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PHILADELPHIA--(business WIRE)--RES utility, the proven leader in dynamic desktop solutions, today introduced a refreshed product pricing and packaging model with a view to lengthen across its complete portfolio. The model aspects decrease costs beginning at $30 per end user and greater flexible, modular bundling alternate options for RES Workspace manager and RES Automation supervisor solutions, making it convenient for conclusion clients to construct centrally managed computing environments that are adaptive, simplified, automatic and streamlined based on each company’s interesting wants.
in accordance with the starting to be use of workspace administration in hybrid desktop environments, including actual and digital pcs and dissimilar endpoint contraptions, RES utility has delivered named-consumer licensing, beginning with the unlock of Workspace manager 2011. RES utility will continue to help concurrent licensing and will additionally allow groups to combine concurrent and named-consumer licensing for max flexibility and value effectiveness.
The newly launched Workspace supervisor 2011 contains three modules that each handle different degrees of needs for workspace administration inside an organization. it is primary to upgrade from one module to the subsequent because it departments are able to turn into more strategic.
The Composition & Personalization Module is obtainable for $30 per named person. It makes it possible for IT to create a user workspace it really is cut loose the underlying infrastructure and context mindful. This enables corporations to take the first steps in managing clients, instead of their devices, often referred to as persistent personalization.
Upgrading originally to superior Administration Module, which gives further insight into the consumer workspace, after which ultimately to the protection & efficiency Module, giving IT the ability to fully secure each user’s workspace, fees handiest an further $30 each. With this approach, IT managers can introduce the dynamic computer philosophy, taking small steps to the big goal of wholly dynamic pcs environments.
Workspace supervisor can be combined with RES Automation supervisor, the 2nd core product provided by means of RES application. Automation supervisor allows for IT departments to automate day-to-day projects, which helps to standardize and make sure predictable consequences. each items are bundled in the Dynamic laptop Studio.
Dynamic desktop Studio Lite, a subset of the complete Dynamic computing device Studio suite that pairs the composition and personalization features of Workspace manager with the project automation and aid provisioning ingredients of Automation manager, will additionally now be obtainable as a bundled carrier for less than $45 per named person.
“IT managers must begin taking small steps to shift the focus from IT as a price driver to a strategic asset. RES application has fully recalculated our pricing and packaging mannequin to reduce the barrier to entry into dynamic computers for businesses spanning a big selection of markets,” mentioned bill Corrigan, Chief advertising Officer of RES application. “all of us face the issue, especially in these days’s economic climate, of having to stretch bucks and elements further than ever earlier than. by updating our licensing structure and bundling our items into modules which are convenient and cost-effective to put into effect and scale, we are helping groups to take small, effortless-to-control steps toward the big purpose of dynamic desktops.”
For greater suggestions on RES application please consult with:
About RES application
RES software, the confirmed leader in dynamic computer solutions is driving a change within the way groups manage, maintain and in the reduction of the charge of their desktop infrastructure. The RES application award-profitable, patented products permit IT specialists to manage and convey cozy, personalized and compliant desktops impartial of the underlying computing infrastructure – skinny purchasers, digital computers, physical desktops, or server-primarily based computing environments. The business empowers shoppers, from small to medium-sized corporations to world corporations, to reduce laptop complexity and meet the basic wants of a dynamic team of workers that requires on-demand access to their customized workspaces. For greater information, observe updates on Twitter @ressoftware and discuss with www.ressoftware.com.
legislation enterprise Kennedys is using RES Automation supervisor to migrate users from windows XP to home windows 7. The company has over 900 people across the united kingdom and provides specialist legal features for insurance, healthcare, development, employment, rail, maritime and international exchange.
The business in the past used the RES device emigrate 400 body of workers from three London sites to a brand new relevant workplace. The tool is designed to aid IT manage adjustments and tasks required on an everyday groundwork. ordinary movements may also be configured as predefined initiatives, which might be kept in a important facts keep and might be scheduled to run at predetermined times.
James Elmer, Emea IT manager at Kennedys, used RES for the migration to a single London office to improve how laptop PCs are managed. "In 2008 we took every little thing we had and checked what would work in a new construct to make sure we create a clear deployment."
unlike bigger corporations, Kennedys runs a comparatively small set of core functions, comprising Microsoft office, Silverlight-primarily based Elite three follow management application, Interwoven for document management and the BigHand dictation gadget. The company additionally makes use of IE8.0 on home windows XP, which avoids issues of home windows 7 incompatibility with IE6.0.
"The standard aim become to create a brand new photo for our computing device machines, which might then be used to aid computerized deployment of application and settings to clients. it would additionally make it simpler to contend with the legacy functions that have been nevertheless required," he defined.
The enterprise rolled out 400 machines the usage of RES Automation manager. due to the journey with the stream to the new London workplace, Elmer is assured the migration from XP to windows 7 will run smoothly. He pointed out: "we've a small set of applications and haven't experienced software compatibility concerns." The enterprise can be using RES office supervisor to trap the end-person ambiance such as Favourites and computing device shortcuts on windows.
Workspace manager enables Kennedys to deliver the consumer settings, configurations and personalisation from the computing device, so users can get the same event and entry to IT materials at whatever thing computer they use.
RES has additionally developed a migration support known as Baseline computing device Analyser. this is a free carrier built on home windows Azure, which generates a file, telling IT what a consumer is in reality working. Elmer expects to make use of the brand new tool to aid plan the migration.
A group from the enterprise can be used to pilot the home windows 7 migration. The core business software may be migrated first, followed via secondary functions like Adobe Reader.
"via virtualising the user state and splitting this out from the working device, we can give clients with improved flexibility around how they access IT components. here's part of our wider plan to migrate over to windows 7 later this yr, and RES Workspace supervisor will aid us to preserve the existing appear and feel for our desktops in vicinity with whatever thing pc hardware or working device version is beneath," explained Elmer.
TORONTO, Ontario and MONTREAL, June 5, 2012 /PRNewswire/ -- Renewable energy techniques Canada Inc. (RES Canada), a frontrunner in the building and building of renewable power initiatives in Canada, is comfortable to announce the completion of SunE Rutley, Ontario's first gigantic-scale photo voltaic Feed-In-Tariff (fit) undertaking. Ontario's fit programme became centered in 2006 by using the Ontario vigour Authority (OPA) to stimulate investment in renewable power initiatives in the province.
observed in Ingleside, Ontario, Rutley solar is a 10 megawatt (MW) project developed through SunEdison Canada. The undertaking is made from forty,436 photo voltaic panels masking approximately one hundred acres. electricity produced by way of SunE Rutley will feed into the Hydro One network (HONI).
"RES Canada is proud to have developed Ontario's first colossal-scale solar fit venture," pointed out Peter Clibbon, vice chairman of RES Canada. "Rutley photo voltaic demonstrates RES Canada's robust building capabilities, and puts a spotlight on the giant capabilities and capabilities we present to our shoppers."
construction of SunE Rutley began in August 2011 and changed into accomplished in early March 2012. regardless of the big challenges of iciness construction, RES Canada correctly achieved the project on time table.
"SunEdison is proud to carry the primary utility-scale PV challenge under the healthy program and proud of the work achieved with RES Canada," mentioned Michael Dilworth, everyday manager, SunEdison Canada. "together together with the OPA, we're altering the manner americans feel about renewable power by way of creating sustainable jobs, stimulating local economies and by offering clear within your means solar energy options to the citizens of Ontario."
A case analyze on SunE Rutley is accessible on the business's web page right here.
About RES Canada and RES Americas: Renewable energy methods Canada Inc. (RES Canada) became headquartered in 2003 and is primarily based in Montreal, Quebec. RES Canada is energetic with development and building services throughout Canada. RES Canada recently achieved construct-out of two 99MW wind projects in Ontario; the Talbot Wind project, near Chatham, Ontario, in December 2010 and the Greenwich Wind project, close Thunder Bay, in December 2011. RES Canada is at the moment building the 149.4 MW Halkirk Wind project, the biggest venture ever constructed in Alberta. RES Canada presents a full suite of construction and development functions for wind, photo voltaic, and transmission tasks. RES Canada is part of the RES neighborhood, a number one international renewable energy developer, and is an affiliate of RES Americas.
Renewable power programs Americas Inc. is a fully-integrated renewable power enterprise that develops, constructs, owns, and/or operates initiatives throughout North the usa. The company employs greater than 300 full-time professionals working all the way through North the usa, has developed or has beneath development greater than 5,seven hundred MW of renewable energy, and offers a full suite of building and development capabilities for wind, solar, and transmission projects. RES Americas' company workplace is discovered in Broomfield, CO with regional places of work located in Austin, TX; Portland, OR; Minneapolis, MN. RES Americas is part of the RES group, a number one overseas renewable energy developer.
For more counsel, please consult with www.res-americas.com.
supply RES Canada
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March 30, 2019: In early 2019 a new version of the Chinese 8x8 ZBL 11 assault gun was seen undergoing operational evaluation in a rural testing area that was very cold and covered in snow. It was later revealed that this upgrade contained an automated turret for the 105mm gun that, obviously, used an autoloader. On top of the turret was a new version of the 12.7mm machine-gun RWS (remote weapons station) used on many Chinese armored vehicles. The upgrade also included has new armor protection and a lot more automation inside as well as new sensors (including hi-res exterior vidcams) to enable the three-man crew to operate in combat without ever sticking their heads out to look around. The new version was seen maneuvering over snow-covered terrain, both open areas and forest. In both cases the vehicle maneuvered into position and then fired one or more rounds from its 105mm gun at targets apparently representing enemy positions. Details of the new autoloader and fully automated turret have not been released but Russia has used a similar system in their new T-14 tank design.
The ZBL 11 has a crew of three, 30 rounds of 105mm ammo and at least 500 rounds for the 12.7mm machine-gun. There are also 12 smoke dischargers on the turret for laying down smoke if the vehicle has to hide quickly. Over a hundred of the ZBL 11 have been built and they are showing up more frequently in Chinese infantry brigades, providing front line support for infantry who are equipped with wheeled or tracked IFVs (Infantry Fighting Vehicles).
The original version of this ZBL 11 assault gun entered service in 2011. That original ZBL 11 had a small turret containing a 105mm gun, for providing direct fire support for troops. There was already an artillery version, carrying a 122mm or 155mm howitzer in a larger turret. There are several other versions, and apparently more on the way.
The ZBL 11 assault gun and artillery versions are based on the older ZBL 09 8x8 wheeled armored vehicle., Similar to the American Stryker, the basic ZBL 09 is a 21 ton vehicle that has a crew of three and carries seven passengers. The vehicle is 8 meters (25 feet) long, three meters (9.2 feet) wide and 2.1 meters (6.5 feet, to the hull roof) high. It's amphibious and has a top water speed of 8 kilometers an hour. On roads, top speed is 100 kilometers an hour, and max road range on internal fuel is 800 kilometers. The infantry carrier version has a turret with a 30mm autocannon.
The ZBL 09 entered service in 2009, and some combat brigades have or are being equipped with it, to operate somewhat like the American Stryker brigades. China has been developing new wheeled armored vehicles for over a decade. Until the ZBL 09 these were all based on Russian designs. The ZBL 09, however, borrows more from the West. Still, some of the more recent (five years ago) Russian type designs were interesting and instructive.
Back then, for example, the 18 ton, 6x6 WMZ551A model was given a new turret. The vehicle has a crew of three and can carry nine more troops. Using technology and weapons obtained from Ukraine, the new vehicle was equipped with a 30mm autocannon, instead of the 25mm one. More importantly, the new turret has an improved fire control system (containing a laser range finder, and a vidcam that shows the vehicle commander what the gunner sees.) This is apparently related to earlier Chinese efforts to upgrade its BMP1 tracked infantry fighting vehicles with BMP3 turrets from Russia. These also have the 30mm cannon. The main problem with all these upgrades was money. The government wanted Chinese-made weapons to be used, as they are cheaper, and supply is more assured. But the Chinese manufacturers didn't want to move up to the 30mm autocannon design just yet. Many Chinese generals believed that the Chinese 25mm autocannon is sufficient. All that has changed.
There was always agreement that an improved fire control system was a good thing. But there was not much space available inside a BMP. Some export models of the BMP3, when equipped with a thermal imager, had to mount some of that gear on the outside of the vehicle. There was also agreement that wheeled armored vehicles for the infantry might be a better investment.
The Chinese have been observing American success in Iraq with the Stryker and LAV wheeled combat vehicles. Chinese designers eventually concluded that the roomier internal layout of Western vehicles did serve a useful purpose, and the ZBL 09, and all the electronics installed in it, are an example of what the Chinese learned.
The new version was inspired by open source discussions by Chinese weapons developers and troop commanders about how to proceed with new developments in vehicle automation. The ZBL series is produced by NORINCO, a state-owned arms manufacturer that has a great deal of flexibility in developing new weapons. As long as NORINCO does it quickly and at a competitive (for export sales as well as the Chinese military budget) price they can try all sorts of ideas that would take a lot longer to get approved and built in the West. The Chinese custom is to procure new weapons in small quantities and allow for extensive use by troops before ordering larger quantities. This is most evident in the development of new warships as well as armored vehicles and combat aircraft. If the Chinese encounter a lot of problems, as they did with nuclear submarines, they will spend decades working out the problems they encountered.
In the Annawan School District, seven candidates are vying for four four-year terms on the school board. Voters may select up to four candidates.
Following is the information that was submitted by the candidates.
Catherine L. Foes
Bio: Address: 505 S. Depot St., Annawan. Email: Ifarmgirl14@gmail.com. Political experience: District 226 board member 2015 -2019. Occupation: Perry Memorial Hospital, Princeton, Ill., director of marketing and foundation president.
Why I'm running: In 2013, a $1.7 million working cash bond was passed to replace the state funding decrease. Fall of 2014, the tax levy was proposed to increase over 5.0 percent. I attended the truth and taxation hearing to try and understand and voice my concern. After attending the hearing, I made the decision to run for the board to be part of the solution.
At the time my school board term began, in April 2015, I discovered we did not have a risk management plan in place to protect the district and the use of its tort fund monies. We now have a risk management plan and review it yearly.
Our student enrollment remains a constant reminder of the importance of enrollment with the new State of Illinois EBM funding model. Annawan is funded at 83 percent, with a mere gain of $9,900 in additional funding for the three-year funding base. Local support will continue to far outweigh state funding.
Key issue: The challenge for Annawan 226 will be to think outside of the box and reinvent itself on limited funding to provide the quality educational value it is known for. Every financial decision the school board makes will affect our school district’s future in providing a K-12 education.
Investing in our teachers with a new four-year contract was a big step. Next will be to advocate and support additional teacher development and growth opportunities to benefit our students. Involving the community to create a path forward on how best to prepare our students for a career or for college with limited resources will be the test of our Annawan spirit. Steps have been made in moving the district forward despite our financial challenges. Now is the time to make innovative strides. I have self-educated myself on understanding the finances, the importance of school policies for governance. We imagined our playground. Let’s imagine our Annawan 226 future together.
Bio: Age: 41. Address: 26328 Eilers Road, Prophetstown. Email: email@example.com. Occupation:Certified service technician for Village Home Stores in Geneseo. Education: Carl-Sandberg College, Maytag Trade School.
Why I'm running: I grew up in Hooppole and am a 1995 graduate of Annawan High School. I wanted my children to attend the Annawan School District, based on the small class size, the high academic standards, and the dedicated teachers of this district. Annawan has always dedicated itself to maintaining the integrity of its fiscal responsibilities, and the academic excellence of its students, putting the students first. This is why I want to be a school board member: to continue to put the students first in all decisions that are presented to the board. I am a listener, and think about what I am going to say before I say it. I remain calm in heated situations, and take into account all that is being said. I respond to the facts of what is involved, not to the emotions.
Key issue: There is always the concern with smaller school districts of keeping the doors open. Funding from our state is a recent concern that will probably continue. Staying educated regarding changes that could have an impact on Illinois schools, and working together to remain fiscally responsible, will be a major part of Annawan’s school board agendas. As a graduate of Annawan High School, a father of a graduate of Annawan and a father of current students, I will work with the other board members to keep our school doors open, looking at every possible option. I will work with the other board members for this school district and not for any personal agenda of my own. My voting will be based on putting our students, the district, and the future of our district above all else.
Why I'm running: My name is Nancy Goodman, and I am seeking re-election to the Annawan School Board of Education. I have served on the board for eight years, and I am currently vice president. I also represent Annawan in serving on the Henry County Stark Special Education Board and have developed strong positive working relationships with other district board members.
Over the past two years under new board leadership, we have accomplished many positive improvements, including the hiring of several superintendents and a grade school principal. The board has worked diligently to reduce district spending and has come in under budget several years in a row. We recently renegotiated with Wethersfield Co-op, which resulted in strengthening our sports program and district partnership.
Key issue: If re-elected, I will work with the board to maintain fiscal responsibility and continue to invest in the future of Annawan schools by having career and college readiness programs available for our students. I will work collaboratively with the board in making informed decisions for the district. My years of experience will contribute to maintaining the quality education for which Annawan is known.
In addition to your vote, I am also asking for your support in re-electing President John Rosenberry and Finance Committee Chair Cathy Foes to continue the board's work with recent accomplishments. Please vote for the three of us on April 2, 2019.
Bio: Age: 45. Address: 20 Pleasantview Drive, Annawan. Email: firstname.lastname@example.org. Occupation: Martin Engineering, Neponset. Political experience: Annawan School Board member since 2011. Education: Black Hawk College and Western Illinois University.
Why I'm running: Protecting taxpayers is my top priority. I want to be sure tax dollars are spent wisely and used to increase student performance. I want to continue to provide a voice for the public on what type of school they want. Most of all, I want to ensure we have a quality school district and provide the children of Hooppole, Mineral and Annawan with the tools they need for their lives after their time at Annawan schools.
My voting record and issues supported have always been based on delivering the best possible education for children. I helped create a committee several years ago for staff and board members to collaborate on school needs. This committee was later dissolved by other incumbents who are seeking re-election. I have successfully helped negotiate multiple union contracts during the financial crisis our district experienced when the state was not paying school districts in full. I have two children in our district, unlike other candidates, so I have a vested interest in district performance.
Key issue: Our biggest issues are enrollment and funding. Our current board has overspent in areas where it should not have. We have acted on and spent countless hours considering spending our limited funds on items that do not improve our students' performance. If our board would have spent monies more wisely, we would be in a better finical position. I have voted against and disagreed with items that have increased spending without increasing student or district achievement.
Our school board needs to understand that parents want opportunities for their children. They want their kids to achieve the highest level possible in the classroom and in extra-curricular activities. They won’t choose to stay in our district if they don’t believe Annawan schools are providing this. This will cause a slow but steady death to enrollment, then to property values and quality of life. Many opportunities are presented to school boards that enrich students' experiences without any cost to the district and taxpayers.
Kimberly A. Park
Bio: Age: 42. Address: 28375 N. 2050th Ave., Annawan. Email: email@example.com. Occupation: Global product manager, Emerson Automation Solutions. Education: Master of business administration, bachelor of science degree in marketing.
Why I'm running: I am running for school board because I care deeply about our school district and all of the children that attend. My farm upbringing, my education, and my work experience have given me many skills that will be of great benefit in being a school board member. I have a tremendous work ethic and hold a high standard for myself and those around me. I am extremely knowledgeable in forecasting and budgeting and will work to make sure the board is making financially sound decisions. My background in managing many diverse teams instilled in me the ability to bring opposing people together toward a common goal, and I will use this to bring unity to the school board. I will make sure our board is focused on ensuring a successful future for each of our students.
Key issue: I believe the most important issue facing our school district at the moment is its financial viability in the future. With the continued decreases in state funding, school districts must find ways to bridge the gap and focus strongly on their spending. This must be done with no negative impact to the quality of education being offered to the students. I have vast experience with cost-reduction initiatives both in actual spending and also process improvements for efficiency. I will use these skills to not only make sure that the district is spending wisely at no negative impact to the students, but my goal will be to do so while actually improving on the education and learning environment that we provide to our students.
Bio: Address: 24229 E. 2900 St., Prophetstown. Email: firstname.lastname@example.org. Occupation: 32 years in education. Political experience: School board president.
Why I'm running: It’s been an absolute honor to serve our district, and I feel our future is very bright. My qualifications are 32 years in education, (11 as a teacher, 11 as a principal, and 10 as a district superintendent).
My position as board president has required many hours of time and work. It has been challenging, rewarding and inspiring. I’m very thankful for time spent working with fellow board members, community leaders, school administrative leaders, staff and students. I have truly learned from all of you and feel blessed to be a team member. It’s refreshing to know we are truly working together as a community to excel our school district. People often ask me, "How does Annawan compete with so many small schools closing?" I believe it’s in our unity as a district, the support of parents and community, and our attitudes to be successful. I truly believe our best years are still ahead of us as a school district.
Key issue: The most important issue facing our district is gaining control of the district finances. The past two years, our district has significantly reduced planned spending. In 2016-2017, we were under budget by $200,000, and in 2017-2018, we were under budget by approximately $300,000. This school year, we anticipate another year of spending within our means. This came to us in small concessions and within many areas of spending. We created a mindset to live within our means and stop overspending; the do-more-with-less attitude, but without hurting our quality of educational services. Yet, we are being fiscally responsible to the taxpayers. I’m very proud of our team and our ability to stop this decade-long trend of overspending.
The second most important issue the board has already solved. That is the hiring of our new superintendent, Matt Nordstrom. Matt is an Annawan graduate and has come back home to operate our school district, and has done an outstanding job thus far.
Elizabeth K. Wied
Bio: Age 41. Address: 200 Tamaroa Trail, Annawan. Email: email@example.com. Education: BS in consumer economics and finance, College of Agriculture and Consumer Economics, University of Illinois, Champaign. Occupation: Farmer. With Albert and Nancy Hulting, under the partnership name of Hulting & Wied. We are transitioning the farm operation from one generation to the next, and I am now majority owner of Hulting & Wied.
Why I'm running: As a parent of two children in the Annawan schools, I want to continue giving back to our community. I think board members have the opportunity and responsibility to challenge students academically as well as see them benefit from fine arts and athletic offerings. I want to enable the school administration, board members and staff to work together in a positive way so that we learn from each other and support each other with our students’ best interests at heart.
My approachable personality and rational demeanor suits me for this position. I can learn from others, and I look forward to having the chance to learn more. I take problems as they come and am positive that the board can effectively work with the administration and staff. Lastly, as a self-employed person, I understand what it means to manage finances so that we operate within our means.
Key issue: I’m concerned about declining enrollment. I believe the school district has a good reputation, but families are concerned about our lack of day-care openings. I’d like to see the greater community explore the possibility of a larger day-care facility operating somewhere within the school district. I do not feel this basic need is currently being met as we have families transporting their children out of district for day-care. This may help us retain and even attract families to our school.
I am a responsible and energetic person who is willing to put forward the time and dedication necessary to be a positive school board member. Together we can continue Annawan’s well-deserved reputation for strong academics. I hope for your support and thank you for your vote on April 2.
ECi Software Solutions, a global enterprise resource planning (ERP) software company, had a legacy marketing automation program in place, but Traci Johnson, Senior Vice President, Global Corporate Marketing, ECi, knew that the legacy system was no longer effectively serving the company’s automation needs.
ECi serves niche industries like aerospace manufacturing; office products, equipment and furniture; as well as lumber and building materials companies. The company has several U.S. offices, two U.K. offices, and one each in Holland and Australia.
Understanding the legacy marketing automation system was a marketing problem for the company. Johnson initiated a process that led to the formation of a new team to manage marketing automation and an intense search for a new automation solution.
After the new system was implemented, the results proved the worth of the effort: email sender score rose from 84 to 99, deliverability rose from 81% to 99.6%, and unqualified leads were reduced 341%.CAMPAIGN One additional element that made this effort even more challenging was a daunting time constraint.
Johnson said, "We were coming up against a decision where we had to upgrade and commit for another year with the (legacy) provider and go through another year of not moving forward, or we needed to move really quickly. We made the decision to jump in and move really quickly."
The entire selection process for finding a new automation solution took place in only 30 days.Step #1. Build a marketing automation team Once Johnson realized there needed to be an organized process to replace the legacy system, she revamped the existing marketing team that managed the various lead generation and nurturing campaigns.
The key element to this retooling was hiring a new manager, Jeremy Mason, Senior Online Marketing Manager, ECi. Mason’s main responsibility at ECi is lead generation, but he took the lead in the vendor selection process.
Mason said that Johnson empowered a "full court press" for the selection process and gave Mason’s team permission to spend all their time evaluating and testing systems to make the 30-day deadline.Step #2. Review the existing marketing automation solution Before evaluating and testing different systems, Mason began by thoroughly reviewing the existing system and began making recommendations on the elements needed in the marketing automation solution.
He found that ECi’s automated programs were mature and fairly complex with around 150,000 email sends per month from a database of more than 250,000 records. The legacy system was over capacity in form processing, reporting, deliverability, spam compliance and bounce elimination.
Production time was slowed due to many manual processes required to integrate different campaigns into the system.
Other issues included:
Pricing and volume the software could handle were both considerations, but the main criterion was integration with ECi’s CRM software. The new automation solution would have to seamlessly, and automatically, integrate with the existing CRM.
With these points in mind, the team identified 15 vendors that met the baseline criteria. Among the 15 was the legacy vendor’s latest upgrade that included a relatively hefty 28% price increase.
"There were only a handful of systems that provided that functionality alongside the automation that we needed," explained Mason.
Those 15 were winnowed down to the eight best candidates that then went through an additional competitive review and initial sales demo with the team. The competitive review involved comparing functionality versus pricing, keeping CRM integration in mind as well.
This group was narrowed to three vendors. Each presented in-depth demonstrations to the team. Two vendors provided a live evaluation and the third a virtual demonstration.
After this systematic approach to vendor selection, albeit in a tight timeframe, the entire team voted on the selected vendor.
The final synopsis findings were corroborated with the sales opportunities manager and then presented to the Marketing Sales executive team.Step #4. Implement the new marketing automation solution ECi worked closely with its marketing automation vendor during the implementation process to ensure a smooth integration with the CRM, and Mason added he was pleased with the support response because that was one major area of concern with the legacy system being replaced.
A challenge during implementation was ECi’s database included around 350 custom fields, which are 90%filled in and updated automatically. The lead’s behavior on the website, or information that could infer certain industries, helped to complete this large number of custom fields.
"The individual doesn’t really do anything to update their own custom fields," Mason said. "As they go through the opportunity process -- are they qualified or unqualified, or move to an opportunity or rejected -- there are different fields that are filled out."
Because this large number of fields was automated, the burden was taken off the prospective customer but placed squarely on the implementation of the automation solution and the CRM.
Once the new automation solution was implemented, ECi’s internal process changed in a number of ways where individual business units could:
Mason said the most basic segmentation was new prospects versus existing customers. He said that ECi spent time on repeat business, but as a growth-minded company, the key focus was on new system sales.
The basic segments were further broken down by:
The industry was manufacturing, and the specific customers targeted were refined to the defense and aerospace industries. The prospects were early in the evaluation cycle, and the ECi database had 18,000 people that fit all those criteria.
The team used existing data to create the subject line, and then sent groups of email to the list with a video. The email send was designed to capture information or, at the minimum, confirm the email address.
Anyone who responded to that email was then sent a whitepaper with general information about technology and ERPs.
Both emails were tracked to watch the behaviors of the recipients, and the most engaged prospects were then automatically served a product demo.
Mason said this highly targeted campaign created some "strong opportunities that would not otherwise have been in our pipeline from (where they were) in the cycle."
He added the process included the following steps:
"Then blast that back out, and get a little bit more lift out of that campaign," explained Mason.ECi’s email marketing using the marketing automation software has three basic elements:RESULTS One very noticeable result from the campaign to find and implement a new marketing automation solution that better fit ECi’s needs was a 50% reduction in the time taken to get an email effort from concept, through full production, and then to full launch.
Other metrics around the effort include:
"I think you have to have the right people on board. I couldn’t have implemented this complex process three years ago because we didn’t have the right team in a lot of different places," she stated. "From a leadership perspective, you have to have the right team in place."
Johnson added another area of focus should be the asset strategy, and to have the fresh assets ready to take advantage of the increased functionality and efficiency of a marketing automation system that fits the business.Creative Samples
Pardot – ECi’s marketing automation vendor
Salesforce.com – ECi's CRM vendorRelated Resources Marketing Automation: SMB implementation improves lead generation 300%, reduces cost-per-acquisition 50%
Marketing Automation Case Study: One marketer’s 5 step process from vendor selection to a 178% increase in deals
B2B Marketing: 5 privacy factors to consider when using marketing automation
Email Marketing: The importance of lead nurturing in the complex B2B sale
Prospect Marketing: Nurturing leads lost to competitors
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