SAS Australia & New Zealand

SEPTEMBER/OCTOBER ISSUE

Banking on information

“In the last few years we have split the organisation in line with client characteristics, and we want to have information in line with this new organisation.” By Valerie Khoo

OPSM enhances its CRM vision

Eye care giant OPSM is planning to reinforce its dominance of the local market by using customer relationship marketing to enhance its relationship with its clients and expand its five-country network. By Angus Kidman

Adopting the intelligent value chain

Many organisations today are moving to collaborative business processes, integrating applications with their suppliers and customers. By Graeme Philipson

Fast track to intelligence

While marketing organisations have attempted to master transactional data and turn it into information and knowledge that will lead to business results, most organisations have created disconnected silos of applications and information that fail to link decision critical profitability, cost and customer information in a single environment. By John Costello

Getting the right balance

There are many tools for measuring corporate performance. Graeme Philipson talks to Czes Szarycz, SAS Australia’s Head of Performance Management, who has researched ways of integrating some of them. By Graeme Philipson

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“It’s not the differentiation of strategy that you need to look to, but differentiation of execution, and the proof of that pudding is in the eating.”

David Morgan, CEO
Westpac Banking Corporation
(Australian Financial Review, 24/7/01)

Every organisation strives for strategic differentiation, whether it be along product, process or cultural lines. However, as David Morgan, CEO of Westpac Banking Corporation tells us, we may have been going about it in the wrong way.

“It is not the differentiation of strategy that you need to look to, but differentiation of execution, and the proof of that pudding is in the eating.”

A critical step in executing any business strategy is the ability to access and analyse information. Today most organisations have amassed volumes of information and yet it could be said these organisations are still “intelligence poor”. The investment by business in ERP and CRM systems was expected to deliver value and business efficiency, yet what we have seen is the development of a much more complex environment. These issues may sound familiar – ongoing infrastructure investment, system integration issues, reporting and consolidation issues and difficulty in measuring strategic change.

Innovative organisations are now realising that successful strategy execution, performance management, customer and supplier understanding will only be gained through intelligence. Often gained from your existing internal information assets, it is this “intelligence” that is being seen as the true mark of business differentiation going into 2003.

Around the world, organisations are realising the importance of intelligence and effective strategy implementation in creating and driving value, and being able to deliver and communicate this value and increased effectiveness to key stakeholders.

Enterprise wide intelligence, realising value from existing legacy, ERP and CRM investments and effective strategy implementation have never been more important for business leaders.

SAS, working with its key partners, has been recognised as the global leader in delivering intelligence across the organisation.

Please enjoy this edition of Intelligence, and as always, we welcome your feedback