Presentation from "Benchmark and Optimize Warranty Management" webinar hosted by Mize, the leader in warranty management software.
• Benchmarking your warranty practices and performance against your peers
• Best Practices, strategies, and actions to achieve world-class warranty performance
• Enabling technologies and tools to optimize warranty management
Presenters:
• Eric Arnum, Editor, Warranty Week
• Bill Pollock, President & Principal Consulting Analyst at Strategies For Growth (SFG)
• Ashok Kartham, CEO, Mize, Connected Customer Experience Platform
Best Practices to Grow Service Contract Sales Webinar by MizeMize Inc.
Manufacturers are placing increased attention on growing top line service revenue captured through the sale of Extended-Warranty/Extended-Service (EW/ES) programs. Key factors such as Program configuration, and Contact with Customers after the product purchase impact the Service Contract attachment and renewal rates. During the Webinar "Best Practices to gorw Service Contract Sales" hosted by Mize, The presentation includes the results of a benchmarking study conducted among field service managers and warranty professionals who influence, recommend or make decisions about extended warranty and extended service programs.
APSA 2012 members insight survey - results finalapsa_australia
These are the survey results from the inaugural annual Australian Pharmaceutical Suppliers Association (APSA) member insight survey. A total of 18 people responded out of a population of 163 members.
Capturing the Value Proposition: Repositioning hospital service linesJames Case
Service line planning in a value-based care environment has taken on new dimensions. We outline an approach to planning and operations that will allow providers to differentiate in the market, drive volume, and improve the patient experience of care.
Best Practices to Grow Service Contract Sales Webinar by MizeMize Inc.
Manufacturers are placing increased attention on growing top line service revenue captured through the sale of Extended-Warranty/Extended-Service (EW/ES) programs. Key factors such as Program configuration, and Contact with Customers after the product purchase impact the Service Contract attachment and renewal rates. During the Webinar "Best Practices to gorw Service Contract Sales" hosted by Mize, The presentation includes the results of a benchmarking study conducted among field service managers and warranty professionals who influence, recommend or make decisions about extended warranty and extended service programs.
APSA 2012 members insight survey - results finalapsa_australia
These are the survey results from the inaugural annual Australian Pharmaceutical Suppliers Association (APSA) member insight survey. A total of 18 people responded out of a population of 163 members.
Capturing the Value Proposition: Repositioning hospital service linesJames Case
Service line planning in a value-based care environment has taken on new dimensions. We outline an approach to planning and operations that will allow providers to differentiate in the market, drive volume, and improve the patient experience of care.
Sales and Use Tax Process: Benchmarks and Best Practices for RetailersSovos
Nearly half of all retailers have not established KPI’s for to measure their sales tax process. Those that do are leading the way with a more strategic approach to compliance. Watch the on demand Webinar (see slide 4) to understand what they are doing.
View our webinar on demand to learn:
Challenges and risks for retailers
Performance benchmarks to help understand how you compare to your peers
Strategies and drivers for change
How leaders are leveraging technology to achieve superior results
Benchmarking Quality: How Medical Device and Diagnostics Companies Manage Cos...Best Practices
Medical device and diagnostics companies spend millions to ensure their products meet quality standards at every stage of the product lifecycle, from R&D to post-market activity. Facing tight budgets and escalating regulations, quality leaders are preparing to shift resources, automate and outsource activities, develop and retain key talent, and build business plans that justify their budgets.
This Best Practices, LLC, report delivers comprehensive survey benchmarks on how medical device companies are defining and allocating Quality spend, identifying factors that impact spending levels, and investing in future mission-critical Quality activities.
Quality leaders can use the evidence-based metrics and insights for Quality spending, staffing, change request levels, outsourcing, software quality, inspections, lab testing, complaint management, trend insights and more.
Totango's 3rd Annual SaaS Metrics Survey Report: The big take-away from this year’s survey underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on delivering recurring value to customers.
State of warranty chain management (wcm) for 2019 sfg analyst take paper (mize)Mize Inc.
This analyst take paper by Bill Pollock, President & Principal Consulting Analyst at Strategies For Growth, focuses on the specific challenges that Warranty Management organizations like yours are currently facing, what opportunities are open with respect to moving toward Best Practices status, and what strategic actions will need to be executed to make it all happen.
The data and analysis contained in this paper are based on the results of the SFG 2019 Warranty Chain Management Benchmark Survey, conducted in November/December 2018. The 2019 global respondent base is comprised of 105 warranty management professionals.
The findings from Strategies For Growth 2019 Warranty Chain Management (WCM) Benchmark Update Survey highlight patterns and trends identified since SFG’s previous annual WCM surveys, and provide an outlook as to what to expect in 2019 – and beyond.
You will learn what technologies your peers are using, which KPIs they measure and track, as well as what the key drivers are that push them to improve their respective WCM performance – and profitability.
Download the Warranty Benchmark Survey results, and Analyst Take Paper now compliments of Mize, the leader in Warranty Management Software.
Customer Success Summit Keynote
Presented by: Thomas Lah, Executive Director, TSIA
Customer success has become one of the hottest capabilities technology companies find themselves investing in today. For technology-as-a-service providers, customer success potentially holds the key to retaining customers and expanding customer relationships. However, TSIA has been inundated with inquiries from member companies that are struggling to deliver customer success at scale.
In this closing keynote, TSIA executive director Thomas Lah will leverage recent benchmark data and industry observations to outline a seven-step approach to establishing and scaling a customer success capability. From the charter to the financial model to enabling technology, Thomas will provide practical frameworks customer success organizations can leverage as they grow.
Sales and Use Tax Process - Benchmarks and Best Practices for ManufacturersSovos
How do you stack up against your peers on other manufacturing tax teams?
As part of our ongoing Tax Tuesday webinar series, Sovos’ industry experts presented and analyzed new and unique results from a new comprehensive benchmark study from the Aberdeen Group on Sales & Use Tax challenges, trends, and solutions for manufacturing firms.
View our webinar on demand (see Slide 4 for Link) as Mark Christenson and Chuck Maniace detail how you can take a fresh look at how your business is performing compared to industry peers and learn what capabilities and approaches leaders in compliance are implementing today.
View our presentation and walk away knowing:
How your performance stacks up against your manufacturing peers
The biggest risks and tax compliance challenges for manufacturers of all sizes
How functional leaders feel about the compliance process vs. those managing the process
What is driving process-improvement and what capabilities and approaches leaders are taking
How you can successfully drive change in your organization
Presentation given by Chris Bayer, PhD Candidate of Payson Center for International Development at Tulane University Law School to the Global Conflict Minerals Symposium held in Los Angeles, CA on August 22, 2013.
The SQAS assessment and the latest changes to itTristan Wiggill
Presented by Tommie Muller, independent auditor at the CAIA Dangerous Goods Transport Summit, held at the Sunnyside Park Hotel in Johannesburg, on 22 September 2015.
From Customer Success Summit 2017 - Thomas Lah, Executive Director at TSIA discusses, "Building Customer Success Organizations".
Learn more about Customer Success Summit: http://customersuccesssummit.com
Totango is the leading enterprise- grade customer success platform that helps recurring revenue businesses proactively impact business outcomes with customer success. With solutions to empower Customer Success Teams or entire companies, Totango enables everyone to participate in customer success.
Learn more at www.totango.com.
Level Two
Supply Chain Management
Strategic Supply Chain Management
Today......
Supply chain in the wider contextStrategic influencesEffects of decisions on strategy and operations
Supply Chain In Context SCM goes beyond everyday operations.Essential to understand the wider context of SCM and the effect of decisions.
Economics – Supply and Demand Market Equilibrium Need to question how this fits with overall strategyHow do changes in supply and demand impact out supply chains?
Decrease in Supply May be caused by:Reduced number of producersIncreased production costsForecasts and other dataIncreased raw material costsPolitical and wider economic impacts
Increase in Supply May be caused by:Increased number of producersDecreased production costsForecastsInnovationFavourable production environment
Decrease in Demand May be caused by:Decreased number of consumersChanges (up or down) in income levelsPrice increases (complementary) or price decreases (substitute)Changes in preferencesFuture expectations
Increase in Demand May be caused by:Increased number of consumersChanges (up or down) in income levelsPrice increases (substitute) or price decreases (complementary)Changes in preferencesChange in expectations e.g. shortages
SCM In Context - Strategy Strategy – how to achieve long term aim. Operations and SCM – shorter term, current situation. How do we go beyond the short term and become more aligned with overall strategy?
Moving beyond the short term Initial – Implementing business strategyUndertaking activities which will contribute to the organisation moving forward towards the strategic aim. Supporting – Supporting business strategyInnovating and developing tools, systems and capabilities. Leading – Driving business strategy Working on key and unique advantages/skills that see operations at the forefront of the organisations strategy.
Perspectives on Strategy Four themes of strategy in relation to operations. Sees strategy driven by various points and perspectives of the supply chain.
Top Down Strategy Comes from the hierarchy of organisationRole of operations is often implementing strategy. What impact does this have on decision making?
Bottom Up Strategy Strategy from experienceRequires philosophy of continuous improvementAlignment with Japanese theories of SCM
Operational Resource StrategyGained from sustainable competitive advantage of core competencies. Resource constraints and capabilities ‘What do we have and what can we do?’How does this link with our ideas of CI?
Market Requirements Strategy Strategy governed by marketCompetitive factors divided into order winners and order qualifiers Need to consider product lifecycle
Product Lifecycle and Operations Strategy IntroductionFlexibility, qualityGrowthSpeed, dependability, qualityMaturityCost, dependabilityDeclineCost
Operations Strategy ProcessWhen formulating we need to ensure that the strategy is:ComprehensiveCoherentCorresponds to ove ...
What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
Service Parts are a significant source of revenue and profits for manufacturers. Mize Service Parts Management (SPM) solution enables manufacturers to maximize parts sales, improve efficiencies, and enhance collaboration with
channel partners and suppliers.
Mize Service Parts Management solution, powered by Connected Customer Experience Platform and Smart Blox streamlines all Service Parts processes including Ordering,
Fulfillment, Returns, Support, and Logistics.
Mize Service Contracts Management Software and Solution helps Manufacturers (OEMs), Third Party Administrators (TPAs), Retailers, and Channel Partners to set up, sell, administer, track and analyze various service programs.
• Set up flexible service programs configured to the industry, product, and customer needs
• Administer Contracts, Support, and Claims to improve profitability and customer satisfaction
• Enable Channel Partners to sell, renew and fulfill Service Contracts
• Empower Customers to manage risk, limit repair costs, and minimize product downtime
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Sales and Use Tax Process: Benchmarks and Best Practices for RetailersSovos
Nearly half of all retailers have not established KPI’s for to measure their sales tax process. Those that do are leading the way with a more strategic approach to compliance. Watch the on demand Webinar (see slide 4) to understand what they are doing.
View our webinar on demand to learn:
Challenges and risks for retailers
Performance benchmarks to help understand how you compare to your peers
Strategies and drivers for change
How leaders are leveraging technology to achieve superior results
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This Best Practices, LLC, report delivers comprehensive survey benchmarks on how medical device companies are defining and allocating Quality spend, identifying factors that impact spending levels, and investing in future mission-critical Quality activities.
Quality leaders can use the evidence-based metrics and insights for Quality spending, staffing, change request levels, outsourcing, software quality, inspections, lab testing, complaint management, trend insights and more.
Totango's 3rd Annual SaaS Metrics Survey Report: The big take-away from this year’s survey underscores the importance of customer success in the SaaS business model – and why it is imperative for SaaS companies to be relentlessly focused on delivering recurring value to customers.
State of warranty chain management (wcm) for 2019 sfg analyst take paper (mize)Mize Inc.
This analyst take paper by Bill Pollock, President & Principal Consulting Analyst at Strategies For Growth, focuses on the specific challenges that Warranty Management organizations like yours are currently facing, what opportunities are open with respect to moving toward Best Practices status, and what strategic actions will need to be executed to make it all happen.
The data and analysis contained in this paper are based on the results of the SFG 2019 Warranty Chain Management Benchmark Survey, conducted in November/December 2018. The 2019 global respondent base is comprised of 105 warranty management professionals.
The findings from Strategies For Growth 2019 Warranty Chain Management (WCM) Benchmark Update Survey highlight patterns and trends identified since SFG’s previous annual WCM surveys, and provide an outlook as to what to expect in 2019 – and beyond.
You will learn what technologies your peers are using, which KPIs they measure and track, as well as what the key drivers are that push them to improve their respective WCM performance – and profitability.
Download the Warranty Benchmark Survey results, and Analyst Take Paper now compliments of Mize, the leader in Warranty Management Software.
Customer Success Summit Keynote
Presented by: Thomas Lah, Executive Director, TSIA
Customer success has become one of the hottest capabilities technology companies find themselves investing in today. For technology-as-a-service providers, customer success potentially holds the key to retaining customers and expanding customer relationships. However, TSIA has been inundated with inquiries from member companies that are struggling to deliver customer success at scale.
In this closing keynote, TSIA executive director Thomas Lah will leverage recent benchmark data and industry observations to outline a seven-step approach to establishing and scaling a customer success capability. From the charter to the financial model to enabling technology, Thomas will provide practical frameworks customer success organizations can leverage as they grow.
Sales and Use Tax Process - Benchmarks and Best Practices for ManufacturersSovos
How do you stack up against your peers on other manufacturing tax teams?
As part of our ongoing Tax Tuesday webinar series, Sovos’ industry experts presented and analyzed new and unique results from a new comprehensive benchmark study from the Aberdeen Group on Sales & Use Tax challenges, trends, and solutions for manufacturing firms.
View our webinar on demand (see Slide 4 for Link) as Mark Christenson and Chuck Maniace detail how you can take a fresh look at how your business is performing compared to industry peers and learn what capabilities and approaches leaders in compliance are implementing today.
View our presentation and walk away knowing:
How your performance stacks up against your manufacturing peers
The biggest risks and tax compliance challenges for manufacturers of all sizes
How functional leaders feel about the compliance process vs. those managing the process
What is driving process-improvement and what capabilities and approaches leaders are taking
How you can successfully drive change in your organization
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Supply Chain Management
Strategic Supply Chain Management
Today......
Supply chain in the wider contextStrategic influencesEffects of decisions on strategy and operations
Supply Chain In Context SCM goes beyond everyday operations.Essential to understand the wider context of SCM and the effect of decisions.
Economics – Supply and Demand Market Equilibrium Need to question how this fits with overall strategyHow do changes in supply and demand impact out supply chains?
Decrease in Supply May be caused by:Reduced number of producersIncreased production costsForecasts and other dataIncreased raw material costsPolitical and wider economic impacts
Increase in Supply May be caused by:Increased number of producersDecreased production costsForecastsInnovationFavourable production environment
Decrease in Demand May be caused by:Decreased number of consumersChanges (up or down) in income levelsPrice increases (complementary) or price decreases (substitute)Changes in preferencesFuture expectations
Increase in Demand May be caused by:Increased number of consumersChanges (up or down) in income levelsPrice increases (substitute) or price decreases (complementary)Changes in preferencesChange in expectations e.g. shortages
SCM In Context - Strategy Strategy – how to achieve long term aim. Operations and SCM – shorter term, current situation. How do we go beyond the short term and become more aligned with overall strategy?
Moving beyond the short term Initial – Implementing business strategyUndertaking activities which will contribute to the organisation moving forward towards the strategic aim. Supporting – Supporting business strategyInnovating and developing tools, systems and capabilities. Leading – Driving business strategy Working on key and unique advantages/skills that see operations at the forefront of the organisations strategy.
Perspectives on Strategy Four themes of strategy in relation to operations. Sees strategy driven by various points and perspectives of the supply chain.
Top Down Strategy Comes from the hierarchy of organisationRole of operations is often implementing strategy. What impact does this have on decision making?
Bottom Up Strategy Strategy from experienceRequires philosophy of continuous improvementAlignment with Japanese theories of SCM
Operational Resource StrategyGained from sustainable competitive advantage of core competencies. Resource constraints and capabilities ‘What do we have and what can we do?’How does this link with our ideas of CI?
Market Requirements Strategy Strategy governed by marketCompetitive factors divided into order winners and order qualifiers Need to consider product lifecycle
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What we know as “#outsourcing” has been around in one form or another for decades, and so have the predictions of its demise, but it keeps adapting to changing business environments. Today, #outsourcing is not only alive, and well, but it is #growing, and #changing. The results of the #2016GlobalOutsourcingSurvey, which compiled 280 responses representing organizations from across the globe, show that #outsourcing not only continues to expand across mature functions, such as IT, #HR, and #Finance, but it also continues to move into non-traditional functions, such as #Realestate, #FacilitiesManagement, and #Procurement. But, this isn’t the most intriguing part of the story: #Outsourcing is #reinventing itself. Respondents increasingly see #outsourcing as a vital way to drive innovation into the enterprise. In other words, it is increasingly a means of potentially attaining, and maintaining competitive advantage—and not just a way to cut costs.
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channel partners and suppliers.
Mize Service Parts Management solution, powered by Connected Customer Experience Platform and Smart Blox streamlines all Service Parts processes including Ordering,
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Mize Service Contracts Management Software and Solution helps Manufacturers (OEMs), Third Party Administrators (TPAs), Retailers, and Channel Partners to set up, sell, administer, track and analyze various service programs.
• Set up flexible service programs configured to the industry, product, and customer needs
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• Enable Channel Partners to sell, renew and fulfill Service Contracts
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Optimize Field Service Management with Mize FSMMize Inc.
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Service Management: Unify and streamline warranty, parts, support & service p...Mize Inc.
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Download the compleat webinar recording at http://info.m-ize.com/service-management-unify-and-streamline-warranty-parts-support-service-processes
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Integrate Services
Global Services
Optimized Services Workflow
Utilizing Mobile & IoT Technologies
Download the compleat webinar recording at http://info.m-ize.com/service-management-unify-and-streamline-warranty-parts-support-service-processes
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All warranty executives from marketing, sales, support and customer service
IT executives, CIOs, responsible for warranty and service
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Eric is a Senior Product Manager at m-ize with 15+ years of Product Management, e-commerce solution delivery experience. Eric has been developing, marketing and selling enterprise products and solutions to Fortune 500 companies.
For more information regarding this webinar contact:
Eric Marlan @ericmarlan@m-ize.com
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Information included in this infographic is based on a recent survey, and resulting whitepaper published by The Service Council (TSC). The report, prepared by Sumair Dutta, Chief Customer Officer at The Service Council is entitled Customer Experience Management: Strategies to Succeed.
The infographic was developed by m-ize and is provided as a visual representation of the most compelling results and statistics of the study.
Both the infographic and the whitepaper are provided by m-ize to call attention to our upcoming Webinar, Winning Strategies in Customer Experience Management.
The webinar will be broadcast live on February 25th, 2014 at 1:00 PM Eastern Standard Time. To register for the event and receive a complimentary copy of the whitepaper and infographic please visit the registration page at http://info.m-ize.com/winning-strategies-in-customer-experience-management
We look forward to everyone's attendance at the event.
If you have any questions please feel free to contact us http://m-ize.com/contact We'll address any and all questions after the discussion, during the Q & A portion of the webinar. Please feel free to invite your associates or anyone that you feel would benefit from the event.
This presentation provides a quickstart guide that guides you through account setup for the My Products App.
Download the app, and invite your family, friends and social networks.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Kyiv PMDay 2024 Summer
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
2. Agenda: Benchmark and Optimize Warranty
Key Findings from SFG’s 2019 Warranty Chain Management Survey
• Bill Pollock, President and Principal Consulting Analyst, SFG
State of the Warranty Industry
• Eric Arnum, Editor, Warranty Week
Best Practices to Optimize Warranty Management
• Ashok Kartham, CEO, Mize
Q&A with the Panel
1/19/2019
2
3. 1/19/2019 3
Bill Pollock
President & Principal Consulting
Analyst
Strategies For Growth (SFG)
• Bill Pollock is President & Principal Consulting Analyst at Strategies For Growth℠
(SFG℠), the independent research analyst and services consulting firm he founded in
1992.
• Previously, Bill served as President & Chief Research Officer (CRO) at The Service
Council; Vice President & Principal Analyst, heading up Aberdeen Group’s Service
Management Practice; and Managing Analyst, Services Industry at Gartner.
• Bill has also had more than 350 articles, columns and features published on topics
including
• Field Service Management (FSM),
• Service Lifecycle Management (SLM),
• Customer Relationship Management (CRM),
• Warranty Chain Management (WCM),
• Augmented Reality (AR),
• the Internet of Things (IoT),
• Reverse Logistics,
• and others for leading international services publications.
• Bill writes monthly feature articles for Field Service News, Field Service Digital, Field
Technologies Online, and The Future of Field Service and is a regular contributor to
Warranty Week and other services-related publications.
5. Research Powered By
SFG℠’s 2019 Warranty Chain Management Survey:
Launched on October 30, 2018
Based on data collected
through December 17, 2018
“Live” for 48 Days
105 Total Respondents
6. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Process is Fully Automated
Process Is Partially Automated
Process Is All Manual
No Formal Warranty Management Process
27
36
20
16
One-Third (36%) of Organizations Use Either a Manual WM Process –
or None at All …
n = 44
36%
7. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Process is Fully Automated
Process Is Partially Automated
Process Is All Manual
No Formal Warranty Management Process
27
36
20
16
… and, While Nearly Two-Thirds (63%) Are at Least Partially Automated …
n = 44
63%
8. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Process is Fully Automated
Process Is Partially Automated
Process Is All Manual
No Formal Warranty Management Process
27
36
20
16
… More than Half (56%) Are Still at Least Partially Manual …
n = 44
56%
9. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Process is Fully Automated
Process Is Partially Automated
Process Is All Manual
No Formal Warranty Management Process
27
36
20
16
… and Only One-Quarter (27%) Are Currently Fully Automated:
n = 44
10. Research Powered By
0.0 20.0 40.0 60.0 80.0 100.0
Decrease by >10%+
Decrease by 5% to 9%
Decrease by < 5%
Remain the Same
Increase by < 5%
Increase by 5% to 9%
Increase by > 10%+
8
0
10
21
31
10
21
Overall, Annual Warranty Budgets Are Largely Expected to Increase* …
n = 39
* In the next 12 months.
(Percent Response)
11. Research Powered By
0.0 20.0 40.0 60.0 80.0 100.0
Decrease by >10%+
Decrease by 5% to 9%
Decrease by < 5%
Remain the Same
Increase by < 5%
Increase by 5% to 9%
Increase by > 10%+
8
0
10
21
31
10
21
In Fact, Nearly Two-Thirds (62%) Expect Annual Budgets to Increase* …
n = 39
62%
* In the next 12 months.
(Percent Response)
12. Research Powered By
0.0 20.0 40.0 60.0 80.0 100.0
Decrease by >10%+
Decrease by 5% to 9%
Decrease by < 5%
Remain the Same
Increase by < 5%
Increase by 5% to 9%
Increase by > 10%+
8
0
10
21
31
10
21
Although, Only One-Fifth (21%) Expect Increases* of >10% …
n = 39
62%
* In the next 12 months.
(Percent Response)
21%
13. Research Powered By
0.0 20.0 40.0 60.0 80.0 100.0
Decrease by >10%+
Decrease by 5% to 9%
Decrease by < 5%
Remain the Same
Increase by < 5%
Increase by 5% to 9%
Increase by > 10%+
8
0
10
21
31
10
21
Conversely, Only 18% Expect* Their Annual WM Budgets to Decrease:
n = 39
* In the next 12 months.
(Percent Response)
18%
14. Research Powered By
0.0 20.0 40.0 60.0 80.0 100.0
Decrease by >10%+
Decrease by 5% to 9%
Decrease by < 5%
Remain the Same
Increase by < 5%
Increase by 5% to 9%
Increase by > 10%+
8
0
10
21
31
10
21
This Results in Expected* Increases-over-Decreases by a Ratio of > 3:1:
n = 39
62%
* In the next 12 months.
Expected to Increase
over Decrease by a
ratio of > 3:1!
(Percent Response)
18%
15. Research Powered By
(Percent Response)
The Greatest Challenges Facing Today’s Warranty Management Initiatives
Are …
0.0 20.0 40.0 60.0 80.0 100.0
Sale of Extended Warranties
Claims Processing Time & Accuracy
Repair Management
Cost Recovery from Suppliers
ID of Root Causes of Product Failures
28
30
30
45
63
n = 40
16. Research Powered By
(Percent Response)
The Greatest Challenges Facing Today’s Warranty Management Initiatives
Are …
0.0 20.0 40.0 60.0 80.0 100.0
Sale of Extended Warranties
Claims Processing Time & Accuracy
Repair Management
Cost Recovery from Suppliers
ID of Root Causes of Product Failures
28
30
30
45
63
n = 40
17. Research Powered By
(Percent Response)
The Greatest Challenges Facing Today’s Warranty Management Initiatives
Are:
0.0 20.0 40.0 60.0 80.0 100.0
Sale of Extended Warranties
Claims Processing Time & Accuracy
Repair Management
Cost Recovery from Suppliers
ID of Root Causes of Product Failures
28
30
30
45
63
n = 40
18. Research Powered By
(Percent Response)
The Greatest Challenges Facing Today’s Warranty Management Initiatives
Are:
0.0 20.0 40.0 60.0 80.0 100.0
Sale of Extended Warranties
Claims Processing Time & Accuracy
Repair Management
Cost Recovery from Suppliers
ID of Root Causes of Product Failures
28
30
30
45
63
n = 40
19. Research Powered By
(Percent Response)
Other Challenges include High Levels of NFFs, WM Administrative Costs,
Warranty Reserves, Reverse Logistics & Fraudulent Claims Management:
0.0 20.0 40.0 60.0 80.0 100.0
Fraudulent Claims Management
Reverse Logistics Management
Warranty Reserve Accrual Mgmt.
Managing Admin Costs for Warranty
Fulfillment
High Levels of NFFs
5
16
20
23
25
n = 40
20. Research Powered By
(Percent Response)
Other Challenges include High Levels of NFFs, WM Administrative Costs,
Warranty Reserves, Reverse Logistics & Fraudulent Claims Management:
0.0 20.0 40.0 60.0 80.0 100.0
Fraudulent Claims Management
Reverse Logistics Management
Warranty Reserve Accrual Mgmt.
Managing Admin Costs for Warranty
Fulfillment
High Levels of NFFs
5
16
20
23
25
n = 40
21. Research Powered By
(Percent Response)
Principal Drivers Impacting Today’s Warranty Management Initiatives Are:
n = 40
0.0 20.0 40.0 60.0 80.0 100.0
Mandate to Improve Service Profitability
Dealing with Inferior/Deficient Product Quality
Product Defect-related Costs
Customer Demand for Improved Warranty
Services
Desire to Improve Customer Retention
Post-Sale Customer Satisfaction Issues
23
23
28
40
43
60
22. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Mandate to Improve Service Profitability
Dealing with Inferior/Deficient Product Quality
Product Defect-related Costs
Customer Demand for Improved Warranty
Services
Desire to Improve Customer Retention
Post-Sale Customer Satisfaction Issues
23
23
28
40
43
60
… First, Customer-Focused …
n = 40
Customer-
Focused
23. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Mandate to Improve Service Profitability
Dealing with Inferior/Deficient Product Quality
Product Defect-related Costs
Customer Demand for Improved Warranty
Services
Desire to Improve Customer Retention
Post-Sale Customer Satisfaction Issues
23
23
28
40
43
60
… Second, Product Quality-Focused …
n = 40
Product Quality-
Focused
Customer-
Focused
24. Research Powered By
(Percent Response)
0.0 20.0 40.0 60.0 80.0 100.0
Mandate to Improve Service Profitability
Dealing with Inferior/Deficient Product Quality
Product Defect-related Costs
Customer Demand for Improved Warranty
Services
Desire to Improve Customer Retention
Post-Sale Customer Satisfaction Issues
23
23
28
40
43
60
… And, Third, Profit-Focused:
n = 40
Profit-Focused
Customer-
Focused
Product Quality-
Focused
25. Research Powered By
(Percent Response)
Other Key Drivers Focus on Costs,
0.0 20.0 40.0 60.0 80.0 100.0
Costs Associated with Fradulent Claims
Compliance to Regulatory Requirements
Need to Improve Supply Chain Performance
Mandate to Drive Increased Service
Revenues
Escalating Warranty Administrative Costs
Logistics and/or Reverse Logistics Costs
3
10
13
13
15
18
n = 40
26. Research Powered By
(Percent Response)
Other Key Drivers Focus on Costs, Revenues,
0.0 20.0 40.0 60.0 80.0 100.0
Costs Associated with Fradulent Claims
Compliance to Regulatory Requirements
Need to Improve Supply Chain Performance
Mandate to Drive Increased Service
Revenues
Escalating Warranty Administrative Costs
Logistics and/or Reverse Logistics Costs
3
10
13
13
15
18
n = 40
27. Research Powered By
(Percent Response)
Other Key Drivers Focus on Costs, Revenues, Supply Chain
0.0 20.0 40.0 60.0 80.0 100.0
Costs Associated with Fradulent Claims
Compliance to Regulatory Requirements
Need to Improve Supply Chain Performance
Mandate to Drive Increased Service
Revenues
Escalating Warranty Administrative Costs
Logistics and/or Reverse Logistics Costs
3
10
13
13
15
18
n = 40
28. Research Powered By
(Percent Response)
Other Key Drivers Focus on Costs, Revenues, Supply Chain & Compliance:
0.0 20.0 40.0 60.0 80.0 100.0
Costs Associated with Fradulent Claims
Compliance to Regulatory Requirements
Need to Improve Supply Chain Performance
Mandate to Drive Increased Service
Revenues
Escalating Warranty Administrative Costs
Logistics and/or Reverse Logistics Costs
3
10
13
13
15
18
n = 40
29. Research Powered By
Putting Things in Perspective: Current Strategic Actions Already in Place:
The top Strategic Actions currently being undertaken by Services Organizations
to address the Key Drivers/Challenges of Warranty Chain Performance are:
30. Research Powered By
Putting Things in Perspective: Current Strategic Actions Already in Place:
The top Strategic Actions currently being undertaken by Services Organizations
to address the Key Drivers/Challenges of Warranty Chain Performance are:
➢ 46% Improve Warranty Management-related Planning and Forecasting Activities
➢ 43% Develop/Improve Metrics, or KPIs for Advanced Warranty Chain Analytics
➢ 34% Restructure for Improved Warranty Management Oversight & Accountability
➢ 29% Streamline Parts Return Process to Improve Overall Efficiency
➢ 29% Institute/Enforce Process Workflow Improvements for Supplier Cost Recovery
➢ 23% Provide Additional Training to Extended Warranty Sales Personnel
➢ 20% Purchase and/or Upgrade an Automated Warranty Chain Management Solution
➢ 20% Outsource some, or all, Warranty Management Activities to Third Parties
➢ 17% Implement a Claims Review Process to Curb Fraudulent Claims
➢ 9% Restructure/Update Existing Warranty Pricing Schedule
➢ 0% Foster a Closer Working Collaboration Between Product Design & Service
31. Research Powered By
Putting Things in Perspective: Current Strategic Actions Already in Place:
The top Strategic Actions currently being undertaken by Services Organizations
to address the Key Drivers/Challenges of Warranty Chain Performance are:
➢ 46% Improve Warranty Management-related Planning and Forecasting Activities
➢ 43% Develop/Improve Metrics, or KPIs for Advanced Warranty Chain Analytics
➢ 34% Restructure for Improved Warranty Management Oversight & Accountability
➢ 29% Streamline Parts Return Process to Improve Overall Efficiency
➢ 29% Institute/Enforce Process Workflow Improvements for Supplier Cost Recovery
➢ 23% Provide Additional Training to Extended Warranty Sales Personnel
➢ 20% Purchase and/or Upgrade an Automated Warranty Chain Management Solution
➢ 20% Outsource some, or all, Warranty Management Activities to Third Parties
➢ 17% Implement a Claims Review Process to Curb Fraudulent Claims
➢ 9% Restructure/Update Existing Warranty Pricing Schedule
➢ 0% Foster a Closer Working Collaboration Between Product Design & Service
32. Research Powered By
Putting Things in Perspective: Current Strategic Actions Already in Place:
The top Strategic Actions currently being undertaken by Services Organizations
to address the Key Drivers/Challenges of Warranty Chain Performance are:
➢ 46% Improve Warranty Management-related Planning and Forecasting Activities
➢ 43% Develop/Improve Metrics, or KPIs for Advanced Warranty Chain Analytics
➢ 34% Restructure for Improved Warranty Management Oversight & Accountability
➢ 29% Streamline Parts Return Process to Improve Overall Efficiency
➢ 29% Institute/Enforce Process Workflow Improvements for Supplier Cost Recovery
➢ 23% Provide Additional Training to Extended Warranty Sales Personnel
➢ 20% Purchase and/or Upgrade an Automated Warranty Chain Management Solution
➢ 20% Outsource some, or all, Warranty Management Activities to Third Parties
➢ 17% Implement a Claims Review Process to Curb Fraudulent Claims
➢ 9% Restructure/Update Existing Warranty Pricing Schedule
➢ 0% Foster a Closer Working Collaboration Between Product Design & Service
33. Research Powered By
The Singular Most Important KPIs Currently Being Used Are …
The most important KPIs currently being used by Services Organizations are:
34. Research Powered By
The Singular Most Important KPIs Currently Being Used Are …
The most important KPIs currently being used by Services Organizations are:
➢ 56% Customer Satisfaction
➢ 17% Total Warranty Costs
➢ 11% Analysis Cycle Time
➢ 6% Warranty Costs, per Product
➢ 6% Re-imbursement Cycle time (i.e., from Suppliers)
➢ 0% Time from Defect Detection to Correction
➢ 0% Warranty Reserve Variation
➢ 0% Claims Processing Time
➢ 0% In-Warranty Product Return Rate
➢ 0% Warranty incidents, Per Product
➢ 0% Total Revenues from Extended Warranty Sales
➢ 0% Claims Processing Costs
➢ 0% Time from Product Sale to Defect Detection
Cited by 35%Cited by 17%
Cited by 35%Cited by 56%
Cited by 35%Cited by 11%
35. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
36. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction
37. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
38. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 85% in 2016)
39. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time
40. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
41. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
42. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
43. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
45% Not attaining at least 80% Customer Satisfaction
44. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
45% Not attaining at least 80% Customer Satisfaction
30% Not attaining at least 70% Customer Satisfaction
45. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
45% Not attaining at least 80% Customer Satisfaction
30% Not attaining at least 70% Customer Satisfaction
➢ 75% Not Attaining 2 Days or Less Warranty Claims Processing Time
46. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
45% Not attaining at least 80% Customer Satisfaction
30% Not attaining at least 70% Customer Satisfaction
➢ 75% Not Attaining 2 Days or Less Warranty Claims Processing Time
58% Not Attaining 4 Days or Less Warranty Claims Processing Time
47. Research Powered By
Current KPI Values Reflect Mixed Performance Among Respondents …
Mean KPI values currently being used to measure Warranty Management
performance appear to be reasonably high – however, somewhat lower than
in past years:
➢ 81% Customer Satisfaction (Declined from 82% in 2017)
➢ 9.6 Days Warranty Claims Processing Time (Declined from 7.6 Days in 2017)
However, many Organizations are still not attaining even Industry Average
levels of performance:
➢ 60% Not attaining at least 90% Customer Satisfaction
45% Not attaining at least 80% Customer Satisfaction
30% Not attaining at least 70% Customer Satisfaction
➢ 75% Not Attaining 2 Days or Less Warranty Claims Processing Time
58% Not Attaining 4 Days or Less Warranty Claims Processing Time
33% Taking 15 Days or More for Warranty Claims Processing Time
48. Research Powered By
Key Takeaways from SFG℠’s 2019 Warranty Management Benchmark:
Nearly two-thirds (63%) of respondents manage Service as a Profit Center
A similar percent (63%) are presently using a partially automated WM process;
however, just over one-quarter (27%) are fully automated
Annual Warranty Budgets are largely expected to increase for 2018
Principal Drivers currently influencing today’s WM initiatives are:
✓ First, Customer-focused (i.e., Satisfaction, Retention, Improved WM Services)
✓ Second, Product Quality-focused (i.e., Dealing w/ Product Defects/Inferior Quality)
✓ Third, Revenue/Profit-focused (i.e., Increased Service Profitability)
Top Challenges facing today’s WM initiatives are:
✓ Identification of root causes of product failures
✓ Cost recovery from suppliers
✓ Repair management
Top Strategic Actions currently being taken include:
✓ Improve Warranty Management-related Planning and Forecasting Activities
✓ Develop/Improve Metrics, or KPIs for Advanced Warranty Chain Analytics
✓ Restructure for Improved Warranty Management Oversight & Accountability
49. Research Powered By
Key Takeaways from SFG℠’s 2019 Warranty Management Benchmark:
Top uses of the data/information collected from Warranty-related events are to:
✓ Improve Field Service processes
✓ Improve Warranty Management performance
✓ Make Product Design changes
✓ Make Manufacturing changes
✓ Improve Equipment / Part Return processes
Primary Key Performance Indicators (KPIs) currently being used for WM are:
✓ Customer Satisfaction
✓ Product Failure Rate
✓ Total Warranty Costs
✓ Claims Processing Times
More than half of Organizations are not currently attaining at least 90%
Customer Satisfaction (60%), or 4 Days or Less Warranty Claims Processing
Times (58%).
Revenues from Extended Warranty Sales have increased somewhat over the
past year; but so have Warranty Claims Processing costs
Only just over half (57%) of Organizations are “Somewhat/Extremely Satisfied”
with the performance of their Primary WM solution vendor
50. Research Powered By
SFG℠’s Companion Analysts Take Report (Available through Mize)
Complementary Distribution
via Download through Mize
Based on the results of SFG℠’s
2019 WCM Survey Tracking
Update
51. Research Powered By
SFG℠ Contact Information
Bill Pollock, President
Strategies For Growth℠
(610) 399-9717
wkp@s4growth.com
www.s4growth.com
@PollockOnService
52. 1/19/2019 1
Eric Arnum
Editor
Warranty Week
• Eric Arnum is the editor of Warranty Week, an online publication written for the
warranty industry professional.
• Based in New York and launched in late 2002 as both a free weekly email broadcast
and a website at www.warrantyweek.com, the newsletter has quickly gained a
following among manufacturers, retailers, servicers, and insurance professionals.
• Weekly topics have included specific market close-ups on product warranties,
extended warranties, claims rates in industries such as air conditioning, automotive,
PCs, disk drives, printers, consumer electronics, solar panels, construction, mining,
telecommunications equipment, plasma TVs, jetliners, sports stadiums, new homes,
skateparks, and farm equipment.
• On a quarterly basis, trends in warranty claims and accruals by more than 800
manufacturers are detailed in depth. Also featured are periodic articles about
industry conferences and warranty claim processing and analysis software providers.
• Before launching Warranty Week, Arnum edited two different newsletters about the
data communications industry -- Messaging Online, and Electronic Mail & Micro
Systems (EMMS) -- while also engaging in custom research projects tracking the
growth of the World Wide Web in Europe and the market for Internet services in
South America.
• Eric Arnum is a graduate of Syracuse University with a degree in economics.
53.
54. $0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
'03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18
Passenger Cars & Small Vehicles Heavy Trucks & Large Vehicles
Fig 1, U.S. Auto Warranty
Claims per Quarter, 2003-2018
Source: Warranty Week
US$ Millions
61. $0
$10,000
$20,000
$30,000
$40,000
$50,000
'09 '10 '11 '12 '13 '14 '15 '16 '17 '18
Furniture
ESCs
Appliance
Retail ESCs
Home
Warranties
Jewelry ESCs
Computer
OEM ESCs
CE Retail
ESCs
Mobile Phone
Insurance
VSCs
Fig 8, Extended Warranty Market
Premiums Paid by U.S. Consumers, 2009-2017
Source: Warranty Week
62. Eric Arnum, Editor
Warranty Week
10520 66th Road
Forest Hills NY 11375-2179
USA
+1 (718) 896-0367
http://www.warrantyweek.com
earnum@warrantyweek.com
63. 1/19/2019 1
Ashok Kartham
CEO
Mize
• Ashok Kartham is the Founder and CEO of Mize, creator of the Connected Customer
Experience platform that enables companies to maximize the customer lifetime
value.
• Ashok was the founder and CEO 4CS, the leading warranty and service lifecycle
management company, which was acquired by PTC in 2012.
• Ashok has 20+ years of experience as CEO of software and high-tech companies.
• Ashok has 25 years’ experience working with global manufacturers and Fortune 500
companies in delivering enterprise software solutions for Service, Warranty, Parts,
Support, and Knowledge Management.
64. Best Practices to OPTIMIZE Warranty Management
“Warranty as a Profit Center”
1/19/2019 2
Ashok Kartham
CEO, Mize
AshokKartham@m-ize.com
65. Warranty as a Profit Center with Customer focus
Customer-Centric
Differentiate on customer experience and
revenues from customer install base
Support-Centric
Deliver customer service at lower cost –
generally through call centers, returns.
Cost-Centric
Warranty as Cost center with focus on
reducing warranty costs and CPU
Product-Centric
Warranty as profit center with focus on
Product Quality and grow product sales
Customer ExperienceProduct
Differentiation
ProfitCenterCostCenter
WarrantyFocus
Warranty
Strategies
67. #2. Enhance Warranty Service Experience
Check for Warranty eligibility & entitlements
Warranty Service Check-in
Link to Maintenance, Service Bulletins,
Inspections
Simplify access to Service Knowledge
1/19/2019
5
68. #3. Enable Dealers & Service Technicians
1/19/2019
6
Make better Diagnosis & Repair decisions
72. #7. Remanufacture Profits from Returns
“U.S. produces more than $45 billion of remanufactured
goods per year” – Remanufacturing Industries Council
1/19/2019
10
(i) Reduce Returns
with pictures & video
(ii) Streamline reverse logistics; Return
direct to vendor for supplier recovery
(iii) Reman to reduce cost &
sustainable profits
74. #9. Unlock the Value of the Install Base
• Extended Warranty or Service
Programs
• Maintenance Agreements
• Service Parts
• Attachments or Accessories
• Remote monitoring using IoT
• Fleet or Asset management
• Value added services
• Software Subscriptions
• Data analytics to improve
customer business
• Product Upgrades
• Trade-in to purchase new
product
• Remanufacture and recycle
1/19/2019 12Service Plans Orders Parts ServiceProducts
75. #10. Switch from Warranty Pipeline Model…
1/19/2019
13
Schedule
repair
Customer
• Repair
Order
• Claim
entry
Dealer
• Process
• Generate
Supplier
Claims
OEM
• Process
• Gen Tier
2 claims
Supplier
• Timeline that spans weeks or even months
• Loss of data quality with each stakeholder
• Long Detection to Correction cycle time
76. #10. to a Connected Warranty Platform
• Platform to connect
Customers, OEMs, Dealers,
and Suppliers
• Enhance Service
Interactions
• Data shared in real-time
• Improved Collaboration
Service
Interactions
Customers
OEMs
Channel
(Dealers)
Suppliers
1/19/2019
14
78. Summary: OPTIMIZE Warranty Management
Warranty has a critical role in improving customer satisfaction, retention, and
service profits
Enhance Experience at each stage of customer lifecycle from onboarding to trade-in
Enable Dealers and Service technicians to make better diagnostic/repair decisions
and delivery better service
Connect and streamline all warranty processes for seamless customer experience
Connect all stakeholders on the same platform in real-time
1/19/2019
16