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href="http://www.webwag.com/wwgthis.php?url=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.webwag.com/images/wwgthis.gif">Subscribe with Webwag</feedburner:feedFlare><feedburner:feedFlare href="http://hub.netomat.net/account/account.autoSubscribe.jspa?urls=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.netomat.net/blogger/images/icon_netomat_feedbutton.gif">Subscribe with netomat Hub</feedburner:feedFlare><feedburner:feedFlare href="http://www.podcastready.com/oneclick_bookmark.php?url=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.podcastready.com/images/podcastready_button.gif">Subscribe with Podcast Ready</feedburner:feedFlare><feedburner:feedFlare href="http://www.flurry.com/pushRssFeed.do?r=fb&amp;url=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.flurry.com/images/flurry_rss_logo2.gif">Subscribe with Flurry</feedburner:feedFlare><feedburner:feedFlare href="http://www.wikio.com/subscribe?url=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.wikio.com/shared/img/add2wikio.gif">Subscribe with Wikio</feedburner:feedFlare><feedburner:feedFlare href="http://www.dailyrotation.com/index.php?feed=http%3A%2F%2Ffeeds.feedburner.com%2Fsteelwedgeblog" src="http://www.dailyrotation.com/rss-dr2.gif">Subscribe with Daily Rotation</feedburner:feedFlare></channel><item rdf:about="http://www.steelwedge.com/blog/?p=656"><title>Constrained vs Unconstrained Demand and S&amp;OP</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/WexQpnNZjv4/constrained-unconstrained-demand.html</link><dc:subject>Demand Forecasting</dc:subject><dc:subject>Managing in a Recession</dc:subject><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>Sales Forecasting</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:creator>Rick</dc:creator><dc:date>2010-03-08T09:49:58-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Does this sound familiar?
The Sales VP is agitated…very agitated. “Don’t tell me what you CANNOT do, I made the sale, now you fill the orders!!!” The Operations VP responds in kind, “Your forecast was not even close to what you just booked. We cannot increase supply that fast!”
.
Where do they fit in an S&#38;OP cycle?
 [...]]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/constrained-unconstrained-demand.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/constrained-unconstrained-demand.html</feedburner:origLink></item><item rdf:about="http://www.steelwedge.com/blog/steelwedge-successfully-completes-sas70-audit.html"><title>Steelwedge Successfully Completes SAS70 Audit</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/NPpE6BnBCz8/steelwedge-successfully-completes-sas70-audit.html</link><dc:subject>Managing in a Recession</dc:subject><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>Steelwedge User Forum</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:creator>Chris S</dc:creator><dc:date>2010-02-18T17:34:59-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[SAS70 has become the gold standard for the auditing of service organizations,  especially for providers of Software as a Services (SaaS). Steelwedge, the leading provider of Cloud based Sales and Operations Planning (S&#038;OP) Services, has successfully completed the SAS70 Type II audit.  The SAS70 Audit is performed in two steps, each resulting in a report that's issued by an independent and certified auditor.]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/steelwedge-successfully-completes-sas70-audit.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/steelwedge-successfully-completes-sas70-audit.html</feedburner:origLink></item><item rdf:about="http://www.steelwedge.com/blog/?p=642"><title>How to Ensure that your S&amp;OP Process Succeeds – Drive Change Management!</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/CMect4LW8zc/ensure-sop-process-succeeds-driving-change-management.html</link><dc:subject>Managing in a Recession</dc:subject><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>Steelwedge User Forum</dc:subject><dc:subject>change management</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>integrated business planning</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>S&amp;OP software</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:subject>steelwedge</dc:subject><dc:creator>Glen Margolis, Founder &amp; CEO</dc:creator><dc:date>2010-02-16T23:55:07-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Sales and Operations Planning (S&#038;OP) transformation initiatives are rarely sustainable unless they are led from the top.  There is a direct linkage between the success of a change management program and leadership capabilities.  An effective leader must demonstrate vision, courage &#038; conviction

A willingness to take both personal and business risks.
A demonstrated commitment to change, not simply demanding it of others.
Organizations such as Motorola and GE that have implemented exceptionally successful change programs include the development of key elements in their leadership training.]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/ensure-sop-process-succeeds-driving-change-management.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/ensure-sop-process-succeeds-driving-change-management.html</feedburner:origLink></item><item rdf:about="http://www.steelwedge.com/blog/?p=452"><title>S&amp;OP:  What can we learn from Martin Luther King, Jr.?</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/wYRLvTZ9sJw/sop-learn-martin-luther-king-jr.html</link><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>Demand Forecasting</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>integrated business planning</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:creator>Rick</dc:creator><dc:date>2010-01-26T13:31:02-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Last week, we celebrated the birth of Martin Luther King, Jr. MLK was a brilliant man with an amazing talent for delivering the spoken and written word. As I pondered several quotes from MLK, there was one that struck me as having a strong relevance within the business world.
“We must learn to live together as [...]]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/sop-learn-martin-luther-king-jr.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/sop-learn-martin-luther-king-jr.html</feedburner:origLink></item><item rdf:about="http://www.steelwedge.com/blog/?p=437"><title>Tiger Woods, S&amp;OP and Elephants</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/SPeb6C2E0jk/tiger-woods-sop-elephants.html</link><dc:subject>Managing in a Recession</dc:subject><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>Steelwedge User Forum</dc:subject><dc:subject>Steelwedge Webinar</dc:subject><dc:subject>collaborative S&amp;OP</dc:subject><dc:subject>Collaborative Sales Forecasting</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>S&amp;OP software</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>SaaS</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:subject>SAP</dc:subject><dc:subject>steelwedge</dc:subject><dc:creator>Glen Margolis, Founder &amp; CEO</dc:creator><dc:date>2010-01-07T21:02:15-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[As Tiger Woods slowly recedes from visibility in today’s fast paced, polyphonic, multi-media environment, I am driven to identify some sort of meaning in it all.   And, in a world in which bits, bytes and terabytes of data stream before us daily this is no easy task.  Living in an age when global conflict shares a table with global social networking, creating personal connections has become the Holy Grail.  On occasion connections do occur.  When this happens the information that fog my life temporarily lifts.  So, ending a long day immersed in Sales and Operations Planning (S&#038;OP), it has suddenly become apparent that S&#038;OP, Tiger Woods and Elephants really do share a lot in common.]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/tiger-woods-sop-elephants.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/tiger-woods-sop-elephants.html</feedburner:origLink></item><item rdf:about="http://www.steelwedge.com/blog/sop-are-executives-killing-collaboration.html"><title>Sales and Operations Planning: Are Executives Killing Collaboration?</title><link>http://feedproxy.google.com/~r/steelwedgeblog/~3/ZRIYggv0KPY/sop-are-executives-killing-collaboration.html</link><dc:subject>Sales &amp; Operations Planning</dc:subject><dc:subject>executive S&amp;OP</dc:subject><dc:subject>S&amp;OP</dc:subject><dc:subject>s&amp;op best practices</dc:subject><dc:subject>s&amp;op planning</dc:subject><dc:subject>S&amp;OP process</dc:subject><dc:subject>S&amp;OP Sales</dc:subject><dc:subject>s&amp;op solutions</dc:subject><dc:subject>sales &amp; operations planning process</dc:subject><dc:subject>sales and operations planning</dc:subject><dc:subject>Sales Forecasting and Planning</dc:subject><dc:subject>top down forecasting</dc:subject><dc:creator>Rick</dc:creator><dc:date>2009-12-23T21:58:47-08:00</dc:date><content:encoded xmlns:content="http://purl.org/rss/1.0/modules/content/"><![CDATA[Why do some executives feel inclined to make substantial forecast changes based solely on their own judgment? There’s no doubt the typical executive has keen insights into the business she directs. Yet, when that executive chooses to override other inputs, she undermines the integrity of the collaborative process.
“Why should I put any effort into creating [...]]]></content:encoded><wfw:commentRss xmlns:wfw="http://wellformedweb.org/CommentAPI/">http://www.steelwedge.com/blog/sop-are-executives-killing-collaboration.html/feed</wfw:commentRss><slash:comments xmlns:slash="http://purl.org/rss/1.0/modules/slash/">0</slash:comments><feedburner:origLink>http://www.steelwedge.com/blog/sop-are-executives-killing-collaboration.html</feedburner:origLink></item></rdf:RDF>
