Primary Matters

Organizational Planning

Because of The Guide's breadth and depth of analysis, value can be realized across your organization. Contact Centers, Customer Support, Technical Support, Sales, Marketing, Product Marketing, Upper Management

For Customer Support and Technical Support

Customer Service centers and Technical Support organizations are now linked to the upstream functions and are able to understand the true drivers of their requirements and project them into the future.

What happens in my contact center if my sales goals are 10% above plan? How many additional contacts will I have to handle? What will the cost be? What will the sales cost be to get that incremental revenue? Is this a good plan?
Which of my centers is delivering the lowest cost per contact? What would be the bottom line impact to reengineer all of the centers to match the best practice center?
How much is a transaction costing us?
Which customers are the most expensive to serve?
What will the resource requirements be to add a new product, service, or transaction?
What is the total cost of ownership for my customer contact solution?
Where can I target cutting cost without damaging service?
Which technologies make sense for my operation?
Which technology will have the best ROI?
Can I afford the current installation and maintenance process?
How should I engineer my prospecting, selling, closing, and servicing activities?
What would be the impact of extending my average customer life by one month?
What would be the impact of changing the mix of phone, e-mail and web contacts?
Is a centralized installation and maintenance strategy more or less expensive than a distributed force that has higher efficiency? Would outsourcing this function save money?

For Sales

Sales organizations are able to understand the elements of their sales cycle, project personnel requirements and see the impact on the bottom line. They are able to understand the cost of generating new sales and upgrade sales. They are able to analyze the benefit of alternative market channels...partner sales.

If I could close with one fewer meeting, or one fewer marketing campaign, what would the bottom line impact be? How much of an increase in sales compensation can I absorb, and still be net positive?

For Marketing

Marketing departments are now able to measure the results of their campaigns---in terms of total impact to the Company and understand the value of managing customer churn.

For Product Management

Product Management understands the impact on their users and prices their products or services accordingly . develops their business plans, showing costs, headcount, and profitability for their product groups.

Should I target only the largest customers in my marketplace? How much will a longer sales cycle cost me? What is the impact if my customer churn stays the same, but the customers are larger and have more impact on my revenue? How should my service strategy shift to address a different customer base? What will that cost me?

For Upper Management

Enterprise Planning, Decision Support and Optimization

The depth and breadth of The Guide enables enterprise wide strategic and tactical planning. Executives can finally link their strategic plans to their marketing, sales, and service operation plans. Profitability by customer segment, product family, sales channel, and service facility are understood and optimized. Planning results in detailed business plans support by financial and resource plans...all linked the the strategic plan.


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Last modified: May 31, 2006 .