This is a case recommendation that my team and I put together for Deloitte’s local case competition in 2009. The case company was involved in telecommunications and had recently acquired a new region, leading to a patchwork of support systems throughout their divisions. We designed a roll-out plan that we believed would meet their financial, organizational and long-term success requirements.
Vanguard's presentation on XXXXXXXXX at the PensionSource Fund Manager Confer...PensionSource
This document discusses indexing and passive investing strategies. It argues that most actively managed funds underperform their benchmarks after fees. Studies show that the majority (70-90%) of funds lag their indexes over long periods of time across different regions and asset classes. The presentation emphasizes that costs are the primary determinant of returns, and low-cost index funds are likely to outperform most active strategies. It promotes Vanguard's index funds as a better option for investors compared to higher-cost actively managed alternatives.
Blue Ocean Compass: A Dashboard for Simply Designing and Monitoring Blue Ocea...Rod King, Ph.D.
This document introduces the Blue Ocean Compass which is a universal dashboard for illustrating and designing the performance of any system including business models. As an example, the Blue Ocean Compass is applied to show how Southwest Airlines radically improved the shape of the business model for Red Ocean Airlines.
Pensioen Forum 2009, Rotterdam, 30 September 2009fvalkenburg
The document discusses pension reforms in the Netherlands and alternatives to traditional defined benefit plans. It makes several provocative statements: 1) Pension experts should look at pensions from a business perspective rather than just a pension one. 2) The Netherlands has not fully utilized the possibilities of the EU Pensions Directive like Belgium has. 3) Dutch innovations have been stalled by prioritizing own interests over customers' needs. It argues there is a business case for new structures like the Premium Pension Institution and that defined contribution plans can be sustainable alternatives if risks are properly managed. It concludes the Netherlands should stop developing its own pension vehicle and instead utilize alternatives like Belgium's model or a global pension captive.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
9736 design sheetmetals template au_webThe RIC Group
This case study describes how Design Sheetmetal implemented customized automated warehouse management solutions from Enprise and MYOB EXO Business to save time and costs. The solutions included barcoding, delivery management, and stock tracking modules. This enabled DSM to save two hours per day locating stock and orders, provide full visibility of order statuses, and enter new orders 30% faster. The automation improved forecasting, reporting, budgeting and on-time deliveries.
Course Hero Powerpoint FinalE 5-8-16.compressedBrandon Yung
EBFC Consulting is an educational consulting firm that provides online study resources and tutoring. It was founded in 2006 and now has over 10 million users and 7 million resources available.
The document discusses two new strategies - a timer-based point system called "Hero Points" for viewing documents online, and a student-to-student tutoring program called "Campus Hero" that connects students at the same university. It outlines how these programs would work, potential marketing approaches, and possible gains like increased user retention and engagement, as well as potential losses like users exploiting loopholes.
Collaborative Architecture is an international design practice based in Mumbai with design centers in Beijing and Calicut. Led by Lalita Tharani and Mujib Ahmed, they are driven to create highly sensitive, poetic, and contemporary projects within budget limits through innovation and pursuit of quality design. They achieve satisfaction through challenging projects and happy clients, rather than through drudgery or incompetence that can be common in the profession. Tharani and Ahmed admire contemporaries who push boundaries, like Zumthor, Scarpa, Siza, Unstudio, Steven Holl, and Jurgen Mayer.
This document proposes a strategy to strengthen the Birks brand by enhancing exposure through multiple channels. It recommends improving the pre-purchase experience to drive brand awareness, such as through a mobile app, birthday program, arts sponsorship, and targeted advertising campaigns. It also suggests enhancing the in-store purchase experience to increase sales, such as reevaluating product mix and store experience. Finally, it discusses developing a long term vision for expanding the Birks brand into foreign markets. The strategy aims to make Birks more relevant to younger generations while maintaining its luxury positioning.
Vanguard's presentation on XXXXXXXXX at the PensionSource Fund Manager Confer...PensionSource
This document discusses indexing and passive investing strategies. It argues that most actively managed funds underperform their benchmarks after fees. Studies show that the majority (70-90%) of funds lag their indexes over long periods of time across different regions and asset classes. The presentation emphasizes that costs are the primary determinant of returns, and low-cost index funds are likely to outperform most active strategies. It promotes Vanguard's index funds as a better option for investors compared to higher-cost actively managed alternatives.
Blue Ocean Compass: A Dashboard for Simply Designing and Monitoring Blue Ocea...Rod King, Ph.D.
This document introduces the Blue Ocean Compass which is a universal dashboard for illustrating and designing the performance of any system including business models. As an example, the Blue Ocean Compass is applied to show how Southwest Airlines radically improved the shape of the business model for Red Ocean Airlines.
Pensioen Forum 2009, Rotterdam, 30 September 2009fvalkenburg
The document discusses pension reforms in the Netherlands and alternatives to traditional defined benefit plans. It makes several provocative statements: 1) Pension experts should look at pensions from a business perspective rather than just a pension one. 2) The Netherlands has not fully utilized the possibilities of the EU Pensions Directive like Belgium has. 3) Dutch innovations have been stalled by prioritizing own interests over customers' needs. It argues there is a business case for new structures like the Premium Pension Institution and that defined contribution plans can be sustainable alternatives if risks are properly managed. It concludes the Netherlands should stop developing its own pension vehicle and instead utilize alternatives like Belgium's model or a global pension captive.
MAD HATS currently faces obstacles to growth including market saturation, lack of marketing strategy, and disconnected IT systems. The document recommends (1) introducing seasonal hats tied to causes, (2) utilizing IT systems like ERP and SOA for operations and analysis, and (3) restructuring leadership and adding positions like CIO. These strategic, technological, and human capital initiatives would work together to help MAD HATS overcome barriers through frequent product releases, expanded demographics, and optimized operations. The recommendations are estimated to cost $750,000 initially but would make the company profitable over $15 million within 5 years according to risk analysis.
9736 design sheetmetals template au_webThe RIC Group
This case study describes how Design Sheetmetal implemented customized automated warehouse management solutions from Enprise and MYOB EXO Business to save time and costs. The solutions included barcoding, delivery management, and stock tracking modules. This enabled DSM to save two hours per day locating stock and orders, provide full visibility of order statuses, and enter new orders 30% faster. The automation improved forecasting, reporting, budgeting and on-time deliveries.
Course Hero Powerpoint FinalE 5-8-16.compressedBrandon Yung
EBFC Consulting is an educational consulting firm that provides online study resources and tutoring. It was founded in 2006 and now has over 10 million users and 7 million resources available.
The document discusses two new strategies - a timer-based point system called "Hero Points" for viewing documents online, and a student-to-student tutoring program called "Campus Hero" that connects students at the same university. It outlines how these programs would work, potential marketing approaches, and possible gains like increased user retention and engagement, as well as potential losses like users exploiting loopholes.
Collaborative Architecture is an international design practice based in Mumbai with design centers in Beijing and Calicut. Led by Lalita Tharani and Mujib Ahmed, they are driven to create highly sensitive, poetic, and contemporary projects within budget limits through innovation and pursuit of quality design. They achieve satisfaction through challenging projects and happy clients, rather than through drudgery or incompetence that can be common in the profession. Tharani and Ahmed admire contemporaries who push boundaries, like Zumthor, Scarpa, Siza, Unstudio, Steven Holl, and Jurgen Mayer.
This document proposes a strategy to strengthen the Birks brand by enhancing exposure through multiple channels. It recommends improving the pre-purchase experience to drive brand awareness, such as through a mobile app, birthday program, arts sponsorship, and targeted advertising campaigns. It also suggests enhancing the in-store purchase experience to increase sales, such as reevaluating product mix and store experience. Finally, it discusses developing a long term vision for expanding the Birks brand into foreign markets. The strategy aims to make Birks more relevant to younger generations while maintaining its luxury positioning.
This document announces a case competition hosted by Parrish Library at Purdue University. Teams are tasked with analyzing the cold cereal market and recommending strategies for Post Holdings to defend its market position against smaller brands. The timeline provides key dates for the competition: teams must submit a 10-20 slide PowerPoint presentation and 1-page executive summary by October 5th. The top three teams will present their solutions on October 9th, with the winning team announced at the end. Teams are instructed to research Post Holdings brands and the adult cereal market, and define a target segment along with an implementation plan for Post.
Slide deck for NBA Case Competition 2011 held by the Rotman Commerce Marketing Association.
By: Jung Lee, Alice Li, Rebecca Zhao, Maokai Shen, Jessie Zhou
This document proposes using cloud computing and mobile applications to improve communication and customer satisfaction at InterStar hotels. It recommends implementing Huddle for collaboration, developing a customer-facing mobile app, and using Rackspace to consolidate customer data. This would allow InterStar to better understand customer preferences and engage them across multiple channels, increasing loyalty and revenue while reducing costs through improved efficiency. Initial costs can be justified by these anticipated benefits.
For the Summer Institute for Emerging Managers and Leaders (SIEML) program with University of California's Rady Business School of Management, our leading corporate sponsor Deloitte challenged us to to develop strategy, technology, and human capital recommendations for Shared, a ride-sharing car service company.
The document discusses data migration strategies and methodologies for migrating data from one ERP system to another. It outlines four basic rules for data migration: 1) data migration is a business issue, 2) the business knows best, 3) if you can't count it, it doesn't count, and 4) no one needs perfect data. It also describes the ETLV (extract, transform, load, validate) strategy and methodology for planning, migrating, and validating the data between systems.
The group proposes developing an app using Amazon cloud services to improve infectious disease diagnosis and prediction in Africa. The app would allow intuitive data collection at patient bedsides and utilize machine learning algorithms to diagnose diseases and predict outbreak spread. Tablets would be provided to medical staff for inputting patient information into a secure global network. This would enable real-time analysis, alerts, and faster treatment responses across locations.
2016 Deloitte Case Competition Presentation by The D.R.E.A.M. TeamJoshua Williams IV
At the University of California A. Gary Anderson Graduate School of Management, students of The Summer Institute for Emerging Managers and Leaders (SIEML) were challenged to create a business strategy for AtoZ.com, an online retail company. Representatives from our leading corporate sponsor, Deloitte, were presented this presentation during the 2016 case competition.
Metal fabrication shops involve processes like welding, brazing, and soldering that expose workers to hazardous substances. Workers at risk include those doing specialty jobs like welding different metals. Assessing historical exposures involves determining what jobs workers held and what hazards they encountered, such as toxins from brazing or welding fumes. Occupational diseases can then be linked to specific job tasks and exposures.
Mabe is a global appliance manufacturer that has historically relied on revenues from Latin America and Mexico. It is looking to expand into new markets to drive further growth. The document discusses Mabe's strengths such as an educated workforce and global manufacturing assets. It also analyzes Mabe's past operations including joint ventures and acquisitions. The document provides recommendations on how Mabe can improve its strategy, including increasing its focus on local talent and markets outside of major cities to capture more market share.
New York Gas Group 2002 - Gas Infrastructure for Power Marketscneill6
This document summarizes a study analyzing the interaction between New York's gas and electric systems. Key questions examined include whether gas demand will exceed supply and the systems' ability to respond to losses of gas facilities or changes in electric generation. The study models various gas pipeline expansion scenarios and levels of gas-fired power plant additions. Results show gas supplies are generally adequate but some short-term shortages could occur during electric peaks, which oil backup generation can address. Expanded gas pipelines further improve the gas supply/demand balance, especially in the downstate area.
The document discusses the Cloud Adoption Framework (CAF) which provides guidance for companies adopting AWS. It describes the common stages of a cloud adoption journey including planning, building, operating, and continuously improving cloud environments. The CAF also includes perspectives on people, processes, security, maturity levels, platforms, and operations to help customers develop cloud strategies and roadmaps.
This document discusses data migration in Oracle E-Business Suite. It covers migrating data to Oracle using open interfaces/APIs, Oracle utilities like FNDLOAD and iSetup, and third party tools like DataLoad and Mercury Object Migrator. It also discusses migrating data from Oracle by creating materialized views or using the Business Event System to define custom events. The document provides an overview of different data migration scenarios and options for loading both setup, master, and transactional data in Oracle E-Business Suite.
JJ is a 76-year-old female with depression, anxiety, bipolar disorder and chronic sciatica pain who owns a gun shop, lives independently with her husband and attends support groups daily. She has motor, emotional regulation, cognitive, and social dysfunction impacting her activities of daily living. The occupational therapy treatment plan focuses on relaxation techniques, thought journaling, visual imagery, task analysis and strengthening activities to help JJ better manage her depression and chronic pain.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
Preparing a data migration plan: A practical guideETLSolutions
The document provides guidance on preparing a data migration plan. It discusses the importance of project scoping, methodology, data preparation, and data security when planning a data migration. Specifically, it recommends thoroughly reviewing all aspects of the project and data in the planning stages to identify risks and issues early. This helps reduce risks and ensures the migration is completed according to best practices.
Bear, Stearns Global Transportation Conference Presentationfinance13
- United Airlines presented at the Bear Stearns Global Transportation Conference on May 9, 2007.
- United discussed its performance agenda to drive margin leadership through a customer-focused strategy, optimizing revenue and controlling costs, revitalizing its workforce, and continuous improvement.
- Metrics showed United had competitive unit revenue and costs compared to peers when adjusting for United-specific accounting items, and its strategy positioned United to continue improving performance and benefiting customers, employees, and investors.
This document discusses customer value studies and their benefits. It explains that customer value studies measure the perceived value that companies provide customers compared to competitors. This helps identify attributes to improve or leverage for communication to increase market share, loyalty, and profitability. Customer value is determined by evaluating the costs and benefits of a product or service from the customer's perspective.
Service Contract Analytics - Leverage analytics to improve revenue and profit...Genpact Ltd
The document discusses Genpact's service contract analytics solution which helps optimize the entire lifecycle of after market service contracts. It analyzes challenges throughout the contract lifecycle from identifying new opportunities and pricing contracts to managing existing contracts and ensuring compliance. Genpact's solution uses analytics across various stages including cost forecasting, risk modeling, profitability analysis and portfolio management to improve revenue, reduce costs and optimize contract profitability.
1) Many suppliers restructured operations and adjusted working capital levels in response to reduced demand during the recession.
2) As demand starts to improve, suppliers may have challenges increasing production due to capacity constraints and liquidity pressures from needing to finance purchases in advance.
3) Benchmarking working capital requirements across industry segments can help suppliers, automakers, and investors understand liquidity trends and risks to supply chains or potential investments. Those suppliers that maintain solid liquidity may gain competitive advantages as markets recover.
This document discusses how the economic crisis negatively impacted automotive suppliers' working capital levels. Many suppliers had to restructure operations and reduce trade working capital to match lower demand. Now as demand improves, suppliers may face capacity constraints and liquidity pressures as they need more working capital to ramp up production. Benchmarking suppliers' working capital requirements can help assess risks. Suppliers that maintained strong liquidity during the recovery may gain a competitive advantage. Small and mid-sized suppliers in particular may be higher risk due to more limited financing.
1) Underperformance of wind farms has been a major issue, with typical underperformance around 10-11% below the P50 estimates from wind resource assessments. This underperformance can significantly impact project finances.
2) In response to underperformance issues and other market changes from 2006-2007, lenders increased credit requirements like minimum debt service coverage ratios and interest rates, while equity investors increased expected returns.
3) Overcompensating for underperformance risk by excessive increases to credit terms or equity returns could harm projects. The P50 estimates need to be addressed directly through improved engineering practices, not through financial terms.
This document announces a case competition hosted by Parrish Library at Purdue University. Teams are tasked with analyzing the cold cereal market and recommending strategies for Post Holdings to defend its market position against smaller brands. The timeline provides key dates for the competition: teams must submit a 10-20 slide PowerPoint presentation and 1-page executive summary by October 5th. The top three teams will present their solutions on October 9th, with the winning team announced at the end. Teams are instructed to research Post Holdings brands and the adult cereal market, and define a target segment along with an implementation plan for Post.
Slide deck for NBA Case Competition 2011 held by the Rotman Commerce Marketing Association.
By: Jung Lee, Alice Li, Rebecca Zhao, Maokai Shen, Jessie Zhou
This document proposes using cloud computing and mobile applications to improve communication and customer satisfaction at InterStar hotels. It recommends implementing Huddle for collaboration, developing a customer-facing mobile app, and using Rackspace to consolidate customer data. This would allow InterStar to better understand customer preferences and engage them across multiple channels, increasing loyalty and revenue while reducing costs through improved efficiency. Initial costs can be justified by these anticipated benefits.
For the Summer Institute for Emerging Managers and Leaders (SIEML) program with University of California's Rady Business School of Management, our leading corporate sponsor Deloitte challenged us to to develop strategy, technology, and human capital recommendations for Shared, a ride-sharing car service company.
The document discusses data migration strategies and methodologies for migrating data from one ERP system to another. It outlines four basic rules for data migration: 1) data migration is a business issue, 2) the business knows best, 3) if you can't count it, it doesn't count, and 4) no one needs perfect data. It also describes the ETLV (extract, transform, load, validate) strategy and methodology for planning, migrating, and validating the data between systems.
The group proposes developing an app using Amazon cloud services to improve infectious disease diagnosis and prediction in Africa. The app would allow intuitive data collection at patient bedsides and utilize machine learning algorithms to diagnose diseases and predict outbreak spread. Tablets would be provided to medical staff for inputting patient information into a secure global network. This would enable real-time analysis, alerts, and faster treatment responses across locations.
2016 Deloitte Case Competition Presentation by The D.R.E.A.M. TeamJoshua Williams IV
At the University of California A. Gary Anderson Graduate School of Management, students of The Summer Institute for Emerging Managers and Leaders (SIEML) were challenged to create a business strategy for AtoZ.com, an online retail company. Representatives from our leading corporate sponsor, Deloitte, were presented this presentation during the 2016 case competition.
Metal fabrication shops involve processes like welding, brazing, and soldering that expose workers to hazardous substances. Workers at risk include those doing specialty jobs like welding different metals. Assessing historical exposures involves determining what jobs workers held and what hazards they encountered, such as toxins from brazing or welding fumes. Occupational diseases can then be linked to specific job tasks and exposures.
Mabe is a global appliance manufacturer that has historically relied on revenues from Latin America and Mexico. It is looking to expand into new markets to drive further growth. The document discusses Mabe's strengths such as an educated workforce and global manufacturing assets. It also analyzes Mabe's past operations including joint ventures and acquisitions. The document provides recommendations on how Mabe can improve its strategy, including increasing its focus on local talent and markets outside of major cities to capture more market share.
New York Gas Group 2002 - Gas Infrastructure for Power Marketscneill6
This document summarizes a study analyzing the interaction between New York's gas and electric systems. Key questions examined include whether gas demand will exceed supply and the systems' ability to respond to losses of gas facilities or changes in electric generation. The study models various gas pipeline expansion scenarios and levels of gas-fired power plant additions. Results show gas supplies are generally adequate but some short-term shortages could occur during electric peaks, which oil backup generation can address. Expanded gas pipelines further improve the gas supply/demand balance, especially in the downstate area.
The document discusses the Cloud Adoption Framework (CAF) which provides guidance for companies adopting AWS. It describes the common stages of a cloud adoption journey including planning, building, operating, and continuously improving cloud environments. The CAF also includes perspectives on people, processes, security, maturity levels, platforms, and operations to help customers develop cloud strategies and roadmaps.
This document discusses data migration in Oracle E-Business Suite. It covers migrating data to Oracle using open interfaces/APIs, Oracle utilities like FNDLOAD and iSetup, and third party tools like DataLoad and Mercury Object Migrator. It also discusses migrating data from Oracle by creating materialized views or using the Business Event System to define custom events. The document provides an overview of different data migration scenarios and options for loading both setup, master, and transactional data in Oracle E-Business Suite.
JJ is a 76-year-old female with depression, anxiety, bipolar disorder and chronic sciatica pain who owns a gun shop, lives independently with her husband and attends support groups daily. She has motor, emotional regulation, cognitive, and social dysfunction impacting her activities of daily living. The occupational therapy treatment plan focuses on relaxation techniques, thought journaling, visual imagery, task analysis and strengthening activities to help JJ better manage her depression and chronic pain.
Presentation by National University of Singapore - Winners of CBS Case Compet...CBS Case Competition
Presentation by National University of Singapore - Winners of CBS Case Competition 2011. Congratulations to Caroline Ng, Candice Lim, Peh Che Min, and Tobias Chen. Presented at the Finals March 4, 2011.
This presentation form part of CBS Case Competition. Views, opinions and suggestions expressed in these presentations are the sole work of the case study writers, and are not neccessarily shared by H&M
Visit www.casecompetition.com to see more.
Preparing a data migration plan: A practical guideETLSolutions
The document provides guidance on preparing a data migration plan. It discusses the importance of project scoping, methodology, data preparation, and data security when planning a data migration. Specifically, it recommends thoroughly reviewing all aspects of the project and data in the planning stages to identify risks and issues early. This helps reduce risks and ensures the migration is completed according to best practices.
Bear, Stearns Global Transportation Conference Presentationfinance13
- United Airlines presented at the Bear Stearns Global Transportation Conference on May 9, 2007.
- United discussed its performance agenda to drive margin leadership through a customer-focused strategy, optimizing revenue and controlling costs, revitalizing its workforce, and continuous improvement.
- Metrics showed United had competitive unit revenue and costs compared to peers when adjusting for United-specific accounting items, and its strategy positioned United to continue improving performance and benefiting customers, employees, and investors.
This document discusses customer value studies and their benefits. It explains that customer value studies measure the perceived value that companies provide customers compared to competitors. This helps identify attributes to improve or leverage for communication to increase market share, loyalty, and profitability. Customer value is determined by evaluating the costs and benefits of a product or service from the customer's perspective.
Service Contract Analytics - Leverage analytics to improve revenue and profit...Genpact Ltd
The document discusses Genpact's service contract analytics solution which helps optimize the entire lifecycle of after market service contracts. It analyzes challenges throughout the contract lifecycle from identifying new opportunities and pricing contracts to managing existing contracts and ensuring compliance. Genpact's solution uses analytics across various stages including cost forecasting, risk modeling, profitability analysis and portfolio management to improve revenue, reduce costs and optimize contract profitability.
1) Many suppliers restructured operations and adjusted working capital levels in response to reduced demand during the recession.
2) As demand starts to improve, suppliers may have challenges increasing production due to capacity constraints and liquidity pressures from needing to finance purchases in advance.
3) Benchmarking working capital requirements across industry segments can help suppliers, automakers, and investors understand liquidity trends and risks to supply chains or potential investments. Those suppliers that maintain solid liquidity may gain competitive advantages as markets recover.
This document discusses how the economic crisis negatively impacted automotive suppliers' working capital levels. Many suppliers had to restructure operations and reduce trade working capital to match lower demand. Now as demand improves, suppliers may face capacity constraints and liquidity pressures as they need more working capital to ramp up production. Benchmarking suppliers' working capital requirements can help assess risks. Suppliers that maintained strong liquidity during the recovery may gain a competitive advantage. Small and mid-sized suppliers in particular may be higher risk due to more limited financing.
1) Underperformance of wind farms has been a major issue, with typical underperformance around 10-11% below the P50 estimates from wind resource assessments. This underperformance can significantly impact project finances.
2) In response to underperformance issues and other market changes from 2006-2007, lenders increased credit requirements like minimum debt service coverage ratios and interest rates, while equity investors increased expected returns.
3) Overcompensating for underperformance risk by excessive increases to credit terms or equity returns could harm projects. The P50 estimates need to be addressed directly through improved engineering practices, not through financial terms.
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
Merrill Lynch Global Transportation Conference Presentationfinance13
United Airlines' CFO presented at a transportation conference in June 2007. He discussed United's performance agenda to drive margin leadership through optimizing revenue and controlling costs while improving the customer experience. United has realized $135 million in cost savings in 2006 and aims to achieve $400 million total by 2007 through various initiatives. The CFO argued United's unit earnings and cash flow metrics compare favorably to competitors when adjusting for United's fresh start accounting and regional aircraft expenses. United can afford to wait for next-generation narrowbody aircraft while focusing on improving operations and financial performance.
This presentation provides an overview of Fidelity National Information Services:
- It is a leading global provider of payment processing and core banking services, with $3.47 billion in annual revenue.
- Its services include payment processing, which accounts for 56% of revenue, as well as core banking and risk management services.
- It expects full year 2008 adjusted earnings per share to be between $1.51-$1.57, an increase over 2007, demonstrating strong execution and earnings growth.
1) The document discusses Fidelity National Information Services, a leading global payment and core processing services provider. It presents information on FIS's business segments, revenue breakdown, competitive positioning, and technology platform.
2) Key metrics highlighted include $3.47 billion in total revenue, $839 million in adjusted EBITDA, serving over 13,000 financial institutions clients in more than 80 countries.
3) The presentation also reviews FIS's diverse and recurring revenue streams, strong operating leverage and customer service, and execution through organic revenue growth and improving EBITDA margins.
This document provides an overview of using predictive analytics to reduce voluntary churn for telecom operators. It discusses segmenting customers, predicting churn through statistical modeling of demographic and usage data, making the business case for retention campaigns through metrics like COCA, ARPU and CLV. Key steps include having sufficient customer and call data, defining segments, measuring monthly churn, targeting voluntary churn reduction through tailored retention offers for high-risk customers identified by predictive models. Critical success factors include executive support and cross-functional collaboration.
Financial analysis - MBIA Inc. provides financial guarantee insurance and …BCV
MBIA Inc. provides financial guarantee insurance and investment management services. In 2013, the company reported $2.4 billion in revenue from its insurance, advisory services, and investment management business segments. However, it also reported losses from winding down legacy operations. Analyst ratings on the company are mixed, with some recommending a buy and others neutral or negative outlooks due to its debt levels and legacy risks.
CPower provides demand response programs to over 1,600 customers across North America. It takes a highly customer-centric approach by customizing energy goals and assessments for each customer to maximize their available demand response capacity. CPower also conducts seasonal training programs to improve customer knowledge and engagement. This high level of customer service has resulted in significant returns on investment for customers and strong customer acquisition rates for CPower.
Time-of-Use rates to incentivize flexible demand: Insights from the USLeonardo ENERGY
With the rise of DERs – distributed energy resources – and new loads like electric vehicles and heat pumps, electricity systems are required to become more flexible. One way to achieve this goal is to incentivize flexible demand through time-variable tariffs. Experience from residential time-of-use pilots in US states such as California and Colorado provides valuable insights for Europe as regulators and utilities in the EU are looking for ways to incentivize efficiency and flexibility. This webinar introduces the rationale, design and real-world effects of time-of-use tariffs drawing from Navigant’s decades of combined experience working with regulators and utilities.
Presentation at European Summit by SCIP (The Strategic and Competitive Intelligence Professionals), Dublin, November 2012.
RIF2LE - Integral Approach to Strategic Intelligence
The framework, developed in highly diverse and fast-changing environment, that sets the SI function as:
R - Relevant to internal/external context & timing (based on pyramid of intelligence needs);
I - Interconnected for key dimensions (4C market model with mosaic fill method);
F - having Fundamental academic background (using generalized market formula)..
L - ..yet Leveraged for application of outcomes in consequent managerial decisions and existing SI tools (examples of market/company gravity centers in adapted BCG matrix, quantified Blue Ocean concept, etc.), - and with decent share of Fun, so that to deliver outputs in easy-to-grasp visual way using technique of mental shortcuts,
E - ..as well as hEuristic, allowing to turn growing overload of qualitative information into set of leading quantitative indicators of early-warning system.
Intensity of challenges generally consistent across geographiesGenpact Ltd
Intensity of business challenges is generally consistent across geographies say finance executives: http://go.genpact.com/CFO-research-Advanced-Operating-Models.html
Erci mar2015 webinar fair value measurementjohnrosengard
This document provides an outline and slides for a webinar on fair value measurement of environmental liabilities. It discusses the transition to fair value measurement under GAAP, observations on legacy behaviors that do not reflect fair value, and examples of how to document a fair value calculation and efficiently transition an organization to the fair value approach. The speaker recommends building consensus for a pilot project to gain experience applying fair value concepts to environmental obligations.
Telecom due diligence & benchmark in developing countriesSokrates advisors
A discussion on how benchmarks are different in the context of a due diligence. Regional benchmarks in developing countries. Meaningful Telecom benchmark Key Performance Indicators (KPI).
Similar to Indiana University - Deloitte Case Competition 2009 (20)
Telecom due diligence & benchmark in developing countries
Indiana University - Deloitte Case Competition 2009
1. OCTOBER 15, 2009 – CG 1026 – 9:45AM
5
TEAM
[AM] BOB CLARK | MATT BLAIR | SUNNY BHALEKAR
2. Agenda
Our approach to the problem.
1
Current Scenario
Selection Methodology
Deployment Strategy Overview
Recommendation
Costs and Benefits
Risks and Mitigations
Implementation Timeline
Conclusion
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
3. Current Situation
ATTAP faces many strategic challenges with their current approach.
2
Haphazard customer service applications
Resulting in many different individual “styles” of
resolving support calls.
Support systems nearing capacity
Growth over the next few years will overload servers.
Customers are being inappropriately billed
Dissatisfactionresulting from overcharging and lengthy
calls to customer service.
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
4. Demographics
Challenges that may arise during implementation.
3
High growth markets
Midwest, Central, Gulf
Coast, Kansas
Business users
With Power-users, our
service is at high risk
Acquisition of Kansas
Estimateduserbase of
70,000 customers
Overview Approaches Recommendation Costs/Benefits/Risks
5. Engagement Goals
Deloitte’s metrics for a successful implementation outcome.
4
ENGAGEMENT GOALS
Adhere to ATTAP Ensure operational
Timely Completion
PROJECT
Policies readiness of
of All Regions
(Zero Negative corporate and field
(24-30 months)
Customer Impact) employee
STRATEGIC
Ensure Scalability Improve Single-Call Enhance customer
to Future Regions Resolution experience
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
6. Multidimensional risk analysis
All risks must be quantified and considered
5
ARPU Risk can be though of
as a function of many
variables:
ARPU
Ratio of business users
Ratio of young users
Number of customers
Number of
Central Coast
workstations
Central
Gulf Coast
Overview Approaches Recommendation Costs/Benefits/Risks [Insert source here (if applicable)
7. Regional Risk Factors
Quantifying different risks assists in choosing the pilot region.
6
Customers vs. Business Users
21%
Market Market Risk Level
GROWTH of CUSTOMERS
18% MW
GC Gulf Coast Medium
15% C Central Coast Low
12% Central Medium
9% NE Florida Low
6% CC Midwest Med/High
F
3% Northeast Med
6 135 270 400 544
# of BUSINESS USERS (000’s)
Overview Approaches Recommendation Costs/Benefits/Risks [Insert source here (if applicable)
8. Regional Risk Factors
Quantifying different risks assists in choosing the pilot region.
7
Market Market Risk Level
Customers vs. ARPU Gulf Coast Low
Central Coast Low
1.5M
Central Low
NE
Florida Medium
CUSTOMERS
1M MW Midwest Medium/High
F Northeast High
500K GC
CC
C
0
0 50 100
ARPU ($)
Overview Approaches Recommendation Costs/Benefits/Risks [Insert source here (if applicable)
9. Regional Risk Factors
Quantifying different risks assists in choosing the pilot region.
8
Business vs. Young Users
GROWTH of BUSINESS USERS
20% GC CC Market Market Risk Level
Gulf Coast Med/High
15% MW
Central Coast High
Central Low
10% F
NE
Florida Medium/High
5% Midwest Medium
C
Northeast Medium/Low
5% 10% 15% 20%
GROWTH of YOUNG USERS
Overview Approaches Recommendation Costs/Benefits/Risks [Insert source here (if applicable)
10. Types of Implementation
As technologies progress, certain approaches are infeasible.
9
Big Bang Phased Parallel
Implementation Implementation Implementation
High Risk Med Risk Low Risk
Quick Paced Slow
Implementation Implementation Implementation
Low Cost Med Cost High Cost
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
11. Types of Implementation
As technology progresses, certain styles are infeasible.
10
2.0M
1.5M
1.0M
0.5M
0 1 2
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
12. Deployment Approaches
Depending on overall strategy, many approaches must be considered.
11
Double Pilot and Phased National
Pilot at 2 low risk regions simultaneously.
Phase nationally with a gap of 2 months
Tandem Pilot and Deferred Big Bang
Pilot at 2 low risk regions simultaneously
Next pilot at 1 high gain region
Big bang nationally for remaining location
Triple Mini-bang
3 mini-bangs each consisting of 2 regions
First mini-bang at 2 low risk regions
Next 2 mini-bangs will have distributed workload
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
13. Double-Pilot / Phased Nat’l
Explanation of the approach to implementation.
12
Details
Implement in low risk regions of Central and central coast
simultaneously
Phased approach for remaining regions with a gap of two months
Alternate low risk and high gain regions in the phased approach
Benefits
Implementing in low risk regions will help mitigate risk of impacting
business customers
Both locations together will equip the team to better implement solution
at bigger regions
Phased approach will help the team get better with each phase and
lower thr risk of implementation failure
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
14. Tandem Pilot / Def. Bang
Explanation of the approach to implementation.
13
Details
Implement first pilot in low risk regions of Central and central coast
simultaneously
Implement next pilot in high gain region of North east
Implement using a big bang approach for the remaining regions
Benefits
Implementing in low risk regions will help mitigate risk of impacting
business customers
Second pilot in high gain region will help roll out services to business
customers early
Two pilots will equip the team to better implement using big bang
approach
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
15. Triple Mini Bang
Explanation of the approach to implementation.
14
Details
Implement solution as 3 mini-bangs each having two regions.
Implement in low risk regions of Central and central coast
simultaneously
Phased approach for remaining regions with a gap of two months
Alternate low risk and high gain regions in the phased approach
Benefits
Implementing in low risk regions will help mitigate risk of impacting
business customers.
Both locations together will equip the team to better implement solution
at bigger regions
Phased approach will help the team get better with each phase and
lower thr risk of implementation failure
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
16. The Triple Mini Bang
A complex scenario requires a situation specific strategy.
15
Employee
ease of use
Quickly reaches
high gain users
Minimizes customer risk
Overview Recommendation CostsBenefitsRisks Implementation [Source. . .if applicable]
17. Choice of Approach
Total number of workstations updated over time.
16
1200
Double Pilot and Phased
Number of Wrokstations in Training
National
1000 Tandom Pilots and Deferred Big
Bang
Triple Mini Bang
800
600
400
200
0
0 5 10 15 20 25 30 35
Month
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
18. Expenditure Summary
Different expenses need to be taken into consideration.
17
Var Software Engineers Fixed Software Engineers Employee Training
1 Engineers / 20 Workstations 4 Engineers / 1 Region 20 hours / Employee
Consultants Fixed Implementation
3 Consultants – Full-time Fixed overhead costs
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
19. Financial Outlook
As the project progresses, gains are realized.
18
Outlays for the CSR
$20M implementation are offset
as savings are realized
from increased customer
$15M service efficiency.
$10M
$5M
0 YEARS
1 2 3
$ -5M
1st Phase
2nd Phase
3rd Phase
Overview Approaches Recommendation Costs/Benefits/Risks
20. Risks & Mitigation
Risks can potentially delay projects, causing financial loss.
19
Risks Mitigation plan
Deploying at two regions together in Regions selected in first mini bang are
first mini bang increases risk of failure low risk and a failure would have less
impact on business users
High gains regions not reached out Deployed at one high gain region with
immediately low risk region to reach business
customers early and at the same time
mitigating the risk of scaled efforts
Number of users to be trained in the 2 months break between first and
second mini-bang almost triples second mini bang gives the team time to
recuperate and reorganize
Overview Approaches Recommendation Costs/Benefits/Risks [Source. . .if applicable]
22. Conclusions
A review of the future.
21
The triple mini bang custom deployment approach
aligns best with ATTAP’s strategic goals through:
Minimal customer impact
Quick deployment to business dense markets
Under time deployment
Appropriate change management
An application that employees will enjoy
23. ATTAP
MANAGING AUTOMATED CSR
IMPLEMENTATION ACROSS
MULTIPLE REGIONS
OCTOBER 15, 2009 – CG 1026 – 9:45AM
5
TEAM
[AM] BOB CLARK | MATT BLAIR | SUNNY BHALEKAR
24. T E A M 5 - AM October 16, 2009
Bob Clark | Matt Blair | Sunny Bhalekar
ATTAP: MANAGING AUTOMATED CSR
IMPLEMENTATION ACROSS MULTIPLE REGIONS
ATTAP MUST OVERCOME MANY OBSTACLES IN CSR IMPLEMENTATION
Upon evaluating the current scenario facing the implementation of the new system at ATTAP,
the Deloitte team found a great opportunity for designing a customized approach to ensure the
enhancement of customer experience as well as a smooth integration with current systems. Although a
similar streamlining process had been explored in the past, we feel that experienced, ongoing support is
paramount in a successful application and we will be beside you every step of the way.
Deloitte understands you face a difficult decision surrounding the various styles of integrating
web-based software into your current systems. We believe we can not only add value to current
situation, but also to your future state. Today, our team aspires to assist you in arriving at an educated
decision concerning your approach to this automated CSR implementation.
IMPROVING CUSTOMER SUPPORT
Customers will experience more timely,
Support Staff
satisfactory support after implementation of the new
system. By increasing the efficiency of issue Customers Management
resolution, ATTAP is able to solidify brand reputation
through its public image. Upon modifying your online
presence to incorporate an online issue resolution
portal, you will be mitigating potential customer churn
CSR
with quick, simple service.
By standardizing billing procedures, you are also mitigating potential risks for inappropriate
billing schemes. These subscriptions not only result in an extra call to customer support, but also in
extreme amounts of revenue loss by mistakenly providing the wrong services.
DECREASING RELIANCE ON SUPPORT STAFF
As the efficiencies of the new CSR system are realized through a reduction in calls to the service
center – ATTAP will see decreases in payroll. An automated interface for standardizing service calls and
ensuring the proper application of different protocols, ATTAP can make more effective use of
potentially reduced support staff. Through scalable expansion procedures, you will see significant
simplification of implementation to newly acquired service areas (e.g. Kansas).
PROGRESS REPORTING TO ENHANCE MANAGERIAL ABILITIES
While the Deloitte implementation team works on this project, you will receive reports
documenting the timely achievement of checkpoints. A primary goal of this engagement is to ensure
quality support throughout each step of this process. We believe project management is of utmost
importance throughout our engagement with your organization.