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	<title>Performance Manager &#187; Technology</title>
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	<description>Best Practices in Performance Management</description>
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		<title>Actions &amp; Outcomes in Sales &amp; Service</title>
		<link>http://performancemanagerblog.com/index.php/archives/801</link>
		<comments>http://performancemanagerblog.com/index.php/archives/801#comments</comments>
		<pubDate>Fri, 30 Jul 2010 07:51:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Commentaries]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Technology]]></category>

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		<description><![CDATA[Getting right to the point: the desired goal and outcome of sales, customer service and relationship management initiatives is improved profit. 
Profit growth results from retaining valuable customers and cost-optimizing customer service.  Valued customers are acquired by the Sales process and enhanced and retained in the ongoing Service process.
Until now, these outcomes could only be measured [...]]]></description>
			<content:encoded><![CDATA[<p>Getting right to the point: the desired goal and outcome of sales, customer service and relationship management initiatives is <strong>improved profit</strong>. </p>
<p>Profit growth results from retaining valuable customers and cost-optimizing customer service.  Valued customers are acquired by the Sales process and enhanced and retained in the ongoing Service process.</p>
<p>Until now, these outcomes could only be measured after the fact, after the actions, often too late in the workflow to improve behaviors and performance.</p>
<p>But, that is finally changing&#8230;   <a title="Actions &amp; Outcomes in Sales &amp; Service" href="http://performancemanagerblog.com/index.php/process/process-commentaries/actionsoutcomesinsalesservice" target="_self">Read more</a></p>
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		<title>Automating Sales Operations: Why &amp; How</title>
		<link>http://performancemanagerblog.com/index.php/archives/755</link>
		<comments>http://performancemanagerblog.com/index.php/archives/755#comments</comments>
		<pubDate>Thu, 27 May 2010 05:45:03 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Commentaries]]></category>
		<category><![CDATA[Process]]></category>
		<category><![CDATA[Technology]]></category>

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		<description><![CDATA[These days, few if any organizations are still manually managing their sales processes. 
That being said, let’s state the obvious: using Excel to do anything is computer-enabled manual processing, but it is not automation.  Nor is using fragmented and dis-integrated tools for all of the elements related to sales and selling.  Just as the chain is only [...]]]></description>
			<content:encoded><![CDATA[<p>These days, few if any organizations are still manually managing their sales processes. </p>
<p>That being said, let’s state the obvious: using Excel to do anything <em>is</em> computer-enabled manual processing, but it is <em>not</em> automation.  Nor is using fragmented and dis-integrated tools for all of the elements related to sales and selling.  Just as the chain is only as strong as its weakest link, automated Sales Operations management is only as useful and effective as its weakest element.</p>
<p>The goal of selling is to generate more revenue and profits by acquiring, retaining and enhancing profitable customer relationships.  The goal of Sales Operations is to&#8230;  <a title="Automating Sales Operations" href="http://performancemanagerblog.com/index.php/technology/technology-commentaries/automating-sales-operations-why-how" target="_self">Read more</a></p>
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		<title>Strategic Convergence:</title>
		<link>http://performancemanagerblog.com/index.php/archives/721</link>
		<comments>http://performancemanagerblog.com/index.php/archives/721#comments</comments>
		<pubDate>Fri, 30 Apr 2010 07:12:06 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Commentaries]]></category>
		<category><![CDATA[Priorities]]></category>
		<category><![CDATA[Technology]]></category>

		<guid isPermaLink="false">http://performancemanagerblog.com/?p=721</guid>
		<description><![CDATA[Workforce, Customer &#38; Channel Performance Management
What goes around, comes around. Once again, in an evolving post-downturn business climate, different relationship and performance expectations begin to re-emerge: &#8220;new&#8221; to some, &#8220;back to the future&#8221; for others.
Across every sector, the one-dimensional focus on workforce Sales Performance Management (SPM) is again beginning to reveal&#8230;  Read more
]]></description>
			<content:encoded><![CDATA[<p><strong>Workforce, Customer &amp; Channel Performance Management</strong></p>
<p>What goes around, comes around. Once again, in an evolving post-downturn business climate, different relationship and performance expectations begin to re-emerge: &#8220;new&#8221; to some, &#8220;back to the future&#8221; for others.</p>
<p>Across every sector, the one-dimensional focus on workforce Sales Performance Management (SPM) is again beginning to reveal&#8230;  <a title="Strategic Convergence:" href="http://performancemanagerblog.com/index.php/priorities/priority-commentaries/strategic-convergence" target="_self">Read more</a></p>
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		<title>What Gets Measured Gets Done</title>
		<link>http://performancemanagerblog.com/index.php/archives/120</link>
		<comments>http://performancemanagerblog.com/index.php/archives/120#comments</comments>
		<pubDate>Wed, 31 Mar 2010 08:06:08 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Incentive Compensation]]></category>
		<category><![CDATA[Rules]]></category>
		<category><![CDATA[Technology]]></category>

		<guid isPermaLink="false">http://performancemanagerblog.com/?p=120</guid>
		<description><![CDATA[Performance Management will not work without effective feedback, reporting and information.
Once people have goals and targets, to keep them quickly adaptable to Plan changes and evolution over time, and to clearly communicate actual performance results, you need a comprehensive automated performance measurement system.
The Truth that &#8220;What Gets Measured Gets Done&#8221; is evident because measurement systems [...]]]></description>
			<content:encoded><![CDATA[<p>Performance Management will not work without effective feedback, reporting and information.</p>
<p>Once people have goals and targets, to keep them quickly adaptable to Plan changes and evolution over time, and to clearly communicate actual performance results, you need a comprehensive automated performance measurement system.</p>
<p>The Truth that <em>&#8220;What Gets Measured Gets Done&#8221;</em> is evident because measurement systems are explicit and overt statements from the enterprise to its workforce on how Success is happening, or not.   <a title="The Measurement Rule" href="http://performancemanagerblog.com/?page_id=84" target="_self">Read more</a></p>
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		<title>Strategy on the Street</title>
		<link>http://performancemanagerblog.com/index.php/archives/550</link>
		<comments>http://performancemanagerblog.com/index.php/archives/550#comments</comments>
		<pubDate>Mon, 20 Jul 2009 18:03:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Process]]></category>
		<category><![CDATA[Technology]]></category>

		<guid isPermaLink="false">http://performancemanagerblog.com/?p=550</guid>
		<description><![CDATA[Tracking &#38; Reporting Individual Workforce Member Day-to-Day Performance: How Does Your Organization Do It?
Successful strategy fulfillment depends on effective strategy execution, and that depends on accurate, timely and relevant communication, and use, of performance objectives and results information (among other things, of course). 
What specific process and technology enablers does your organization employ to put &#8220;Strategy on [...]]]></description>
			<content:encoded><![CDATA[<p>Tracking &amp; Reporting Individual Workforce Member Day-to-Day Performance: <em>How Does Your Organization Do It?</em></p>
<p>Successful strategy fulfillment depends on effective strategy execution, and that depends on accurate, timely and relevant communication, and use, of performance objectives and results information (among other things, of course). </p>
<p>What specific <a title="Performance Management Process" href="http://performancemanagerblog.com/?page_id=10" target="_self">process</a> and <a title="Performance Management Technology" href="http://performancemanagerblog.com/?page_id=12" target="_self">technology</a> enablers does your organization employ to put &#8220;Strategy on the Street&#8221; and make it work?</p>
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