Cvent Student Certification Study Guide 2014 Cvent‚ Inc 8180 Greensboro Drive McLean‚ VA 22102 www.cvent.com Contents Planner Training I: Creation‚ Search‚ and Send ............................................................ 4 Planner Training II: Responses‚ Reporting and Awarding ......................................... 22 Planner Training III: Tips & Tricks ................................................................................ 37 2 ©2014 Cvent‚ Inc. Updated 2/1/14 Planner Training
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HEC Lausanne 2002 (submitted HICSS36) From Customer Relationship Management (CRM) to Supplier Relationship Management (SRM) André Lang University of Lausanne Daniel Paravicini Linkom SA Yves Pigneur University of Lausanne yves.pigneur@unil.ch Eric Revaz Pioneers Research & Consulting Group Sàrl ——————————————————— Abstract In today’s extremely competitive environment‚ companies are investigating new means of increasing profit by implementing so called Customer Relationship Management Systems
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occur when selecting a source. Selecting satisfactory suppliers is one of procurement’s major responsibilities‚ and when done correctly‚ can lead to optimal trade-offs between the four conflicting factors in a purchase decision. Some important aspects of supplier selection include: 1. Supplier goodwill 2. Assurance of supply 3. Supplier’s size 4. Supplier’s financial condition 5. Local‚ national‚ or international suppliers 6. Management orientation 7. Supplier’s record of
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products and services to their customers. Currently‚ several automobile brands clearly recognize the strength of ‘lean thinking’ in relation to increase flexibility in their supply chain activities. In the dyadic relationship between a buyer and supplier‚ emphasis is put on how the work can be done smoothly in order to improve quality and reduce
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P-Cards works best with the Category C suppliers where the frequency and the size of the transaction are low and the departments served or the users served are high. Each user or the department transacts with the supplier based on its feasibility and pays for the purchases through the cards issued to them by UVic. The nature and the frequency of the transactions are not constant at UVic hence incorporating any other system or payment method would not be financially feasible. The situation with the
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address when evaluating whether a supplier is a candidate for a longer-term relationship? There are several issues which plays a large importance in order to analyze if a supplier is a good candidate for a longer term relationship. The organization has to evaluate if there is existence of a real willingness‚ coming from the supplier‚ in order to establish a long-term relationship. Also‚ this particular idea supposes the involvement of resources‚ from the supplier‚ to create a steady and a win-win
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much more demanding. Fourth‚ the ability of an organization’s supply chain to react rapidly to major disruptions in both supply and downstream product or services will lessen the impact on lost sales. As demands increase‚ organizations and their suppliers must be responsive or face the prospect of losing market share. Competition today is no longer between firms‚ it is between the supply chains of those firms. The companies that configure the best supply chains will be the market winners and gain competitive
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PR)OCUREMENT AND SUPPLY CHAINCourse Outline This course intends to develop students knowledge of procurement principles. Procedures and Documentation. Objectives of the course. At the end of the course‚ the trainee should be able to-: i)Demonstrate knowledge of the general principles and procedure of purchasing. ii)Use and produce the documents involved in the purchasing process. TOPICS 1.Defination and scoop of purchasing. 2.Purchasing procedures. 3. Documents used in purchasing. 4.Purchasing
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(TPS). We have selected to apply this topic to Toyota‚ because to perfect their way of lean production‚ they work on it from the root; i.e. their suppliers‚ and purchasing strategy. Scope of Project Analyzing the strategies of Toyota‚ and how they implement it in their purchasing and procurement policy. Also‚ analyzing how Toyota selects it suppliers and what selection processes do they go through; and also conducting an analysis of Toyota’s supply chain and its supply chain management. Limitations
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automotive parts‚ and indirect materials‚ and these purchases represent more than 70 percent of VW’s annual revenue. Obviously‚ the procurement process and relationships with suppliers are absolutely critical for Volkswagen’s success. The VW Group was looking for ways to create more efficient relationships with its suppliers and reduce the cost of paper-based procurement processes. However‚ the company did not want to automate procurement using a public exchange or an industry-sponsored Net
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