Expense Reduction Analysts is a company that helps organizations reduce costs and increase profits through expense reduction programs. They have expertise in over 100 supply areas and can typically achieve average savings of 19.7% for clients. They work with clients to identify high-impact cost areas for review and produce reports analyzing savings opportunities without disrupting business operations. If savings are identified, clients can choose whether to retain existing suppliers or make changes.
The document discusses strategies for services firms to avoid becoming commoditized. It outlines challenges including inconsistent financial performance and aggressive customer negotiations. It then presents foundations for success such as defining activities in a way that is meaningful to customers. The document also discusses categorizing services based on costs and customer value to determine how to package, price, and cost services. The overall goal is to connect services to customer value in order to break out of the commodity trap.
Analytics in hospitality can be used for
1. Customer Segmentation
2.Cross-Sell and Up-Sell
3.Customer Retention and Loyalty
5.Forecasting and Optimization
6.Campaign Management
7.Customer Life time value
This document provides information about three experts - Mark Hollyoake, John Graham, and Chris Benham - and their experience in customer experience, design, and retail performance improvement, respectively. It discusses developing customer experiences at three levels to exceed expectations, meet basic needs, or provide a competitive advantage. The document also outlines developing an engaging work environment through improving work climate, team performance, and employee engagement, satisfaction and commitment.
Utsav Mahendra : Managing Relationships and Building Loyalty Utsav Mahendra
The document discusses managing customer relationships and loyalty. It describes the four stages of brand loyalty as cognitive, affective, conative, and action loyalty. Loyal customers are more profitable over time as they spend more, cost less to serve, and recommend new customers. The document also discusses measuring customer lifetime value, developing relationships through database marketing and interaction marketing, segmenting and targeting customers, and strategies for building and maintaining customer loyalty.
Time to Tell Your CPOs to Collaborate with SuppliersMelih ÖZCANLI
Time to Tell Your CPOs to Collaborate with Suppliers
Companies want value, and they want their chief procurement officers (CPOs) to deliver it. How can CPOs get the job done? By identifying and then collaborating with their key suppliers.
2012, A.T. Kearney, Inc. All rights reserved.
Mike Hales, partner, Chicago mike.hales@atkearney.com
Hendrik Disteldorf, principal, New York hendrik.disteldorf@atkearney.com
Oliver Zeranski, principal, New York oliver.zeranski@atkearney.com

Learn how leading retailers are applying Lean Six Sigma to improve the customer experience.
The webinar will cover “Five Points of Transition” a consumer goes through in a retail environment and how those five transition points can be optimized for efficiency and improved customer experience.
How does your company rate when it comes to the customer experience? Find out how well your company is performing and benchmark with other retailers.
Customer satisfaction & business excellence sdm college-4th june 2012Chandramouli Natarajan
The document discusses manufacturing excellence and its link to business excellence. It argues that achieving quality, delivery, and cost (QDC) goals through practices like Just-in-Time, cell manufacturing, and continuous improvement (kaizen) can establish operational excellence and satisfy customers. This operational excellence then provides competitive advantage and leads to business excellence by meeting long-term strategic goals. The document emphasizes that world-class manufacturing principles can be applied universally across industries to sustain excellence through employee involvement across functions.
Diwakar Dalela has over 10 years of experience in business consulting, customer service, and account management. He is currently a Manager of Customer Experience at Bharti Airtel managing customer lifecycles and experience across East India. His professional experience also includes roles in operations, business development, and training at other organizations such as Kochar Infotech, Aegis, Reliance Life Insurance, and ICICI Prudential Life Insurance.
The document discusses strategies for services firms to avoid becoming commoditized. It outlines challenges including inconsistent financial performance and aggressive customer negotiations. It then presents foundations for success such as defining activities in a way that is meaningful to customers. The document also discusses categorizing services based on costs and customer value to determine how to package, price, and cost services. The overall goal is to connect services to customer value in order to break out of the commodity trap.
Analytics in hospitality can be used for
1. Customer Segmentation
2.Cross-Sell and Up-Sell
3.Customer Retention and Loyalty
5.Forecasting and Optimization
6.Campaign Management
7.Customer Life time value
This document provides information about three experts - Mark Hollyoake, John Graham, and Chris Benham - and their experience in customer experience, design, and retail performance improvement, respectively. It discusses developing customer experiences at three levels to exceed expectations, meet basic needs, or provide a competitive advantage. The document also outlines developing an engaging work environment through improving work climate, team performance, and employee engagement, satisfaction and commitment.
Utsav Mahendra : Managing Relationships and Building Loyalty Utsav Mahendra
The document discusses managing customer relationships and loyalty. It describes the four stages of brand loyalty as cognitive, affective, conative, and action loyalty. Loyal customers are more profitable over time as they spend more, cost less to serve, and recommend new customers. The document also discusses measuring customer lifetime value, developing relationships through database marketing and interaction marketing, segmenting and targeting customers, and strategies for building and maintaining customer loyalty.
Time to Tell Your CPOs to Collaborate with SuppliersMelih ÖZCANLI
Time to Tell Your CPOs to Collaborate with Suppliers
Companies want value, and they want their chief procurement officers (CPOs) to deliver it. How can CPOs get the job done? By identifying and then collaborating with their key suppliers.
2012, A.T. Kearney, Inc. All rights reserved.
Mike Hales, partner, Chicago mike.hales@atkearney.com
Hendrik Disteldorf, principal, New York hendrik.disteldorf@atkearney.com
Oliver Zeranski, principal, New York oliver.zeranski@atkearney.com

Learn how leading retailers are applying Lean Six Sigma to improve the customer experience.
The webinar will cover “Five Points of Transition” a consumer goes through in a retail environment and how those five transition points can be optimized for efficiency and improved customer experience.
How does your company rate when it comes to the customer experience? Find out how well your company is performing and benchmark with other retailers.
Customer satisfaction & business excellence sdm college-4th june 2012Chandramouli Natarajan
The document discusses manufacturing excellence and its link to business excellence. It argues that achieving quality, delivery, and cost (QDC) goals through practices like Just-in-Time, cell manufacturing, and continuous improvement (kaizen) can establish operational excellence and satisfy customers. This operational excellence then provides competitive advantage and leads to business excellence by meeting long-term strategic goals. The document emphasizes that world-class manufacturing principles can be applied universally across industries to sustain excellence through employee involvement across functions.
Diwakar Dalela has over 10 years of experience in business consulting, customer service, and account management. He is currently a Manager of Customer Experience at Bharti Airtel managing customer lifecycles and experience across East India. His professional experience also includes roles in operations, business development, and training at other organizations such as Kochar Infotech, Aegis, Reliance Life Insurance, and ICICI Prudential Life Insurance.
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
Transcom provides customer management and credit management services to support profitable customer relationships and secure revenue streams for its clients. It manages the entire customer lifecycle from acquiring customers through sales, providing customer service, and securing payment through early collections, contingent collections, and legal collections if needed. Transcom has a global network across 27 countries and manages over 600,000 customer contacts per day for over 350 clients in 33 languages. It prides itself on its flexibility to customize solutions for each client and its focus on delivering results that improve sales, loyalty, revenues, and lower debt for its clients.
Deloitte vendavo sept 2010 - outcome based approachTheo Slaats
Vendavo Pricing Seminar Düsseldorf september 2010
Presentation by Theo Slaats, co-leader Deloitte EMEA Pricing and Profitability Management Center of Excellence
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
This document discusses cost recovery and retention in the insurance brokerage industry. It defines cost recovery period as the number of years it takes to realize a profit for a new customer after considering acquisition costs and ongoing servicing costs. Data shows the average cost recovery period is over 4 years for a $3 million agency. The document suggests ways to shorten this, including increasing retention rates to reduce acquisition of new customers, lowering acquisition costs, raising revenue per account, and reducing servicing costs.
Dmitry Shesterin is a management consultant and startup advisor who specializes in pricing strategy. The document discusses key pricing concepts like willingness to pay, pricing objectives, price discrimination, bundles, and price changes. It emphasizes determining customer value over copying competitors' prices and provides frameworks for setting pricing authority levels and reviewing prices on a continuous basis.
The document discusses building customer relationships through relationship marketing. It emphasizes retaining current customers rather than acquiring new ones since retaining customers is typically cheaper. It discusses segmenting customers into tiers based on profitability and focusing on the most profitable segments. Building strong customer relationships involves developing different types of bonds with customers like financial, social, structural, and customization bonds along with providing excellent quality and value.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
This whitepaper discusses quantifying soft cost savings from implementing a vendor management system (VMS) or managed services program (MSP) for contingent workforce management. Soft savings include efficiency gains, reduced risks and legal liabilities, improved quality, and other benefits. The paper provides two methods for unearthing tangible elements of soft savings: 1) Identifying the nearest related tangible benefit and quantifying associated cost/revenue drivers, and 2) Examining the chain of actual measures leading to the end benefit and quantifying each step. Implementing an effective VMS/MSP program can result in total savings of 10-25% of spend within the first 18-24 months through both hard and soft savings.
Benefits of customer retention and reichheld’s loyalty management strategyMiraziz Bazarov
1. The document discusses the benefits of increased customer retention and Reichheld's Loyalty Management Strategy. It notes that retaining customers is cheaper than acquiring new ones and can significantly increase profits.
2. Reichheld's strategy involves building superior customer value, finding the right customers, earning customer loyalty, finding and earning employee loyalty, gaining cost advantages through productivity, finding the right investors, and earning investor loyalty.
3. Implementing a strong customer retention strategy can increase customer lifetime value, reduce costs, and boost brand reputation through word-of-mouth, leading to increased revenues and profits.
AlphaStaff is one of the largest PEOs in the nation with over a decade of growth supporting clients ranging from 10-5000 employees. It has an experienced senior leadership team and is privately held. AlphaStaff differentiates itself through its broker-friendly model, with a long-term commitment to brokers and being the first in the industry to introduce a large employer solution. It aims to help brokers grow and protect their business through an attractive commission program and robust portfolio of offerings and support.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
This document discusses partnership sourcing in international supply chain management. It defines partnership sourcing as a long-term commitment between a customer and supplier based on clear objectives to improve competitiveness. The document examines the drivers, aims, benefits and risks of partnership sourcing. Key benefits include secured supply, faster product development, on-time delivery and improved quality for purchasers as well as long-term capabilities and financial stability for suppliers. Success requires commitment, trust, communication and compatible cultures between partners. Risks include lack of commitment, resources or unrealistic targets that can lead partnerships to fail if not properly managed.
Excalibre Inc . Expanse and Value OfferingsK S Ahluwalia
The document discusses Excalibre Inc., a company that partners with organizations to help evolve their talent pools. It provides an overview of Excalibre's experience and areas where it can help, including business advisory, workforce mobilization, leadership training, skills enhancement, and diversity empowerment. Specific impact stories are shared about improvements in various industries such as manufacturing, financial services, government, and more. Excalibre has facilitated training for thousands of employees across hundreds of organizations. The experience with Excalibre is said to empower organizations to generate business results while creating a high quality of life for employees.
- A large American air conditioning company hired inTouch to model historical sales data and evaluate the effectiveness of various promotional programs over five years.
- inTouch devised an advanced analytics solution using a Cobb Douglas model to analyze transaction data, incentives, shipments, weather data and more.
- The models helped the client understand which programs generated the most sales, margins and returns, and which territories and product mixes performed best under different programs.
- This allowed the client to optimize their promotional investments and prioritize programs, locations and products to maximize returns on their $4 million annual sales program budget.
Refreshe is an environmental strategy consultancy that combines specialist sustainability skills with business expertise. They help clients enhance corporate sustainability by analyzing and reporting on their environmental and social impacts, and developing reduction strategies aligned with business objectives. Refreshe believes sustainability presents opportunities for clients and aims to identify these through high-quality analysis and solutions-driven approaches.
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...DocuSign, Inc.
The document discusses optimizing the "last mile" of the sales cycle through managing people, processes, and technology. It analyzes research on 295 organizations to identify best practices. Best-in-Class organizations were defined as having 92% sales quota attainment, a 10.7% increase in proposals per rep monthly, and a 4.2% reduction in sales cycle. These top performers ensure legal compliance and have executive support for initiatives to shorten cycles. The document recommends reducing friction in the last mile by focusing on process/technology to shrink cycles and win more deals.
This document summarizes the services of ERA, a specialist procurement advisory firm that helps organizations save money and boost performance through effective procurement. ERA claims to go beyond short-term savings to deliver long-term financial benefits through expertise in supply chain management, procurement consulting, and supplier relationship management. The document provides examples of large clients that ERA has helped save hundreds of thousands or millions through procurement projects.
ERA is a specialist procurement firm that helps organizations save money and boost performance through effective procurement. They deliver long-term savings and benefits beyond what consultants or in-house teams can provide. ERA works with clients across sectors to audit costs, identify savings opportunities, implement bespoke plans, and help clients manage suppliers and costs into the future. They have helped clients like the National Pharmacy Association, Volkswagen, and Aston Villa Football Club achieve significant savings.
ERA is a network of procurement advisors that helps organizations save money and improve business performance through strategic procurement, supplier management, and reducing spending. ERA delivers long-term savings and benefits by developing expertise in key supply areas, positively influencing supply chains, and fostering a culture of smarter spending. Client testimonials highlight large cost savings and procurement benefits achieved through ERA's services.
The document discusses how HR departments can use scorecards and dashboards to translate HR strategies into meaningful metrics and stay focused. It explains that the balanced scorecard approach involves setting objectives and metrics across four categories or "legs" - customer focus, financial performance, internal processes, and employee learning and growth. An effective balanced scorecard involves creating a strategic map linking these categories to overall organizational goals, then developing metrics at strategic, operational and tactical levels to monitor performance. HR plays an important role by ensuring employees have the skills and competencies needed to achieve goals in each category.
Transcom provides customer management and credit management services to support profitable customer relationships and secure revenue streams for its clients. It manages the entire customer lifecycle from acquiring customers through sales, providing customer service, and securing payment through early collections, contingent collections, and legal collections if needed. Transcom has a global network across 27 countries and manages over 600,000 customer contacts per day for over 350 clients in 33 languages. It prides itself on its flexibility to customize solutions for each client and its focus on delivering results that improve sales, loyalty, revenues, and lower debt for its clients.
Deloitte vendavo sept 2010 - outcome based approachTheo Slaats
Vendavo Pricing Seminar Düsseldorf september 2010
Presentation by Theo Slaats, co-leader Deloitte EMEA Pricing and Profitability Management Center of Excellence
Driving a Culture of Profitability into Your Sales OrganizationVendavo
The document discusses driving a culture of profitability into a sales organization. It recommends developing a detailed profit plan with actionable strategies for each customer. The profit planning process involves delegating the plan down to the deal/transaction level. Metrics like deal score, target price yield, and price increase effectiveness should be used. The sales team should have profit objectives and tools to perform sophisticated what-if analysis. Their compensation should be tied to profitability metrics to fully align them as partners in the profit process.
This document discusses cost recovery and retention in the insurance brokerage industry. It defines cost recovery period as the number of years it takes to realize a profit for a new customer after considering acquisition costs and ongoing servicing costs. Data shows the average cost recovery period is over 4 years for a $3 million agency. The document suggests ways to shorten this, including increasing retention rates to reduce acquisition of new customers, lowering acquisition costs, raising revenue per account, and reducing servicing costs.
Dmitry Shesterin is a management consultant and startup advisor who specializes in pricing strategy. The document discusses key pricing concepts like willingness to pay, pricing objectives, price discrimination, bundles, and price changes. It emphasizes determining customer value over copying competitors' prices and provides frameworks for setting pricing authority levels and reviewing prices on a continuous basis.
The document discusses building customer relationships through relationship marketing. It emphasizes retaining current customers rather than acquiring new ones since retaining customers is typically cheaper. It discusses segmenting customers into tiers based on profitability and focusing on the most profitable segments. Building strong customer relationships involves developing different types of bonds with customers like financial, social, structural, and customization bonds along with providing excellent quality and value.
The document summarizes the changing landscape of B2B selling and the need for sales organizations to bridge the gap between sales management priorities of profitability and the frontline focus on revenue. It notes that buyers are more independent and informed while reps need to quote confidently, negotiate effectively, and close deals quickly to satisfy customers and achieve win-win outcomes. However, most reps lack tools and incentives to maximize deal profitability. The document advocates for organizational alignment, empowering technology for reps, and shifting mindsets from backline to frontline focus, from historical to real-time perspectives, and from analytics to action-oriented priorities to develop a profitable selling approach.
This whitepaper discusses quantifying soft cost savings from implementing a vendor management system (VMS) or managed services program (MSP) for contingent workforce management. Soft savings include efficiency gains, reduced risks and legal liabilities, improved quality, and other benefits. The paper provides two methods for unearthing tangible elements of soft savings: 1) Identifying the nearest related tangible benefit and quantifying associated cost/revenue drivers, and 2) Examining the chain of actual measures leading to the end benefit and quantifying each step. Implementing an effective VMS/MSP program can result in total savings of 10-25% of spend within the first 18-24 months through both hard and soft savings.
Benefits of customer retention and reichheld’s loyalty management strategyMiraziz Bazarov
1. The document discusses the benefits of increased customer retention and Reichheld's Loyalty Management Strategy. It notes that retaining customers is cheaper than acquiring new ones and can significantly increase profits.
2. Reichheld's strategy involves building superior customer value, finding the right customers, earning customer loyalty, finding and earning employee loyalty, gaining cost advantages through productivity, finding the right investors, and earning investor loyalty.
3. Implementing a strong customer retention strategy can increase customer lifetime value, reduce costs, and boost brand reputation through word-of-mouth, leading to increased revenues and profits.
AlphaStaff is one of the largest PEOs in the nation with over a decade of growth supporting clients ranging from 10-5000 employees. It has an experienced senior leadership team and is privately held. AlphaStaff differentiates itself through its broker-friendly model, with a long-term commitment to brokers and being the first in the industry to introduce a large employer solution. It aims to help brokers grow and protect their business through an attractive commission program and robust portfolio of offerings and support.
Strategy for Supply Chain OptimisationSanjay Sethi
This document discusses optimizing supply chain performance across organizations. It argues that to be competitive, companies need to focus on agility, innovation, and partnerships beyond just cost reduction. The supply chain extends beyond a single organization's control and requires information sharing and collaboration between partners. Properly managing objectives and risks requires balancing competing goals like inventory levels, costs, and customer satisfaction both within and across organizations. The document advocates for collaborative planning between suppliers and retailers to improve forecasting and replenishment and make the supply chain more efficient.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
This document discusses partnership sourcing in international supply chain management. It defines partnership sourcing as a long-term commitment between a customer and supplier based on clear objectives to improve competitiveness. The document examines the drivers, aims, benefits and risks of partnership sourcing. Key benefits include secured supply, faster product development, on-time delivery and improved quality for purchasers as well as long-term capabilities and financial stability for suppliers. Success requires commitment, trust, communication and compatible cultures between partners. Risks include lack of commitment, resources or unrealistic targets that can lead partnerships to fail if not properly managed.
Excalibre Inc . Expanse and Value OfferingsK S Ahluwalia
The document discusses Excalibre Inc., a company that partners with organizations to help evolve their talent pools. It provides an overview of Excalibre's experience and areas where it can help, including business advisory, workforce mobilization, leadership training, skills enhancement, and diversity empowerment. Specific impact stories are shared about improvements in various industries such as manufacturing, financial services, government, and more. Excalibre has facilitated training for thousands of employees across hundreds of organizations. The experience with Excalibre is said to empower organizations to generate business results while creating a high quality of life for employees.
- A large American air conditioning company hired inTouch to model historical sales data and evaluate the effectiveness of various promotional programs over five years.
- inTouch devised an advanced analytics solution using a Cobb Douglas model to analyze transaction data, incentives, shipments, weather data and more.
- The models helped the client understand which programs generated the most sales, margins and returns, and which territories and product mixes performed best under different programs.
- This allowed the client to optimize their promotional investments and prioritize programs, locations and products to maximize returns on their $4 million annual sales program budget.
Refreshe is an environmental strategy consultancy that combines specialist sustainability skills with business expertise. They help clients enhance corporate sustainability by analyzing and reporting on their environmental and social impacts, and developing reduction strategies aligned with business objectives. Refreshe believes sustainability presents opportunities for clients and aims to identify these through high-quality analysis and solutions-driven approaches.
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...DocuSign, Inc.
The document discusses optimizing the "last mile" of the sales cycle through managing people, processes, and technology. It analyzes research on 295 organizations to identify best practices. Best-in-Class organizations were defined as having 92% sales quota attainment, a 10.7% increase in proposals per rep monthly, and a 4.2% reduction in sales cycle. These top performers ensure legal compliance and have executive support for initiatives to shorten cycles. The document recommends reducing friction in the last mile by focusing on process/technology to shrink cycles and win more deals.
This document summarizes the services of ERA, a specialist procurement advisory firm that helps organizations save money and boost performance through effective procurement. ERA claims to go beyond short-term savings to deliver long-term financial benefits through expertise in supply chain management, procurement consulting, and supplier relationship management. The document provides examples of large clients that ERA has helped save hundreds of thousands or millions through procurement projects.
ERA is a specialist procurement firm that helps organizations save money and boost performance through effective procurement. They deliver long-term savings and benefits beyond what consultants or in-house teams can provide. ERA works with clients across sectors to audit costs, identify savings opportunities, implement bespoke plans, and help clients manage suppliers and costs into the future. They have helped clients like the National Pharmacy Association, Volkswagen, and Aston Villa Football Club achieve significant savings.
ERA is a network of procurement advisors that helps organizations save money and improve business performance through strategic procurement, supplier management, and reducing spending. ERA delivers long-term savings and benefits by developing expertise in key supply areas, positively influencing supply chains, and fostering a culture of smarter spending. Client testimonials highlight large cost savings and procurement benefits achieved through ERA's services.
Procurement and Cost Reduction Specialists provides procurement consulting services to help organizations reduce costs and improve efficiencies. Their services include procurement outsourcing, cost reduction programs, pre- and post-merger integration support, procure-to-pay solutions, e-auction solutions, and strategic sourcing consulting. They aim to transform procurement capabilities and deliver significant cost savings without impacting quality or service.
[Era] cost reduction guide - issue 4 professional servicesManuel A. Velazquez
This document provides tips to maximize value from financial service providers and reduce business costs. It discusses reviewing professional advisors, insurance, and employee benefits packages to ensure optimal costs and coverage. Professional advisors should have clear goals and responsibilities outlined. Insurance arrangements should be benchmarked by an independent assessor. Employee benefits should be tailored to the business and motivate key staff. Regular reviews can help identify savings and improve packages over time.
Cost Reduction Guide Issue 4 Professional Servicesymw15
This document provides tips to maximize the value received from financial service providers like professional advisors, insurance brokers, and employee benefits programs. It advises reviewing these services regularly to ensure competitive costs and appropriate coverage. Independent assessments are recommended to benchmark arrangements and identify potential savings. Open communication between clients and their advisors is important to agree on goals, responsibilities, reporting, and ensure services represent reasonable value. Comparing options in the market helps establish fair pricing.
VERALLIS is a company that helps businesses reduce operational costs through expense reduction services. They have completed over 10,000 projects achieving an average cost savings of 22.7% for clients. VERALLIS analyzes expenses across over 50 categories to find savings opportunities while maintaining or improving service quality. Their expert analysts have extensive experience and benchmarking data to negotiate improved supplier contracts. VERALLIS guarantees savings and only charges a fee based on the amount of savings achieved for clients.
nnable is a team of business consultants and experts that help insurance companies improve performance by adding value or streamlining processes. They have helped clients like AXA realize over £12m per year in efficiency savings while improving service levels. Their services include business reviews, tender management, project management, and product development. nnable takes a pragmatic approach to achieve the best solutions for clients' needs. They have worked with numerous major insurance companies and helped clients like Countrywide plc secure partnerships to increase revenues.
nnable is a team of business consultants and experts that help insurance companies improve performance by adding value or streamlining processes. They have helped clients like AXA realize over £12m per year in efficiency savings while improving service levels. Their services include business reviews, tender management, project management, and product development. nnable takes a pragmatic approach to achieve the best solutions for clients' needs. They have worked with numerous major insurance companies and helped clients like Countrywide plc secure partnerships to increase revenues.
The document discusses various topics related to mergers and acquisitions (M&A), including:
1) Efficiency can be an attractive selling point for buyers as it presents opportunities to maximize profits. Sellers should highlight efficiency initiatives that can boost deal value and save the buyer money long-term.
2) Collars can limit risk in stock-financed deals by setting price floors and caps, allowing exchange ratios to float or deals to be canceled if stock moves outside the collar. They reduce risks from price fluctuations before closing.
3) Two-step acquisitions, involving a tender offer for majority control followed by a short-form merger, can be faster and cheaper than traditional single-step M
This presentation provides an overview of PrecisionLender and its commercial loan pricing and portfolio management solution. PrecisionLender helps relationship managers win deals, deepen client relationships, and build their personal brand by quickly crafting customized loan solutions. The presentation demonstrates PrecisionLender's capabilities, discusses its implementation process, and outlines how it provides quantitative and qualitative benefits across the deal lifecycle from new business development to ongoing portfolio management. PrecisionLender has been implemented in over 200 banks to empower relationship managers and drive profitable revenue growth.
This folder introduces customer insight expert emnos, an international consultancy which helps retailers and consumer businesses across the world make better commercial decisions.
emnos offers a unique combination of data analytics, consulting, solutions and services that enable its clients to effectively use, and benefit from, customer insight. With this, clients are able to optimise communications, pricing, promotions, ranging and store layout and make marketing communication relevant and integrated across multiple channels.
More information: www.emnos.com
This document discusses how Corporate Synergies can help employers better manage employee benefit costs, risks, and administration. It notes that benefit costs and risks are increasing while administration is becoming more complex and time-consuming. Corporate Synergies claims it can help employers gain back time and control over their benefit plans through comprehensive services including cost control, risk mitigation, and reducing administrative burdens. It details various services it provides related to compliance, benefits administration, annual cost control, and ongoing management support. Client testimonials praise the assistance Corporate Synergies provides with compliance, cost control, and navigating renewals.
The document is the 2009 annual report and letter to shareholders of Waste Management, Inc. It discusses how the company navigated economic challenges in 2009 by focusing on cost reductions, pricing discipline, and investments. It also outlines the company's commitments to developing more sustainable waste solutions, increasing recycling, and protecting the environment. Goals for 2020 include doubling renewable energy from waste and increasing protected land and certified wildlife habitats.
Crm strategy contributes to business value in tough timesThomas Wieberneit
This document discusses how CRM strategies can contribute business value during difficult economic times. It notes that retaining existing customers is important for maintaining revenue and margins when sales are lower. The document recommends that companies focus on their most valuable customers by gathering data from all customer interactions to improve each customer's experience. It also stresses the importance of integrating customer data and channels to provide a consistent customer experience. Finally, the document concludes that focusing on a CRM strategy that embraces customers can help companies gain advantages when the economy improves.
The document discusses four key strategies for companies to achieve profitable and sustainable revenue growth during an economic downturn: 1) Focus on existing customer accounts by deepening relationships and tailoring offers; 2) Ensure every sales opportunity is captured through efficient upselling and cross-selling; 3) Reduce the cost to serve customers by empowering associates with tools to work smarter; and 4) Maintain a strong focus on service quality to differentiate the brand in the marketplace.
1) The document discusses how companies can achieve profitable and sustainable revenue growth, even during economic downturns.
2) It recommends focusing on existing customer accounts, capturing every sales opportunity, maintaining service quality, and reducing customer service costs.
3) Specific tactics include communicating appreciation to customers, targeting promotional offers, optimizing sales conversions, and providing associates with tools and technologies to improve efficiency.
The document discusses problems with the traditional agency pitch process and proposes reforms to make it more outcome-focused. It argues that pitches currently prioritize short-term cost-cutting over long-term growth strategies. It suggests that clients work with agencies as true partners, setting joint goals around revenue growth rather than just cost savings. A reformed process would include in-depth workshops to align both parties and allow agencies to help clients grow their business before focusing on cost reductions.
The document summarizes the services provided by ATS, an expert procurement and business growth consulting firm. Key points include:
- ATS only receives payment after successfully reducing procurement costs for clients, taking on the full risk of the project.
- ATS has achieved an average 28.2% cost savings across over 1,000 projects totaling over $500,000 in average savings per project.
- ATS handles all aspects of procurement cost reduction projects, requiring little time from clients.
- ATS provides a holistic approach to procurement and financial services, helping clients improve their bottom line through cost savings and growth strategies.
- ATS has a global network of experts and suppliers to serve clients around
1. find extra profit
Helping organisations reduce costs
and increase profits in ways
that others cannot!
Expense Reduction
Analysts
2. “Expense Reduction Analysts delivered
a Profit Improvement Programme for
ADAS across £2.1 Million of expenditure
covering 21 different expense areas.
This resulted in an average saving of
19.6% producing £412,700 of annual
savings.”
Mark Talbot
Head of Facilities ADAS
3. Find Extra Profit
When looking to increase profitability, You may have spoken to cost reduction At Expense Reduction Analysts, we work
companies understandably focus on consultants in the past who may have with a wide range of companies, from
two of their most controllable areas; offered small, short-term savings across not-for-profit organisations such as
sales growth and overhead reduction. a few areas of your business. Expense schools, charities and healthcare
Using the limited amount of in-house Reduction Analysts is unique in its providers through to SMEs and large
experience and knowledge available, ability to deliver widespread profit multi-national corporations.
many successfully achieve moderate improvements over the course of a
improvements to their bottom line as long-term relationship.
they secure reductions on costs and
initiate a much needed sales drive. Working in partnership, we will achieve
this profit improvement without
However, whilst attempting to increase compromising quality, service or your
sales may take several years, reviewing control over your purchasing. It is our
your overheads with a company that has status as the world’s largest profit
true expertise in over 100 different supply improvement specialist that underpins
areas as well as a much greater purchasing our ability to do this.
influence could add significant profit back
into your business within months.
When Richard first discussed engaging
Expense Reduction Analysts I was
very sceptical. I did not believe that
they would be able to achieve a
better result - we are now saving
£357,791 P.A.
“Medical trials packaging is a complex business with very stringent quality and service
requirements and significant penalties if things go wrong. We’re really not interested
in simply buying more cheaply if there’s a risk attached. Expense Reduction Analysts’
success has been to maintain service and quality while at the same time securing
annual savings of £357,791 across a number of cost areas. This professional approach
has created the trust to look at ever more complex parts of the business."
Fred Gilliver
Purchasing Executive Almedica
Find Extra Profit Expense Reduction Analysts 3
4. Your Team on the Inside
Whilst our buying power is impressive, it
is our extensive in-house knowledge and
“The saving on
expertise that will deliver truly significant insurance that
results. For example, when addressing
some of the more complex cost areas we achieved
such as insurance, business rates, bank
fees, communications and logistics, we exceeded all our
will assign specialists with first-hand
experience of working within the
expectations.
relevant market sectors. This means
that our analysts are aware of not only
We would not have
‘true cost prices’ but also the optimum made those savings
route to securing you the best deal.
without their valuable
This expertise was demonstrated when
working with Volkswagen Group UK Ltd guidance”
to review its existing insurance
arrangements. Despite its size, reputation Geoff Hunt
and clear understanding of the automotive Deputy General Counsel, Volkswagen Group UK Ltd
industry, the Volkswagen Group UK Ltd
was unable to secure acceptable savings
on its policies. Expense Reduction
Analysts leveraged its knowledge,
expertise and experience to achieve This pooled and continually developing When we are engaged, our only objective
a cross-group saving that had previously knowledge gives us considerable power is to do what is right for our client - and
seemed to be impossible. when negotiating with suppliers to ensure these are the strict terms on which we
that you receive best prices and the best have been able to forge strong working
We are consistently able to attain better quality of service now and in the future. relationships with suppliers and service
deals than any one company, irrespective providers alike.
of its size or purchasing power, due to the Also, whilst we are an influential force
way in which we share and build on all within the supply chain, we are immune
knowledge obtained during each profit to influence from suppliers. For example,
improvement programme. we do not accept commission.
4 Expense Reduction Analysts Your Team on the Inside
5. The trusted advisor that really cares
about your business
“I have been really impressed with not only the savings achieved, but also the depth
of analysis work carried out by the team.
Their professional approach and extra effort that is made to ensure that quality and
service levels are not affected is excellent. I also like the lengths that they go to when
working with our existing suppliers, with whom we have long-term relationships.
Only when all other options are exhausted do they suggest a change in supplier.”
Ashley Long
Financial Director - Paul Smith
Your Team on the Inside Expense Reduction Analysts 5
6. The Power of Procurement
As the world’s largest profit improvement This is the reason that in the majority The cost reductions we achieve are driven
specialist, working in 28 countries world- of projects, clients choose to retain through professional negotiation and
wide, Expense Reduction Analysts has a the existing supplier at the end of include a comprehensive evaluation of
global purchasing influence that gives our negotiation period. not only the supplier’s compliance to your
even our biggest clients extra weight. specific needs but also its compliance to
We compare the market providing any industry certification requirements.
Given our purchasing influence, we are openness and transparency allowing Also, we commit to monitor, on a
regularly able to negotiate special terms you to make informed decisions which project-by-project-basis, supplier
with suppliers, often at Director level, are right for you. No matter what you performance to ensure that consistent
accessing pricing that is unique to us. decide, whether retaining existing savings are being realised without any
Our clients benefit from this as do our suppliers or switching to new ones, degradation in the quality of the products
suppliers. Even with existing suppliers, you will almost certainly see a marked or level of service received.
we regularly identify cost efficiencies improvement in the value of the service
within the supply chain leading to you receive, irrespective of whether
improved pricing for clients and a cost savings are achieved or not.
lower cost base for the suppliers.
6 Expense Reduction Analysts The Power of Procurement
7. Buying power that
has given even our
biggest clients
extra weight
Strong Supplier Relations
“Office Zone has enjoyed a long-standing business relationship with Expense Reduction
Analysts. This has provided us with many opportunities to win business in the UK
through the tremendous influence they have in the market. The most important asset
they provide is the friendly introduction to clients, ensuring that all the procedures are
in place to service their client to the highest possible level from all sides of the table.”
Ron Binns
Sales Director - Office Zone
“The volume of business that we can win from Expense Reduction Analysts is enormous.
This can be demonstrated as 40% of our turnover is now purely made up from their
delighted clients. We understand that we have to meet key criteria on price, quality
of service and customer support, and we know how diligent their consultants are in
ensuring we continually meet these high service level requirements. We have been so
impressed that we engaged them to review our own costs which has resulted in some
excellent savings.”
Christopher Holloway
Managing Director – Manor Printing Services
The Power of Procurement Expense Reduction Analysts 7
8. Clients for Life
Expense Reduction Analysts is committed
to building long-term relationships based
“It is Expense Reduction Analysts’
on openness, teamwork and trust. We
work entirely in partnership with our
ability to draft in experts in any
clients, delivering tangible benefits and given cost area from their network
providing tailored services to meet their
corporate goals and ultimately find which has most impressed us.”
extra profit.
Through partnering with us, you and your “It was not just their ability to organise lower rates, but their detailed investigation into
team will always be in control. Our key our needs that was most impressive. They provided an impartial review, answered all
requirement from you, is to identify those questions clearly, and managed to implement their result without any change to our
cost areas which you believe have the arrangements. We have been working with Expense Reduction Analysts for some time
highest impact on your profits and any now and the relationship is very strong, mainly due to their willingness to be flexible
additional areas which you are not able and their persistence to get the best possible result.”
to easily address in-house.
Jon Brabbin
We then undertake a review in order to Financial Director The Lowry
assess the scale of opportunity for profit
improvement. If required, these results
can be researched further and presented
back to you within a comprehensive supplier performance monitoring, detailed
report. You then decide the way forward. management information and reporting.
Once savings have been identified in line Our goal is to have delighted clients. This
with the project brief agreed, you will principle means that many clients choose
have the option to choose the solution to retain these services beyond the initial
that best fits your needs. If the project is contract period. Of course, there is no
contingency fee based, we will share the obligation to do this at the outset, we
savings over the contracted period. understand that you will only ever want
Throughout this period, you will have this service if we have added sufficient
access to all of the benefits we provide value during our contracted period.
relating to supplier negotiations,
8 Expense Reduction Analysts Clients for Life
9. Improved systems, enhanced supplier relations and some
major profit improvement in all areas for Pizza Hut
“We are delighted with Expense Reduction and backed up by detailed analysis, which of the key reasons why Expense
Analysts’ work! Its consultants were highly has enabled us to take well-informed Reduction Analysts is so successful.
focussed and were able to pinpoint exactly decisions. Its analysts are totally focussed which
how best to approach this project. When means they are able to meet deadlines
they met with key personnel from Pizza Expense Reduction Analysts was then able and actually make things happen!”
Hut (UK), there was a minimal amount to follow through its recommendations
of disruption to the ongoing business. by handling the negotiations and Gerard Carolan
All reports have been clear and concise implementation. This, in my mind, is one Financial Controller Pizza Hut
Clients for Life Expense Reduction Analysts 9
10. Moving Forward
Expense Reduction Analysts has a proven In addition, our clients have benefited Partnering with
track record, as demonstrated by our from improved levels of service and
delighted clients featured on our website quality from both existing and new
Expense Reduction
and in this document. With our help they suppliers alike. Analysts represents
have managed to unlock the unknown
or seemingly inaccessible extra profit Although the work we undertake is
little, if any, risk
available within their businesses. complex and intensive, our ‘no-savings, and therefore your
no-fee’ guarantee emphasises Expense
We are currently partnered with over Reduction Analysts commitment
only decision is
1700 clients in the UK alone, providing to reduce your costs and improve how soon you wish
them with average savings of 19.7% on your profits while ensuring that the
their identified costs and significantly project is self-funding from monies that
to start improving
boosting their profits. Therefore if we would otherwise go to the supplier. your profits.
can do it for them we can do it for you.
Independent assurance,
peace of mind and fantastic
savings for Scotmid
“The real value of Expense Reduction Analysts is the independent assurance
and peace of mind they are able to provide, and all of this without having to
tie up any internal resource.
At the outset I was somewhat sceptical that Expense Reduction Analysts could
achieve savings of any significance in an area where we had already done
considerable work so I was naturally pleasantly surprised when they were
able to report 41% savings.”
Adrian Lorimer
Head of Property and Development
10 Expense Reduction Analysts Moving Forward
11. Ernst & Young saves €250,000
on car fleet expenses
“Lower cost is not incompatible with higher quality”
Expense Reduction Analysts in Brussels was called in to look at the way Ernst & Young
purchased and managed its 1,000-strong vehicle fleet. We were able to achieve
€250,000 in savings by redefining the service level requirements of the fleet
to achieve better pricing with fewer suppliers.
Ghislain Vanfraechem
Facilities Manager - Ernst & Young
12. find extra profit
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Expense Reduction
Analysts
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