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In the face of the current global financial crisis, companies are seeking reductions in all operational expenses. Mobile devices and wireless expenses present a difficult challenge in this regard. Not only has the mobile device become a beloved and essential work asset, but the additional data, text messaging, applications, and network access capabilities have made mobile expenses even more difficult to track. This report demonstrates how companies have saved over 30% after implementing a wireless expense management solution by identifying strategic actions, then acquiring the internal capabilities and technological enablers necessary to successfully cut costs without cutting services.
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The global economic downturn and the fluctuations in energy prices emphasize the financial need for organizations to understand and manage their consumption of energy as a key part of their ongoing corporate strategy. In addition, changing expectations from a wide variety of stakeholders, both public and private entities, as to what constitutes corporate responsibility, has dramatically increased the need for organizations to understand and communicate their efforts to lessen social and environmental impacts related to their practices and products.
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Engaging employees early in their career with a new company is essential to employee satisfaction, retention, and performance. Onboarding made its mark within talent management in 2008, and data collected by Aberdeen in December 2008 and January 2009 from more than 600 HR, talent management, and line of business managers shows that onboarding is poised to make significant strategic gains again this year. The data and analysis in this 2009 onboarding study will provide organizations with the means to benchmark their performance against peers as well as improve onboarding performance over the coming year.
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New economic conditions are driving companies to become increasingly cautious about the near-term future. A focus on improving flexibility to dynamically account for change has shifted focus away from budget accuracy, putting companies at risk of falling short of shareholder expectations. This report will serve as a roadmap to efficient planning, budgeting and forecasting for improved agility, accuracy and corporate performance.
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Aberdeen surveyed over 110 retail enterprises between October and December 2008 to determine the pressures that compel retailers to implement, or consider the implementation of, retail Software as a Service (SaaS). Considering SaaS as an IT delivery model is a vast departure from what retailers have been used to: the tradition licensed or on-premise software. Retailers that are current users of SaaS applications indicate that there are many benefits to this new deployment methodology, as well as some constrictions. It is the purpose of this ensuing report to educate retailers on the what, when, why, and how of deciding whether SaaS is the right spend for your customer, and your IT dollar.
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The traditional sales pressures of lengthening sales cycles and low quota achievement have only been exasperated by the recent economic downturn. Many businesses have been forced to cut cost, eliminate waste, and often freeze spending. The hardened reality for sales representatives is that the time–tested practice of “putting the right message in front of the right person at the right time” is becoming more of a challenge. In order to meet the demands of this new selling environment, top companies are implementing sales intelligence initiatives as a way to improve the effectiveness of the sales force and enrich the quality leads in the sales pipeline.
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With the nation facing the toughest economic times since The Great Depression, enterprises are being forced to reevaluate their current labor needs and implement alternative workforce strategies to effectively drive performance without sacrificing time, cost, or quality. Contract labor, also known as contingent or temporary labor, is a multi-faceted category known for its complexity. Improper management of contract labor has many consequences, including inflated costs, failure to achieve desirable performance from contract-staffed projects, and non-compliance to internal and regulatory policies.
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Aberdeen surveyed over 120 retail enterprises between December 2008 and January 2009 to determine the current state of multi-channel retailing, and the future implementation of the digital and mobile channels. Aberdeen data reveals that 58% of retailers surveyed have had a multi-channel initiative in place for at least one year. Best-in-Class companies are 1.5-times as likely as Industry Average and Laggard companies to have implemented these initiatives in that time.
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The life sciences supply chain is under pressure to become more customer-centric in order to help curb shrinking profit margins and remain competitive in a continuously globalizing marketplace. Global markets, competitors, and products, as well as global mergers, bring opportunity and risk. This report explores the different scenarios for collaborating internally among different functional areas and externally with customers to manage inventory levels without letting customer satisfaction slip. Continuous planning, forecasting, and replenishment are discussed, as is data connection for order entry, data migration, and aspects of demand forecasting.
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Companies are reeling from the fallout from the worst financial crisis in recent history. Gross domestic product, corporate profits, and virtually all other measures of economic health are on the decline across North America, Europe, and Asia. Economists are forecasting declines that will further darken the economic picture around the world through at least the first half of the year before the global economy starts growing again.
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