This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE Idc journey to_the_3rd_platfo...CMR WORLD TECH
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE
Your customers evolve and so does your organisation. With similar products and services to your competition, there is a growing requirement to design unique customer benefits. Service is becoming the primary differentiator in a competitive market.
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesCognizant
Innovators recognize that every interaction with every
person and every thing now creates a trail of data — and
they’ve mastered the ability to harness it. Every click, browse,
download, share, transaction and device transmission
enables them to understand, and subsequently monetize,
relationships in ways never before possible.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
Collaborative consumption, also known as the "Peer-to-Peer" or "P2P" economy, poses significant risks for insurers. At the same time, consumers' willingness to share and utilize assets and services like Uber and Airbnb offers significant revenue opportunities for P&C carriers at a time when most have experienced flat-line growth.
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE Idc journey to_the_3rd_platfo...CMR WORLD TECH
HOW TO DIFFERENTIATE YOUR DIGITAL CUSTOMER CARE
Your customers evolve and so does your organisation. With similar products and services to your competition, there is a growing requirement to design unique customer benefits. Service is becoming the primary differentiator in a competitive market.
Mastering Code Halos Using Digital Insights to Drive Customer ExperiencesCognizant
Innovators recognize that every interaction with every
person and every thing now creates a trail of data — and
they’ve mastered the ability to harness it. Every click, browse,
download, share, transaction and device transmission
enables them to understand, and subsequently monetize,
relationships in ways never before possible.
Crafting the Modern Manufacturing Enterprise in the Post-COVID-19 WorldCognizant
To get ahead in the industrial space amid the prolonged pandemic, manufacturers must embrace holistic agility and resilience, and democratize access to applications and data. This will eliminate operational silos at last and free data to more effectively inform everything: just-in-time build and logistics decisions, operational execution, customer experience product engineering decisions and everything in between, driving innovative product launches and much-needed cost reductions.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
An Analysis of U.S. P&C Insurance Customer-Facing Mobile AppsCognizant
Property and casualty insurers are playing catch-up in the mobile app space, with most failing to deliver features and functionality that meet consumer needs and expectations, or matching the capabilities provided on existing Web portals, our latest research shows.
The Rise of the Platform Marketer: Connected CRM in a Digital WorldArgyle Executive Forum
David Williams, Chairman and CEO of Merkle, discussed how an organization can build and maintain a data-driven customer relationship management (CRM) strategy during a Thought Leadership Spotlight Presented by Merkle at the 2014 Chief Marketing Officer Leadership Forum: Fall Event in San Francisco on Nov. 6. In his presentation, “Connected CRM: Delivering on a Data-Driven Business Strategy,” Williams noted the marketing landscape is changing, and delivering an omni-channel CRM experience is key for organizations to effectively engage consumers.
According to Williams, organizations need to consider the whole spectrum of consumer experiences to improve their customer interactions. However, organizations also need to understand how to collect and leverage data across this entire spectrum: “I would argue that for most organizations, they don’t fully realize that all of this data can be managed across the enterprise and across a set of hundreds of millions or tens of millions of consumers and that there’s value in this data across the entire spectrum.”
Data can deliver a competitive advantage for organizations of all sizes, Williams said. Organizations that differentiate between a customer strategy and a marketing strategy, Williams added, can find ways to incorporate data into their CRM strategies. Williams pointed out that the digitalization of media and channels is transforming how organizations connect with customers too: “We start talking about how digitalization of media and channels is changing our ability to know about consumers and their attitudes, needs, wants, behaviors, values and then how we might enhance or personalize experiences with them. In reality, many of these conversations are actually too narrow.”
- See more at: http://www.argylejournal.com/chief-marketing-officer/thought-leadership-spotlight-presented-by-merkle-connected-crm-delivering-on-a-data-driven-business-strategy-david-williams-chairman-and-ceo-merkle/#sthash.IppTS2Iw.dpuf
Using data to design personalized customer experiences CXAileen Cahill
At the intersection of “Big Data” and the Big Blender – Ad Tech + Mar Tech – lies growth & competitive advantage, harkening in the era of personalization and customer experience design.
Breakthrough marketing begins by harnessing omnichannel customer insights. Using data-driven insights to design, inform & deploy your Customer Relationship Marketing, creative & media mix is where breakthrough marketing happens! A holistic view of the customer informing CX, over time, across channels and devices. Creating personalized experiences that result in long-term, high-value customer relationships.
Customer’s are in the driver’s seat! With complete information at their fingertips and numerous choices, “one size fits all” product-centered marketing is the by gone era of Mad Men.
Mobile Business Applications can be devloped on a low budget and its value to business is increasing every day.
Best Business Apps is the lading mobile application developer in Australia.
Contact us now on 1300 655 517.
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
The whitepaper is an attempt to introduce the reader to the benefits and development of a functional ‘Customer Value Scoring’ framework. The framework would help airlines draw valuable conclusions – for instance, a customer with significant realized revenue but low future estimated revenue can be identified as one who is taking the airlines business elsewhere. Likewise, a customer who consistently books the same flight segment at equal intervals would appreciate being recognized and being enrolled in a rewards program which lets them enjoy privileged status, thereby assuring their loyalty.
The Customer Value Score has the potential to introduce exciting new possibilities about how Airlines and other Travel organizations evaluate and treat their customers.
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Innovative Customer Service for Building Loyalty - Mindtreesamirandev1
Mindtree provides innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era. Click here to know more.
Crafting the Modern Manufacturing Enterprise in the Post-COVID-19 WorldCognizant
To get ahead in the industrial space amid the prolonged pandemic, manufacturers must embrace holistic agility and resilience, and democratize access to applications and data. This will eliminate operational silos at last and free data to more effectively inform everything: just-in-time build and logistics decisions, operational execution, customer experience product engineering decisions and everything in between, driving innovative product launches and much-needed cost reductions.
Increasing Business Productivity in Connected Enterprises and an Always-On Di...Cognizant
To remain competitive, businesses must enhance productivity through a connected enterprise set of solutions. We offer a roadmap and set of tools for insuring that Gen-Now workers obtain the stateless, limitless and boundaryless computing that they need and expect in an always-on digital business world.
How Insurers Can Leverage Social and Messaging Apps to Enhance Digital ValueCognizant
Insurance carriers looking to bolster their digital ROI and reach their clientele of millennials most effectively must look beyond mobile apps and online portals, into social and messaging apps. We offer a roadmap and use cases for enhancing insurers' digital presence.
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
APAC's Digital Insurance Transformers: Illuminating the Way ForwardCognizant
Our research shows that insurers throughout the extremely diverse APAC region are placing their bets on digital transformation strategies to enhance customer experience and optimize operations. We take a deep-dive look into the particulars of what is currently happening and what lies ahead for the Asia-Pacific insurance industry's digital evolution.
An Analysis of U.S. P&C Insurance Customer-Facing Mobile AppsCognizant
Property and casualty insurers are playing catch-up in the mobile app space, with most failing to deliver features and functionality that meet consumer needs and expectations, or matching the capabilities provided on existing Web portals, our latest research shows.
The Rise of the Platform Marketer: Connected CRM in a Digital WorldArgyle Executive Forum
David Williams, Chairman and CEO of Merkle, discussed how an organization can build and maintain a data-driven customer relationship management (CRM) strategy during a Thought Leadership Spotlight Presented by Merkle at the 2014 Chief Marketing Officer Leadership Forum: Fall Event in San Francisco on Nov. 6. In his presentation, “Connected CRM: Delivering on a Data-Driven Business Strategy,” Williams noted the marketing landscape is changing, and delivering an omni-channel CRM experience is key for organizations to effectively engage consumers.
According to Williams, organizations need to consider the whole spectrum of consumer experiences to improve their customer interactions. However, organizations also need to understand how to collect and leverage data across this entire spectrum: “I would argue that for most organizations, they don’t fully realize that all of this data can be managed across the enterprise and across a set of hundreds of millions or tens of millions of consumers and that there’s value in this data across the entire spectrum.”
Data can deliver a competitive advantage for organizations of all sizes, Williams said. Organizations that differentiate between a customer strategy and a marketing strategy, Williams added, can find ways to incorporate data into their CRM strategies. Williams pointed out that the digitalization of media and channels is transforming how organizations connect with customers too: “We start talking about how digitalization of media and channels is changing our ability to know about consumers and their attitudes, needs, wants, behaviors, values and then how we might enhance or personalize experiences with them. In reality, many of these conversations are actually too narrow.”
- See more at: http://www.argylejournal.com/chief-marketing-officer/thought-leadership-spotlight-presented-by-merkle-connected-crm-delivering-on-a-data-driven-business-strategy-david-williams-chairman-and-ceo-merkle/#sthash.IppTS2Iw.dpuf
Using data to design personalized customer experiences CXAileen Cahill
At the intersection of “Big Data” and the Big Blender – Ad Tech + Mar Tech – lies growth & competitive advantage, harkening in the era of personalization and customer experience design.
Breakthrough marketing begins by harnessing omnichannel customer insights. Using data-driven insights to design, inform & deploy your Customer Relationship Marketing, creative & media mix is where breakthrough marketing happens! A holistic view of the customer informing CX, over time, across channels and devices. Creating personalized experiences that result in long-term, high-value customer relationships.
Customer’s are in the driver’s seat! With complete information at their fingertips and numerous choices, “one size fits all” product-centered marketing is the by gone era of Mad Men.
Mobile Business Applications can be devloped on a low budget and its value to business is increasing every day.
Best Business Apps is the lading mobile application developer in Australia.
Contact us now on 1300 655 517.
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
The whitepaper is an attempt to introduce the reader to the benefits and development of a functional ‘Customer Value Scoring’ framework. The framework would help airlines draw valuable conclusions – for instance, a customer with significant realized revenue but low future estimated revenue can be identified as one who is taking the airlines business elsewhere. Likewise, a customer who consistently books the same flight segment at equal intervals would appreciate being recognized and being enrolled in a rewards program which lets them enjoy privileged status, thereby assuring their loyalty.
The Customer Value Score has the potential to introduce exciting new possibilities about how Airlines and other Travel organizations evaluate and treat their customers.
Digital customer experience report 2020Duy, Vo Hoang
Digital customer experience report 2020.
Bernard Slowey, worldwide lead for digital customer
support at Microsoft, maintains one of the biggest
mistakes in digital CX is not having a dedicated team.
“A lot of companies have teams of people focused on
call centers, as well as improving minutes-per-incident
and handle times for voice calls with customers, but
then digital is merely treated as a bolt-on to support
organizations,” says Slowey.
More than a third of our research group (36 per cent) is
seemingly making this mistake. For these brands
digital experiences are supported by multiple
functions, potentially between marketing, CX and
customer service departments. This dispersed setup
can result in customers receiving conflicting and
disjointed digital experiences.
However, the majority of the respondents (64 per cent)
recognize the value of dedicated digital experience
teams, which is an 18 per cent year-on-year increase.
Within 18 months of building its dedicated digital
customer support department, Microsoft’s digital team
achieved a 3× ROI (return on investment). This result was
obtained by solving customer issues digitally and so
reducing the volumes shouldered by more expensive
support channels such as voice.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
Innovative Customer Service for Building Loyalty - Mindtreesamirandev1
Mindtree provides innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era. Click here to know more.
Best Innovative Customer Service | Mindtree AnikeyRoy
Mindtree provides all the innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era.
Trends Reshaping the Future of Customer Service Jules Smith
How is Customer Relations responding in 2016 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report addresses the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
Las tendencias que están redefiniendo la experiencia del cliente y su fidelización - See more at: http://www.sitel.com/es/noticias/sitel-senala-las-tendencias-que-estan-redefiniendo-la-experiencia-del-cliente-y-su-fidelizacion/#sthash.tMdJEjiA.dpuf
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
AGE OF EXPERIENCE, TRENDS RESHAPING THE FUTURE OF CUSTOMER SERVICE, by Gesner...Gesnerf
This report is the result of collaboration between Sitel’s employees and stakeholders from around the globe. Our company is now providing services through more than 61,000 employees in 21 countries on behalf of some of the best known brands in the world in the most diverse number of industries with global solutions that include customer acquisition, customer care, technical support and social media programs.
The question we try to address in this report is: how is the Customer Relations responding in 2015 to continued pressure on cost, expectation for higher quality, rising complexity, and decreasing cycle-time to respond to clients? This report will address the drivers of trends we are observing – evolving channels and customer experience expectations – and will provide insight into methods for addressing the customer relationship evolution.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
[Earley] Building a Successful Digital Transformation RoadmapDuy, Vo Hoang
Digital transformation will be a top priority for boardroom
executives during 2016. Here are some data points:
• 125,000 enterprises expect revenue from their digital
initiatives to increase by 80% by 2020 (Gartner)
• Digital transformation initiatives will more than double by
2020, from 22% to almost 50% (IDC)
• Only 27% of businesses have a coherent digital strategy for
creating customer value in place (Forrester)
Are you ready for digital transformation? Do you have a digital
transformation roadmap? Does it lay a solid foundation for a
successful transition to your future digital business? In order to
succeed, you need to start with a current assessment, identify
gaps and define the actions and resources required to fill those
gaps along the four paths of people, process, technology and
content.
Digital Transformation and the Marketing ProfessionalMatthew W. Bowers
Defining and understanding digital transformation and the marketing role. How can marketing drive transformation? what are the tasks, strategies and things that can help.
Most organisations today function and connect with consumers in significantly different ways than they did a few years ago. Customers, for example, may investigate their alternatives, learn about competing companies, and make purchases from the comfort of their own homes.
Similar to Building Next-Gen Enterprise Using Digital Transformation (20)
Q2 Highlights:
Revenues grew 19% YonY and 8.2% QonQ
Profit after taxes were up 12.2% YonY and 17.0% QonQ
Order intake of US$ 176 mn, marking the 10th consecutive quarter of sequential increase in order intake
The Board recommends an interim dividend of Rs 10 per share as interim dividend. The record date for this payout will be 5th November 2019.
Consolidated revenues for the quarter under review grew 19.0% over the same period last year and 8.2% sequentially over the preceding quarter to Rs 1038.5 crore. EBITDA margin for the quarter expanded to 18.3%, up 118 basis points QoQ.
Among verticals, Insurance grew 15.3% QonQ contributing 31.1% of overall revenues, BFS expanded 9.4% QonQ contributing to 16.7% of revenue, and Travel Transport and Hospitality (TTH) was up 5.8% QonQ contributing to 27.8% of revenue. Other segments collectively grew 0.8% QonQ and they now represent 24.4% of overall revenues.
Digital revenues grew by 56% YoY and 18% QoQ, contributing to 38% of the total revenues in the quarter under review. Americas, EMEA, APAC and India contributed 49%, 37%, 10% and 4% of the revenue mix.
Fresh business of US$176mn was secured by the company during the quarter. As a result, the order book executable over the next twelve months has also increased to US$405mn.
“We have delivered robust revenue and margin performance yet again in line with our stated intent to drive robust, predictable and profitable growth for our business. The fundamentals of the business continue to be strong, as reflected in the sustained deal wins and the operating margin threshold that we have established,” said Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
Acknowledgements:
A TBR Perspective on Transform at the intersect - NIIT Technologies and the near future of Digital and Post-digital Transformation
A special blog by NelsonHall on how NIIT Technologies Delivers Digital Transformation with Capacity & Capability at Speed and Scale
HfS Research PoV on Change the game with verticalized AI: NIIT Technologies’ unique play as a post-digital firm
Q1 Highlights:
Revenues grew 16.7% YoY.
Profit after taxes up 2.0% YoY on reported basis, up 17.3% YoY after adjusting for non-recurring expenses.
Order intake of US$ 175 mn, marking the 9th consecutive quarter of sequential increase in order intake.
The quarter under review had one-time non-recurring expenses of Rs. 235 mn translating to a negative impact of 240 bps. Adjusted for that, the EBITDA margin for the quarter stood at 16.9%, an expansion of 103 basis points YoY, and PAT increased 17.3% YoY to Rs 100.6 crore.
In constant currency terms, BFS expanded 2.8% QoQ contributing to 16.5% of revenue, Travel & Transportation (TT) was up 5.9% QoQ contributing to 28.3% of revenue and Insurance grew 6.6% QoQ contributing 29.1% of overall revenues. Others segments collectively grew 1.5% QoQ and they now represent 27.0% of overall revenues.
Digital revenues grew 46% YoY contributing to 34% of the total revenues. Americas, EMEA, APAC and India contributed 49%, 35%, 11% and 5% of the revenue mix.
The Company secured fresh business of US$175mn during the quarter. The order executable over the next twelve months has also increased to US$395mn.
“We registered a good performance in Q1FY20 and the fundamentals of the business are strong,” said Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
Acknowledgements:
NIIT Technologies ranked #1 in ‘Business Understanding’ for the second consecutive year in ‘Whitelane’s 2019 UK IT Sourcing Study’.
NIIT Technologies named as a Leader among midsize agile software development service providers, by Forrester Research Inc., an independent research and advisory firm, in their report, The Forrester WaveTM: Midsize Agile Software Development Service Providers, Q2 2019.
NIIT Technologies companies Incessant Technologies and RuleTek received Pega Partner Award 2019 for ‘Excellence in Growth and Delivery’.
FY’19 Key Highlights
• Revenues expand 22.9%
• Operating profit up 28.7%
• Operating margin improved 80 bps to 17.6%
• Net Profits improved by 43.9%
• Cumulative order intake for the year is USD 646 MN. Up 27% over previous year
FY’19 Geo mix
Americas- 49%
EMEA-33%
India-8%
APAC- 10%
FY’19 Industry mix
Insurance- 28.7%
BFS- 16.1%
Travel & Transportation- 26.9%
Leadership Speaks
“FY 19 was one of the most successful years in our firm’s history. Not only did we deliver very significant growth but we also increased operating margin simultaneously. Our strategy of transforming the three industries we serve at their intersection with emerging technologies continues to differentiate and drive growth.”
Mr. Sudhir Singh, Chief Executive Officer, NIIT Technologies Ltd.
“The year was characterized by strong deal momentum. Order intake improved steadily in each quarter with large deal wins and new logo additions. USD 170 m of fresh business was secured during the quarter”.
Mr. Arvind Thakur, Vice Chairman and Managing Director, NIIT Technologies Ltd.
“With strong leadership in place, the platform is set for our next phase of growth”.
Mr. Rajendra S Pawar, Chairman, NIIT Technologies Ltd.
Acknowledgements
• Recognized in the Best of The Global Outsourcing 100® list produced by IAOP
• Positioned as a Leader in the NelsonHall NEAT Report for RPA & AI in Banking 2019
Q2 FY19 PAT up 66.3% YoY
Q2 Highlights:
• Revenues up 23.1% YoY and 10.0% QoQ
• Strong improvement in Operating Profits, by 37.2% YoY and 25.1% QoQ
• Operating Margins expand by 186 bps YoY and 217 bps QoQ
• Fresh Order Intake expands to USD 160 Mn
NIIT Technologies delivers robust 145% growth in PAT for FY’16NIIT Technologies
NIIT Technologies Limited, a leading global IT solutions organization, announced its financial results for the year FY15-16 resulting in revenues of `2,682 Crores, operating profits at `473 Crores and net profits at `280 Crores.
4 factors to consider before finalizing a Cargo Management SystemNIIT Technologies
With a gradual increase in the air cargo traffic year on year, most airlines and cargo handling companies are increasingly facing challenges in cargo management. Cargo handling has become extremely complex and unpredictable, involving multiple stakeholders with multi-warehouse operations in a multi-location environment. An efficient cargo management system can enhance service capabilities and significantly improve customer experience, while saving precious time and money, especially at the time when the industry faces an uphill battle to restore competitiveness and increase its share of trade growth.
Unlock value potential from Cargo Management OperationsNIIT Technologies
Cargo Management Systems are beneficial in times where quantity of cargo and burden on infrastructure has increased. The improved cargo turnaround rate, easy integration with system landscapes and partner networks make it an effective solution.
New Distribution Capability benefits and challengesNIIT Technologies
Is NDC (New Distribution Capability) in Airlines a norm or a phenomenon?
Explore the benefits and challenges of New Distribution Capability: goo.gl/K5n5wO
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Personal Brand Statement:
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.
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2. CONTENTS
Enabling you to etch out a new strategy 4
Key components 4
Defining a framework 5
Digital possibilities 5
Conclusion 6
Imperatives of digital strategy 6
3. TRANSPORTATION
JOURNEYJOURNEY
TRANSPORTATION
TRANSPORTATION
TRANSPORTATION
TRAVEL
TRAVEL
TRAVEL
TRAVEL
TRAVEL
TOUR
GUIDE
GUIDE
GUIDE
CARGO
CARGOCARGO
CARGO CARGO
LOGISTICS
LOGISTICS
PACKAGING
Alternate channels such as kiosks, in flight entertainment and
social channels are also picking up, compelling airlines to provide
cross-channel integration and channel synchronization.
The airline industry is at an important crossroad as the need to
provide better customer experience is leading to the convergence
of physical and digital technologies. The challenge of planning for
a post-digital reality is already upon it. Airlines wish to stay in
control and take advantage of direct connect with customers in
order to stay ahead of the competition.
Product un-bundling and extension continue to be the way forward
for the e-commerce industry. Airlines have also started to realize
the additional revenue opportunities emerging from ancillary sales
and merchandizing, and will continue to derive revenues in future
too. Commercial and marketing departments are striving to
increase share of sales through direct channels to reduce
distribution costs.
Airlines’ digital channels are creating fresh opportunities and are a
fundamental source of inspiration for new travels. Search remains
vital to leisure and business travelers as they seek a variety of
content and information. An interesting idea, from the initial
awareness phase to consideration and booking, can stay on top of
the mind of travelers. A superior customer experience with rich
functionality will lead to brand stickiness and ultimately help in
building customer confidence. Airlines need to start engaging
customers at this point and keep them enticed with the brand by
extending services and products that suit their preferences,
context and past history. Organizations need to analyze customers
and segment them so that they can offer services and products
relevant to the respective segments. This increases the probability
of customers buying more services. Making it a two-way affair is
important to engage customers and enable the industry to develop
better products and services.
Organizations understand the importance of digital influence in
improving customer service and corporate efficiency. Travel
industry is not far behind in acknowledging the fact that technology
can play a significant role in today’s digitally empowered world.
However, companies lack clarityon how to apply and deliver this
digitization. High expectations of ‘digitally aware’ travelers and the
large amount of information available pose a unique challenge. As
we move into an era of the hyper connected world, businesses can
no longer see technology in isolation. Companies need to analyze if
they have really been able to derive maximum potential from this
digital surge, and turn it into a competitive advantage in their favor.
Gone are the days when online channels were used as mere travel
booking tools. Today’s customers demand more. They want to
make informed decisions, on devices of their choice. With the
advent of new devices and technologies, modern customers are
well connected, more informed and technologically empowered.
Airlines and travel companies are trying hard to reach out to the
customers to provide context sensitive information throughout
their travel lifecycle. The immediate pressure is to deliver
information and support engagement on multiple channels. The
emphasis is increasingly on refining customers’ travel experience,
in the context of their complete journey; how to engage with them
throughout the journey at relevant touch points, to provide a better
experience. The Internet and mobile channels are the closest to
customers and they used igital technologies to contextually locate
restaurants, friends, jobs, and even plan and manage travels.
3
Planning The Day Before
10 Minutes
4. These factors, coupled with the need for airlines to invest in a
multi-channel approach to offer a homogenous interface to access
information through various simple and easy-to-use touch points,
call for a holistic approach to handle the digital aspects of
interfacing with customers.
Digital transformation convenes organizations to change more than
just technology. With changing business needs, economic
uncertainty, poor business-IT alignment, mergers and acquisitions,
and compliance pressures, organizations turn into a hub of
hundreds of legacy, sub-optimal and sometimes redundant
processes and supporting applications, information silos, and
incompatible technologies. Business agility and the need to stay
abreast with competition call for immediate changes to such
systems. These changes when done in an unplanned and
unstandardized manner, lead to redundancies, duplication of effort
and at times, business failures. It ultimately affects the bottom line
and results in dissatisfied customers. Organizations need to
continuously analyze their applications portfolio for business value,
delivery potential and reduced cost of ownership.
Enabling you to etch out a new
strategy
With our experience of working with clients in airlines and travel,
insights from research across multiple industries, and engagement
with air transport industry bodies and vendors, we believe that a
digital transformation strategy that seeks to exploit unique
opportunities in digital domain while integrating the physical with
the digital, will help airlines to come up with newer and better value
propositions, revenue models, and operating models.
To help airlines in their journey from digital presence to digital
excellence, NIIT Technologies has developed a unique Digital
Strategy Consulting Solution. Our solution is a multi-dimensional
model that can be used as a framework to assess your
organization’s objectives, goals, current state of maturity of
business processes and IT systems, identify gaps and help you to
plan and implement essential capabilities in a staged manner.
Our Current state assessment model will focus on key airline
functions and business processes in the area of the eCommerce
and distribution and benchmark the organization’s current maturity
level within those business areas. We have included key airline
industry trends for future and coupled it with our experience of
having worked with several airlines in the area of improving their
B2C and B2B distribution in formation of this model. The model
would be tailored for based on the organization’s business
objectives and drivers.
Key components
• Channel Maturity: This would evaluate the maturity of your
website, mobile, social, kiosk, IFE, and other channels in terms
of functionalities and if they are in line with the industry and
futuristic vision of your organization.
Advent of mobility and social media are acting as catalyst in this
direction. Selling products is gradually, but definitely turning into an
emotional affair. Studies reveal that social influence has substantially
picked up when it comes to travel inspiration and planning.
4
Source: Google - The 2013 Traveler
12
Family, friends or colleagues
Internet
62 %
61 %TV 39 %
Source of Inspiration
Channel
Maturity
Merchandizing
Personalized
Interaction
Social
Media &
Gamification
Channel
Compatibility
Distribution
Actionable
nalytics
Digital
Strategy
Key components of Digital Strategy Model
5. • Study of Business Framework and Current State Analysis:
This includes defining your digital strategy aligned with business
objectives and drivers, and digital assessment of your business
and IT systems.
• Gap Analysis, Assessment and Target State Definition: This
includes defining your to-be business and technical architecture
landscape and performing gap analysis. Further, our experts will
evaluate candidate solutions to close the gaps.
• Roadmap and Recommendations: Based on your business
imperatives, our consultants will devise a ‘Solution & Vendor
Strategy’ and ‘Execution Approach’ along with ‘High Level Plan’
to implement your digital strategy.
We will also help you develop a tailored roadmap for your digital
initiatives, based on your priorities and current competencies. In
this journey, NIIT Technologies is willing to participate as an
accountable partner and help you with both, consulting and
delivery of ‘Digital Services’ for your strategy.
Digital possibilities
Digital Transformation will provide the following benefits:
• Unlocking customer value by providing personalized offers and
merchandizing, resulting in increased revenues and ancillary sales.
• Increased direct distribution share leading to higher profits
• Superior customer experience and functionality leading to brand
stickiness and domination over competition. These may include
increased leads to business (L2B), increased active customer
profiles, and year-on-year growth in digital distribution share.
• Optimized business processes and efficient medium and long
term strategy for IT modernization resulting in scalability and
agility to change according to business and market
requirements, and advances in technology.
• Merchandizing: This focuses on the ability of your organization
to sell ancillaries and non-air products through various channels
and identifies opportunities to up-sell and cross-sell products so
as to expedite your revenue generation goals. Our assessment
will help you identify potential business processes that can be
enhanced for merchandizing capabilities.
• Personalized Interaction: It checks for personalization of
various business processes, so as to offer specific products and
services that have greater potential of being purchased by
customers. This can be achieved by displaying context relevant
content with better customer analytics capabilities.
• Social Media and Gamification: Social analysis will lead to
social integration capabilities within your business processes, for
better customer understanding and servicing them through a
medium that is most comfortable to them.
• Channel Compatibility: Channel compatibility evaluates
interoperability of channels, in terms of seamless shift between
channels to complete transactions, like creating a booking via
agency on GDS and managing the booking via airline website. It
further encompasses latest in technological advances like
Responsive design and integrated content management.
• Distribution: Distribution caters to ability of the organization to
B2B agency, corporate and OTA distribution capabilities and
organization’s focus on new industry trends like NDC
• Actionable Analytics: Analytics is one of the key decision
making input in all business processes and evaluates Airline’s
capabilities in analyzing and predicting on personal, sales and
channel specific quadrants.
Defining a framework
5
Business Framework & Current State Analysis
Gap Analysis, Digital and IT Assessment
Target State Definition
Roadmap and Recommendations
6. • Ownership: Airlines need to identify correct stakeholders who
would continually drive digital strategy initiates within he enterprise
• Organizational agility to radical approaches and
experimentation ability: Leverage partnerships with airline
industry experts. Identify and choose right technologies that can
help in transformation.
• Continuous improvement approach: Need quick response
and partners who are willing to take the plunge with you.
Conclusion
Digital Strategy is not an overnight success mantra; it involves a
continuous learning and implementation process.
Imperatives of digital strategy
• Alignment of digital strategy with business objectives:
Identify valid stakeholders from business, marketing and IT to
manage innovation and efficiency. Understand what you want
to achieve.
6
7. D_58_060214
Write to us at marketing@niit-tech.com www.niit-tech.com
NIIT Technologies is a leading IT solutions organization, servicing customers in North America,
Europe, Asia and Australia. It offers services in Application Development and Maintenance,
Enterprise Solutions including Managed Services and Business Process Outsourcing to
organizations in the Financial Services, Travel & Transportation, Manufacturing/Distribution, and
Government sectors. With employees over 8,000 professionals, NIIT Technologies follows global
standards of software development processes.
Over the years the Company has forged extremely rewarding relationships with global majors, a
testimony to mutual commitment and its ability to retain marquee clients, drawing repeat
business from them. NIIT Technologies has been able to scale its interactions with marquee
clients in the BFSI sector, the Travel Transport & Logistics and Manufacturing & Distribution, into
extremely meaningful, multi-year "collaborations.
NIIT Technologies follows global standards of development, which include ISO 9001:2000
Certification, assessment at Level 5 for SEI-CMMi version 1.2 and ISO 27001 information
security management certification. Its data center operations are assessed at the international
ISO 20000 IT management standards.
About NIIT Technologies
NIIT Technologies Limited
2nd
Floor, 47 Mark Lane
London - EC3R 7QQ, U.K.
Ph: +44 20 70020700
Fax: +44 20 70020701
Europe
NIIT Technologies Pte. Limited
31 Kaki Bukit Road 3
#05-13 Techlink
Singapore 417818
Ph: +65 68488300
Fax: +65 68488322
Singapore
India
NIIT Technologies Inc.,
1050 Crown Pointe Parkway
5th
Floor, Atlanta, GA 30338, USA
Ph: +1 770 551 9494
Toll Free: +1 888 454 NIIT
Fax: +1 770 551 9229
Americas
NIIT Technologies Ltd.
Corporate Heights (Tapasya)
Plot No. 5, EFGH, Sector 126
Noida-Greater Noida Expressway
Noida – 201301, U.P., India
Ph: + 91 120 7119100
Fax: + 91 120 7119150
A leading IT solutions organization | 21 locations and 16 countries | 8000 professionals | Level 5 of SEI-CMMi, ver1.2
ISO 27001 certified | Level 5 of People CMM Framework