Quality on your Offers - From a customer perspective

Item Transaction behaviors
One of the most identifiable gaps in our business and IT communications seems to be understanding the difference between setup of the master item and how the item may be sourced for application transaction records.  

Let's make a few assumptions; 

1. The sole purpose of an item intends to create an offer which the seller will supply to a              1. customer in exchange for commerce.  
1. Every customer has the same regulations that you are asked to follow; If you avoid certain rules you are not only putting your company at risk, you are putting the companies customers at risk. 
2. Your idea of quality and your customers can meet at the industry standard holding your own company and the customer equally accountable.    
1. 1. your customers in reality this goal can be reached through a converged view of fact based decision making to the industry definition.
2. The value you gain a common reference that meets everyone's ideas of the rules of engagement.  
3. Without this performance model, you have less opportunity for success in that you are playing with the functional silos and each organizations idea of quality.  
3. Think about it, if each organization has their own idea of quality in regard to your offers;
1. What does this do to your process efficiency or ability to make a profit?  

1.  You are unlikely to know the actual profit. 
2. Most companies create the items in an offer.  
1. After doing so the transactions source the information once on an opportunity.  
1. The details from the opportunity would need to transfer to a FORECAST.  
1. In solution selling; You need to acquire and forecast resources to meet the deliver by date.  
1. You lose margin by paying higher rates for last minute dive and catch or the hero approach when you are operating in silo's.  
2. The person who didn't want quality at the point when it matters most to another stakeholder.  
2. Offers have the same expectation and must be considered the "WHAT" in every transaction capability.
1. Management creates the offer
2. Transaction capabilities "how", "when", "why", and "who" regardless of the functional requirements or individual points of view in your organization.  
3. If the industry sells an offer, you never want to tell a customer something in contrast to the customers perception.  
1. You may be like most people and you could assume that you have a way to intervene when your customer escalates.  
2. You have just made an assumption that your customer has to come back to you to complain.  
3. The customer first contacts the industry standards for the ways they can officially inform watchdog groups to audit your organization.  
3. Adopt a rule that you create a performance model as the minimum quality across each function the stakeholders either non-discreet if they are comfortable with the company view in contrast to their own.  
1. Generally those who are performing beyond the performance model will be open to the comparison to a performance model  
2. Those who fall below may be a different discussion leaving a discreet view for the function that management activities are compared and justify or disputes an audit finding of non-conformance. 
4. se are your performance model- 4 fact based decision making. 
5. There are several ways a customer may become a competitors customer
1. If it cost them money in excess of the price on the order.
1. If your systems force the buyer to enter new product, software or service identifiers, every time they place an order.  
2. If you fail to honor the expectations and agreements made when the end customer and sales relationship manager had the opportunity to forecast conversation.  
1. If you always send your product and later send another order for other components.  
2. If you fail to meet the commitment date.  
1. When the end customer and sales commitment was confirmed a date and technology type with any service dollars were applied to an opportunity.  
3. No buyer wants to issue a purchase order based on a certain set of conclusions, then be forced to modify their work.  Their own quality measures get penalized for this revision.  
3. The buyer get's information about the offer and sources for the best price according to industry rules.  The buyer understands the website and industry analyst view.  
1. The quote details are typically your own company view.  
2. Your company many want to itemize every item on the quote.  
3. You are adding complexity to your process workflow.  
4. If you relieve your granular view on the fact that within each technology you have a set of sub-groups, you present the level 2 technology category and level 3 sub-groups at a summary view.  
5. This allows the children items without the effort of details that often change up to the point of a customer purchase order. 
6. reference system of record into an application.  

 

Templates when referenced by an operational application in the revenue stream allows for the systematic application of accounting codes based on the users relationship with a company code.
In Oracle this usually reflects a flex account or Chart of Accounts in Oracle and other ERP systems.

• Hardware device - recognize revenue on shipment assume the rule, however the revenue record will either exclude the option or introduce the dependency on a feature add on technology.
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