Enabling the customer experience - Business models for scalable and high performing companies

FACT 
When I worked at Sony Corporation of American, I held a role and I was the only customer operations person who supported the direct business models for the company in the Western Region.

• Western Region - Highest sales region with Northern western region generally higher than Southern due to the number of Global accounts headquartered in Silicon Valley.  
• Biggest customers - No two customers are the same
• Most demanding - forming relationships gets a team beyond this high touch part of direct business. 
• Customer negotiated terms-No two legal agreements are the same.  YOU CANNOT AND MUST NOT try to force a standard contract on these customers.  
• You will violate the terms of the master agreement or not be working in good faith
• Use a transformation to a service work order model 

When I went to work for the smallest reseller who had just won the sole source contract for all of the Western region as a system integrator for Sony's Video Conference line, I supported the highest selling team with the hardest to please customers.

As time moved on, I was asked to manage all Video Conference deals to ensure the smooth internal process which the other women were not willing to adjust to support.  

The same challenges were faced that we had while working as the assigned product manager  for the roll out in the Western Region rather than from New Jersey, as me and the new Director for our region were an awesome team.

Later when I made my way through a number of smaller or startups, the rule remained true  in each case, a large account is in all parts of the world.  We know where these customers are located.  A few people in the company have access and make decisions on these accounts.

If you segment your organization first by the large accounts, again Sub-Account 30 in this example.

The segment 30 is the slow lane, high dollars but slow to travel.  

The best way to manage the 30 business model is in their own applications, feeding to ERP at the time of the opportunity being validated.

• Customer commits-push 14 data fields to all downstream forms in ERP as the header and constraint people must remain in to meet the customer expectations.   
• On the use case where 7 entries were made-you just reduced the cost by 6 contractors and removed the need to re-key.  
• We know re-key is waste-imagine the savings you have from holding all stakeholders in the process accountable to their roles based on the date of push.   
• You have enabled the customers experience
• you reduced the inbound data collection 
• only new values enriched by the process will update the original table in a different physical table associated with the opportunity.  
• You enabled commission crediting 
• You enables supply chain
• You enabled customer service
• You enabled manufacturing or strategic alliances
• You improved data quality 
• You've met the SOX requirements
• You've met the ISO requirements
•  You are agile and ready to grow in all circumstances.  
• You are governing the organization and have excellent operational efficiency
•  Now, big data isn't so big anymore is it? 

If it is still big, let's dive into the following; 
a large number of temp tables