Role of Women and Student in Freedom Movement For the Seperate Homeland For t...mzeeshan456ft
STUDENTS MUST READ THE DESCRIPTION FIRST FOR THE BETTER UNDERSTANDING!!!!!!!!
In these Ppt, you will know about the role of women in freedom movement for separate homeland and also the role of student in the struggle before and after the creation of Pakistan.
Role of Women is discussed separately by the famous personalities.
And role of students is discussed as its role in the different field for example Role As Lawyer. The student who studied Law played their important role as lawyer in the freedom movements. He aware the Muslims about their political rights and took a stand for the rights and also some role of student after the creation of Pakistan.
Prepared by Muhammad Zeeshan
Template personally created by me....Thanks!!!
Lahore Resolution passed on 24th March, 1940 in Lahore at then Minto Park and now know as Minar-e-Pakistan.
Background of the passage of The Lahore Resolution
October 1940 Gandhi’s announcement of Satyagagrah ( Resistance)
Lahore Resolution passed on 24th march, 1940 in Lahore at then Minto Park and now know as Minar-e-Pakistan
Role of Women and Student in Freedom Movement For the Seperate Homeland For t...mzeeshan456ft
STUDENTS MUST READ THE DESCRIPTION FIRST FOR THE BETTER UNDERSTANDING!!!!!!!!
In these Ppt, you will know about the role of women in freedom movement for separate homeland and also the role of student in the struggle before and after the creation of Pakistan.
Role of Women is discussed separately by the famous personalities.
And role of students is discussed as its role in the different field for example Role As Lawyer. The student who studied Law played their important role as lawyer in the freedom movements. He aware the Muslims about their political rights and took a stand for the rights and also some role of student after the creation of Pakistan.
Prepared by Muhammad Zeeshan
Template personally created by me....Thanks!!!
Lahore Resolution passed on 24th March, 1940 in Lahore at then Minto Park and now know as Minar-e-Pakistan.
Background of the passage of The Lahore Resolution
October 1940 Gandhi’s announcement of Satyagagrah ( Resistance)
Lahore Resolution passed on 24th march, 1940 in Lahore at then Minto Park and now know as Minar-e-Pakistan
History Of Indian National Congress - Detailed InformationAliAqsamAbbasi
A remarkable landmark of the history of Indo-Pak is the establishment of Indian National Congress in 1885 by Allan Octavian Hume (1829-1912), a retired servant who had a flame to do something for the people of India. Congress owes a lot of homage to A.O. Hume who became friends with the Indians while all his country men were treating the Indian as inferiors and the ruled. He came forward with the viewpoint of the welfare of the Indians.
Pharma Digital Marketing - 5 future trendsmarcmunch2014
Digital Marketing within the Pharma Industry:
The first and safer way is to summarize the past 12 months, the second, more dangerous but also more exciting is to predict what will happen in 2015.
For years digital marketing was treated as a fifth wheel in pharma business. Whatever we say, the truth is that those organisations are made of sales force. And a digital sales force was just another marketing gimmick that does not add value but a workload and cost.
However, during past few years this traditional sales force thinking was challenged. Payers pressure forced companies to reduce ranks of sales representatives. Regulatory decisions have limited possibility of sales rep to meet HCPs. The result is that sales rep cannot meet his Client often enough to detail the product and maintain relationship in the same time.
Digital came to help with e-detailing and web-based self-detail solutions. CRM software supports reps with data that allow reps to have a meaningful conversation with HCPs they barely know.
Combining detailing visits with digital tatics and good old direct marketing is our new buzz word: Multi Channel Marketing or Multi Channel Sales
Virtual Conferencing: A Roadmap for PharmaLen Starnes
A pragmatic Roadmap for the pharmaceutical and medtech industries to digitize their conference and events channels. Presentation is a follow-up to an earler deck: 'The Medical Conference is Dead. Long Live the Medical Conference'.
History Of Indian National Congress - Detailed InformationAliAqsamAbbasi
A remarkable landmark of the history of Indo-Pak is the establishment of Indian National Congress in 1885 by Allan Octavian Hume (1829-1912), a retired servant who had a flame to do something for the people of India. Congress owes a lot of homage to A.O. Hume who became friends with the Indians while all his country men were treating the Indian as inferiors and the ruled. He came forward with the viewpoint of the welfare of the Indians.
Pharma Digital Marketing - 5 future trendsmarcmunch2014
Digital Marketing within the Pharma Industry:
The first and safer way is to summarize the past 12 months, the second, more dangerous but also more exciting is to predict what will happen in 2015.
For years digital marketing was treated as a fifth wheel in pharma business. Whatever we say, the truth is that those organisations are made of sales force. And a digital sales force was just another marketing gimmick that does not add value but a workload and cost.
However, during past few years this traditional sales force thinking was challenged. Payers pressure forced companies to reduce ranks of sales representatives. Regulatory decisions have limited possibility of sales rep to meet HCPs. The result is that sales rep cannot meet his Client often enough to detail the product and maintain relationship in the same time.
Digital came to help with e-detailing and web-based self-detail solutions. CRM software supports reps with data that allow reps to have a meaningful conversation with HCPs they barely know.
Combining detailing visits with digital tatics and good old direct marketing is our new buzz word: Multi Channel Marketing or Multi Channel Sales
Virtual Conferencing: A Roadmap for PharmaLen Starnes
A pragmatic Roadmap for the pharmaceutical and medtech industries to digitize their conference and events channels. Presentation is a follow-up to an earler deck: 'The Medical Conference is Dead. Long Live the Medical Conference'.
top 5 indicators on pharma brands and marketing spendsSumit Roy
pharma brands and how they plan to spend on marketing . This research data shows " pharma companies and which media channels they intend to spend online . Suprisisngly mobile channel remains the most " powerful and valuable channel" which pharma brands plans to spend on this year,followed by social and online.
Digital Pharma Marketing: come costruire una strategia digitaleMerqurio
Digital Pharma Marketing analizza le tendenze digitali nel panorama farmaceutico, esplora esempi di digital marketing e mostra quali siano le risorse utili per rimanere sempre aggiornati sulle ultime novità del digital pharma.
L'occasione per ascoltare le esperienze delle aziende Pharma che hanno affrontato efficacemente il processo di digitalizzazione delle campagne di marketing
Esta es la presentación del anteproyecto del grupo fase ingenio area civil de los grados 6° a 11° del Semillero Universitario - Universidad del Quindío durante el primer semestre de 2012. Visita: www.semillerouniversitario.com
A guide to the conversation for the session countryclub4tech held at #minnebar 09.
Session description here - http://wiki.minnestar.org/countryclub4tech
14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & ...Mahmoud Bahgat
14th Cairo Marketing Club (Digital World for Pharma) by Dr. Fayza Elshatby & Dr.Mahmoud Hamdy
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للاشتراك في نادي التسويق بالشرق الاوسط
*If you are a Marketer now*
To Join our whatsapp &Monthly Meeting in Middle East Cities
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A top-down strategy is not likely to bring real innovation that the healthcare consumer
is demanding.
We work with a fair amount of healthcare clients but we’re not here to tell you how
to operate your hospital. “It is a profound irony that the more you know about
a particular industry and the more experience you gain in it, the more difficult it can be to move forward,” (The Innovator Who Knew Too Much, 2013 Harvard Business Review).
Instead, we’d like to offer a perspective from 20 years of work diligently observing and designing human experiences. We know how to connect people to places and most importantly, we understand how to elevate the patient experience.
Spotlight On... The Pharma Customer ExperienceCOUCH Health
In this edition, we’re shining our spotlight on the pharma customer experience. We discuss what customer experience really means in pharma, how it’s developing, who your audience is and why measuring emotion is vital.
Read online or download your free copy now! Then be sure to get in touch with us with any feedback or insights you have too – we’d love to continue the discussion…
Christina DiscussionHi Class,Per the National Library of MediVinaOconner450
Christina Discussion:
Hi Class,
Per the National Library of Medicine, nursing today is not the same as it was 30 years ago. Technological advancements have changed the structure and organization of the nursing industry: The implementation of electronic health records, advances in biomedical and engineering technologies, robotics technology, and artificial intelligence have modernized healthcare, and its delivery methods have changed the nursing industry. Humanoid nurse robots take away the responsibilities of nurses in medication administration. Companion robots designed to provide useful and socially acceptable assistance to people who need special attention, like the elderly and children with autism, will soon take away the one-patient relationship with nurses.
Artificial Intelligence is already operating in several areas in nursing, from treatment plans to managing medications and manufacturing new drugs. These new techniques can determine crucial clinical information. The goal is to aid in clinical decision-making and reduce therapeutic and diagnostic errors inevitable in human clinical practice for all medical providers. Data from a large volume of healthcare will assist clinical nurses with the necessary knowledge and feedback.
Although these advanced technologies sound efficient, robots cannot provide compassion and empathy. Unlike machines, human nurses can react to the unpredictable aspects of humanness, particularly the emotional contexts of the situations. Receiving medical care is a very moving experience, and a machine may not be able to truly understand these aspects of others. Per Hojat, human nurses can provide better care to patients because of their ability to understand the nuances of humanness and their emotions.
References
Pepito, J. A., & Locsin, R. (2018). Can nurses remain relevant in a technologically advanced future?. International journal of nursing sciences, 6(1), 106–110. https://doi.org/10.1016/j.ijnss.2018.09.013
Hojat M. Empathy in health professions education and patient care. Springer International Publishing; Cham: 2016. Empathy and patient outcomes; pp. 189–201
Drew Dicussion:
Hello all,
I hope this message finds you well.
Most people find that to be effective and efficient with their work; you must have the right tools to do it. Without the right tools, employees could get feelings of uselessness, lack of drive, and lack of creativity. Roles and functions in the healthcare management realm are diverse and innovative. This means that you could be anywhere from the top-level Chief Information officer (CIO) to a registrar recorder for the national cancer registrar. These jobs vary in multiple capacities, but I would like to touch upon the tools required to complete tasks daily. The tools that an employee who will be working with patients will be required to use many different tools to observe a patient or administer corrective action effectively. (IV drip, needle for shots, blood pressure cuff, etc.) ...
n the new digital economy, we are in the midst of a third industrial revolution comparable in scale and impact to the introduction of electrification. Digital technology has the potential to improve corporate performance and reach radically, leading to demonstrably better financial performance. However, while the potential of digital is clear, how to practically deliver on a digital vision is less so. In this third Digital Transformation Review, we aim to help business leaders understand more about the managerial and change challenge that they are facing. We look at how an organization defines its digital vision, how to drive change through effective governance and a people strategy, and how to seize the opportunity offered by big data.
We also offer a fresh perspective from pioneers across the globe, looking at an Indian organization’s approach to innovation in healthcare. One company that has defined an ambitious digital vision is Pfizer. We interview Kristin Peck, executive VP of worldwide business development and innovation, and John Young, president and general manager of the primary care business unit, who share the opportunities they see in the digital space as well as their journey in transforming their organization to create more value for their customers.
Trends From The Trenches - Consumer Data, Insights and InnovationAndrea Simon
Healthcare Innovation: Trends From The Trenches
Consumer Data, Insights and Innovation
Featured Speakers:
Andrea (Andi) Simon, PhD and President of Simon Associates Management Consultants
Linda MacCracken, VP, Truven Health Analytics and Adjunct Lecturer, Harvard School of Public Health
In the 3rd webinar, Linda MacCracken will review data analytics needed for Fee For Service and Fee for Value consumer engagement in today’s rapidly changing healthcare industry. Linda will review pressing business questions which focus on data analytics as effective, innovative ways to improve customer intimacy and enhance margin. She will share a case study and give practical tools to help you and your teams find better ways to serve your customers.
Andrea Simon PhD, webinar host, will introduce and conclude Linda's presentation with ways to tie data and information into valuable insights to help you better “see, feel and think” in new ways so you can “do” better in changing times.
Healthcare Providers Take Cues from Consumer Expectations to Improve Patient ...Dana Gardner
Transcript of a discussion on how healthcare providers are employing processes and technologies from such industries as retail and financial services to vastly improve the experience and quality of care from the medical patients’ perspective.
Website Trends in Healthcare and Pharma MarketingGSW
Today, the role of the product.com is changing rapidly. Brand managers are leveraging their websites to fill in white space, connect people, deliver meaningful tools and support more empowered patients. They're innovating and evolving both what these sites can and should do. We captured some of the most interesting trends in this presentation:
To achieve buy-in, budget approval, or a project green light you must first engage. As marketers we study the art of engagement. We develop programs, content, and analytics to maximize engagement with HCPs, patients, KOLs, POLs, payers, and policy makers. We recognize that we must deliver content that educates, nurtures, and motivates. As marketers we recognize that we must deliver the right content, to the right people, at the right time, and through the right channel. And as marketers we understand that the most effective form of engagement results from storytelling.
So why do we fail so miserably at engaging our internal audience? More than any business unit, marketing should have perfected the business presentation. And yet, we often fall back into the bad habit of bullet-point heavy PowerPoint presentations, charts and graphs, and messaging that focuses on what’s missing versus what is possible.
In order to succeed you must create an internal environment for success. To do this you must guide the company to the realization that the initiative is a change for the better and that they are a part of that positive change. And much like engaging with your external audience, engaging with your internal audience requires preparation, analysis, relevant content with context, and storytelling.
Data Science Helps Hospitals Improve Patient Payments and Experiences While B...Dana Gardner
Transcript of a discussion on new approaches to healthcare revenue cycle management and outcomes that give patients more options and providers more revenue clarity.
Similar to An Interview with Pfizer: Think Digital First (20)
COVID-19 heightened chronic challenges within the global healthcare industry. It became a catalyst amid fierce competition and tight regulations for health providers and payers to focus on digital health, cybersecurity, patient data transparency, and a variety of customer-centric and operational enhancements. As a result, we found the 2022 trendline pointing to improvements in access and quality of care.
Healthcare challenges such as optimizing the cost of care while simultaneously enabling personalized interventions and consumer-friendly shoppable services are long-standing − but, historically, the industry has been slow to react.
Read our Top Trends 2022 report to examine the lingering ramifications of the pandemic, responses from medical and insurance organizations, and the worldwide impact of ever-changing regulatory standards and mandates.
A combination of factors − the pandemic, catastrophic weather events, evolving policyholder expectations, and insurers’ drive for operational efficiency and future relevance − are sparking P&C industry changes.
In a post-COVID, new-normal environment, the most strategic insurers are building resilient, crisis-proof enterprises poised to take advantage of emerging and future business opportunities. They are leveraging advanced data analytics and novel technologies to assure agility and achieve positive revenue and customer satisfaction outcomes. Competitive advantage will hinge on accelerated digitalization and faster go-to-market. Therefore, win-win partnerships and embedded services with InsurTechs and other ecosystem players are critical.
Read Capgemini’s Top P&C Insurance Trends 2022 for a glimpse at the tactical and strategic initiatives carriers are undertaking to boost customer-centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future-readiness.
This analysis provides an overview of the top trends in the commercial banking sector as they shift to technology high gear to boost client efficiency and battle a volatile, uncertain, competitive, and evolving landscape.
First, it was retail banking. Now, advanced technology is shifting to – and disrupting − the commercial banking space. Many commercial banks, known for paperwork, red tape, and branch dependency, were unprepared to support clients during their post-COVID-19 ramp-up. But now, the digital pivot to new mindsets, partnerships, and processes is in overdrive.
As commercial banks grapple with competition from FinTechs, BigTechs, and alternative lenders, their inability
to fulfill SME demands and pandemic after-shocks necessitates transformative process changes and a move
to experiential, sustainable, and inclusive banking models. We expect banks to strive to meet the demands
of corporate clients and SMEs by digitally transforming critical workflows and improving client experience.
Additionally, incremental process improvements in the middle and back-office that leverage intelligent
automation will keep the competition at bay because engaged clients are loyal.
Adopting newer methods to mine data and moving to as-a-Service models will prepare commercial banks
to flexibly respond to newcomers and find ways to co-exist through effective collaboration. The time has come for commercial banks to put transformation on the fast track as lending losses in wallet and market share could spill over to other functions!
How incumbents react and respond to 2022 trends could determine their relevancy and resiliency in the years ahead.
The Covid-19 pandemic necessitated the payments industry undergo a facelift, sparked by novel approaches from new-age players, fostered by industry consolidation, and customers’ demand for end-to-end experience. Crossing the threshold, the industry is entering a new era – Payments 4.X, where payments are embedded and invisible, and an enabling function to provide frictionless customer experience. As customers make a permanent shift to next-gen payment methods, Digital IDs are critical for a seamless payment experience. The B2B payments segment is witnessing rapid digitization. BigTechs, PayTechs, and industry newcomers are ready to jump in with newfangled solutions to help underserved small to medium-sized businesses (SMBs).
As incumbents struggle with profits, new-age firms are forging ahead to take the lead in the Payments 4.X era by riding the success of non-card products and services. The new era demands collaboration, platformification, and firms can unleash full market potential only by embracing API-based business models and open ecosystems. Data prowess and enhanced payment processing capabilities are inevitable to thrive ahead. The clock is ticking for banks and traditional payments firms because the competitive advantage is not guaranteed forever. As industry players seek economies of scale, consolidations loom, and non-banks explore new territories to threaten incumbents’ market share. While all these 2022 trends are at play, central bank digital currency (CBDC) is emerging globally and might open a new chapter in the current payments landscape.
As we slowly move out of the pandemic, financial services firms have learned the criticality of virtual engagement to business resilience. Wealth management firms will need capabilities to cater to new-age clients and deliver new-age services. This report aims to understand and analyze the top trends in the Wealth Management industry this year and beyond.
A year ago, our Top Trends in Wealth Management report emphasized how the pandemic sparked disruption and digital transformation and changing investor attitudes around Environmental, Social, and Corporate Governance (ESG) products. As we begin 2022, many of those trends continue to hold as COVID-19’s wide-reaching effects continue to influence the wealth management industry.
As wealth management (WM) firms supercharge their digital transformation journeys, investments in cybersecurity and human-centered design are becoming critical to building superior digital client experience (CX). Another holdover trend − sustainable investing – is gaining mainstream attention and generating increasingly sophisticated client demands. Data and analytics capabilities will become ever more essential for ESG scoring and personalized customer engagement. As large financial services firms refocus on their wealth management business while new digital players make industry strides, competition is becoming historically intense. Not surprisingly, client experience is the new battleground.
This analysis provides an overview of the top trends in the retail banking sector driven by the competition, digital transformation, and innovation led by retail banks exploring novel ways to create and retain value in evolving landscape.
COVID-19 caught banks off guard and shook legacy mindsets to the core. With 20/20 (2020) hindsight, firms are more aware, digitally resilient, and financially stable as they head into 2022. The trials of the past 18 months forced firms to shore up existing business and consider new models and revenue streams.
Customer-centricity remains at the top of most FS agendas and is a 2022 focal point. Banks will focus on achieving operational excellence as diligently as delivering superior CX. In 2022 and beyond, it will be paramount for FIs to explore and invest in new technologies to remain relevant and resilient.
Banking 4.X will arrive in full force in 2022 with platform-supported firms monetizing diverse ecosystem capabilities and aggressively harvesting data to create experiential customer journeys through intelligent and personalized engagements. The new era will compel future-focused banks to finally abandon legacy infrastructure and collaborate with third-party specialists to solidify their best-fit, long-term roles. Increasingly, open platforms will make banks invisible as banking becomes embedded into customer lifestyles. At the same time, banks will shed asset-heavy models and shift to the cloud for greater agility, speed to market, and faster innovation. The shift will act as a precursor to adopting new technologies on the horizon – 5G and Decentralized Finance.
The recent past was filled will extraordinary lessons for financial institutions. Now is the time to act on those learnings and move forward profitably.
While COVID-19 has sparked the demand for life insurance, it has also exposed the operating model vulnerabilities in distribution, servicing, and customer retention. In a post-COVID, new-normal environment, insurers need to enhance their capabilities around advanced data management and focus on seamless and secure data sharing to provide superior CX and hyper-personalized offerings. Accelerated digitalization and faster go-to-market are vital to remaining competitive, and win-win partnerships with ecosystems are critical in the journey.
Read our Top Life Insurance Trends 2022 to explore the tactical and strategic initiatives carriers undertake to acquire competencies around customer centricity, product agility, intelligent processes, and an open ecosystem to ensure profitable growth and future readiness.
Property & Casualty Insurance Top Trends 2021Capgemini
The Property & Casualty insurance landscape is evolving quickly with the changing risk landscape, entry of new players, and changing customer expectations. The ripple effects of COVID-19 on the P&C insurance industry and natural disasters such as forest fires have adversely impacted insurance firm books.
In this scenario, to ensure growth and future-readiness, the most strategic insurers strive to be ‘Inventive Insurers’ – assuming a customer-centric approach, deploying intelligent processes, practicing business resilience and go-to-market agility, and embracing an open ecosystem.
Read our Property & Casualty Insurance Top Trends 2021 report to explore the strategies insurers are adapting to remain competitive amidst the evolving business landscape and how they can explore new ways to enhance their profitability.
A combination of factors such as demographic changes, evolving consumer preferences, and desire to become operationally efficient were already spurring changes in the life insurance industry. Enter 2020 – the COVID-19 pandemic is having a significant impact on the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry is adapting to the new normal.
Furthermore, COVID-19 has acted as a catalyst, pushing life insurers to prioritize their efforts on improving customer centricity, developing go-to-market agility, making processes intelligent, building business resilience, and embracing the open ecosystem.
Read our Life Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the changing market dynamics.
The uncertainty of 2020 is setting the global tone for the immediate future in the financial services industry. So it is no surprise banks are laser-focused on business resilience, emphasizing both financial and operational risks. The need to adapt quickly to new normal conditions through virtual customer engagement is clear.
Customer centricity continues to drive commercial banks’ solution designs. And, the pandemic compelled products that deliver immediate client value ‒ quick digital onboarding, seamless lending, and support for small and medium-sized enterprises (SMEs). The onus is now on banks to go to market more quickly, which requires the implementation of intelligent processes and integrating corporates’ enterprise resource planning (ERP) systems with banking workflows.
To achieve go-to-market agility, banks across the globe are investing in and collaborating with FinTechs. Many of these partnerships are focused on boosting digital lending and providing seamless support to anxious small-business clients in need of assurance.
With newfound impetus for FinTech collaboration, commercial banks have picked up their step on the path toward OpenX. COVID-19 made it evident that survival during turbulence is manageable through collaboration with ecosystem players.
Read our Top Trends in Commercial Banking 2021 report to explore the strategies banks are adapting to transform their businesses from a product-led, siloed model to an experiential and agile plan.
When we published the Top Trends in Wealth Management 2020, little did we foresee the pandemic that would sweep through the world and disrupt life as we knew it. Yet, when we reviewed last year’s trends, we found that many still hold and some have taken on even greater relevance. One such trend is sustainable investing, which had begun to gain prominence as investors became more aware of ESG considerations, and firms rolled out more sustainable investing offerings. Another trend that has accelerated in the post-COVID world is the importance of investing in omnichannel capabilities and technologies such as artificial intelligence (AI) to enhance personalization and advisor effectiveness. The pandemic has driven wealth management firms to accelerate their digital transformation journey, with some immediate focus areas being interactive client communications and digital advisor tools.
There is no denying that time is of the essence. Yes, budgets are tight, but the Open X ecosystem offers wealth management firms opportunities to reimagine their operating models and deliver excellent customer experience cost-effectively.
Top trends in Payments: 2020 highlighted the payments industry’s flux driven by new trends in technology adoption, innovative solutions, and changing consumer behavior. The pandemic has tested the digital mastery of players, who are already grappling with transition. Non-cash transactions are on a robust growth path, accelerated by increased adoption during COVID-19. Regulators are working to instill trust and address non-cash payments risk amid unparalleled growth as players collaborate to quell uncertainty. Regional initiatives, such as the P27 (Nordics real-time payments system) and the EPI (European Payments Initiative), are gaining traction in response to country-level fragmentation and competition.
Investment in emerging technologies is looked upon as an elixir to mitigate fraud, data-driven offerings are being considered for providing value-added propositions, and distributed ledger technology is in focus for digital currency solutions, efficiency enhancement, and cost gains. New players, such as retailers/merchants, are integrating payments into their value chains while technology giants are upscaling their financial services game by weaving offerings around payments as a center stage. Constrained by budgets, firms consider business models such as Platform-as-a-Service (PaaS) to provide cost-effective and superior customer experience.
A combination of factors, including demographic changes, evolving consumer preferences, and regulatory and compliance mandates, were already spurring change in the health insurance industry. Enter 2020 and the COVID-19 pandemic, which is having sweeping implications for the industry.
At the peak of disruption, the focus was on ensuring business continuity, but new initiatives are cropping up to tackle the challenges as the industry adapts to the new normal.
Furthermore, some changes are here to stay, and it will be prudent for the industry players to be resilient to the market shifts by being agile, improving member centricity, making processes intelligent, and embracing the open ecosystem.
Read our Health Insurance Top Trends 2021 report to explore the strategies insurers are adopting to manage the external pressures.
The banking industry’s resilience is being tested as banks navigate through a remarkable 2020 filled with uncertainties. The impact of COVID-19 has been about setting the tone for future operational models. Retail banks have shifted focus towards integrated risk management with a more holistic view of operational risks. Adapting to the new normal, banks have prioritized cost transformation while engaging customers virtually. Incumbents sought to be more responsible within fast-changing environmental conditions and ESG remained a critical focus.
To provide more experiential services, banks are leveraging techniques such as segment-of-one to hyper-personalize offerings while aiming to humanize digital channels for increased engagement. Banks are also revamping middle and back offices, going beyond the front end leveraging intelligent processes. Open X is enabling banks to play on their strengths and use the expertise of ecosystem players. Going forward, banks are poised to become an enhanced one-stop shop by providing consumers value-adding FS and non-FS experiences.
To acquire customers in cost-effective manner, retail banks are tapping value-based propositions ‒ such as POS financing and mortgage refinancing. Further, Banking-as-Service provides incumbents a way to provide their high-value offerings to other players. In preparation for the future, banks will be looking to improve their go-to-market agility by leveraging the benefits of cloud. This analysis outlines the top 10 trends in retail banking for 2021.
Explore how Capgemini’s Connected autonomous planning fine-tunes Consumer Products Company’s operations for manufacturing, transport, procurement, and virtually every other aspect of the supply-value network in a touchless, autonomous way.
Financial services is undergoing a paradigm shift that is forcing incumbent retail banks to rethink growth strategies as they struggle to remain relevant. Growing competition from BigTechs, FinTech firms, and challenger banks has added to the complexity created by increasingly stringent regulatory and compliance requirements. Customers now expect a seamless customer journey and personalized offerings because they have become accustomed to top-notch individualized service from GAFA giants Google, Apple, Facebook, and Amazon. The changing ecosystem offers established banks new, unexplored opportunities and encourages a transition beyond traditional products to meet the exacting requirements of today’s customers. Bank collaboration with FinTech and RegTech partners is becoming commonplace. Incumbents are exploring point-of-sale financing and unsecured consumer lending, while they also boost their digital channel competencies to reach a broader customer base. Banks are beginning to accept open APIs and are working with third-party specialists to create an open shared marketplace. Technological advancements such as AI are fueling efforts to evolve customer onboarding and touchpoint processes. Increasingly, banks are turning to design thinking methodology to understand the customer journey, extract deep insights, and develop a more refined user experience across the customer lifecycle.
Our analysis of the top retail banking trends for 2020 offers a glimpse into the fast-changing banking ecosystem and explores the tools and solutions being used to face new-age challenges.
Aspects of the life insurance industry have remained constant for years – and so have premiums. Traditional savings products have taken a huge hit in terms of attractiveness because low interest-rates prevail. Meanwhile, the risk landscape is shifting, and insurers need to align better with the emerging business environment, manage changing customer preferences, and improve operational efficiencies. Within today’s scenario, industry players are undertaking tactical and strategic shifts in attempts to manage unpredictable market dynamics. Insurers must develop alternative products to breathe new life into policies and leverage emerging technologies (artificial intelligence (AI), analytics, and blockchain) to improve efficiency, agility, flexibility, and customer-centricity.
Read Top Trends in Life Insurance: 2020 for a look at the innovative steps future-focused insurers are considering to meet industry challenges and opportunities.
The health insurance industry is evolving and undergoing significant changes. As the risk landscape shifts, insurers are working to improve operational efficiencies, meet evolving customer preferences, and align better with the changing business environment. Accordingly, payers must adapt and align business models and offerings. An incisive tactical approach is required to accommodate members’ needs and related emerging risks — medical, health, and environmental. Advanced technologies such as artificial intelligence, analytics, automation, and connected devices are enabling insurers to manage these changes proactively, partner with members, and help to prevent risks, all the while continuing to fulfill payer responsibilities.
Read Top Trends in Health Insurance: 2020 to learn which strategies insurers are adopting to navigate and align with today’s challenges.
Similar to other financial services domains, payments is evolving into an open ecosystem. The EU’s Payment Services Directive (PSD2) pioneered open banking by encouraging banks and established payments players to securely open the systems to foster competition, innovation, and more customer choices. In tandem with non-cash transaction growth, regulations are driving banks and payments firms to expand their array of payment methods and channels. Governments are encouraging financial inclusion by also promoting the adoption of non-cash payments. Increasingly, merchants and corporates seek to offer alternative payment systems because of widespread popularity among consumers. Alternative payments also enable merchants to provide real-time and cross-border payments to boost business efficiency.
Banks, payment firms, card firms, BigTechs, FinTechs, and other players are continuously developing new technology to cash in on market changes. However, data breaches and fraud continue to hinder innovation as firms devote countless resources each year to address security issues. Many governments are also designing new regulations to reduce ecosystem threats. All these measures are expected to make the current ecosystem much more secure and simple for players as well as customers.
Top Trends in Payments: 2020 explores and analyzes payments ecosystem initiatives and solutions for this year and beyond
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
www.seribangash.com
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.
https://seribangash.com/promotors-is-person-conceived-formation-company/
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
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
1. An interview with
Kristin Peck
EVP WW Business Development
and Innovation, Pfizer
John Young
President and General Manager
Primary Care, Pfizer
Pfizer: Think Digital First
Transform to the power of digital
2. Kristin Peck and John Young
Digital has to
be at the heart
of what we do
rather than just a
means for business
efficiency
Kristin Peck
EVP WW Business Development
and Innovation
John Young
President and General Manager
Primary Care
Capgemini Consulting: What is
your perspective on the role of
digital; do you see it as a way to
improve business processes, a
means of radically improving the
way you operate or a combination
of both?
John Young: The healthcare environment
is going through massive change and
companies in our industry are really
being challenged, and certainly we are
challenging ourselves, to think about our
go-to-market models and channels to the
customer. We need to better understand
where we are adding value – and perhaps
just as important, where we are not.
About 10% to 20% of the opportunity is
about incrementally improving existing
traditional channels, but the real
opportunity lies in recognizing that the
Internet and digital space are absolutely
fundamental to our customers, who
are using these channels to access
information in very different ways than
they have in the past.
We know that more than 80% of
physicians in the US actively use
the Internet, many of them during
consultation, and many patients are using
the Internet to seek medical information.
It’s clear that digital has to be at the
heart of what we do rather than just a
means for business efficiency. We can
add tremendous value for customers
by providing high-quality information
in a truly user-friendly way. It’s
unquestionably an area where we want to
demonstrate our leadership.
Kristin Peck: I agree that 80% to 90% of
the opportunity is creating appropriate
two-way dialogue with our customers.
Our approach is “think digital first.”
So when we’re creating content and
providing information, we now ensure
that it’s accessible digitally. Most
importantly though, is determining
the best way to engage with a specific
customer – whether it’s a consumer, a
healthcare provider, or a payer – in a
two-way collaboration. If we can learn
more from customers about what they
care about most, we can develop better
products, services and resources for
them.
Capgemini Consulting: Healthcare
is a pretty broad domain for digital
advances with Health IT, electronic
health records, alternative
marketing channels, R&D, process
improvement, etc. In that context,
what are the areas you are
focusing on? Is it the patient, the
physician, the commercial side?
What are your priorities?
Kristin Peck: Our first priority is building
a digital hub that creates a common set
of platforms or pipes. We can create
real value from appropriately uniting
the data from the platforms and finding
common insights across stakeholders to
deliver the greatest value to them. Our
second priority is building much richer
and deeper collaborations with external
parties, with a focus on customers’
needs. Finally, we are really focused on
building analytical horse power to extract
the most value from this data.
Once we do those things, we can develop
better products, communicate more
clearly about the products that we
have, and better target resources and
information for the patients who will
benefit the most from them.
John Young: We have a strong focus on
the customer as well. One of the features
of our business and the disease areas in
which we operate is that customers often
wear more than one hat. An individual
may be a physician in one realm and
Our approach is
“think digital first.”
So when we’re
creating content
and providing
information, we
now ensure that
it’s accessible
digitally
3. Kristin Peck and John Young
may also sit on a formulary committee
(which sets utilization guidelines and
reimbursement for our products), or have
other roles in the healthcare space. As a
result, we may offer different information
to that customer depending on which hat
the customer is wearing.
Further, to Kristin’s point, customers also
need to access to information in a simple
and coherent way, irrespective of how
we are organized. As an example, in Pain
or Rheumatology Arthritis, our portfolio
ranges from biological medicines through
small molecules to products available
over the counter. So while we need to
make sure we have the organizational
structure to support those particular
medicines, that organizational structure
can’t be reflected in our digital face
to customers: if you’re a customer or
patient, frankly you don’t really care
how we are organized. What you want
is a simple, straightforward route to the
information you need.
Capgemini Consulting: Tell us
about your innovations – what
have the highlights been?
John Young: We have so far only taken
the first set of steps in an industry that
we recognize is not necessarily known
for being the greatest set of innovators
beyond drug development.
In Europe the first thing we’ve done is
enable our HCPs to have a conversation
with a sales representative through a
virtual channel. It’s in some ways very
simple conceptually, but for our industry
in Europe that’s pretty cutting-edge.
We also know our customers value the
ability to get information on breaking
topics to understand how to manage
particular patient populations. This would
traditionally happen in a forum like a
medical congress or scientific meeting,
but they may not want the high cost and
time commitment of travel. So we’ve
created webinars and similar ways for
customers to access this information.
In showing our
digital face, we
need to ensure
that customers
have a simple,
straightforward
route to
information they
need, rather
than allowing our
organizational
structures to get in
the way
Again, this isn’t particularly radical but
it enables us to use digital technology
to expand our ability to meet customer
needs.
It also varies by country. In a number
of territories customers value the
opportunity to get information by email,
but this isn’t true in every country. In
Germany for example, our research
tells us that customers are generally
extremely keen to get information via
email, but not in Italy. So we are adding
more digital channels that reflect insights
from our customers about what they
want and their preferences on how to
get it. On their own they’re tactics, but
we are actually trying to combine these
additional channels to really transform
our go-to-market model, recognizing that
our customers want access to information
on their terms rather than the channels
we decide.
One thing that’s been encouraging is
that there is a significant segment of
physicians – particularly in Europe – who
have genuinely found value in our move
to digital media. When you engage a
customer through the channel of their
choice, and provide truly valuable
information through that channel, we see
that it works.
Many physicians have said they would
prefer to have access to information or
talk to a representative through digital
channels versus a traditional office visit.
Eighty percent of customers using these
channels re-engage through them, and
we have witnessed that the length and
detail of the interaction increases by as
much as three to four times the length
of a traditional sales call. A digital sales
team member in Italy with about 15
years experience said he had never in
his career spent 45 minutes having a
detailed product discussion about just
one medicine. These may be soft metrics
but they tell us a lot.
Kristin Peck: It’s partly because you’re
speaking to them when it’s most
convenient for them and about what
matters to them. The reality is that our
customers do want to engage with us but
at a time that works for them, and about
products in which they’re interested.
When you
engage a
customer through
the channel of
their choice,
and provide
truly valuable
information
through that
channel, we see
that it works
4. Kristin Peck and John Young
Capgemini Consulting: In many
countries in the world there are
concerns about counterfeit
and stolen drugs. Do you see
opportunities in the digital space
to enhance the safety and
reliability of your products?
Kristin Peck: Pfizer has a team of experts
who constantly assess new and existing
technologies to identify counterfeit
drugs and to make it more difficult for
those who counterfeit our medicines
to make convincing copies, and to
help patients and healthcare providers
distinguish authentic from counterfeit
Pfizer medicines. Recognizing that
there is no “catch-all” solution, Pfizer is
working closely with the U.S. Food and
Drug Administration (FDA) and other
regulatory authorities to ensure that
pharmaceutical companies have the
resources they need to implement the
anti-counterfeiting technologies that
work most effectively for their products.
As part of these anti-counterfeit efforts,
our global supply team has developed
a serialization initiative that enables
authentication at the pharmacy level.
In addition, our Viagra team created an
educational YouTube channel to increase
awareness of counterfeit medicines,
which was quite successful.
John Young: It’s important to note that
our ability to quickly scale pharmacy-level
validation is dependent on the nature of
the supply chain in individual countries.
Technology has the potential to be
transformative in this area, but we also
need to have partners who are equally
willing to come to the table.
The foundation
for our
transformation
is strong
leadership and
governance,
collaboration,
innovation, and
efficiency
One potentially effective option is
to leverage partnerships with major
players in this space in other industries,
for example, by sending our best and
brightest to these companies to do
short-term learning “fellowships.” Or
conversely, to get technology companies
to send their people to Pfizer, so we don’t
learn in a linear fashion but exponentially.
We believe this is going to be absolutely
at the center of our learning in this area.
John Young: Governance is a challenging
aspect of our enterprise-wide digital
effort. We have many different brands in
many markets, so when it comes to digital
opportunities, we can have 1000 flowers
blooming – and that’s not really scalable
to any of our stakeholders who actually
care.
Capgemini Consulting: From
a management perspective
what are the issues you’ve been
addressing with regard to your
digital initiatives?
First, brands have to think digital first.
Second, common platforms need to be
creased across brands. While a brand in
a specific market may have the coolest
app, a physician searching for specific
information wants that information
to be consistent and readily available,
regardless of applications or any cool
features.
John Young: We have to make sure we
accelerate our learning process so the
knowledge and capability of our
employees aren’t limiting the opportunities that exist with our customers.
So we’re changing the governance so that
relevant information is available digitally
and common platforms are established.
We believe it will be relatively simple
when we set rules everyone has to follow.
The way to overcome this challenge is
through the support of senior leadership.
It’s critical that all the leaders of the
businesses support the governance of our
digital efforts.
John Young: I agree that senior leader
support is essential for governance,
particularly in an organization that
exists in a highly regulated and normally
conservative industry.
Risk in the form of compliance issues,
inefficiencies in internal processes, and
confusion for the customer are more
likely to occur when you have those
“1,000 flowers” simultaneously blooming
without governance. While we don’t
want to discourage innovation, and it’s
understandable that people are eager
to be part of the wave and jump in with
their own initiatives, as leaders we must
help guide and prioritize.
For example, while we clearly need
to respect and understand local laws,
languages, and customs, this doesn’t
mean we should create 50 different
versions of a website. In addition to being
highly inefficient and difficult to govern,
over-customization could actually make it
more difficult for patients and customers
to get the information they need from us.
Capgemini Consulting: So it’s
about focusing the brand teams
on the core of marketing rather
than the enablement?
John Young: Exactly. We want our brand
teams to focus and decide upon the
global platform that we’ll use. We want
this decision made internally and not by
third parties in individual markets. So,
while we’re making an investment, at the
same time we are recognizing savings in
our third-party spend.
Brands have to
think digital first
5. Kristin Peck and John Young
Capgemini Consulting: How do
you manage the relationship
between IT and business?
John Young: First, the challenge is to
define who (our digital platform, business
units and brand teams, and technology
organizations) is responsible and
accountable for what in a space that is by
definition highly complex.
In Europe, we created a conceptual
framework to work through business
opportunities and challenges in the digital
space, and understand the roles and skills
of different parts of our organization,
how we can work best together, and
complement each other to accomplish
our common goals.
This is what’s behind Ian’s [Read, Pfizer
CEO] ‘making digital successful’ approach
– we are all in it together, no one function
or team is “leading” it, and IT is a critical
partner.
Kristin Peck: And of course there’s
medical and legal. These and other
functions are important internal
stakeholders that help ensure our
initiatives, including social media
activities, meet our legal and regulatory
obligations and benefit our customers.
The answer is to look at what we want
to do as a company, and then include
input from our internal partners, such as
medical, IT, and legal.
Capgemini Consulting: In a sense
we’ve come around to asking how
you manage the transformation
itself.
John Young: The foundation for our
transformation is really everything we’ve
talked about – strong leadership and
governance, collaboration, innovation,
and efficiency.
And as we digitize our existing content
and create global platforms, we’re
simultaneously looking for opportunities
to add customer value we can’t offer in
From a digital
standpoint, we
aspire to be
collaborative,
integrated,
innovative and
add value
any other space. For example, by drawing
on customer insights and finding ways
to creatively leverage existing digital
channels.
One of these existing channels is a
highly-valued telephone-based medical
information service for customers, but
80% of the questions that come into
the service are common ones. Here’s
an opportunity to direct the common
questions through a robust digital
channel, and leave the complex questions
for the telephone service where they
can be more quickly and effectively
answered.
Kristin Peck: We also worked through
Epocrates. If customers had questions,
they could just go through Epocrates and
click on “Ask Manufacturer.” This inquiry
is then routed to Pfizer, and we can get
an email back in 24 hours. If it’s urgent,
we can get someone online right away. If
we can’t answer the question, we get a
technical expert online. And if necessary,
we can get an expert to your site. The
question is how soon people want an
answer, and in 80-90% of cases 24 hours
is fine.
Digital channels allow you to get the
right answer to the right question at the
right time, rather than whenever we
happen to stop by. This type of example
demonstrates the potential and the
mindset.
Capgemini Consulting: Can you
think of three or four keywords
to describe your company from
a digital standpoint in two years
time?
Kristin Peck: The words that come to
mind are: collaborative – what we aspire
to is two-way communication; integrated
– we’re trying to build a network where
the different parts can speak to each
other; and innovative. We’re not yet
on the cutting edge, but we’re hoping
to get there and lead the industry
transformation.
John Young: I agree with everything
Kristin said but would add one additional
word, and that is “valued.” We really want
to add significant value to the customer
experience.