Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• 58% of Best-in-Class companies have dedicated resources devoted to social media marketing
• 61% of Best-in-Class companies have online community platforms (e.g., discussion forums, ratings and reviews, etc.)
• 68% of Best-in-Class companies increased their investments in social media marketing while 34% are keeping their investment level that same as last year

The global economic recession has put more pressure than ever on chief marketing officers and other senior marketing practitioners to minimize marketing waste and maximize Return on Marketing Investment (ROMI). How can marketers trapped in a vortex of plunging consumer demand and growing budgetary constraints that have made it necessary to curtail or completely eliminate investments in traditional marketing channels and programs hope to attract, retain and increase the value of profitable customers? Aberdeen research indicates that at least part of the answer lies in harnessing the power of social media marketing to drive customer advocacy.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Leaders have achieved a 19% decrease in year-over-year energy costs relative to changes in volume of business.
• Leaders experienced a 17% decrease in year-over-year waste / disposal costs relative to changes in volume of business.
• Sustainability / CR initiatives have led to a 15% increase in the customer acquisition rate of Leaders.

Global food production, processing, distribution, and retailing have never been under greater scrutiny by consumers, regulators, and trading partners, than they are today. In the context of one of the world’s largest, most important, and complex supply chains, sustainability offers participants in the food industry unparalleled opportunities for competitive advantage and thought leadership.

Learn how top performing companies leverage sustainability and Corporate Responsibility (CR) initiatives to: increase food safety and quality, dramatically reduce costs and waste; build customer and stakeholder loyalty and awareness, and achieve social and environmental stewardship.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies achieved an average 3% decrease in order-to-delivery cycle times from 2006 to 2008.
• Best-in-Class companies watched as logistics costs dropped an average of 3% from 2006 to 2008.
• Best-in-Class companies reduced finished goods inventory levels as a percentage of sales by an average of 4% from 2006 to 2008.

The beginning of 2009 proves to be a time that business operations are really tested; many manufacturers face increasingly volatile demand and the need to satisfy customers, whose demands cannot afford to be ignored. But when are customers’ needs too costly because of production, shipping, or inventory holding costs when there is such a tremendous pressure to reduce costs? With this report, Aberdeen describes what some companies are doing to mitigate those unnecessary inventory-related costs.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies have achieved invoice-processing costs that are 5x lower than all other organizations.
• Best-in-Class companies have effectively lowered their cycle time by 142% when compared to all other enterprises.
• Best-in-Class companies have reduced their exception rate by 114%.

Against the backdrop of the current economic crisis, finance executives are concerned about their short- and mid-term financing, as well as their ability to manage risk and execute business strategies. These executives have intensified their focus on working capital, especially improving cash positions. The typical A/P department is uniquely positioned to support a firm’s cash management objectives, including extending Days Payable Outstanding (DPO) but also capturing early payment and volume discounts while avoiding late payment fees and providing support to ensure orders and payments are compliant to contracts.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies improved bid-to-win ratio an average of 14%, compared to 4% improvement amongst all others.
• Best-in-Class companies are 2.8x less likely to experience yearly sales force turnover compared to Laggards.
• On average, Best-in-Class companies increased annual revenue 26%, compared to a 13% increase amongst Laggards.

The economic downturn has placed even greater pressure on the sales function. Sales leaders must increase sales effectiveness while external forces reduce the number of real opportunities and threaten top-line growth. Business leaders need actionable data to align sales behavior with business objectives and rapidly adapt to changes in the market. Aligning and automating sales execution with organizational goals requires a holistic approach that includes compensation management, process optimization, and data analysis.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies achieved a 44% average year-over-year improvement in customer responsiveness
• Best-in-Class companies realized a 42% average year-over-year increase in employee productivity
• Best-in-Class companies saw a 30% average year-over-year increase in business process efficiency

This report demonstrates that Best-in-Class companies have successfully merged Business Intelligence (BI) functionality with collaborative techniques in order to produce substantial improvements in customer responsiveness, employee productivity, and business process efficiency. By leveraging a culture of information and other key organizational capabilities, top performing companies were able to expand the use of analytical capability to more areas of the business and lay a strong foundation for collaborative activity.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies have reduced their detention and demurrage costs over the past 12 months.
• Best-in-Class companies are 3.3x as likely as all others to turn-around orders the same day they are received.
• Best-in-Class companies are 2.3x as likely as all others to have decreased their inventory carrying costs over the past year.

In difficult economic times, it is not surprising that managers across all areas are being asked to do more with less. In fact, 51% of respondents are feeling the pressure to manage change without increasing staffing or warehouse space. When demand grows increasingly uncertain, there may be a drive to focus and take action on those elements which are within your control: the costs of carrying inventory and its potential obsolescence, the cost of warehouse labor, and the potential inefficiencies of process that stand in the way of performance goals.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies showed an increase in revenue of 4% or more in the past year
• Best-in-Class companies are 57% more likely to meet target launch/delivery dates
• Best-in-Class companies are 62% more likely to develop products that meet or exceed revenue targets

The average engineering organization is nearly half as likely as its Best-in-Class peer to report having a centralized process in place to support the capture and reuse of product data and information. Many engineering organizations also struggle with how to effectively document, approve and release final designs to manufacturing, as well as how to effectively manage engineering changes post-release. This report explores how the Best-in-Class apply tools and methodologies in each of these key areas in order to achieve greater profitability and efficiency - providing a roadmap for others to do the same.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class organizations being nearly 2x as likely to report improvements in document transfer times.
• Best-in-Class organizations are 58% more likely to reduce cost of distribution of digital content as compared to Laggards
• Best-in-Class organizations are 7x more likely to reduce buffer times as compared to Laggards

Streaming media, on-demand video and digital file transfers are bandwidth intensive applications and organizations are looking not only to improve quality of end-user experience, but also to optimize cost of enterprise infrastructure. Organizations are deploying digital content to improve responsiveness to market changes, differentiate from competitors and improve effectiveness of employee training initiatives while trying to reduce infrastructure cost and cost of bandwidth services.

Click here to Download

Find out how you can achieve Best-in-Class results. Access Your Complimentary Copy Today. This 9 Value Offer Expires 5/1/2009.

• Best-in-Class companies improved the effectiveness of risk detection and assessment by 19%.
• Best-in-Class improved the translation of collected risk assessment data into actionable business recommendations by 13%.
• Best-in-Class companies experienced a 9% increase in the elimination of redundant risk management activities and processes.

The two fundamental purposes of this report are first, to identify the strategies, high-level tactics, internal capabilities and frameworks, technologies, and services that top performing companies are employing to realize substantial business benefits from their Enterprise Risk Management (ERM) programs. Secondly, to provide a roadmap of actionable analysis and recommendations that both companies planning to develop an ERM program for the first time, and companies seeking to augment and optimize an existing initiative can leverage to improve their performance in assessing and managing risks strategically across the enterprise.

Click here to Download