expenses has also emerged as a significant challenge. The accumulation of various tools and services required to maintain efficient operations can become financially burdensome. In these situations, agency owners should critically evaluate their pricing structure and consider whether increases are warranted. While conducting quarterly assessments of essential versus non-essential services is of course important, many agencies operate on dangerously thin margins. This issue can often be resolved by properly evaluating the value delivered to clients and adjusting prices accordingly. A common answer to this suggestion is “what if my clients don't want to pay that amount?” To which Jason counters, maybe they're not the right clients. Reassessing your client relationships is a necessary step in your agency's growth. You may lose half your clients once you announce the price raise, but you'll still be creating more space for clients willing to pay the right price for the value your agency brings. Furthermore, Jon has learned that it's not just about raising prices and watching the wrong client walk away. It's also about saying no to the wrong clients. Early in his career, Jon might have hesitated to walk away from unprofitable clients. However, as he gained experience, he recognized that letting go of clients who do not contribute positively to the business can create space for more aligned opportunities. Being selective about clients signals a more mature stage of business development. Rather than viewing client selectivity as a luxury afforded only to established agencies, Jon encourages owners to adopt this mindset early in their growth journey. In his assessment, implementing selective practices sooner rather than later will ultimately prove more beneficial for long-term business success. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

Hey, what's up consultants? So check this: You've built a successful consulting practice meticulously delivering results for your clients. But what if the very approach that got you here is now silently sabotaging your growth? After guiding over 300 enterprise level implementations and engineering $1 million+ transformations, today's guest discovered something counterintuitive, that most consultants are leaving millions of dollars on the table by mishandling this one critical element of the client engagement. So join me as Blair Hicken, a 20-year veteran in enterprise consulting, reveals his battle-tested framework for scaling high value advisory services while maintaining deep client relationships. You're going to discover the counterintuitive approach to pricing premium services that actually makes clients reach out more, how to structure your delivery model, command 5 and 6 figure engagements while reducing your personal involvement. and the exact discovery framework that converts complex projects into long term partnerships. Enjoy.In this episode, you'll learn:How offering fixed-fee advisory services can increase client communication and project success.How to structure your consulting business for scalability by utilizing a network of senior-level contractors.The distinct difference and value of advisory services compared to hands-on implementation, specifically in large ERP/CRM projects.Strategies to position yourself as a trusted advisor from the very first client interaction, before the contracts.How a low-risk discovery offer can build trust and lead to larger, long-term engagements.How to mentally navigate the ups and downs of consulting work and leverage project opportunities.How to transition experienced contract professionals to your team.Mentioned in this episode:The Consulting Success Mexico City MastermindYou hear valuable strategies on the Consulting Success podcast every week, but imagine taking a deep dive into personalized growth for your consulting business. The Consulting Success Mexico City Mastermind is an exclusive 3-day experience where you'll collaborate with industry leaders, receive personalized coaching, and create a strategic plan for 2025 that will truly transform your practice. If you're a 6 or 7-figure consultant ready for breakthrough moments and meaningful connections discover the transformation waiting for you in Mexico City. Learn more & apply: http://consultingsuccess.com/MexicoFollow Consulting Success!Make sure you're following us on your podcast app! Already subscribed? Tell a friend about the show that you think could benefit as well!

What does it really mean to develop AI use cases for your business?  For the launch of our latest playbook on AI Transformation (download your copy here!), we gathered a panel of digital transformation experts from established software solution providers and up and coming startups at the frontier of enterprise AI adoption. We've cut the best parts of this hour-long conversation into a podcast episode for you to digest the best practices shared by these leaders.  About our guests Alex Song is the current Chief Revenue Officer of WIZ.AI, overseeing the company's revenue-generating strategies. Previously, he served as WIZ.AI's Chief Operating Officer. Under his leadership, WIZ.AI has grown to over 300 business clients across 17 countries, with Fortune 500 companies and unicorn start-ups accounting for 60% of the company's client profile. Alex is a senior business executive with over 11 years of leadership experience in both the technology and logistics sectors. Before joining WIZ.AI, he served as VP of Samsung SDS. Christian Schneider is the Co-founder and CEO of FileAI. He started his career in investment banking and consulting in Europe before moving into venture building with Rocket Internet in Singapore where he managed business intelligence for foodpanda. Thereafter, Christian co-founded Singapore-based foodtech startup DishDash.co, where he began working with Bluesheets co-founder, Clare, as it expanded to Australia. Franco Manuel is an Oracle NetSuite Master Principal Solution Consultant. He has spent more than a decade supporting business transformation through Oracle Netsuite, with a brief stint at Salesforce. He specializes in ERP / CRM pre-sales and consulting across multiple platforms, including Microsoft and IFS. Pandurang Nayak is Head of Solution Architects, ASEAN at AWS. Prior to AWS he has had a career as CTO/COO/CPO for several digital media companies in India. He was also previously a Technology Evangelist and Specialist at Microsoft. He is a lifelong software engineer and developer, since he taught himself web programming.  Directed by Paulo Joquiño Produced by Paulo Joquiño The content of this podcast is for informational purposes only, should not be taken as legal, tax, or business advice or be used to evaluate any investment or security, and is not directed at any investors or potential investors in any ⁠⁠⁠⁠⁠⁠Insignia Ventures⁠⁠⁠⁠⁠⁠ fund. Any and all opinions shared in this episode are solely personal thoughts and reflections of the guest and the host.

Bu sezon sponsorumuz Sanction Scanner ile tanışın, “Breaking Bad” de gördüğümüz kara para aklama sahnelerini hatırlarsınız. Senede 2 trilyon dolarlık kara para aklanıyor.İşte burada Sanction Scanner'ın yazılımı devreye giriyor. Yapay zeka ve makine öğrenmesi ile desteklenen ürünleri, banka ve benzeri finansal kuruluşlara gerçek zamanlı AML, yani Anti-Money Laundering, taramaları yaparak finansal kuruluşla iş yapmak isteyen kişi ve işlemlerin sıkıntı olup olmadığını analiz ediyor. Sanction Scanner hakkında daha fazla bilgiyi buradan ulaşabilirsin: https://sanctionscanner.com/---Brick Institute eğitimleri, deneyimli eğitmenleri ve seçkin katılımcılarıyla birlikte Ürün Yönetimi Temelleri, Ürün Analitiği ve Ürün Liderliği programları çok yakında başlıyor. Bu eğitimler, gerçek hayat uygulamaları ve vaka çalışmaları üzerine odaklanarak, ürün yönetimi alanında uzmanlaşmak, ürün geliştirme süreçlerini kuvvetlendirmek isteyenler için oluşturuldu.Kontenjan sınırlıdır, bu nedenle hemen www.brick.institute adresinden başvuru yaparak yerinizi garantileyin ve eğitime katılmak için kaydolun!----Üretim Bandı'nın Slack grubu olduğunu biliyor muydunuz? 3000'den fazla ürün yöneticisi, girişimci, yazılımcı, tasarımcının bir arada bulunduğu aktif ürün topluluğuna siz de katılın:>>> uretimbandi.com/slackİki haftada bir yayınladığımız, ürün geliştirmeyle alakalı bültenimizi de aşağıdaki linkten takip edebilirsiniz:>>> uretimbandi.com/bulten----------KONUKFatih Demirci: https://www.linkedin.com/in/fdemirci/LINKBlog: http://www.fatihdemirci.net/index.php/category/genel/KONUŞULANLAR(00:00) Başlangıç(08:33) Danışman & Analist Farkı(09:55) Kullanılan teknolojiler(12:00) Yeni insanlar yetiştirmek(19:10) ERP ve CRM nedir?(28:45) Dynamics365(32:39) Kendi öz ERP'mi yazabilir miyim(36:15) Dependency yönetimi(42:40) Cloud'un yarattığı fark(46:47) Destek ve ticket sistemi(49:15) ERP ile ne zaman tanıştı(50:07) Favori sektörü(55:40) Sertifikanın önemi

When planning for a digital transformation there are a plethora of different technologies to choose from but how do you know which technology is best for you? That's what we discuss in this episode of the Digital Stratosphere Podcast.   Be sure to download the newly released 2023 Digital Transformation Report to garner additional industry insight and project best practices. https://www.thirdstage-consulting.com/reports/2023-digital-transformation-r

In a recent study done among manufacturing leaders, 88% of them listed "Operational Resilience" as a key emphasis for the near future. 65% of the leaders stated that "Improving Operational Efficiency" was a key priority as well. When it comes to these two concerns, digital transformation is a vital part of ensuring that each department and all end users are empowered with the right tools and data to perform their duties most effectively and most accurately. In this episode, we interview Howard Hohnadel with MCA Connect to highlight the digital transformation challenges and successes manufacturing companies face today and how D365 can help. Episode Topics: What are the top digital transformation obstacles customers face in the Manufacturing Industry? How are customers using D365 in the Manufacturing Industry? Where are customers finding the most success with D365 within the Manufacturing Industry? Please share a customer success story from the Manufacturing Industry. Useful resources: Dynamics 365 for Manufacturing Dynamics 365 for Supply Chain Management MCA Connect Website As MCA Connect's VP of Solution Development and 20+ years of management consulting experience, Howard helps companies simplify the complex by rethinking supply chain strategies and processes. He collaborates closely with clients' supply chain operations teams, solution partners, and MCA Connect's product development team to drive innovation and value through strategic ERP/CRM implementations. Over the course of his career, Howard has worked with a diverse range of companies, including self-funded startups and major international enterprises like Toyota, Dell, Panasonic, Wells Fargo, and St. Jude Medical. MCA Connect is an experienced, award-winning partner that helps manufacturers uncover possibilities and overcome challenges through strategy, implementation, intelligence, and support services. With more than 20 years of deep manufacturing expertise, they've guided manufacturers through some of the most complex scenarios in the most tumultuous times. As the Global Partner of the Year finalist this year for Dynamics 365 Supply Chain Management, we're excited to have them on the podcast today to talk manufacturing and supply chain! Connect with Howard Hohnadel here – Howard Hohnadel | LinkedIn We'd love to hear from you: Don't hesitate to reach out with any questions, comments, suggestions, or feedback! We'd love to hear from you. Send your hosts an email at digestibledynamics@microsoft.com Discover and follow other Microsoft podcasts at microsoft.com/podcasts Hosted on Acast. See acast.com/privacy for more information.

Qual o ERP ideal, como casá-lo bem com um CRM, onde controlar execuções, como agilizar os trâmites financeiros, onde encaixar a visão gerencial - tudo isso e muito mais, explicado com maestria por nosso diretor, Marllos Kratka. CONHEÇA AS SOLUÇÕES PSA PARA A SUA INCORPORADORA: https://psasistemas.com.br/ FALE COM UM ESPECIALISTA PSA: https://lnkj.in/t/psa-sistemas -- #incorporadora #ERP #CRM #incorporadoras

大家好，我今天分享的主题是“COP 使能协同运营”。这些年，我们一直在思考企业的数字化转型升级的路径是什么、方法是什么，怎么促进企业的高效运营和业务创新，怎么实现组织高绩效和高质量发展。我们通过大量的研究，在与北大国发院陈春花老师团队合作研究的基础上，今年又联合IDC推出了COP（协同运营平台）白皮书。我想从5个方面来阐述COP（协同运营平台）的内涵、架构和价值。 一、协同共生的新理念： 高绩效的背后，是高效的协同运营任何的软件，包括平台，都是思想的载体。新的理念和思想，注定了平台的根性。新的理念，也会催生新的产品和应用。在产业互联网大热的当下，在数字化转型升级的浪潮中，我们看到一个普遍的现象——协同共生正在成为企业组织的新常态、新业态。今天，没有任何一个企业可以独善其身，它要么在一个生态中，要么自己构建一个生态。协同共生有4个表现：第一，互为主体，你中有我，我中有你；第二，协同之后，企业可以利用产业链的重构、生产力的重构，增加整体效益；第三，每一个企业的主体变得更加柔韧、灵活，可以自我组装、自我复制；第四，在共生的原则下，还需要实现“整体利多”，只有在利他思想下的共生状态，才可以持续。比如，鱼跃医疗。鱼跃医疗是中国领先的医疗器械专业化服务平台，2008年上市以来，鱼跃集团高速发展，业务规模日益壮大，各级部门、各类业务信息化的建设不断推进和深化。近年来在GMP（良好作业规范）、GSP（药品经营质量管理规范）等行业规范推动下，鱼跃医疗的信息化历经了ERP（企业资源计划）、SCM（供应链管理）、协同等阶段性建设，奠定了信息化基础和数据沉淀。但是，随着集成化、一体化、智能化逐渐成为新的行业转型方向，流程优化、智能供应链、协同研发、医药电商、数字工厂等成为行业新热点。从组织来看，各层级对内对外流程的标准化需求愈来愈多、愈加繁杂，医疗器械流通管理的难点逐渐显现。同时，由于整体规划的缺失，新旧系统的不兼容导致不同部门之间在业务流程和信息流通层面出现障碍，跨部门的协作与工作效率无法有效提升；内部形成的信息孤岛使得企业动能不足，协作效率欠佳。在意识到当前公司管理需求与IT系统存在矛盾后，鱼跃医疗选择我们作为主要合作伙伴。我们帮助鱼跃医疗打造数字化工作的管理平台，通过“管理在线、知识赋能、数字运营、人机智能”等四大抓手，加速推动鱼跃医疗管理的整体变革。而且，鱼跃医疗还依托我们的产品，构建了所有的供应商信息发布、采购发布以及全程追踪的平台。目前鱼跃医疗实现了管理模式上的数字化优化，更重要的是，通过这一系列的改变，鱼跃医疗透过高效的协同运营，实现企业效能最大化、高层实现管理效果最优化，乃至员工实现自我价值最大化。最近有两本书上市。一本是陈春花教授的《协同共生论》，我也是共同作者之一。这本书从协同共生的理念、框架出发，对数字化时代的企业生态化运营做了很好的阐释，并指明协同共生效应成为组织进化的重要发展方向。其中有小米、美的、企业微信、江苏省产业技术研究院、海尔和致远互联六个代表性案例。比如，小米集团。小米通过手机、家电及生活用品等的逐步拓展，形成了独特的竹林生态模式，联合小米生态链的企业建设了共生网络。通过共生经济体的高效协同、互惠共生，小米实现了数字经济与传统产业的融合发展，释放出新的价值。另一本是颜艳春的《产业互联网时代》，书中对产业互联时代的协同共生的模式方法、路径做了深刻剖析，中间有大量的案例为企业界提供了重要参考，堪称实战宝典。归根结底，我们谈协同运营，无法回避一个话题：组织的绩效从何而来？协同共生的组织，最早是单一的内生，从分工、分权、分利来产生内部的共生价值。今天的共生型组织，是在一个更大的企业网络、乃至社会网络中形成一个新的生态，组织外部的共生能力创造的绩效应该远远大于内部。这种企业由内而外、从无序到有序的生态进化，向我们昭示了组织演变和绩效来源的密码，涉及组织再造、创新涌现以及价值重构等。从信息化和数字化的角度来看，我们走过了从局部的信息化到整体的数字化，我们走过了从企业内部的协同到产业的社会化协同。但我们看到一个共同的现象，高绩效运营的企业之所以可以蓬勃发展，是因为背后的组织抓住了协同的高效运营。 二、协同运营的新价值： 从工作到业务的协同 从产品到产业链的协同协同运营到底有什么价值，如何支撑数字化转型升级？我们看到它有三大特征：第一，要推动运营的高效；第二，要支撑业务的创新；第三，要有效进行战略的管控。我们来透视一个企业的内部。任何企业在今天要成为数字化企业，都会面临很多的挑战：第一，企业要有全要素的管理；第二，企业要有广泛的连接和多场景；第三，企业要有深度整合的能力。只有做到从工作协同到业务协同的整合，从系统协同到产业链协同，从流程到组织的协同，从产品到市场的协同等，才能算得上是数字企业。所以，协同运营最重要的能力是集成整合。集成整合可以极大地提升效率，可以极大地推进数字化的进程，为企业找到转型的可操作的路径和方法。比如，中关村创客小镇。中关村创客小镇的智慧园区建设，通过内联外引的模式，实现广泛的数据采集和分析，进一步促进服务能力和质量的提升。第一，运营管理。借助互联网工具，提升园区运营管理的工作效率，为入园企业提供更加高效便捷的园区管理和服务。第二，创新服务。利用致远互联的Formtalk+自研APP，以连接园区公司、社区居民，实现外部业务、数据与内部协同办公的打通。第三，构建新型客户服务。通过对接企业上下游，快速实现外部数据获取，连接客户。通过这些技术手段升级后的智慧园区，可以直接在一体化园区运营平台管理以下工作：① 防疫上报管理通过致远互联Formtalk系统收集防疫数据，结合小镇的数据可视化系统，制作出小镇防疫每日信息展示。相比静态繁琐的数据来说，可视化的图表更直观地展示数据，并找出数据间联系点。② 企业评审管理Formtalk+APP+协同，实现内外协同管理：Formtalk把《企业年审/复审表》嵌入APP中，入驻企业通过APP进行年审/复审的发起，专家通过扫码进行企业审核打分，最终结果推送协同进行存档，同时通过APP通知上报人评分结果。③ 巡检管理每日出入机房的人员进行扫码出入登记和业务操作登记，全程留痕；机房负责人每日进行机房扫码巡检，检查机房环境及运行情况，规避机房隐患；园区负责人每日进行关键位置扫码巡检，拍照记录当前情况，出现问题及时上报处理。④ 日程信息采集入驻企业档案信息采集；员工软件日常BUG上报；投诉建议、领导信箱。⑤ 内部办公，构建内部运营管控体系为园区企业提供完善的流程管理、会议管理、行政管理等涵盖10大常用协作模块的云办公平台，提高园区企业管理成效。园区实现了内部的行政办公、人力资源、供应商与采购、合同管理、客户管理、费控预算等，统筹企业资源，降低管理成本，规范办公流程，释放管理效能，为企业内部资源管理提供信息化手段，帮助企业实现资源高效共享与数据实时互联。 三、协同运营的新基座（COP）： 从前端到后端的数字化打通 让数据不再割裂在数字化和智能化转型的当今，我们需要一个统一的新基座。新基座需要有3大能力：一个强大的技术支撑平台、一个运营创新的平台，以及支持商业生态合作共赢的平台。新基座有非常多的特征和价值。首先，今天企业接触到众多的端和场景，比如来自企业微信、钉钉、飞书、Welink，还有各种系统的前端应用，过多种工具的同时并用，容易造成业务场景的碎片化。而且，今天我们看到很多企业面临的一大难题是，内部的若干业务系统、管理系统，难以与业务深度连接，在后端无法支撑重大业务的实现。COP（协同运营平台）提供了七个统一的能力，是一个集大成者。首先，通过组织权限和用户管理建立统一的身份认证和入口，有效地定义企业内部的业务关系；其次，提供统一的工作流程，让公司的运营流畅、规则透明；再次，提供统一的集成，把满地的“信息孤岛”进行有效整合，把天上挂满的“钟乳石”有效打通；最后，通过有效的统一数据管理和智能分析，让组织运营得到很好的展现和控制。并且，COP（协同运营平台）还有一个重要的能力，即规模化个性化定制的能力。统一的业务定制，是这个基座非常重要的支撑。基于这些支撑，我们把统一的用户端和门户进行整合，有效地完成了组织运营的集大成。总之，协同运营平台，必须具备“十项全能”，这些能力需要较长时间的积累，才能逐步构建起来。比如，中国一重。随着新一轮科技革命和产业变革深入推进，积极促进新一代信息技术和制造业深度融合，大力发展先进制造和智能制造，是重型装备制造业面临的重要课题。如何化解数字化转型中的痛点与难点，切实推动企业数字化转型呢？传统的分散化的制造业存在智能制造标准、软件、网络、信息安全基础薄弱等问题，导致系统解决方案供给能力不足，数字化、网络化、智能化发展不平衡。而重型装备制造业所面临的技术环境更为复杂，任务更加艰巨。所以，中国一重着重在四方面发力：一是强化顶层设计。围绕“数字一重”“智造一重”，制订数字化转型规划和实施路线图，加强动态跟踪和闭环管控。二是强化组织创新。建立跨部门联合实施团队，探索建设数字化创新中心、智能调度中心、大数据中心等平台化、敏捷化的新型数字化组织。三是强化应用数字技术。运用5G、云计算、区块链、数字孪生等新一代信息技术，打造适应中国一重及重型装备制造业特点的工业互联网平台。四是强化资源保障。推进实行数字化转型“一把手”负责制，统筹部署，加快培育高水平、创新型、复合型数字化人才队伍。由于一重集团的组织架构庞大，自身很难独自解决“信息孤岛”、“数据壁垒”、“资源分散”等问题。中国一重找到我们合作，基于COP（协同运营平台）建立了一重在线数字化的平台，把35个业务系统有效整合，打通业务的底层逻辑，实现数据的共享互通，极大提高了集团企业业务管控的力度，构建了很强的运营绩效。我认为，这个基座对数字化转型升级非常重要，我们有众多客户通过这个新基座构建了自己的运营中台。致远互联2019年上市以后，为了适应未来的变化，我们将技术投入确定为致远互联的最大投入。我们采取新一代信息技术的关键主流技术，定位在技术再造、应用重构、平台先行、场景为王，采用了云原生的技术、微服务、低代码、容器化以及智能化，整合了多项新的技术，让新基座拥有很多强大的能力。基于这些能力，我们将向客户提供更多的服务，而且与阿里、腾讯等头部企业的相关业务部门形成一个联合体，推动这个基座进行更好的价值创造和技术赋能。 四、To B的新范式To C为什么可以快速发展壮大？因为有平台模式。管理软件必将催生更大的平台企业。未来，管理软件的费用会很低，甚至免费，而定制和服务要变得很重。今天的To B企业，大部分都是从卖单一的产品，转变为卖解决方案，不断给企业提供更多的产品、服务。这是唯一的方法吗？不。从泰勒、法约尔、韦伯到德鲁克等，100年来西方形成了完整的组织管理思想体系，同时也产生了诸如通用、丰田等众多成功的企业和优秀的管理模式。而在2000年以后，突然出现了一些平台企业，如腾讯、亚马逊等公司，到底是什么理论在支撑它们发展？我们通过研究，最后发现了协同运营和平台共生这种新的运营模式。我们再来看看管理软件的发展，有ERP（企业资源计划）、CRM（客户关系管理）、OA（办公自动化）等等，那么，往后会是什么？我突然发现，以人为中心的协同运营，是对这类企业（平台企业）的诠释。互联网原生企业的主要特点，就是前后端、内外协同的一体化。因此，我们要重新定义运营，也就是说，运营要以“以人为中心”的设计理念，即：人即组织、人即资源、人即管理、人即场景、人即信息、人即流程、人即绩效，把人的密码解开，那么，人是什么？这里我引用下德鲁克的话：知识才是最关键的资源，知识工作者是一项特殊的“生产要素”。也就是说，人是非常重要的生产要素和生产资源。所有的数字化原生企业，都是孪生企业，这不是简单的镜像生成，而是实体与虚拟的联动。协同运营、协同管理，是管理软件走向未来的重要趋势和特征。并不是简单做个SaaS或者应用，而是要叠加数字化和智能化，要包含技术、商业模式、价值重构的全新内涵。因此，我们需要新的方式和新的范式。在这个范式中，我们需要具备三个重要的能力：平台运营、生态共创、价值共赢。在今天，在产业互联网思维的指引下，很多To B企业开始采取平台模式，以平台的思维、以多快好省、可持续的方式提供服务，一边对接庞大的供给市场，一边服务分门别类的众多的需求市场。企业管理软件可以采取这样的模式吗？答案是肯定的。致远互联正在坚定地迈向平台发展之路。我们希望成为一站式的企业服务“路由器”，向企业提供随需可定制的“3D打印”的功能。我们希望构建云服务能力，做到服务可定制、应用可定制、资源可共享、人人可创造、行业可复制、配置灵活化。所以，我们不仅要“赋能”客户，还要“使能”客户。赋能，是指赋予企业或人以某种能力。使能，是让企业或人拥有某种能力，并迭代出新的能力。低代码平台之所以流行，就是基于“使能”，让企业可以把系统下载到本地，自行部署、混合部署、随机定制、弹性定制。这是致远互联正在走的平台化道路，希望借此给客户提供更好的服务保障，以及服务更多的客户。我也希望，通过协同运营平台，让To B企业不再苦逼。 五、实践的新标杆在我们服务的超过4万多家企业中，有一批不断探索创新的企业，它们把实践和技术进行智慧连接，创造了卓越的成效，这些企业是数字化、智能化时代中国商业前进道路上的航标和标杆。案例一：中粮集团中粮集团通过COP（协同运营平台）形成了全业务流程的管理框架，完成了近200个组织、6万多个员工的流程再造，实现了百企万人大协同。如果没有新的基座，没有新的能力，没有新的理念，不可能创造出这样高效能的组织协同能力和效益。案例二：中天钢铁基于COP（协同运营平台）打造了智慧运营的中台，中天钢铁实现了数据流、业务流、信息流的三流合一，打造了“横向到边，纵向到底”的产业融合发展的新型态。通过这种新型态，加上5G+工业互联网的能力，可以加速企业数字化的进程。我经常说“高手在民间，管理在现场，智慧与真知来源于实践”。任何一个新品类的出现、任何一种新思想的出现、任何一个平台模式的出现，一定有三个最重要的支柱：优秀的思想、领先的技术以及成功的客户实践。只有三位一体，不断迭代，才能打造出更具智慧的平台或者服务。我也希望，致远互联与所有的用户朋友们一起汇聚智慧，用平台的思路完成数字化、智能化转型升级的使命。我们相信，工作因协同更美好、组织因协同更高效、商业因协同更文明、世界因协同更精彩。我们一起因协同，而致远！

大家好，我今天分享的主题是“COP 使能协同运营”。这些年，我们一直在思考企业的数字化转型升级的路径是什么、方法是什么，怎么促进企业的高效运营和业务创新，怎么实现组织高绩效和高质量发展。我们通过大量的研究，在与北大国发院陈春花老师团队合作研究的基础上，今年又联合IDC推出了COP（协同运营平台）白皮书。我想从5个方面来阐述COP（协同运营平台）的内涵、架构和价值。 一、协同共生的新理念： 高绩效的背后，是高效的协同运营任何的软件，包括平台，都是思想的载体。新的理念和思想，注定了平台的根性。新的理念，也会催生新的产品和应用。在产业互联网大热的当下，在数字化转型升级的浪潮中，我们看到一个普遍的现象——协同共生正在成为企业组织的新常态、新业态。今天，没有任何一个企业可以独善其身，它要么在一个生态中，要么自己构建一个生态。协同共生有4个表现：第一，互为主体，你中有我，我中有你；第二，协同之后，企业可以利用产业链的重构、生产力的重构，增加整体效益；第三，每一个企业的主体变得更加柔韧、灵活，可以自我组装、自我复制；第四，在共生的原则下，还需要实现“整体利多”，只有在利他思想下的共生状态，才可以持续。比如，鱼跃医疗。鱼跃医疗是中国领先的医疗器械专业化服务平台，2008年上市以来，鱼跃集团高速发展，业务规模日益壮大，各级部门、各类业务信息化的建设不断推进和深化。近年来在GMP（良好作业规范）、GSP（药品经营质量管理规范）等行业规范推动下，鱼跃医疗的信息化历经了ERP（企业资源计划）、SCM（供应链管理）、协同等阶段性建设，奠定了信息化基础和数据沉淀。但是，随着集成化、一体化、智能化逐渐成为新的行业转型方向，流程优化、智能供应链、协同研发、医药电商、数字工厂等成为行业新热点。从组织来看，各层级对内对外流程的标准化需求愈来愈多、愈加繁杂，医疗器械流通管理的难点逐渐显现。同时，由于整体规划的缺失，新旧系统的不兼容导致不同部门之间在业务流程和信息流通层面出现障碍，跨部门的协作与工作效率无法有效提升；内部形成的信息孤岛使得企业动能不足，协作效率欠佳。在意识到当前公司管理需求与IT系统存在矛盾后，鱼跃医疗选择我们作为主要合作伙伴。我们帮助鱼跃医疗打造数字化工作的管理平台，通过“管理在线、知识赋能、数字运营、人机智能”等四大抓手，加速推动鱼跃医疗管理的整体变革。而且，鱼跃医疗还依托我们的产品，构建了所有的供应商信息发布、采购发布以及全程追踪的平台。目前鱼跃医疗实现了管理模式上的数字化优化，更重要的是，通过这一系列的改变，鱼跃医疗透过高效的协同运营，实现企业效能最大化、高层实现管理效果最优化，乃至员工实现自我价值最大化。最近有两本书上市。一本是陈春花教授的《协同共生论》，我也是共同作者之一。这本书从协同共生的理念、框架出发，对数字化时代的企业生态化运营做了很好的阐释，并指明协同共生效应成为组织进化的重要发展方向。其中有小米、美的、企业微信、江苏省产业技术研究院、海尔和致远互联六个代表性案例。比如，小米集团。小米通过手机、家电及生活用品等的逐步拓展，形成了独特的竹林生态模式，联合小米生态链的企业建设了共生网络。通过共生经济体的高效协同、互惠共生，小米实现了数字经济与传统产业的融合发展，释放出新的价值。另一本是颜艳春的《产业互联网时代》，书中对产业互联时代的协同共生的模式方法、路径做了深刻剖析，中间有大量的案例为企业界提供了重要参考，堪称实战宝典。归根结底，我们谈协同运营，无法回避一个话题：组织的绩效从何而来？协同共生的组织，最早是单一的内生，从分工、分权、分利来产生内部的共生价值。今天的共生型组织，是在一个更大的企业网络、乃至社会网络中形成一个新的生态，组织外部的共生能力创造的绩效应该远远大于内部。这种企业由内而外、从无序到有序的生态进化，向我们昭示了组织演变和绩效来源的密码，涉及组织再造、创新涌现以及价值重构等。从信息化和数字化的角度来看，我们走过了从局部的信息化到整体的数字化，我们走过了从企业内部的协同到产业的社会化协同。但我们看到一个共同的现象，高绩效运营的企业之所以可以蓬勃发展，是因为背后的组织抓住了协同的高效运营。 二、协同运营的新价值： 从工作到业务的协同 从产品到产业链的协同协同运营到底有什么价值，如何支撑数字化转型升级？我们看到它有三大特征：第一，要推动运营的高效；第二，要支撑业务的创新；第三，要有效进行战略的管控。我们来透视一个企业的内部。任何企业在今天要成为数字化企业，都会面临很多的挑战：第一，企业要有全要素的管理；第二，企业要有广泛的连接和多场景；第三，企业要有深度整合的能力。只有做到从工作协同到业务协同的整合，从系统协同到产业链协同，从流程到组织的协同，从产品到市场的协同等，才能算得上是数字企业。所以，协同运营最重要的能力是集成整合。集成整合可以极大地提升效率，可以极大地推进数字化的进程，为企业找到转型的可操作的路径和方法。比如，中关村创客小镇。中关村创客小镇的智慧园区建设，通过内联外引的模式，实现广泛的数据采集和分析，进一步促进服务能力和质量的提升。第一，运营管理。借助互联网工具，提升园区运营管理的工作效率，为入园企业提供更加高效便捷的园区管理和服务。第二，创新服务。利用致远互联的Formtalk+自研APP，以连接园区公司、社区居民，实现外部业务、数据与内部协同办公的打通。第三，构建新型客户服务。通过对接企业上下游，快速实现外部数据获取，连接客户。通过这些技术手段升级后的智慧园区，可以直接在一体化园区运营平台管理以下工作：① 防疫上报管理通过致远互联Formtalk系统收集防疫数据，结合小镇的数据可视化系统，制作出小镇防疫每日信息展示。相比静态繁琐的数据来说，可视化的图表更直观地展示数据，并找出数据间联系点。② 企业评审管理Formtalk+APP+协同，实现内外协同管理：Formtalk把《企业年审/复审表》嵌入APP中，入驻企业通过APP进行年审/复审的发起，专家通过扫码进行企业审核打分，最终结果推送协同进行存档，同时通过APP通知上报人评分结果。③ 巡检管理每日出入机房的人员进行扫码出入登记和业务操作登记，全程留痕；机房负责人每日进行机房扫码巡检，检查机房环境及运行情况，规避机房隐患；园区负责人每日进行关键位置扫码巡检，拍照记录当前情况，出现问题及时上报处理。④ 日程信息采集入驻企业档案信息采集；员工软件日常BUG上报；投诉建议、领导信箱。⑤ 内部办公，构建内部运营管控体系为园区企业提供完善的流程管理、会议管理、行政管理等涵盖10大常用协作模块的云办公平台，提高园区企业管理成效。园区实现了内部的行政办公、人力资源、供应商与采购、合同管理、客户管理、费控预算等，统筹企业资源，降低管理成本，规范办公流程，释放管理效能，为企业内部资源管理提供信息化手段，帮助企业实现资源高效共享与数据实时互联。 三、协同运营的新基座（COP）： 从前端到后端的数字化打通 让数据不再割裂在数字化和智能化转型的当今，我们需要一个统一的新基座。新基座需要有3大能力：一个强大的技术支撑平台、一个运营创新的平台，以及支持商业生态合作共赢的平台。新基座有非常多的特征和价值。首先，今天企业接触到众多的端和场景，比如来自企业微信、钉钉、飞书、Welink，还有各种系统的前端应用，过多种工具的同时并用，容易造成业务场景的碎片化。而且，今天我们看到很多企业面临的一大难题是，内部的若干业务系统、管理系统，难以与业务深度连接，在后端无法支撑重大业务的实现。COP（协同运营平台）提供了七个统一的能力，是一个集大成者。首先，通过组织权限和用户管理建立统一的身份认证和入口，有效地定义企业内部的业务关系；其次，提供统一的工作流程，让公司的运营流畅、规则透明；再次，提供统一的集成，把满地的“信息孤岛”进行有效整合，把天上挂满的“钟乳石”有效打通；最后，通过有效的统一数据管理和智能分析，让组织运营得到很好的展现和控制。并且，COP（协同运营平台）还有一个重要的能力，即规模化个性化定制的能力。统一的业务定制，是这个基座非常重要的支撑。基于这些支撑，我们把统一的用户端和门户进行整合，有效地完成了组织运营的集大成。总之，协同运营平台，必须具备“十项全能”，这些能力需要较长时间的积累，才能逐步构建起来。比如，中国一重。随着新一轮科技革命和产业变革深入推进，积极促进新一代信息技术和制造业深度融合，大力发展先进制造和智能制造，是重型装备制造业面临的重要课题。如何化解数字化转型中的痛点与难点，切实推动企业数字化转型呢？传统的分散化的制造业存在智能制造标准、软件、网络、信息安全基础薄弱等问题，导致系统解决方案供给能力不足，数字化、网络化、智能化发展不平衡。而重型装备制造业所面临的技术环境更为复杂，任务更加艰巨。所以，中国一重着重在四方面发力：一是强化顶层设计。围绕“数字一重”“智造一重”，制订数字化转型规划和实施路线图，加强动态跟踪和闭环管控。二是强化组织创新。建立跨部门联合实施团队，探索建设数字化创新中心、智能调度中心、大数据中心等平台化、敏捷化的新型数字化组织。三是强化应用数字技术。运用5G、云计算、区块链、数字孪生等新一代信息技术，打造适应中国一重及重型装备制造业特点的工业互联网平台。四是强化资源保障。推进实行数字化转型“一把手”负责制，统筹部署，加快培育高水平、创新型、复合型数字化人才队伍。由于一重集团的组织架构庞大，自身很难独自解决“信息孤岛”、“数据壁垒”、“资源分散”等问题。中国一重找到我们合作，基于COP（协同运营平台）建立了一重在线数字化的平台，把35个业务系统有效整合，打通业务的底层逻辑，实现数据的共享互通，极大提高了集团企业业务管控的力度，构建了很强的运营绩效。我认为，这个基座对数字化转型升级非常重要，我们有众多客户通过这个新基座构建了自己的运营中台。致远互联2019年上市以后，为了适应未来的变化，我们将技术投入确定为致远互联的最大投入。我们采取新一代信息技术的关键主流技术，定位在技术再造、应用重构、平台先行、场景为王，采用了云原生的技术、微服务、低代码、容器化以及智能化，整合了多项新的技术，让新基座拥有很多强大的能力。基于这些能力，我们将向客户提供更多的服务，而且与阿里、腾讯等头部企业的相关业务部门形成一个联合体，推动这个基座进行更好的价值创造和技术赋能。 四、To B的新范式To C为什么可以快速发展壮大？因为有平台模式。管理软件必将催生更大的平台企业。未来，管理软件的费用会很低，甚至免费，而定制和服务要变得很重。今天的To B企业，大部分都是从卖单一的产品，转变为卖解决方案，不断给企业提供更多的产品、服务。这是唯一的方法吗？不。从泰勒、法约尔、韦伯到德鲁克等，100年来西方形成了完整的组织管理思想体系，同时也产生了诸如通用、丰田等众多成功的企业和优秀的管理模式。而在2000年以后，突然出现了一些平台企业，如腾讯、亚马逊等公司，到底是什么理论在支撑它们发展？我们通过研究，最后发现了协同运营和平台共生这种新的运营模式。我们再来看看管理软件的发展，有ERP（企业资源计划）、CRM（客户关系管理）、OA（办公自动化）等等，那么，往后会是什么？我突然发现，以人为中心的协同运营，是对这类企业（平台企业）的诠释。互联网原生企业的主要特点，就是前后端、内外协同的一体化。因此，我们要重新定义运营，也就是说，运营要以“以人为中心”的设计理念，即：人即组织、人即资源、人即管理、人即场景、人即信息、人即流程、人即绩效，把人的密码解开，那么，人是什么？这里我引用下德鲁克的话：知识才是最关键的资源，知识工作者是一项特殊的“生产要素”。也就是说，人是非常重要的生产要素和生产资源。所有的数字化原生企业，都是孪生企业，这不是简单的镜像生成，而是实体与虚拟的联动。协同运营、协同管理，是管理软件走向未来的重要趋势和特征。并不是简单做个SaaS或者应用，而是要叠加数字化和智能化，要包含技术、商业模式、价值重构的全新内涵。因此，我们需要新的方式和新的范式。在这个范式中，我们需要具备三个重要的能力：平台运营、生态共创、价值共赢。在今天，在产业互联网思维的指引下，很多To B企业开始采取平台模式，以平台的思维、以多快好省、可持续的方式提供服务，一边对接庞大的供给市场，一边服务分门别类的众多的需求市场。企业管理软件可以采取这样的模式吗？答案是肯定的。致远互联正在坚定地迈向平台发展之路。我们希望成为一站式的企业服务“路由器”，向企业提供随需可定制的“3D打印”的功能。我们希望构建云服务能力，做到服务可定制、应用可定制、资源可共享、人人可创造、行业可复制、配置灵活化。所以，我们不仅要“赋能”客户，还要“使能”客户。赋能，是指赋予企业或人以某种能力。使能，是让企业或人拥有某种能力，并迭代出新的能力。低代码平台之所以流行，就是基于“使能”，让企业可以把系统下载到本地，自行部署、混合部署、随机定制、弹性定制。这是致远互联正在走的平台化道路，希望借此给客户提供更好的服务保障，以及服务更多的客户。我也希望，通过协同运营平台，让To B企业不再苦逼。 五、实践的新标杆在我们服务的超过4万多家企业中，有一批不断探索创新的企业，它们把实践和技术进行智慧连接，创造了卓越的成效，这些企业是数字化、智能化时代中国商业前进道路上的航标和标杆。案例一：中粮集团中粮集团通过COP（协同运营平台）形成了全业务流程的管理框架，完成了近200个组织、6万多个员工的流程再造，实现了百企万人大协同。如果没有新的基座，没有新的能力，没有新的理念，不可能创造出这样高效能的组织协同能力和效益。案例二：中天钢铁基于COP（协同运营平台）打造了智慧运营的中台，中天钢铁实现了数据流、业务流、信息流的三流合一，打造了“横向到边，纵向到底”的产业融合发展的新型态。通过这种新型态，加上5G+工业互联网的能力，可以加速企业数字化的进程。我经常说“高手在民间，管理在现场，智慧与真知来源于实践”。任何一个新品类的出现、任何一种新思想的出现、任何一个平台模式的出现，一定有三个最重要的支柱：优秀的思想、领先的技术以及成功的客户实践。只有三位一体，不断迭代，才能打造出更具智慧的平台或者服务。我也希望，致远互联与所有的用户朋友们一起汇聚智慧，用平台的思路完成数字化、智能化转型升级的使命。我们相信，工作因协同更美好、组织因协同更高效、商业因协同更文明、世界因协同更精彩。我们一起因协同，而致远！

Everest Group recently published its new assessment of Microsoft Dynamics 365 service providers, and lead author and practice director Abhishek Mundra joins us to discuss the report's findings. The report evaluates service delivery factors across some of the most recognizable names in the Microsoft channel, including a few we rarely hear about in the context of Dynamics 365. We do not get into details on any specific service provider, but we discuss topics raised in the report like adoption trends, industry specialization, measuring Dynamics 365 customer satisfaction, and the mix of Dynamics customers from the SMB sector up through large enterprises. Abhishek also offers some perspective on how his team's findings on Dynamics 365 services compare with services in competitors' channels  like Oracle, SAP, Salesforce, and more. Show Notes: 1:30 - About Abhishek, his work, and Everest Group's latest Dynamics 365 Services Assessment 4:15 - Who uses a services assessment and how it is developed 6:30 - Headline findings about D365 services 11:30 - Why Microsoft continues to fight against Oracle & SAP for large enterprise ERP & CRM wins 15:30 - Trends in services industry specialization 23:00 - Why are some of the partners Everest Group evaluated so low profile in the Dynamics market? 25:00 - Evaluating talent across service providers 27:30 - How satisfied are D365 customers? 29:30 - Why organizational change management seems to be gaining traction in the Dynamics 365 channel 31:30 - Recommendations for strategic planning and vendor selection 36:00 - How SIs are building and executing on their industry strategies 38:30 - Observations on strategic discipline and bets for the future among executives at service firms 41:30 - How to parse consultant-speak when researching this space References: Microsoft Dynamics 365 Services PEAK Matrix® Assessment 2021: https://www2.everestgrp.com/reportaction/EGR-2021-50-R-4621/Marketing Microsoft Dynamics 365 Service Provider Compendium 2021: https://www2.everestgrp.com/reportaction/EGR-2021-50-R-4640/Marketing

Learn about cutting-edge communications solutions such as Cloud vs. On premise, PBX systems, Business system and ERP/CRM integrations.

The Big Themes:The economy is opening up: Are you ready? Businesses are developing new ways to delight customers and the federal government is about pump more capital into the market.Invest in capabilities to win: Cloud, ERP/CRM, collaboration tools, networks (5G/Starlink/SD-WAN), and teleoperations (AR/robotics/low-latency networks).How do you budget for IT? Old: Centralized as a fixed number percentage of sales. New: Business-unit led with tech purchases seen as *business investments* rather than “IT spending.”The ability to move faster is a hallmark of true digital transformation: It's far more important that CEO/CFO/BoD unshackles the IT investment process than investing in any specific thing. The Big Quotes:“So the worst outcome is we've got a tiger by the tail and they're multiple tigers running off in multiple directions.” This episode is brought to you by BMC Software.  

Digital transformation is a vague word that can mean a lot of different things to different organizations. However, there are certain types of technology that are most commonly used to drive digital transformation. Common technologies include ERP, CRM, HCM, supply chain, and eCommerce software, as well as mobile apps, custom software, business intelligence, and other enterprise technologies. This podcast outlines the top 10 digital transformation technologies most commonly used by organizations throughout the globe. DOWNLOAD THE 2021 DIGITAL TRANSFORMATION REPORT: http://resource.thirdstage-consulting.com/2021-digital-transformation-report  TOP 10 ERP SYSTEMS RANKING: https://www.thirdstage-consulting.com/the-top-10-erp-systems-for-2020/  TOP 10 ERP SYSTEMS FOR SMALL BUSINESSES: https://www.thirdstage-consulting.com/top-erp-systems-for-small-businesses/  TOP 10 CRM SYSTEMS: https://www.thirdstage-consulting.com/top-10-crm-systems-for-digital-transformations GUIDE TO ORGANIZATIONAL CHANGE MANAGEMENT: http://resource.thirdstage-consulting.com/the-definitive-guide-to-erp-hcm-organizational-change-management  DOWNLOAD 20 LESSONS FROM 1,000 ERP IMPLEMENTATIONS: https://resource.thirdstage-consulting.com/lessons-from-1000-erp-implementations-ebook  FOLLOW THIRD STAGE ON LINKEDIN: https://www.linkedin.com/company/third-stage-consulting-group/  CONTACT US TO BRAINSTORM IDEAS FOR YOUR DIGITAL TRANSFORMATION: info@thirdstage-consulting.com 

主持人：路怡珍 專訪：電商人妻 Audrey 孔翊緹 主題：流量變收入 社群圈粉心法公開 每週節目都會邀請一位來自教育文化跟財經和科技專家們來分享他們寶貴的經驗，今天節目特地邀請到『電商人妻 Audrey 孔翊緹』，她曾經待過媒體、公關、行銷業，目前主要的工作是經營自己的女裝服飾電商品牌還有雲端 ERP、CRM 系統。透過medium 分享IG經營策略，後來開始自己經營而爆紅，也將她難得的經驗寫成新書，【電商人妻社群圈粉思維：單月從0到萬，讓流量變現的品牌爆紅經營心法】。經營社群要找到自己的獨特性而獲得市場的青睞，該怎麼操作？！要掌握科技產業最先端的動態與趨勢，你就一定要繼續收看收聽『I See夢想家』！ 第一個從掌握IC半導體趨勢到展望未來科技資訊的廣播教育節目 『I See夢想家』節目 由飛碟電台與臉書社團『跨域匯流研究所』共同製作 【鴻海集團】贊助播出 科技主播 路怡珍主持 每週日早上11點 飛碟聯播網全球放送 每週邀請教育文化跟財經和科技專家們，一起討論EV / 數位醫療 / 機器人 / AI / 半導體 / 5G+6G / 8K / Big data / Blockchain / AIoT…等相關議題的教育文化科技內容。 以及跟築夢大佬和領頭者面對面，分享各領域實際築夢故事。 ▶ 飛碟聯播網Youtube頻道 http://bit.ly/2Pz4Qmo ▶ 飛碟聯播網FB粉絲 https://www.facebook.com/ufonetwork921/ ▶ 跨域匯流研究所社團 https://www.facebook.com/groups/147668948577/?epa=SEARCH_BOX ▶ 主播 路怡珍FB粉絲 https://www.facebook.com/cateinbigcity/?epa=SEARCH_BOX ▶ 飛碟聯播網APP http://www.uforadio.com.tw/app ▶ 網路線上收聽 http://www.uforadio.com.tw/ ▶ 飛碟APP，讓你收聽零距離 Android：https://reurl.cc/j78ZKm iOS：https://reurl.cc/ZOG3LA ▶ Podcast SoundOn : https://bit.ly/30Ia8Ti Apple Podcasts : https://apple.co/3jFpP6x Spotify : https://spoti.fi/2CPzneD Google 播客：https://bit.ly/3gCTb3G

When embarking on a digital transformation, organizations have tons of options available in the market. There are plenty of ERP, CRM, and other types of enterprise systems out there – ranging from commonly known systems offered by SAP, Oracle, and Microsoft, as well as dozens (if not hundreds) of lesser-known, but very viable options.  In this episode, we speak with Eric Kimberling, CEO of Third Stage Consulting, to dive into some of the leading enterprise technologies in the market today. DOWNLOAD THE 2020 DIGITAL TRANSFORMATION AND ERP REPORT: http://resource.thirdstage-consulting.com/2020-erp-hcm-report TOP 10 ERP SYSTEMS FOR 2020: https://www.thirdstage-consulting.com/the-top-10-erp-systems-for-2020/  TOP 10 ERP SYSTEMS FOR SMALL BUSINESSES:  https://www.thirdstage-consulting.com/top-erp-systems-for-small-businesses/ TOP 10 CRM SYSTEMS: https://www.thirdstage-consulting.com/top-10-crm-systems-for-digital-transformations DOWNLOAD 20 LESSONS FROM 1,000 ERP IMPLEMENTATIONS: https://resource.thirdstage-consulting.com/lessons-from-1000-erp-implementations-ebook CONTACT US TO BRAINSTORM IDEAS FOR YOUR DIGITAL TRANSFORMATION: info@thirdstage-consulting.com FOLLOW THIRD STAGE ON LINKEDIN: https://www.linkedin.com/company/third-stage-consulting-group/

As companies realize they must tear down silos and make data access universal within their organizations, the need for genuine integration of ERP & CRM has never been more important. The concept's not new but the results can be mixed. However, one company says it has a product that delivers real ERP/CRM integration. Listen now!

内容来源：2020年4月15日，由腾讯云联合千帆课堂举办的“企业如何迈出数字化转型第一步”。讲者：彭双全 思为科技创始人兼CEO1、疫情对于房地产数字化的推动是暂时的还是持续的？今年，凤凰云、碧桂园、融创、华润、卓越等一些头部企业，基本上都在往地产数字化方向走，而且在疫情之前就已经启动起来。大家在分析房地产行业的时候，觉得这个行业盘子足够大、规模足够高、盈利能力足够强，但是为什么数字化程度相对而言如此滞后？之前，房地产行业的红利比较大。但今天这个行业遇到一些新的困境，最大的困境在于供需关系的反转，就是客户变少了。整个房地产市场由卖方市场变成买方市场，所有开发商去争夺客户，这个时候，客户的争夺已经前置了，如何理解？如果观察房地产客户全生命周期，我们会发现，从一个客户最开始了解项目，到线上到访，再到他认购成交的全流程，整个数字化都是先从最右端ERP端（Enterprise Resource Planning即企业资源计划，ERP端为企业资源管理软件）开始逐步往前进入CRM端（笔记侠注：Customer Relationship Management客户关系管理）。头部地产企业在线上做的实践，本质上是想弥补它之前的不足。在这个过程中，我们先从购房者的角度去看这个问题，这个红圈意味着什么？从上海的数据来看，上海现在平均一个客户购房的平均成交时间是四个月。如果拆开来看这四个月的用户行为，我们会发现一个特点，客户前三个月有可能都在线上进行比较，第四个月才来线下，那就意味着什么？意味着你如果不能进入线上战场，你后面是拿不到这个客户的，客户很有可能被其他率先进入到这个战场的公司提前获取到。2、打通房地产影响的最后一公里线上和线下之间不是一条线，而是一个鸿沟。这个过程中，我们要把线下的所有业务场景在线上进行重构，再反馈到线上进行整个线上场景的补全，线上线下一体化拉通。这个事情做起来非常有挑战，一旦做起来以后，就意味着我们打通了营销的最后一公里。如果打通了房地产营销的最后一公里，接下来会是一个什么样的情况？①品牌重塑：品效合一，空地一体克里斯坦森讲了一句话，“用户其实并不是购买产品或服务，而是为了让自己的生活有所进步”。过去几年，开发商在渠道不断变强的过程中，也是开发商品牌能力不断变弱的过程。之前，开发商对品牌的重视度不是不够，因为品牌的投入很大，并且并不能直接为它所受益。有可能品牌打出去以后成交会起来，但是渠道占比不会降低。整个数字化地盘打通以后，要做的第一件事情就是空地（天空陆地）一体，就是在品牌端的投放，线上和线下都是打通的。同时在这个过程中，我们能做到品效合一。客户看到小程序以后，我可以把优惠信息进行前置。在这个过程中，通过开发商重新掌握定价权回到主战场。客户扫完二维码领取优惠券以后，客户信息可以第一时间被沉淀。客户不用到线下，开发商在线上可以率先锁定客户，完成整个客户的转化。在这个过程中，我们可以把整个过程中的客户全生命周期的洞察、销售的全流程管控，以及业务全流程真正闭环掉。②赋能一线：从结果到过程，从管控到赋能对于房地产领域，真正的核心抓手是在置业顾问端，我们以微信为载体，帮助置业顾问连接客户，把他的产品、内容、营销活动可以直接推送给客户。如果客户到了线下以后，我们可以把前序的线索拉回来，线上线下打通，对客户的来源进行判定，对客户的分配进行更加精准和科学的分配。在这个过程中，对顾问端的管理从以前的单纯的结果管控转变为后果管控，从以前的管控转变到后面的赋能。③客户洞察：从封闭，到透明在地产营销最核心的抓手始终是回答一个问题：我的客户从哪里来，到哪里去，我在哪里精准找到我的用户。前后端没有打通之前，我们对客户的行踪可以用一个词来形容——“来不知所以，去不知所踪”。前后端被打通以后，都可以提前知道每个到访客户关注我哪些内容、对我的哪些地方感兴趣、购买意向是A还是B还是C、这一类型的客户找哪个顾问接访比较合适。在这个过程中，客户洞察可以实现从封闭到透明的过程。④智能管控：从不确定，到确定通过数据化把整个营销的全链路打通以后，管理人员可以根据数据做精准营销动作的分析和营销结果的反馈，进而再去推动下一阶段的反馈。在这个过程中，提升了他整体管理上的闭环能力和迭代能力。从这个点来讲，我们认为营销是没有捷径的。营销的核心问题就是：解决怎样能够快速贴近市场、快速反馈、快速闭环，日拱一卒，功不唐捐。最后我也想引用毛主席的一句话：“武器是战争的重要因素，而不是决定性因素，决定性的因素是人，不是物”。

内容来源：2020年4月15日，由腾讯云联合千帆课堂举办的“企业如何迈出数字化转型第一步”。讲者：彭双全 思为科技创始人兼CEO1、疫情对于房地产数字化的推动是暂时的还是持续的？今年，凤凰云、碧桂园、融创、华润、卓越等一些头部企业，基本上都在往地产数字化方向走，而且在疫情之前就已经启动起来。大家在分析房地产行业的时候，觉得这个行业盘子足够大、规模足够高、盈利能力足够强，但是为什么数字化程度相对而言如此滞后？之前，房地产行业的红利比较大。但今天这个行业遇到一些新的困境，最大的困境在于供需关系的反转，就是客户变少了。整个房地产市场由卖方市场变成买方市场，所有开发商去争夺客户，这个时候，客户的争夺已经前置了，如何理解？如果观察房地产客户全生命周期，我们会发现，从一个客户最开始了解项目，到线上到访，再到他认购成交的全流程，整个数字化都是先从最右端ERP端（Enterprise Resource Planning即企业资源计划，ERP端为企业资源管理软件）开始逐步往前进入CRM端（笔记侠注：Customer Relationship Management客户关系管理）。头部地产企业在线上做的实践，本质上是想弥补它之前的不足。在这个过程中，我们先从购房者的角度去看这个问题，这个红圈意味着什么？从上海的数据来看，上海现在平均一个客户购房的平均成交时间是四个月。如果拆开来看这四个月的用户行为，我们会发现一个特点，客户前三个月有可能都在线上进行比较，第四个月才来线下，那就意味着什么？意味着你如果不能进入线上战场，你后面是拿不到这个客户的，客户很有可能被其他率先进入到这个战场的公司提前获取到。2、打通房地产影响的最后一公里线上和线下之间不是一条线，而是一个鸿沟。这个过程中，我们要把线下的所有业务场景在线上进行重构，再反馈到线上进行整个线上场景的补全，线上线下一体化拉通。这个事情做起来非常有挑战，一旦做起来以后，就意味着我们打通了营销的最后一公里。如果打通了房地产营销的最后一公里，接下来会是一个什么样的情况？①品牌重塑：品效合一，空地一体克里斯坦森讲了一句话，“用户其实并不是购买产品或服务，而是为了让自己的生活有所进步”。过去几年，开发商在渠道不断变强的过程中，也是开发商品牌能力不断变弱的过程。之前，开发商对品牌的重视度不是不够，因为品牌的投入很大，并且并不能直接为它所受益。有可能品牌打出去以后成交会起来，但是渠道占比不会降低。整个数字化地盘打通以后，要做的第一件事情就是空地（天空陆地）一体，就是在品牌端的投放，线上和线下都是打通的。同时在这个过程中，我们能做到品效合一。客户看到小程序以后，我可以把优惠信息进行前置。在这个过程中，通过开发商重新掌握定价权回到主战场。客户扫完二维码领取优惠券以后，客户信息可以第一时间被沉淀。客户不用到线下，开发商在线上可以率先锁定客户，完成整个客户的转化。在这个过程中，我们可以把整个过程中的客户全生命周期的洞察、销售的全流程管控，以及业务全流程真正闭环掉。②赋能一线：从结果到过程，从管控到赋能对于房地产领域，真正的核心抓手是在置业顾问端，我们以微信为载体，帮助置业顾问连接客户，把他的产品、内容、营销活动可以直接推送给客户。如果客户到了线下以后，我们可以把前序的线索拉回来，线上线下打通，对客户的来源进行判定，对客户的分配进行更加精准和科学的分配。在这个过程中，对顾问端的管理从以前的单纯的结果管控转变为后果管控，从以前的管控转变到后面的赋能。③客户洞察：从封闭，到透明在地产营销最核心的抓手始终是回答一个问题：我的客户从哪里来，到哪里去，我在哪里精准找到我的用户。前后端没有打通之前，我们对客户的行踪可以用一个词来形容——“来不知所以，去不知所踪”。前后端被打通以后，都可以提前知道每个到访客户关注我哪些内容、对我的哪些地方感兴趣、购买意向是A还是B还是C、这一类型的客户找哪个顾问接访比较合适。在这个过程中，客户洞察可以实现从封闭到透明的过程。④智能管控：从不确定，到确定通过数据化把整个营销的全链路打通以后，管理人员可以根据数据做精准营销动作的分析和营销结果的反馈，进而再去推动下一阶段的反馈。在这个过程中，提升了他整体管理上的闭环能力和迭代能力。从这个点来讲，我们认为营销是没有捷径的。营销的核心问题就是：解决怎样能够快速贴近市场、快速反馈、快速闭环，日拱一卒，功不唐捐。最后我也想引用毛主席的一句话：“武器是战争的重要因素，而不是决定性因素，决定性的因素是人，不是物”。

The MSDW editorial team compares notes once again, and there is nowhere to start but the impact of coronavirus on the Microsoft ecosystem. We reflect on the varied feedback we are hearing from VARs and ISVs of different sizes, independent experts, and customers. And this week is also significant for kicking off 2020 release wave 1 for Dynamics 365 and the Power Platform. We discuss some of the most consequential changes like dual-write for ERP-CRM integration and RPA for Power Automate. Articles referenced in this episode include: Microsoft Dynamics, Power Platform update plans will adapt to pandemic's impact Microsoft cancels Inspire 2020 partner event in July More Microsoft, channel conferences upended in response to coronavirus Transitioning to a Virtual Accounting Department Tear up those paper checks! Dynamics 365 Business Central makes ACH easy Still writing paper checks but want enhanced fraud protection? Set up Positive Pay in Business Central without the help of a developer! Microsoft Power Automate to add UI flows in April with two pricing options Microsoft prepares launch of Dynamics 365 dual-write for bi-directional ERP-CRM integration Microsoft Dynamics 365 Customer Service boosts efficiency with new bots, with IoT on the way Microsoft has finally deprecated the Dynamics 365 for Outlook COM add-in Digital transformation: Weighing the impact on profit and people Sync Master Data on Microsoft Dynamics NAV / D365 Business Central: Extensions or Power Automate The rise of Dynamics 365 in the real estate, property, and housing market IT versus the business: Why leadership of your cloud ERP project matters Navigating the ERP landscape as a project-based business

טליה שינדלר, מנהלת מערכות המידע של קרסו מוטורס.  עד כמה מנהל מערכות מידע שמבין את הביזנס ותהליכים עסקיים הוא חוליה קריטית בשרשרת ; על המעבר המוצלח שהם עשו לדיגיטל ; מה עשו על מנת לשים את הלקוח במרכז ; מיזוג וטיוב דאטה ; מעבר ממערכת ERP ל- CRM ; מרקטינג אוטומיישן ; תהליכים חוצי ארגון, איחוד מוקדים ; נאמנות לקוחות ; אתגרים מיוחדים של שוק הרכב לקראת רכב אוטונומי ; מערכת connected car שאוטוטו משיקים ועוד. מרתק! טליה בעלת תארים אקדמאים מהטכניון, בתעשייה וניהול ובמנהל עסקים. יעצה לארגונים במסגרת חברת תפן והייתה מנהלת מערכות המידע של תמי 4  - לימים שטראוס מים ושל חברת האופנה בגיר.  הרקע והניסיון הייחודים שלה מדגישים עד כמה תפקיד המנמ"ר הוא קריטי היום להובלת שינויים בארגונים וממחישים את החשיבות שהמנמ"ר יבין היטב את הביזנס, ישלוט בתהליכים עסקיים ויהיה מחובר לעולמות השיווק.

Episode Title: Enterprise Data Management: When the Enterprise Owns the Data + Are CMOs redundant? Alexei Yukna, Director of Marketing Technology Research at 14West talks gamut of themes, who as a practicing professional – someone who is actually involved in the day-to-day of bringing enterprise data together and leveraging it for better business outcomes – shares some practical insights not just for his peers, but even for martech vendors! Here are some of the key highlights: 1. Going Agile: Alexei takes us through the entire process of how 14West decided to adopt an agile approach to building technology and managing enterprise data for the over 40+ global businesses they serve. The goal is to help marketers at these companies find their audiences (inbound) and keep them (subscription) – and he shares their agile strategies, including centralizing the PMO and integrating complex, cross-functional yet dependent teams Don’t miss: Marketing and Technology have every different perspective on what Agile means, and Alexei lets us in on it! 2. Putting Data at the core of the digital experience platform Alexei says: “If you say the enterprise owns the data, then you really need convergence between the types of data and where its put, but also in the philosophy between the stakeholders” How does a complex organization of this size manage first and third-party data architecture and audience management? How are they bringing agility to the way data can be accessed across different stakeholders without compromising on security, speed and scale? Once 14West decided that enterprise data is at the core of the digital experience platform, they focused on: - How is the enterprise data constructed? - How is the data abstracted as a layer between the enterprise ERP/CRM (or other data sources) and the CDP? - Understanding how each stakeholder consumes and interacts with the data in different ways The Outcomes? They saw: - Better data going into the CDP - More optimal utilization of the CDP and therefore more efficient and effective activation of the marketing data (they use Lytics and Blueshift) - Better representation of the element’s marketers were looking for - Better affinity scoring - Better ability for Marketing to work closely with the data enterprise team for smooth data flow 3. Rationalizing the stack, integrating the elements, and making build versus buy decisions for technology: Of course, key considerations include use-case, speed, scale, real-time, data flow, minimal latency, safety and compliance, cloud-first, etc. Plus, Alexei shares more on 14West’s best practices such as ‘release with parity’, ‘safe agile’ and ‘minimal disruption/ business continuity’. Don’t miss: Alexei tells us why investing time in a PoC with the potential vendor is useful and practical, and saves you a ton of trouble later. The best part: vendors learn a lot from it too, and are able to refine their product and solution based on what they learn – even in PoCs that don’t convert into a partnership. SEGMENT 2: NEWS OF THE WEEK How do you hire for a CMO now? What does that look like? Can you get away with not hiring a CMO and distribute the role across multiple specialists while reimagining what this role needs to do? In the recent past, J&J, Uber, and McDonald's have all announced that they will not be replacing outgoing CMOs. In the post-Q2 results call recently, the CEO of Unilever, while announcing increased digital marketing and marketing technology investments, shared that it was getting increasingly difficult to find the right people to manage this degree of complexity and convergence. Tell us what you think! Join the conversation here on LinkedIn, Twitter and like us on iTunes or Soundcloud.

Brian Galicia, joins us on the podcast today. And if you were to meet Brian, or listen to any of his many keynote talks, you would walk away with his infinite expertise and passions around "turning relationships into revenue", and Brian is very serious about this. He's spent nearly 13 years here at Microsoft, working in roles and areas all around and pertaining to business applications (which are technologies such as ERP/CRM, and other business automation and integration platforms and tools), he's currently a Global Sales Leader for Sales Automation and LinkedIn, he comes from a sales engineering background, but brings with him experience in sales management, sales and pre-sales roles, both technical and specialist focused. He's also collected a number of performance awards, the most recent being Fiscal Year 2018 Circle of Excellence - Platinum Club, which is Microsoft's most premier award program for top contributors.We talk about an entire host of provocative sales/technology/culture related topics including:-How to turn relationships into revenue by driving modern selling conversations-Why Microsoft purchased LinkedIn and the value offerings that these organizations are creating for customers across products-The power of using social selling platforms to deliver commonalities in an exchange of dialogues - and the best practices for managing these conversational work flows-The properties of a successful seller in a growth minded organization and the evolving roles that sales managers should be playing in this new ecosystemThank you for listening!How to contact Brian:LinkedIn: https://www.linkedin.com/in/briangalicia/Resources:https://blog.hootsuite.com/linkedin-statistics-business/https://www.forbes.com/sites/henrydevries/2018/11/16/the-best-social-media-for-lead-generation/#3be0a97046abhttps://business.linkedin.com/marketing-solutions/audience?#https://business.linkedin.com/sales-solutions/blog/sales-tools/2018/why-inmail-is-replacing-email-for-lead-generationhttps://blog.hubspot.com/sales/surprising-statistics-on-social-selling-that-all-salespeople-should-knowLearn more at www.thedatabinge.comConnect with Derek on LinkedIn | Instagram | Twitter

Den gesamten Beitrag können Sie hier lesen: https://erp-news.info/8-trends-im-bereich-erp-crm-und-business-intelligence-2/

Mark Grindeland joins us and takes us through his history in advertising. He had a management consulting firm which led him to Digitas. He says he turned Digitas into the McKinsey of advertising. Back in the day he had codified his IP in building one of the first ERP CRM platforms, took that public and hit a billion dollar market cap. From Digitas he was recruited to Y&R who wanted to become a global version of digitas. After dabbling in M&A, he was moved into the CEO EMEA role. Which brought him back to the same place he was bootstrapping with Digitas a year earlier. This time, with 21 countries, 36 offices, 2K employees and 180M in revenue. This is the experience and more that Mark brings to cannabis.

In this episode, we cover how to select the right ERP and how ERP plays a crucial role in both digital transformation and omnichannel commerce. ERP is heartbeat of medium/large scale enterprises and it's a make or break decision for many organisations. |Jason brings his many years of experience with commerce systems to the discussion and helps set you up to make the best choice for your business. |# TIMESTAMPS |0:45 - Jason's Back & The Morning Hustle! | 2:20 - What is ERP & why is it so important? | 4:50 - The Power of ERP + CRM | 5:35 - BIG names in ERP | 7:00 - What should you look for in an ERP System? | 8:15 - SaaS/Cloud ERP & NetSuite | 13:35 - Jcurve | 15:30 - Technology Search and Select/Vetting - the power of partnership |