لطفا منتظر باشید ...
Introduction
Why Did They Choose an e-Learning Solution?
The extended enterprise goes well beyond the direct employee-base to include business customers and partners. A definition of the term extended enterprise is that a company is made up not just of its employees, but includes a web of relationships that embraces not only its board members and executives, but also its business partners, its suppliers, and even its customers. This extended enterprise is successful only if the delivery, integration, and sharing of information is accessible to all component groups and individuals, providing synergistically the critical information they need to do business effectively. The value of the extended enterprise spans company boundaries and is grounded in an intricate web of information and knowledge. Customers and partners need to know about the latest products or services as soon as they are available. Resellers and agents need access to training on new and existing products and services, especially if certification in these products is a requirement for their profession. Organizations that have extended their enterprise are now looking at learning as a key component of this network. Many organizations have selected e-learning initiatives to extend the learning beyond company boundaries to external business customers and partners, and have found that this enables them to:
Meet the changing requirements of customers and business partners
Maintain and improve competitiveness by educating customers and partners in their products and services
Provide partners with increased levels of service
Boost sales and revenues by incorporating the benefits of learning into contractual agreements with customers and partners
Three companies from vastly different industries in this chapter extended their learning outreach beyond internal employees to reach business partners and customers with extraordinary results. These include: Invensys Foxboro, a provider of process controls, devices, software, and consulting services to the manufacturers in the cement, chemicals, oil, and gas industries; Oracle Corporation, a major, global database software management company; and 3Com, a producer of wireline and wireless networking products.
e-Learning Enables the Extended Enterprise to Serve Customers and Partners
Company learning organizations already serve as aggregators and integrators of knowledge for internal learning customers and can easily repurpose this content and make it available to key external customers and partners in a manner that fosters continued sales and customer loyalty through product knowledge, familiarity, and ease of use. This was the experience of all three case companies featured here.Beginning in 2000, Invensys Foxboro experienced an erosion of customers attending its traditional classroom-based training events. This was due to cost-cutting measures in the customer companies, and a related need for the plant operators to be on-the-job. However, it was also noted that customers were continuing to purchase new and existing Foxboro products, thus building a need for further training and skills development in the uses of its software applications. Foxboro determined that they would bring learning to the customers, and selected its Intelligent Automation I/A series of devices training for its initial venture. They chose a blended model of learning for this extended learning audience. The existing I/A classroom-based training was divided into discrete e-learning objects, providing the customer with the ability to customize selected learning into what they really needed, when they needed it, a feature that was impossible in the classroom version. The business impact of this outreach has led Foxboro to realize that learning can be a profit center, with e-learning a standard component of the sales pitch to new and existing customers. They have added two full-time sales people just to sell e-learning!
Oracle Corporation had an audience of learning customers who needed to acquire the Oracle Database Administrator (DBA) certification to solidify their professional standing and gain promotions and related salary increases. Again, the need to compress 20 days of classroom training involved in gaining this certification was surfaced by Oracle’s customers. Wanting to retain the reputation that the best place to learn about Oracle products was at Oracle, the learning organization determined to convert the classroom materials into a blended format. During 10 weeks of self-paced e-learning, supported by faculty access and live e-learning sessions, learners engaged in group interaction, direct coaching, lecture, lab support, feedback and reinforcement, leading to four examinations and certification. Some participants achieved DBA certification in as little as 15 weeks instead of 18 months. Almost 600 learners have completed the program since its inception, and the goal is now to extend the learning to multiple nationalities in their own languages.Finally, a similar experience in serving the extended enterprise with e-learning solutions is found at 3Com. Selling its products through a two-tiered sales channel of distributors and resellers, 3Com needed to train both its partners and the end users who purchase the products. 3Com created a Partner Learning Center section on the 3Com Web site, giving access to their Bronze, Silver, and Gold Partners to 150 courses, certifications, and ultimately the ability to provide customized learning Web sites at no additional cost. Because this site is a part of 3Com University, it utilizes the same learning materials and functionality. 3Com has had eight customer learning Web sites go live in 2003, and anticipates that this number will double in the near future. 3Com executives realize that this service places them in an unparalleled competitive position with their partners.Customer and partner relationships definitely improve when e-learning opportunities are provided.
