عرض العناصر حسب علامة : التسويق
الأحد, 20 مارس 2022 11:05
أربع مستويات من إدارة الإيرادات
على مدار السنين، نجح المحاسبون والمحللون في توظيف نماذج الإدارة وإنشاء دوافع سببية بالشراكة مع المديرين التنفيذيين لتحقيق الأهداف الاستراتيجية التي تنطوي على التكاليف والاستثمارات، حيث ان هذا العمل يمكن ان يمتد الى المبيعات والإيرادات.
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الأحد, 27 مارس 2022 13:48
القيمة المالية للعلامة التجارية
الأصول غير الملموسة هي المحرك الرئيسي لخلق قيمة تجارية طويلة الأجل في بيئة اليوم التنافسية والمترابطة وسريعة الحركة
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الإثنين, 04 أكتوبر 2021 22:26
البدء بخطة إستراتيجية
يحب العديد من المحاسبين ما يفعلونه ويريدون الحفاظ على الوضع الراهن بنمو طفيف ولكنه مستمر. يريد آخرون جعل ممارستهم أكبر ومحاولة تسريع النمو. كلاهما أهداف جيدة وكل ما يريده أي شخص جيد، طالما أنهما واضحان بشأن ما يريدانه.
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المحتوى بالإنجليزية
Getting started with a strategic plan
By Edward Mendlowitz
October 04, 2021, 11:30 a.m. EDT
2 Min Read
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Many accountants like what they do and want to maintain the status quo with slight, but continuous, growth. Others want to make their practice bigger and try to accelerate growth. Both are good goals and whatever anyone wants is fine, as long as they are clear about what they want.
However, I find that many do not act in accordance with what they say they want. For instance, someone who feels that small growth works for them might be pretty aggressive with marketing, while someone who wants quicker growth might seem to pass up some great opportunities that they trip over. Either way, having a plan can help direct you toward a better future or the future you want, rather than leaving it to chance or fortuitous circumstances.
I think defining a goal and a plan to achieve it is important. When first starting, I would make it a five-year goal. However, there is nothing wrong with a 10- or 20-year goal either, and I know some very successful practices that have 20-year plans, but five years seems more in reach and less vague or open-ended. Write out where you want to be (I am big on writing this stuff down) and where you want your practice to be in five years, and then provide a way to get there. (Read my previous article for some methods for this.) Even if you are a sole practitioner, but more importantly for partners, it might be that individual goals and the goals for your practice do not converge. Examine this if they do not. Then I suggest charting out a plan for the next year. By the way, this doesn’t need to be done at the end of a year; you can start anytime, so why not now?
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Once you have your annual plan, try to break it down into monthly activities with a plan and goal(s) for each month. This should be followed by the hardest part: writing down the first thing you will do to start and when you will start. I always suggest “now” as the starting point. Take that first step.
Strategic plans are important. Sometimes we think they are a cliché, but they work, and regardless of what they are called, they are not hard to determine. They are hard to implement, and the hardest part is that first step. So do it! Start now! This process works. You can also use this method to help your clients set up their five-year strategic plans. Do yours, then apply what you did to your clients, and you will then leverage what you did into a marketable service.
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الثلاثاء, 24 مايو 2022 07:41
إنفوجرافيك.. أهم خمسة أشياء يمكنك إنجازها في مؤسستك خلال ال 90 يوما القادمة
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الإثنين, 27 سبتمبر 2021 12:44
إنفوجرافيك.. ثلاثة عناصر رئيسية في صميم كل استراتيجية جيدة
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الخميس, 23 سبتمبر 2021 11:36
نقل شركتك من مجرد الحديث إلى النتائج
الانتقال من الحديث إلى النتائج في الشركات
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المحتوى بالإنجليزية
Moving from talk to results at firms
By Tony Zecca
June 02, 2021, 12:23 p.m. EDT
4 Min Read
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At most professional service firms, talking about what the firm and partners need to do to drive growth, improve profitability, create a better culture, and create a link between goals and accountability ends up just being talk.
Talking about the things that need to change is easy. Discussing and agreeing on how to change, what needs to change, and whose responsibility it is to drive the change is where the gap between talk and results just never ends. It’s like being on a treadmill where you keep walking but stay in the same place. Here’s how to get off that treadmill and move your firm from talk to results.
The challenge
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The major challenges blocking most firms from achieving success are fairly common. When I talk to partners from six- to 150-partner firms as part of our diagnostic model, those six or eight “challenges” blocking success are so common. The challenge is never seeking and gaining agreement on what needs to change. Why then is it so difficult to actually do something to create the changes that everyone agrees need to take place?
The challenge that most firms encounter is the lack of “POWER.” What does that mean?
"P" is for purpose. To move from talk to results, everyone has to understand the purpose, the big "why." No one commits to change unless they understand why the change is needed. Without understanding the why, it becomes too easy for partners to let day-to-day things get in the way. The result is just talk.
"O" is for ownership. Change does not happen unless someone owns the change and commits to getting it done. Ownership can be assigned by the managing partner, but true ownership happens when someone steps forward and asks for responsibility. Ownership does not always have to reside with a partner. There are so many benefits to allowing a senior staff person to take ownership.
"W" is for willingness. There has to be willingness to change. To implement an effective model of goals and accountability tied to partner compensation is a huge challenge in many firms and can only be successfully implemented if the partners are willing to change and be held accountable. Another often-used term for willingness is “buy-in.” The truth is, if there is no buy-in to the change, it will not happen, and most firms can look to their past to find all the skeletons of past changes that never got implemented. Willingness to change is like the air that we breathe.
"E" is for environment. With firms I work with, those six or eight major strategic initiatives (changes) that are critical to future success only get implemented when the environment exists to drive implementation. If the focus on and commitment to implementing the agreed upon changes take a second seat to billable hours or the excuse of “I am too busy with client stuff,” and the managing partner and/or executive committee buy into that, then no change will ever take place. The bottom line is there are way too many excuses that partners make, and management accepts that creates the environment of, “Let’s get through today,” versus “Let’s create the tomorrow this firm needs.”
"R" is for resolve. The road to change is not easy, and there are any number of obstacles that will rear their ugly heads as you walk down the road of change. You need to just keep walking down that road and not let all those distractions get in the way of successfully implementing the changes you agreed to. Clear and effective project management focused on results contributes to the resolve to get it done.
At your next partner retreat focused on strategy and growth, change the paradigm of the past where talk was plentiful, but results were scarce. Talk through the changes or strategies that need to be implemented to achieve the goals that the firm is seeking. But, move from talk to power by addressing each of the components of the POWER model. Leave the retreat with all the partners understanding the P (purpose), the O (creating ownership), the W (commitment and willingness to change), the E (focus on results and accountability) and the R (does everyone have the resolve to see it through).
The question is, does your firm have the power to move from talk to results? It’s simple, really. If you don’t, the firm will just continue having partner retreats, summits or meetings to talk about what needs to change without ever driving the firm and partner performance to where it needs to and should be. You can’t embrace and win in a future that is paralyzed by inaction versus harnessing the power to create the future your firm needs to thrive.
Commitment and a clear understanding of the power you create will always move your firm from talk to results. You have to change the paradigm if you are going to change the result. The lifeblood of any accounting firm is growth: gaining more clients, building revenue and profits. No firm can stand still and just keep doing what it has always done. You have the power to change and create the future your firm deserves. Do your partners share the power, or are they happy to just stand on the sidelines?
Far too many firms are stuck doing the same old things and expecting different results. The model for creating real and lasting change in your firm is to harness the power, create the environment of success, and create the firm you want.
In most firms, as in life, you can learn from the past or continue to do the same old things that have not worked for you. The past is written, but the future is yours to create. Creating a future based on the past will just keep you on that treadmill to nowhere. As a managing partner, you can begin to create a more successful future for the firm by harnessing the power to break from the challenges that continue to block your firm’s potential.
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الخميس, 16 سبتمبر 2021 10:16
تسويق شركتك: الاستراتيجية الرقمية حتمية
غيّر عام 2020 كل شيء عن كيفية عمل الشركات، بما في ذلك كيفية تفاعلها مع الجميع من الموظفين إلى العملاء ومن البائعين إلى المجتمعات
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المحتوى بالإنجليزية
Marketing your firm: The digital strategy imperative
By David M. Toth
May 12, 2021, 9:00 a.m. EDT
5 Min Read
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2020 changed everything about how businesses operate, including how they interact with everyone from staff to clients, vendors to communities. The COVID-19 pandemic resulted in a digital transformation that changed the way people purchase consumer products, goods, and services. Until 2020, only 15% of companies prioritized digital transformation. In 2021 however, 77.3% of CIOs rated digital transformation as a top priority, pushing cybersecurity to second place.
Firm leaders of today and tomorrow looking to succeed in an increasingly virtual market must lean into the momentum that has been created since the beginning of the pandemic, take those learning experiences and data points, and uncover new paths to revenue growth.
Digital presence is nothing new and has lived as a function of marketing for a long time. But as client acquisition becomes more complex and anomalies like those of the Paycheck Protection Program and CARES Act have proved to firms that opportunities do exist through virtual experiences, a sound digital strategy must find its place as a pillar of your firm’s 10-year vision.
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The ability to remain competitive in 2021 and beyond is now dependent upon an approach that engages your target audience in tailored and unique ways, either pushing them through a thoughtfully designed qualification process or grooming unqualified leads to become clients of the future. Key tools to a successful plan include:
The evolution of your website into a sales tool;
Leveraging content to answer your audience’s pain points and challenges;
Thought leadership to establish expertise and positioning in key channels;
Comprehension of the “new” client journey;
A tactical approach to keyword strategy and search engine rankings;
Leveraging email marketing that has been a proven tactic in our toolbox for 20-plus years;
Defining the conversion funnel for your firm as it relates to managing each touchpoint;
Identifying digital champions inside your firm; and,
Technology adoption across marketing and sales.
As digital strategy evolves to become an immediate and impactful portion of the client experience, the prospect-to-client journey you create (read: your digital strategy) will require the same level of attention in a virtual environment as it would in-person. The above tools combine to provide rich insight into each visitor’s online movements, interests, and interactions, allowing your firm to curate a personalized, guided experience from the moment they walk in your virtual “front door.”
In fact, prospects and clients already expect and demand a frictionless journey, shifting the traditional focus of business development from relationships in the market to virtual experiences online. Providing a frictionless experience to your prospects and clients requires your firm be able to capture data, automate their interactions, and gain insight from the time they get to your website to the time they interact with your colleagues in the local community. The ability to centralize this information into one dashboard removes the hurdles and unnecessary complexity from a rapidly evolving process.
New opportunities
Geographic boundaries have vanished, but new boundaries related to the virtual buyer’s journey and the pandemic have sprung up between firms and prospective clients. This shift has created a digital strategy imperative. Every facet of the prospect-to-client relationship is now critical to maintaining a data-driven approach to measure what must be managed.
And there are big opportunities to be had. Implementation of a digital rainmaker strategy grants firms the ability to establish meaningful relationships while building a book of business that extends beyond any one individual. Opportunities generated through a broad, sophisticated digital strategy will create an output of higher conversion rates (and more time dedicated to clients and billable hours) for partners, ultimately yielding increased cash flow and profitability for the firm.
So, what are the foundations of a sound digital rainmaker strategy?
1. Data is king. So is content. You may have seen some headlines recently about the way data is going to be collected and stored by internet giants like Google, Facebook, YouTube and Amazon. Their methods are evolving rapidly to put the user first and protect their data. What does that mean for your digital strategy? Data collection will be much more critical at the firm level versus relying on third-party sources. Attention will become a commodity and competition for users’ time on the internet will be more challenging. Strong, relatable content that shows thought leadership will pave the path to establishing an authoritative voice and a strong following.
2. Focus on one vertical at a time. Developing a source of qualified leads through digital marketing of specific verticals and practice lines is the best way to create success stories for repeatable growth. Trying to tackle and embrace the entire firm's transition to one of digital culture will have its challenges. Embracing a model that is generating traceable, repeatable, and sustained revenue comes with focus, leadership, and the ability to identify digital champions within the firm. Who will be the next partner to champion video, thought leadership creation, and a podcast with 40,000 monthly subscribers?
3. Data flow drives decisions. Visibility and accountability at all levels is critical and data flow, analytics, and dashboards connecting the path from marketing inception to sales conversion provide the insight needed to know what’s working and what isn’t. Data-driven growth is integral to the future-ready firm.
4. Adoption at all levels is critical. Why do only 30% of digital transformations succeed? Because, according to McKinsey, adoption must be endemic — and that’s a hard nut to crack. Adoption that starts at the top level and becomes part of the firm's strategic plan, goals, metrics, and key performance indicators at all levels is more likely to succeed and produce the greatest return on investment.
As client acquisition becomes ever more challenging and complex, as client experiences trend toward virtual and away from in-person exclusively, and as the prospect-to-client expectations continue to evolve, this imperative will become ever more critical to your success.
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الثلاثاء, 07 سبتمبر 2021 11:17
كيفية تسريع نمو الأعمال بمساعدة التكنولوجيا
لقد غيرت التطورات التكنولوجية التي تحققت على مر السنين الطريقة التي تتم بها الأعمال التجارية الى الأفضل، إن سوق العمل مليء بالمنافسة مما يجعل اكتساب ميزة تنافسية على منافسيك أولوية في بيئة اقتصادية صعبة. فتحقيق اقصى استفادة من أحدث التقنيات سيساعدك في تسريع نمو أعمالك حيث يمكنك تأسيس مكانة ثابتة.
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الأربعاء, 15 سبتمبر 2021 09:03
كيفية الارتقاء بتجربة العملاء في عالم ما بعد كورونا؟
بالنسبة للشركات الاستهلاكية التي تجد نفسها في الوضع الطبيعي التالي، حان الوقت الآن لإعادة تصور ما يعنيه الوضع الطبيعي الجديد.
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المحتوى بالإنجليزية
How to elevate customer experience in a post COVID-19 world
By Sukesh Choubey
EY Global Delivery Services SAP, Microsoft and Supply Chain Leader
6 minute read
15 Feb 2021
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Consumer products and retail Supply chain E-commerce
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For consumer businesses finding themselves in the next normal, now is the time to reimagine what the new normal means.
Three questions to ask
How has COVID-19 shaped consumer behavior?
How can CPG companies gain a competitive advantage by embracing this new reality and adopting emerging trends?
How will frictionless shopping solutions help CPG companies gain competitive advantage?
How EY can help
Customer experience
When it comes to serving the customer of the future, the answers lie in being client-centric, especially in today’s world.
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We are all living in unprecedented times and the pandemic has radically impacted our everyday life. Each one of us has seen the impact the COVID-19 pandemic has had on the consumer psyche and businesses alike. During the lockdown, consumers stockpiled essential goods such as groceries, dry foods, and other household products, in wake of the impending crisis. This spike in demand for essentials disrupted the supply chains for most of the Fast-Moving Consumer Goods (FMCG) companies. On the other hand, non-essential (good-to-have-goods) product companies, such as apparel and luxury products, witnessed a sharp decline in sales. Other factors familiar to many included restricted travel, remote working and growing economic concerns.
Some of these changes in customer behavior seem to be an irreversible trend, forcing consumer goods companies, more than others, to realign themselves to the new normal. Consumer Products and Goods (CPG) companies can gain a competitive advantage by embracing this new reality and adopting emerging trends would help consumer businesses thrive in the new normal.
1. eCommerce acceleration
Online presence is no longer optional for CPG companies. Many small and medium companies did not invest in eCommerce until recently. With consumer shift to online channels, since the COVID-19 pandemic began, there has been a growing demand for eCommerce platforms. Leading grocery retailers prefer to reduce online friction by simplifying the buying experience for essentials with the use of apps. Curbside pickup has proved to be one of the most conducive frictionless solutions for both retailers and customers. A leading sports retailer converted some of its stores into fulfilment centers to manage online orders. Food and beverage players identified the shift in consumer behavior and launched online D2C channels during this period. In addition, there was growing disintermediation using B2B eCommerce portals by CPG companies for their sales representatives, especially during the pandemic.
Business buyers seek simple, flexible, on-demand ordering experiences – a process that works best for them, at the time they desire. Back in 2015, Forrester found that nearly 75% of B2B buyers said that buying from a website was more convenient and efficient than buying from a sales representative.1 It would seem very likely that, were the same research conducted in 2021, the percentage would be even higher. In the future, digital adoption is expected to grow further and would be a key driver for growth for many consumer businesses.
2. Digital In-store experience
With a growing affinity for online shopping, CPG companies need to reinvent the in-store experience to reduce friction and ensure customers see value in coming back to stores. Digital engagement has accelerated tremendously, and leading companies have innovated quickly to replace traditional, in-store experiences. As the economy has begun opening, physical stores have seen a slight uptick in consumer traffic. This indicates that physical outlets will have to test modified in-store layouts to prevent customers from being in crowded situations and enable contactless shopping solutions to address health concerns.
Leading retail chains have been testing store traffic control using advanced queue management techniques, one-path shopping designs, and queueless buying options for popular products. Frictionless solutions (e.g., scan-and-go, click-and-collect, drive-through checkouts), buying/try-out kiosks are also some formats that are being used to reduce physical touchpoints for customers. Athletic footwear (A&F) players have seen store shutdowns but have also benefited from continued technology investments. Some A&F organizations have ramped up content marketing and adjusted subscription prices for digital fitness programs. It’s likely stores will become more conceptual and experiential, with customers being engaged in a better way through digital athlete training regimes.
There is also a growing preference for AI store assistants to supplement the customer experience with product information and recommendations. AI can also answer questions as well as take orders for customized products that have a different color, stitching, size or accessories. Now is the time for consumer companies to invest in the data, technology and systems required to deliver exceptional consumer experiences. Organizations that can understand customers better and adapt faster are likely to be the next customer-experience leaders.
Consumer companies must invest in the data, technology and systems required so they are able to deliver the kinds of exceptional consumer experiences that will give them a competitive edge and position them as the next customer-experience leaders.
How EY can help
Customer engagement
In today’s world of empowered customers, competitive advantage shifts from being purely competing over product and price to building trust. To prosper, you need to consider a customer-centric marketing model built on unwavering trust and loyalty.
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3. Dynamic and agile supply chain planning
During the lockdown, inventory management became a problem as people started stockpiling and manufacturing went on freeze temporarily. A spike in online sales, abrupt consumption patterns, disrupted supplies and unpredictable future have made organizations realize that what worked till now, will not work in the future. How can companies accurately forecast demand and capture the impact of situations such as a pandemic? An effective way would be greater collaboration for demand sensing between retailers and manufacturers, especially for anomalies. Furthermore, automation of sales operations and creating a digital environment to manage their entire supply chain is critical if companies need to build sales resilience.
4. Innovation in customer connect
While people continue to remain socially distant, bringing offline experiences online will ensure they continue to connect with the brands they identify with. Even though digital marketing has been a focus for CPG companies, greater impetus must be placed on leveraging new age communication channels to create deeper engagement with consumers. Some social media platforms have already enabled CPG companies to gain higher traction by personalizing communication compared to traditional marketing channels.
Additionally, influencer marketing, YouTube channels, blogs, etc., are all being used to create excitement around brands, new launches, etc., and drive the end-users toward purchase. Companies are constantly innovating new ways of connecting with consumers. Adopting technologies, including Augmented Reality (AR) and Virtual Reality (VR), will completely change the way brands communicate, launch new products and engage with consumers, all while ensuring the safety of consumers is not compromised.
As social distancing continues to be the norm, bringing offline experiences online will ensure continued customer engagement with an organization’s brand. The next step, however, must now be a bigger focus on leveraging new age communication channels with the aim of creating deeper consumer engagement.
To remain relevant and adapt to changing consumer behaviors, CPG companies must adopt agile operating models to lead in this dynamic environment. Digital is becoming an integral part of the customer’s purchase journey. Organizations need to analyze consumer consumption data in existing digital channels, modify assortments, build a robust network, and simplify and optimize UI/UX to enable a better customer buying experience. Physical stores should allow frictionless shopping, redesign store layouts, streamline store operations and reevaluate store networks to increase consumer confidence in physical channels. This must be supported by flexible delivery models and robust supply networks (fungible stores and warehouses).
A superior personalized experience can be achieved by enabling a seamless purchase journey for the consumer with close collaboration between physical and digital channels and being innovative in building omnichannel capabilities. In the long run, achieving these objectives will future-proof organizations and help them retain their competitiveness.
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Summary
The COVID-19 pandemic has created what many expect to be irreversible trends in customer behaviors. But there is a competitive advantage to be gained by CPG companies that embrace this new reality and adopt emerging trends, such as agile supply chain planning and innovative ways to connect with customers.
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الأربعاء, 18 أغسطس 2021 11:06
المدققون الداخليون يتجهون نحو السحابة
يعتزم ما يقرب من ربع فرق التدقيق الداخلي تنفيذ إدارة التدقيق المستندة إلى السحابة أو برامج الحوكمة والمخاطر والامتثال هذا العام، وفقًا لمسح جديد.
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المحتوى بالإنجليزية
Nearly a quarter of internal audit teams intend to implement cloud-based audit management or governance, risk and compliance software this year, according to a new survey.
The report, by the Institute of Internal Auditors’ Internal Audit Foundation and the audit, risk and compliance software developer AuditBoard, surveyed 134 internal audit leaders and found that 22 percent of the respondents indicated they intend to implement cloud-based technology this year, resulting in a majority of internal audit teams using a cloud-based audit management or GRC software for the first time.
The findings come as more auditors implement cloud-based technology, especially during the pandemic when many organizations have shifted much of their workforce to remote work from home arrangements. Hesitancy over adoption of cloud technology is giving way to practical necessity.
“While automation of administrative functions offers clear and immediate benefits, internal audit is discovering the technology’s potential to drive departmental and business value,” said IIA COO William Michalisin in a statement last month. “This survey shows a positive step forward, with 22 percent of respondents saying they plan to implement cloud-based technology this year. As this report suggests, technology doesn’t merely complement the internal audit function, it’s crucial to more effective practices, allowing us to focus where it matters most and to elevate our value to stakeholders.”
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Plans for greater use of cloud technology indicates that internal audit departments are moving nearer to the cloud technology adoption rates of other business functions like the IT department. Internal auditors cited a number of challenges they encountered last year. A 52 percent majority of the respondents said identifying and evaluating new and emerging risks was their top challenge in 2020, while 43 percent cited the need to collaborate remotely with internal and external audit stakeholders. Communication and follow-up with business owners was considered a top concern by 38 percent of the internal auditors who responded to the survey.
The top uses for audit management software cited by the survey respondents were document management, issue and action plan management, and testing and work reviews. One respondent indicated that internal auditors have more time for strategic activities when their administrative activities are automated.
“Many internal audit teams that have not yet shifted to a cloud approach are now set to reap the benefits of modernization — including gaining greater bandwidth for strategic, value-add activities — and will be better positioned to protect their organizations from new and emerging risks,” said AuditBoard chief marketing officer John Reese in a statement. “They'll also get to equal footing with other functions within their organization who have already made the move to cloud-based solutions.”
The report points to some of the advantages of cloud-based solutions compared to other technologies in that they are often more secure than manual solutions and are easier to implement and administer than on-premise systems. Cloud-based systems are typically offered as a service, reducing the cost of maintenance and offering increasing value over time, as new features and improvements are added to benefit older and newer customers. Cloud-based investments are considered operational expenses, which are often favored by CFOs and may have a streamlined purchase process compared to on-premise investments, which are considered capital expenses, often subject to extra scrutiny. When choosing which approach to take, chief audit executives should familiarize themselves with the organization’s operational expense and capital expense approval processes, the report advises.
Separately, former IIA president and CEO Richard Chambers, who recently left the IIA after running the organization for 12 years, has joined the board of SWAP Internal Audit Services, a company in the U.K., as its first independent non-executive director, starting April 1. He also recently formed his own firm, Richard F. Chambers and Associates LLC, with the mission of informing and inspiring internal auditors and illuminating the potential of the profession globally.
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