Buyers are taking a more critical approach when renewing contracts, no longer assuming sole-source renewals without evaluating other options. They want to ensure their suppliers provide value and can support their future needs. HR outsourcing clients are also considering phased or targeted approaches initially focusing on specific processes. As operations become more global, buyers require suppliers with proven multi-country capabilities. HR processes are converging rather than remaining separate, and benefits administration is integrating related services. Buyers now demand end-to-end platforms and solutions rather than just individual processes or technologies. This forces suppliers to invest in their offerings to remain competitive.
Chi Sigma Consulting (CSC) is a student-run pro-bono consulting group. CSC is comprised of students from Northeastern University with the common goal of giving back to the community by consulting non-profit organizations.
A summary of Extel 2018 final results which includes the following:
- Foreward from David Enticknap (Head of Extel & Managing Director)
- Methodology
- Voter Demographics
- Major Awards
- Interview with Best Overall Broker: Exane BNP Paribas
- Interview with Best Overall Sales: Kepler Cheuvreux
- Interview with Best UK Small & Mid Caps: Numis Securities
- Interview with Best Independent Research: Absolute Strategy Research
If you would like a high resolution copy, please contact extel@institutionalinvestor.com
Chi Sigma Consulting (CSC) is a student-run pro-bono consulting group. CSC is comprised of students from Northeastern University with the common goal of giving back to the community by consulting non-profit organizations.
A summary of Extel 2018 final results which includes the following:
- Foreward from David Enticknap (Head of Extel & Managing Director)
- Methodology
- Voter Demographics
- Major Awards
- Interview with Best Overall Broker: Exane BNP Paribas
- Interview with Best Overall Sales: Kepler Cheuvreux
- Interview with Best UK Small & Mid Caps: Numis Securities
- Interview with Best Independent Research: Absolute Strategy Research
If you would like a high resolution copy, please contact extel@institutionalinvestor.com
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
E-commerce Banks On Artificial Intelligence For Better Decision AbilityeTailing India
The company is working on an artificial intelligence (AI) solution that will give it an edge over rivals by helping it make smarter decisions in ordering, distribution and pricing products on its platform. Ultimately, the AI system will allow Flipkart to boost efficiency and reduce the cost of products for customers.
“We are trying to predict how many units of what we will sell. This is a very complex thing that is dependent on a variety of inputs such as price, discount or if an event, such as Diwali or Christmas is coming up,” said KrishnenduChaudhury, principal scientist and head of image sciences at Flipkart.
A Word About Dynamic Supply Chains Delivering value through people.docxmehek4
A Word About Dynamic Supply Chains: Delivering value through people
By
John Gattorna
The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of
Dynamic Supply Chains: delivering Value Through People, 2nd edn, FT Prentice Hall, Harlow, 2010
, gives an overview of what he calls Dynamic Alignment: the principle of matching changing customer needs and desires with different supply chain strategies.
Opening comments
One thing is for sure. We are going to have to radically change our ideas about the design and operation of enterprise supply chains if we are to break the shackles and get to the next level of operational and financial performance in the immediate year ahead. This is not an option; it is mandatory. In essence, the world has changed so much over the last 15 years that conventional methods are no longer sufficient. The world of markets has become much more volatile, and under such conditions the old assumptions no longer stand up to scrutiny.
The way forward is there for all to see. We must cast off all the denial and come to terms, finally, with the notion that it is people (and their behaviour) that drives supply chains. All others are just enablers. So it is necessary to look at the problem of designing and operating tomorrow’s supply chains by examining three areas of human activity along typical enterprise supply chains, and all enterprises have supply chains.
“We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services.”
1. We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services;
2. We must do likewise at the supply end of the channel, and look for new ways to understand the underlying capabilities and expectations of the suppliers we draw on for raw materials, components, sub-assemblies, and packaging;
3. And finally, we must learn much more about the internal cultural capability in our businesses, represented by the employees, management, and leadership.
If we are able to ‘align’ all three of the above described components of the supply chain, we will achieve a quantum improvement in bottom-line results through improved service levels and satisfaction at both ends of the supply chain, and lower cost-to-serve through improved internal configurations.
This article attempts to give you some idea of how all this can be achieved by drawing on various excerpts from the book itself. If you want more detail you will have to read the whole book, from cover to cover.
Customer Conversations
1
The clear message is that customers, and customers alone, are the ultimate frame of reference when you are designing and operating enterprise supply chains. To convert the rhetor.
Accenture research reveals how transforming to a living business enables insurance companies to achieve sustainable growth through hyper-relevance. To learn more visit: https://www.accenture.com/us-en/insights/insurance/living-business
Growing Revenue with Near-Zero Investment - GROWTH INNOVATIONInnomantra
Growing Revenue with Near-Zero Investment - GROWTH INNOVATION
In a tough business environment when demand
in the core market gets challenged, businesses should look at tapping adjacencies that leverage the organizations' foundational assets. Not only are these moves less risky, but they also do not call for many upfront investments.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
How Best-in-Class Contact Centers Satisfy Demanding CustomersKnowlagent
Omer Minkara, Research Analyst at the Aberdeen Group, discusses how your contact center can improve productivity and give customers the service they want and deserve.
E-commerce Banks On Artificial Intelligence For Better Decision AbilityeTailing India
The company is working on an artificial intelligence (AI) solution that will give it an edge over rivals by helping it make smarter decisions in ordering, distribution and pricing products on its platform. Ultimately, the AI system will allow Flipkart to boost efficiency and reduce the cost of products for customers.
“We are trying to predict how many units of what we will sell. This is a very complex thing that is dependent on a variety of inputs such as price, discount or if an event, such as Diwali or Christmas is coming up,” said KrishnenduChaudhury, principal scientist and head of image sciences at Flipkart.
A Word About Dynamic Supply Chains Delivering value through people.docxmehek4
A Word About Dynamic Supply Chains: Delivering value through people
By
John Gattorna
The key to successful supply chain management is recognising that it’s people who really drive the living supply chains that are at the heart of businesses. In this article, Dr. John Gattorna, author of
Dynamic Supply Chains: delivering Value Through People, 2nd edn, FT Prentice Hall, Harlow, 2010
, gives an overview of what he calls Dynamic Alignment: the principle of matching changing customer needs and desires with different supply chain strategies.
Opening comments
One thing is for sure. We are going to have to radically change our ideas about the design and operation of enterprise supply chains if we are to break the shackles and get to the next level of operational and financial performance in the immediate year ahead. This is not an option; it is mandatory. In essence, the world has changed so much over the last 15 years that conventional methods are no longer sufficient. The world of markets has become much more volatile, and under such conditions the old assumptions no longer stand up to scrutiny.
The way forward is there for all to see. We must cast off all the denial and come to terms, finally, with the notion that it is people (and their behaviour) that drives supply chains. All others are just enablers. So it is necessary to look at the problem of designing and operating tomorrow’s supply chains by examining three areas of human activity along typical enterprise supply chains, and all enterprises have supply chains.
“We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services.”
1. We must re-interpret the marketplace, and look for ways to understand and codify what customers (and consumers) are telling us when they set out to buy products and services;
2. We must do likewise at the supply end of the channel, and look for new ways to understand the underlying capabilities and expectations of the suppliers we draw on for raw materials, components, sub-assemblies, and packaging;
3. And finally, we must learn much more about the internal cultural capability in our businesses, represented by the employees, management, and leadership.
If we are able to ‘align’ all three of the above described components of the supply chain, we will achieve a quantum improvement in bottom-line results through improved service levels and satisfaction at both ends of the supply chain, and lower cost-to-serve through improved internal configurations.
This article attempts to give you some idea of how all this can be achieved by drawing on various excerpts from the book itself. If you want more detail you will have to read the whole book, from cover to cover.
Customer Conversations
1
The clear message is that customers, and customers alone, are the ultimate frame of reference when you are designing and operating enterprise supply chains. To convert the rhetor.
Accenture research reveals how transforming to a living business enables insurance companies to achieve sustainable growth through hyper-relevance. To learn more visit: https://www.accenture.com/us-en/insights/insurance/living-business
Growing Revenue with Near-Zero Investment - GROWTH INNOVATIONInnomantra
Growing Revenue with Near-Zero Investment - GROWTH INNOVATION
In a tough business environment when demand
in the core market gets challenged, businesses should look at tapping adjacencies that leverage the organizations' foundational assets. Not only are these moves less risky, but they also do not call for many upfront investments.
Unlocking Value - Embrace Governance, Risk, and Compliance PracticesKelly Services
As more and more direct business effort must be expended toward relationships with customers, as companies feel comfortable with the reach of technology and their need to manage more amounts of highly specific data, and as more companies struggle to satisfy the career and lifestyle priorities of workers, they have warmed to the idea of outsourcing mission-critical functions.
For market leaders who are obsessed with building more company value, outsourcing has actually become a key business strategy.
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
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Our operational perspective: Whether kicking the tires in the consideration stage or making the right moves after the deal is done, make sure your mergers and acquisitions create a beautiful, growth-oriented team. Ensure your new firm silences the doubters by minding these 12 operational building blocks of M & A success
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Gov Business Review : An employer regularly has to abide through hundreds of conflicting guidelines at all ranges of authorities and put up reviews to show compliance. A commercial enterprise faces giant expenses. Manufacturers in the US pay a common of USD 19,564 per worker yearly to comply with the law. These guidelines price Americans USD two trillion for 12 months in misplaced income from companies and citizens. The price of compliance will increase to about 17 percent of the US GDP when country and nearby legal guidelines are added.
Productivity has usually been understood in terms of a Supply-side perspective. But the current marketplace imposes a Demand-side perspective reflecting the evaluation that consumers give the experiences of their engagement with companies.
Your partner in conceiving, implementing and evolving by transforming your corporation to an Institution of Excellence- from good to great and great by choice.
Can I get out of the syndrome- I, Me and Mine. Going beyond for others and enjoying their success is an enriching and empowering experience folks. The universe exalts me to give. And yet I am deaf, dumb and blind to it. Amusing isn't it
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Be a professional with a human heart. Get your goals fixed. Resources need to be nurtured to out perform their own yard sticks - no room for laggards by choice.
A Blind Major Transforms his handicap into a meaningful strength and is now at London School Of Economics. Triumph over adversary - for all times to come.
He touches, moves and inspires us to be extraordinary from leading a mundane and transactional existence such that we all can touch, move and inspire others
2. Landscape in 2012
$40 billion in contracts will come up for renewal from 2010-2012
How buyers go about renewals is about to change
.
Buyers are becoming much more aggressive in going out and getting a look at what’s
going on in the landscape
Automatic sole-source renewal without a market check is going the way of the dodo
bird because organizations want more visibility to the bottom line. They want to know
the value of the supplier’s contribution.
Past, renewals were typically sole source. Buyers now are hiring more third-party
advisors to help them out with their renewals. Buyers are no longer willing to assume
their suppliers are providing value.
Buyers want to know if they are getting the right value for their money .
Now the question becomes: ‘Are we with a partner that’s investing and innovative?’
Because today it’s not just about cost effectiveness.”
Buyers want to ensure, will their suppliers, be able to serve them as they move
forward.” 2
3. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
3
Shifting adoption patterns: taking a more focused approach
With buyers more critically evaluating the benefits they stand to achieve from HR
outsourcing, more are considering phased approaches that focus on one defined area
at a time.
These areas may be along individual process areas such as multi-country payroll,
benefits, or recruitment or along categories of HR processes, transactional versus
talent management.
Several factors are driving this tighter focus- the desire to match up-front investment
with pay-back benefits, the need to feel confident in supplier capabilities, and the
realities of a shifting supplier landscape.
In near future, it’s conceivable that some clients will have to balance a mix of suppliers
until more suppliers are able to demonstrate a broader set of compelling capabilities.
4. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
4
The importance of global capabilities
Buyers facing renewal are also now asking whether they want their work split across
multiple outsourcers” or instead “want to consolidate it all together within a
partnership that enables standardization across multiple locations, processes, and
clients — one that has a flexible model that’s global in nature.”
Buyers with operations in 50 countries, for example, will want to select a supplier with
proven capabilities in all those regions. It is extremely important to understand the
local nuances.
Multinational companies are now asking for global benefits administration solutions.
Hence need of developing technology such that these companies can tackle the big
unknown chunk of spending they’re not aware of- hence assist them understand their
overall global spend.”
5. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
5
Process Convergence
Process convergence is another trend. Past, HR organizations viewed employee
retirement and health/welfare selection decisions as separate transactions.
There weren’t a lot of connect points, while presently progressive HR managers are
asking how they can make health and welfare decisions converge.
Both buyers and suppliers are trying to figure out how this will impact HR decisions
going forward.
6. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
6
Changes in benefits administration
Fourth trend is the integration of natural adjacencies of benefits administration.
They are things like wellness, voluntary benefits, absence management, and on- and
off-boarding. All have advantages for HR buyers.
For example, a more efficient off-boarding process can ensure an organization doesn’t
pay people longer than it should. And enterprises can minimize their healthcare costs
with a wellness program to change behavior.
Buyers want to extend the definition of HR outsourcing to include these things. In this
economy, employers will not be able to give employees as many benefits as they
historically have offered.
Finding ways to help employees derive benefits will absolutely be part of the HRO
requirement.
These types of buyer challenges will force providers to focus on innovation and
investment to expand the notion of benefits administration to the natural adjacencies.
7. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
7
The new preference for platforms
Early HRO buyers outsourced bits and pieces of the process, now, buyers are looking
for the complete end-to-end solution where the supplier can provide the process
services as well as the platform.
It’s not going to be good enough just to be an administrator and a manager of
transactions.
Buyers want to outsource the complete HRO services package, which includes talent
management, recruitment, learning, and development as long as the supplier has
developed the core HR services like payroll, time and attendance, and workflow
administration.
In the past, people outsourced the process or the platform. Now they want to
outsource them together and have the supplier charge them on a per-employee per-
year basis.
8. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
8
The new preference for platforms
This convergence will force providers to be clearer and more explicit about their
investment strategies and how they translate innovation into real capabilities that
help buyers solve problems.
One thing is sure: Providers can no longer milk their 15-year-old platforms. Instead,
they will have to constantly reinvent their offer because that’s what buyers will
demand
This is both a dramatic change and challenge; suppliers not willing to invest will lose
market share because there are too many suppliers that will invest.
Economic modeling, corporate governance, strategic marketing — all will become part
of the new HR professionals’ tool kit.
HR will become less about administration and compliance and more about executing
on strategy and capability.
Hopefully these changes will help corporations become more profitable and employees
become healthier, wealthier, and more productive.
9. Excalibre Inc-where you discover your
inherent potential. Cell 98188 12102
9
Lessons from the Outsourcing Journal
Buyers will aggressively research their options when it’s time to renew their
outsourcing agreements to ensure their suppliers are providing the value and services
they need.
Global HR benefits deals will become a reality as suppliers develop the technology to
provide a centralized look
HR processes will converge and no longer be separate events.
The definition of benefits will expand to include adjacencies like wellness and on-
boarding.
HR buyers want both process and technology together in a seamless, end-to-end
platform. This trend will force suppliers to invest in their technology so they can
constantly update their offers
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