eProcurement and Translation

Written by Gavin Wheeldon

eProcurement and Translation Gavin Wheeldon of Applied Language Solutions

Background of eProcurement

The world of purchasing took a significant change withrepparttar introduction of eProcurement systems. Unbelievable ROI was promised andrepparttar 133505 whole purchasing world was about to revolutionise, all for a mere few million investment.

This would be done by rationalisingrepparttar 133506 supply base to an absolute minimum and then ensuring no off contract buying was done by enforcing purchases throughrepparttar 133507 system. There were additional savings inrepparttar 133508 reduction of administration from purchase orders through to invoice payment. A small problem

Then along camerepparttar 133509 rather significant problem of supplier adoption onto these systems. Without a critical mass of spend there would be no real ROI. The problem came in that there were so many different proprietary systems including Oracle’s iProcurement, Ariba, Commerce One, SAP and a multitude of others thatrepparttar 133510 cost of supporting multiple catalogue formats was prohibitive for suppliers. Even worse was when services or configurable products were attempted to be catalogued. Punch Out

Then along came Punch out or Round Trip depending on which you prefer (This article will use punch out), howeverrepparttar 133511 principle isrepparttar 133512 same. This allows end users to browse a supplier’s website and bring back intorepparttar 133513 systemrepparttar 133514 details ofrepparttar 133515 purchase, therefore allowing allrepparttar 133516 same business rules and processes to be applied. This solved problems for configurable products, volatile pricing and some other key supply chain issues. Translation

The level of translation spend in a company is often underestimated and in most large organisations runs into many millions. It is estimated that throughrepparttar 133517 correct use of technology andrepparttar 133518 consolidation of this spend savings of up to 60% can be achieved. Thereforerepparttar 133519 benefits of adding this spend to eProcurement can far outweigh evenrepparttar 133520 larger spend categories.

The face of the Call Center business is changing

Written by Richard R. Logan

Conservative consumers, shifting economic conditions and increasingly competitive business conditions are making it easier than ever to get new customers. These factors are also making it harder than ever to keep your customers. Customer loyalty isn't something easily given, it is something that is earned.

The fight for customer loyalty is nothing new to contact center professionals, butrepparttar changing face ofrepparttar 133504 contact center industry is. DialResults predictive dialer system has been designed forrepparttar 133505 next generation of contact centers, andrepparttar 133506 new breed of contact center professional. DialResults emerging technologies and evolving team management strategies will leadrepparttar 133507 industry intorepparttar 133508 next phase of contact center growth.

The driving force behind these changes is FTC Legislation also an expansion/revision in basic call center objectives. Measures of success in call center operations have changed dramatically inrepparttar 133509 last decade. While once only call completions or number of orders wererepparttar 133510 primary measure, depending onrepparttar 133511 call center function, customer centric measures are nowrepparttar 133512 focus

Predictive dialing is changing almost as fast as traditional dialers bring screen pops to an agent's desktop. The US market, which isrepparttar 133513 leader in terms of installed systems, is in a period of transition. Predictive Dialing started off as a way to attract new customers and to

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