White Paper Introduction (Excerpt):
Much has been written about customer satisfaction, account management practices, and measurement systems
for services businesses. Some of the approaches take a simple, monolithic approach and propose a standard
model for management of all service businesses. We suggest a different approach and recommend that a service
business should be managed and measured based on the maturity of the service business and the specific requirements of its’ customers.
To help operationalize this approach, we provide a framework for understanding how a services organization and its’ customer engagement should be measured. This framework is based on the premise that these organizations often progress through three distinct stages – Customer Centric, Profit Centric and Growth Centric – as they
evolve. We specifically outline various information and reporting approaches to support strategic account management of services businesses at each stage of their evolution, we provide examples of what service metrics are most relevant, and then discuss the effective intersection of account practices and metrics by means of a customer dashboard tool used by many leading firms.
Oco Web Site: http://www.oco-inc.com/
Learn about Modernizing banking with business analytics.Harnessing information to deliver the insights that build profitability.With its proven technology and hallmarks of scalability, security and availability, System z offers a robust, cost-effective and secure solution for delivering the next generation of banking solutions.To know more about System z, visit http://ibm.co/PNo9Cb.
Learn more about the technological advancements in CRM and how it will help you deliver experiences and give your business an edge over competitors.
Stay updated with the Emerging CRM Trends:
https://www.officeclip.com/blog/post/2020/10/06/emerging-crm-trends
Critical thinking is the game that ensures your data science project will meet the requirements of Strategic Analytics Management. It coalesces various thoughts into a core need and then uses the power of predictive & prescriptive analytics to build the foresight and further optimize it.
Modeling Techniques help to bring out the correlations that are predictive in nature. Here I talk about details of modeling statements that has been used to build life cycle management strategies
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
Customer Relationship Management by Ravi KumudeshRavi Kumudesh
CRM “is a business strategy that aims to understand, anticipate and manage the needs of an organisation’s current and potential customers”
It is a “comprehensive approach which provides seamless integration of every area of business that touches the customer- namely marketing, sales, customer services and field support through the integration of people, process and technology”
CRM is a shift from traditional marketing as it focuses on the retention of customers in addition to the acquisition of new customers
“The expression Customer Relationship Management (CRM) is becoming standard terminology, replacing what is widely perceived to be a misleadingly narrow term, relationship marketing (RM)”
Insight into IRM with metrics, data, and visualization at a $10 billion non-profit organization specializing in commercial real estate, agriculture, land conversation, community outreach and education.
Learn about Modernizing banking with business analytics.Harnessing information to deliver the insights that build profitability.With its proven technology and hallmarks of scalability, security and availability, System z offers a robust, cost-effective and secure solution for delivering the next generation of banking solutions.To know more about System z, visit http://ibm.co/PNo9Cb.
Learn more about the technological advancements in CRM and how it will help you deliver experiences and give your business an edge over competitors.
Stay updated with the Emerging CRM Trends:
https://www.officeclip.com/blog/post/2020/10/06/emerging-crm-trends
Critical thinking is the game that ensures your data science project will meet the requirements of Strategic Analytics Management. It coalesces various thoughts into a core need and then uses the power of predictive & prescriptive analytics to build the foresight and further optimize it.
Modeling Techniques help to bring out the correlations that are predictive in nature. Here I talk about details of modeling statements that has been used to build life cycle management strategies
Customer value analysis of big data productsVikas Sardana
Business value analysis through Customer Value Model for software technology choices with a case study from Mobile Advertising industry for Big Data use case.
Customer Relationship Management by Ravi KumudeshRavi Kumudesh
CRM “is a business strategy that aims to understand, anticipate and manage the needs of an organisation’s current and potential customers”
It is a “comprehensive approach which provides seamless integration of every area of business that touches the customer- namely marketing, sales, customer services and field support through the integration of people, process and technology”
CRM is a shift from traditional marketing as it focuses on the retention of customers in addition to the acquisition of new customers
“The expression Customer Relationship Management (CRM) is becoming standard terminology, replacing what is widely perceived to be a misleadingly narrow term, relationship marketing (RM)”
Insight into IRM with metrics, data, and visualization at a $10 billion non-profit organization specializing in commercial real estate, agriculture, land conversation, community outreach and education.
Smart Sales Intelligence: Turning Insights into ActionInsideView
With all the data out there, a big challenge for today's sales and marketing teams is knowing what to pay attention to. Our customers and prospects are overwhelmed as well. Yet to be effective, we need to cut through all this “noise” to connect with them.
The Dashboard Experience - Getting the Customer into a Relationship with Them...James Root
E-commerce customers will begin to see a new user interface for the shopping experience. The UX and UI will be designed to make the customer the center of gravity. The storefront design and content will be determined by the patterns and preferences of the customer rather than the merchandising agenda of the store. The primary benefit to the new user interface aka "dashboard" will be that profound insights about the customer are surfaced and then presented back to the customer themselves. Done correctly, a positive reinforcing feedback loop will be established.
This slideshare deck describes the way that customer behavior shapes the new dashboard experience and how e-commerce stores must present themselves in order to bring in the customer.
This presentation was originally created to help sell Oracle Commerce (Endeca and ATG) but in principle it will work with most major e-commerce software and experience management platforms.
An introduction to customer service metrics. The presentation covers what to track and why, what customer service metrics are relevant to the bottom line and other groups in various organizations, benchmark information, statistical best practices, as well as examples from Zappos, Bonobos, and Buffer.
Elevate the Sales Process: B2B sales intelligence with LinkedIn Social Sellin...John Chao
The use of big data intelligence for sales development is still in its infancy stages. At LinkedIn, we use big data to push the envelope in the sales development process. Traditional methods of sales development are less data driven and little has been done to quantitatively understand an accounts propensity to purchase. We develop a set of full funnel b2b sales models that incorporates both company and individuals information and synthesize such information to dynamically inform our sales team on how to best manage their sales development. We are able to produce an information machine that decides which firms to target, who to target within each firm, understand each individual's propensity change in real time during the sales process so that the sales team is better equipped to win business deals. - See more at: https://ieondemand.com/divisions/analytics/presentations/elevate-the-sales-process-b2b-sales-intelligence-with-linkedin-social-selling-data#sthash.yILVhWId.dpuf
Sales people need more than contact data to be productive. Having relevant information and news on accounts and contacts makes getting into new opportunities easier and has a huge impact on revenue. Sales data versus sales intelligence.
Digital Marketing Dashboard: Which Metrics are Lame & Which are AwesomeR2integrated
In a presentation for the AMA Symposium for the Marketing of Higher Education, r2i VP of Digital Marketing Eric Jones presented with AVP Marketing & Communications Sharon Higgins from Loyola University of Maryland to talk about lessons learned in creating an omnichannel dashboard and the value of combining offline and online marketing metrics. When faced with big data, marketers have to know how to create the small data sets that will provide meaningful information about marketing campaigns. From evaluating landing page performance to creating campaigns to drive more qualified lead conversions, Loyola captured all activity in multiple marketing dashboards with a focus on what was working and what was not. An optimized dashboard leads to optimized marketing.
A critical guide to selecting metrics to define a data-driven customer success strategy. Here is the table of contents:
- Metrics are for Decisions
- The Nature of Metrics
- Metrics Can Be Difficult
- Customer Success Metrics
Customer Lifetime Value (CLV)
Customer Churn Rate
Net Promoter Score (NPS)
Customer Health Score
Support Ticket Volume
Customer Log-in Counts Customer Acquisition Cost (CAC)
Product Activity Score
CSM Subjective Score
Customer Newsletter CTR
Background Signals
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
Renew OnDemand™ is the industry's only cloud application built specifically to maximize recurring revenue. This application arms sales teams, executives, and channel partners with a complete system to renew customer contracts and subscriptions. Watch the demo to learn how Renew OnDemand can help you retain more customers and increase your recurring revenue.
This presentation looks at the different sources of data that will help to inform Senior Executives about the current quality of IT services overall and help make the right decisions about future IT investment priorities?
Can your organization be profitable without understanding customer profitability?
Understanding customer profitability is essential for banks and other organizations to be competitive in today's business landscape. A profitability management system such as Profitlens, by Meridian Technologies, allows managers to easily identify which customers contribute to profits, which customers are neutral, and which customers eat into profits. Using these insights, management can devise strategies that add value to the most profitable customers, make less profitable customers more profitable, and stop or reduce the erosion of profit from unprofitable customers.
Read this whitepaper for more information on the value of understanding customer profitability, strategies for applying profitability insights, and the benefits of Profitlens, a customer profitability management system.
Make Intelligent Decisions that Drive Business Value
Improving profitability is one of the highest priorities for business managers. The challenge is to identify and analyze profit-making activities by specific dimensions such as customers, products, channels, segments, and business units. Accurate data helps drive continuous profit improvement initiatives by helping businesses understand where and how to improve profitability.
The results can be staggering. Companies that leverage cost analytics
to focus on cost reduction can experience reductions of 3–5%, while those that focus on profitable growth and revenue initiatives can achieve 5–15% improvements. For example, a $4 billion financial services
firm added $600 million in annual profit enhancement by focusing on profitable growth and revenue rather than cost containment.
Longview Profitability Analytics leverages your company’s data to provide powerful insight into revenues, business costs, margins, and operations to help you develop profitable action plans.
Metrics that Wow! How Coremetrics Became the Customer Service Model of SuccessParature, from Microsoft
A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.
But how do you facilitate an organizational shift? How do you recognize the need for change, develop a plan, determine customer & business impact, and get results? How do you achieve key support metrics such as?
:: Customer satisfaction improved to 90%
:: Agent responsiveness is up to 92%
:: Agent product knowledge grew to 91%
:: Customer loyalty jumped to 93%
This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.
As the IT footprint expands in the organization, CIOs budgets keep growing, some having multi-billion annual budgets in the case of large organizations.
CXOs require CIOs to provide cost transparency, control, as well as cost optimization and efficiency. We offer a unique combination of consulting service and an application to enhance your visibility on IT costs and ease communication.
Take a look at the key CRM features for financial industry that will help companies improve customer retention, become more competitive and increase profits.
Explore how CRM works exclusively for your business by drilling into the details of the CRM Consultation process, and the tools required in developing your business case. We’ll address the common questions of what to look for,
how to measure it, what to demand, and much more, by introducing effective measurements of how to manage a CRM program at work.
Merchant Retention Case Study: A top merchant acquirer client improved a key function in retention and saw significant upsides to retention rates, margins, and operational efficiencies.
Operational CRM generally refers to services that allow an organization to take care of their customers. It provides support for various business processes, which can include sales, marketing and service. Contact and call centers, data aggregation systems and web sites are a few examples of operational CRM. If your company has a high customer turnover, or perhaps high service costs, Operational CRM Solutions is a tool that can help you solve your problems. The high tech expertise of CRM gives you access to information about your customer as well as giving you a clear view of your customers needs.
t is a systematic approach to analyze customer data and interactions to improve various business processes in Sales, Marketing and Service. The main purpose of Analytical CRM is to gather customer information from various channels and gain knowledge about customers’ behaviors and buying pattern as much as possible. It helps an organization to develop new marketing strategy, campaign management, customer acquisition and retention.
AmplioGroup is a specialized boutique consultancy focused on excellence in working capital performance (order-to-cash and procure-to-pay).
With 20 years of global experience, AmplioGroup’s practitioners have assisted over 700 clients to generate more than $35 Billion in cash flow improvement.
Our expertise is global in reach – we have extensive experience in all the key industrialized nations and all the major business and industrial segments.
Our approach is data and metrics driven yet with deep focus on the people in the O2C and P2P processes. Practical skills sets, knowledge bases and communication capabilities drive working capital performance and we empower process stakeholders through augmented abilities and ongoing results measurement.
We believe that optimized cash performance and effectively managed customer satisfaction go hand in hand. Our approach enhances both performance and satisfaction.
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The Power of Clienteling Raymark Case StudyRaymark
The following benefits were achieved within the first 90 days of the project:
• After a comprehensive cultural change management and training program, 95% of the associates were consistently using the system and successfully completing their pro-active selling tasks.
• Migration of all users from manual client books to the new system in alignment with PCI directives.
• A 1000%+ increase in the number of outbound e-mails and calls to prospective customers by sales associates.
• A 9% Increase in total sales revenue by associate over a period when new customer acquisitions were down 12%.
• Number of repeat customers increased by 33%.
• A 21% increase in average spend per transaction over 3 months with customers that were “clienteled.”
... and more!
Similar to Insights To Accelerate Services Growth (Oco White Paper) (20)
Data at the Core Establishing a Data-Driven CultureJon Hansen
Data at the Core: Establishing a Data-Driven Culture
by Joe Gibson
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Research Thesis Submitted in Partial Fulfilment
of the Requirements for the Degree of Master of Business Administration in
Collaborative Leadership
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Canterbury Christchurch University
Christ Church Business School February 2022
PROCUREMENT IN 2021 & BEYOND: PEOPLE, PROCESS, AND TECHNOLOGYJon Hansen
While technology obviously has an important role to play in laying the foundation for procurement’s transformation over the next year and beyond, it is one part of a trifecta for future success that also includes the evolution of talent (people) and
operating models (process).
To explore this further, Jon Hansen caught up with seasoned procurement and supply chain experts Dr. John Gattorna and Peter Woon on Zycus’ Expert Talk Series.
We’ve taken down the best bits from their engaging discussion and created this action-packed eBook for you.
How Digitization Will Change Procurement and the Supply ChainJon Hansen
I posed the following question to thought leaders from the practitioner, provider, and academic communities: "how will digitization change procurement and supply chain?"
In this article (page 4), I share their insights.
CPO ARENA Service Provider Synopsis (Nipendo)Jon Hansen
SEASON 1, EPISODE 4 - Nipendo (Service Provider)
Coming before a global panel of 5 CPOs – Industry Experts all, service providers are invited to present their offering within the framework of the following format:
Show Format
1. In the first 5 minutes, the provider will tell the panel about their company, procurement technology, and their unique value proposition.
2. In the next 7 to 8 minutes, they will demonstrate a unique feature from their technology platform that they believe is a differentiator in the marketplace.
3. In the final 10 minutes, the panel will ask the provider questions based on what they have heard and seen.
4. In the closing 5 minutes, the panel will share their Beefs & Bouquets regarding the provider's solution.
The document you are about to read is a synopsis of the panel’s observations regarding the provider’s solution offering from the standpoint of functionality and potential areas of both benefit and improvement.
Show Replay: https://youtu.be/-W4o7pofpKc
Making The Case: Logitech Repatriates ProcurementJon Hansen
Sure, all service providers provide client references on request. These are nothing new. However, what practitioners really want is for someone to interview the clients directly with a scrutinizing eye of understanding from both a technical as well as a practical standpoint to gain additional insight: a one-to-one, up close and personal perspective.
This "Making The Case" document provides that insight on the relationship between Logitech and Market Dojo.
Forget the stereotypes you may have heard about millennials:
Focus, purpose and commitment are the hallmarks of this critical segment.
A paper by APICS, APQC and Supply Chain Management Review
of the supply chain workforce
Making The Case: ProcurePort Client TakeJon Hansen
Sure, all service providers provide client references on request. These are nothing new. However, what practitioners really want is for someone to interview the clients directly with a scrutinizing eye of understanding from both a technical as well as a practical standpoint to gain additional insight: a one-to-one, up close and personal perspective.
This "Making The Case" document provides that insight.
Digital Transformation of Procurement In 4 Basic StepsJon Hansen
The response to a Procurement Insights poll asking the question; “What is the most significant risk that procurement faces in 2020?” was telling in that the number one risk was not cyber-attacks, job security or supplier performance.
More than 40 percent of those who responded said that “digital strategy implementation” was the greatest risk procurement faces in 2020.
In this Knowledge Note, I will provide a breakdown of what is known as the Progressive Implementation Methodology. Based on four key elements or building blocks, this methodology will overcome the slow digital adoption and unfavorable outcomes associated with traditional consulting methodologies.
Looking beyond technology is the key to Procurement’s successful Digital Tran...Jon Hansen
A solid procurement process and practice is the essential foundation for a successful e-procurement initiative.
This article tells you why and how.
NOTE: THE PROCUREMENT ITALIA MAGAZINE - Year 5 Number 4 - 2019
Women In Procurement - Equality Opportunity Means Equal PayJon Hansen
THE PROCUREMENT ITALIA MAGAZINE
Year 5 Number 3 - 2019
"It is the people within an organization who are responsible for digital success. To realize that success, we need more women to get in the game in multiple roles, starting with equal opportunity and equal pay."
Digital Transformation in Procurement 2018 Jon Hansen
This discussion paper examines the cultural effect or influence on the development, introduction, and successful implementation of a digital strategy from four key areas; home culture, generational culture, gender culture, and senior management culture.
Through the examination of these four areas, the reader will be able to determine the alignment of their current cultural environments, and use said understanding as a predictive tool for determining their organization's digital readiness and as a result the likelihood of initiative success.
Commercial credit report for Navistar International Corp.Jon Hansen
According to CreditRiskMonitor's FRISK® score - which has a 96 percent accuracy rate, Lisle, Illinois-based Navistar International Corporation could be in big trouble.
Outsourcing Procurement In The Public SectorJon Hansen
When the problems of weak institutional capacities, high costs, delays, and high integrity risks are systemic in a government, outsourcing the procurement function may be a sound option to consider, whether as a short-term gap-filling measure or as a longer-term strategic approach. - ADB Report
Related Story Link: https://procureinsights.wordpress.com/2017/03/14/santa-clara-county-exec-jeffrey-smith-agrees-to-interview/
Ontario's Auditor General Report on Supply Chain Jon Hansen
Bravo's progress with the Ontario Government implementation referenced in the recent Ontario Auditor General's Report.
Specifically Section 4.3 (Page 662) through to and including 4.3.2 (Page 664):
4.3 New Online Tendering System Not Widely Used
4.3.1 Concerns Raised Regarding The System's Design
4.3.2 Suppliers Now Charged Higher Bid Fees
Also refer to 4.1.6 (Supplier Performance Not Tracked)
Periscope Protest Letter Regarding Arizona RFPJon Hansen
This is the official letter of protest submitted by Periscope Holdings regarding Arizona solicitation no. adspo17 00006413; for an electronic procurement solution.
NIGP Forensic Audit: Request For Copies Per Open Records LawJon Hansen
Because the NIGP did not respond to a direct e-mail request for copies of the Independent Audit of NIGP's Strategic Partnerships/Forensic Audit and Pierson Grant recommendation, the following official letter of request Pursuant to Article I, section 24 of the Florida Constitution, and chapter 119, F.S., has now been sent.
This is the copy of that document.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
Exploring Abhay Bhutada’s Views After Poonawalla Fincorp’s Collaboration With...beulahfernandes8
The financial landscape in India has witnessed a significant development with the recent collaboration between Poonawalla Fincorp and IndusInd Bank.
The launch of the co-branded credit card, the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card, marks a major milestone for both entities.
This strategic move aims to redefine and elevate the banking experience for customers.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Insights To Accelerate Services Growth (Oco White Paper)
1. Insights to Accelerate Services Growth:
Account Management, Service Metrics and
Customer Dashboards
www.oco-inc.com
2. Introduction
Much has been written about customer satisfaction, account management practices, and measurement systems
for services businesses. Some of the approaches take a simple, monolithic approach and propose a standard
model for management of all service businesses. We suggest a different approach and recommend that a service
business should be managed and measured based on the maturity of the service business and the specific
requirements of its’ customers.
To help operationalize this approach, we provide a framework for understanding how a services organization and
its’ customer engagement should be measured. This framework is based on the premise that these organizations
often progress through three distinct stages – Customer Centric, Profit Centric and Growth Centric – as they
evolve. We specifically outline various information and reporting approaches to support strategic account
management of services businesses at each stage of their evolution, we provide examples of what service
metrics are most relevant, and then discuss the effective intersection of account practices and metrics by means
of a customer dashboard tool used by many leading firms.
Service Business Framework
Service organizations have fundamental business objectives and service specific goals that guide their operating
norms, business behavior, capability development and resulting key performance indicators (KPI’s). This is driven
by multiple factors, including service organization tenure, competitive influence, business nature, customer
maturity & requirements, specific corporate strategy, product enterprise mandates and synergies.
Service entities can be logically categorized into three distinct stages: Customer Support Centric, Profit Centric,
and Growth Centric. There is a recognition that objectives are not static and most organizations will migrate over
time into subsequent stages as they and their customers mature. That said, it should not be implied that growth
centric service organizations are “better” than those focused on pure customer support. It is, however, important
for an organization to understand where they are to help guide their information and customer engagement
approach.
At a summary level, service companies in each respective stage typically exhibit some or all of the following
behaviors and focus:
• Customer Support Centric:
Primarily focused on providing baseline product related “break-fix” and warranty service to customers who
purchased their equipment. Service is largely viewed as an entitlement by the customer. These business
units are typically measured as a cost center. Initiatives and priorities are centered on delivery process
improvements, service quality & responsiveness, and assuring baseline customer satisfaction.
• Profit Centric:
Primarily focused on driving service business gross margin and profitability. Initiatives are centered on
automating manual processes and becoming more efficient in all service “back-office” functions (services
delivery, services supply-chain, services order management, call center & technical support, etc). Some
voice of the customer input is incorporated along with the introduction of some front-office process
improvements (pricing practices, competitive positioning, product sales education of services, expanded
service contract offerings, etc). The end customer is usually more open to alternate service offerings
beyond traditional product break-fix work.
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3. • Growth Centric:
Primarily focused on expanding the service business and contributing to proportionate enterprise-wide
growth. These companies recognize that customer service innovation is a way to differentiate themselves
from the pack. An emphasis is placed on introducing new offerings – both enhanced product-services and
new value-added managed and professional services. Comprehensively understanding customer processes
and total cost-of-ownership are fundamental. Front-office processes – services marketing, services sales
and pricing – gain more internal mindshare. Executive leadership appreciates the ability of the services
team to create product pull-through opportunities and generate long-term customer retention. Customers
more often view and treat their service providers as strategic partners versus commodity suppliers.
We believe account management and service metrics should be top of mind for service executives since they
both are foundational to execution and success. Regardless of what stage service company you are, leadership
requires data-driven insight to guide their strategic decisions – spend time to get the metrics right, and then
meticulously measure them. The mapping of services account management reporting requirements, service
metrics, and customer dashboard usage within the prescribed Services Framework is discussed in the following
sections.
Services Account Management & Reporting
Leading manufacturing and capital equipment service organizations are now “playing offense” and engaging
with their customers in a truly interactive fashion. Customer dashboards, key performance indicators (KPI’s),
and reports have long been available to internal account teams. Now, however, leading edge organizations
are making these same tools and data available to their suppliers and customers through business portals with
aggregated information from multiple enterprise and transactional data systems. Both internal service, and
customer personnel, can now see the same view of service performance and activity. This is really the next
frontier, which can generate not only internal efficiency but can also create opportunities for real customer
“stickiness” and business growth.
As indicated by Jonathan Byrnes, a prominent customer service thought leader and author, service innovation
and growth requires proactive account management and intimate customer understanding.
Today, leading companies are redefining customer service . Phrases like “building a relationship
with the customer,” and “understanding the customer better than the customer understands
herself” underscore this new objective.
Jonathan Byrnes
HBSWK, Jul7, 2003, “Out-of-the-Box Customer Service”
Exhibit 1 portrays the respective characteristics relating to account management and reporting across the various
stages. Generally speaking, as organizations move from customer support to the growth stage their account
management reporting tends to:
• Include customer profitability & productivity metrics in addition to classic internal measures
• Have more cross-functional account ownership and input
• Leverage and aggregate data that is housed in multiple departments and sources
• Provide more sharing and easier access to data for strategic suppliers and customers
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4. • Require a much deeper understanding and segmentation of the customer base to drive priorities and
assure resources are optimized for strategic customers
Exhibit 1. Account Management Reporting
Customer Support Profitability Growth
• Break-Fix Delivery Metrics • Account Profitability Metrics • Customer Total Cost Metrics
• Internal Metrics • Service Partner Metrics • Customer Productivity Metrics
• Typically No Account Owner • Account Owner • Cross-Functional Team
• Limited X-Department Data • Additional Data Sources • Multiple Data Systems
• No Data Aggregation • Functional Data Aggregation • X-Function Data Aggregation
• Internal Data Access Only • Supplier Data Access • Customer Data Access
• Limited Customer Segmentation • Large Account Focus • Customer Experience Map
Account management teams that are armed with metrics, reports and analyses that are populated from different
departments and databases can have more immediate impact. By definition, the team’s information is richer,
providing for a better customer experience and easier identification of growth opportunities.
By way of example let’s consider the experience of a multi-billion $ OEM of analytical equipment and reagents.
The OEM recently formulated cross-functional account teams for their strategic customers and are proactively
evaluating how to enable these teams with a reporting and dashboard solution that leverages data from multiple
sources. The solution would likely include such items as installed equipment utilization data, service revenue
data, service delivery and call center performance data, service supply-chain spare parts & reagent consumable
data, and customer survey/satisfaction scoring to name a few. Data currently resides in at least 3 disparate
systems. This reporting solution must enable the ability to investigate and “slice and dice” the data across
multiple business hierarchies (regions, segments, customers, product lines, fiscal periods). Benefits to customer-
facing teams and account managers are numerous, and include:
• Quickly determine how well the most strategic and largest revenue sites are being serviced
• Map actual service delivery performance to perceived customer satisfaction in a Customer Experience Map
(sidebar)
• Review equipment utilization and compare this to contract terms and design intent
• Proactively monitor equipment usage and synchronize this to inventory and services supply-chain orders –
opens the potential opportunity to offer an outsourced material procurement service
• Identify regions and service teams that are not meeting contract delivery terms
• Better customer integration by providing direct access and views of the data & reports – drives customer
“stickiness”
The ability to associate intelligent machine data and remote diagnostics with other service relevant data
is perhaps the best example of the power of aggregated data and context. The above example of linking
equipment usage (measured by cycles, hours, samples, etc) to supply-chain and service contract fulfillment is just
one of many envisioned scenarios. Many have wondered why remote diagnostic enabled equipment technology,
as compelling as it appears in theory, has not really become ubiquitous. One explanation might be that this rich
machine information largely sits alone and is not connected to other transactional and execution data elements
within the service and product enterprises. Aggregating this data with other service ecosystem data in a BI
framework which account teams, service personnel, and customers can access, will clearly help to facilitate the
intelligent machine vision.
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5. Most organizations in the growth stage have
the ability, sophistication and data access to Customer Experience Map
carefully map their strategic accounts into a
EVANGELIST
Customer Experience Map (sidebar). This tool
provides the opportunity to map your actual 100%
service delivery performance – Operational A B C
Index (higher percentage indicates better
performance) to the customer’s perceived 66%
opinion of you – the Loyalty Index (higher score Operational
Index D E F
indicates higher loyalty). Loyalty Index is really (Service
Performance)
a proxy for whatever means an organization is
33%
using to calibrate and measure their customer’s
opinion of them – Net Promoter Score, surveys, G
G H I
focus groups, etc.
0%
As indicated, mapping this loyalty to actual 0 .5 0.0 0.5 1 .0
service performance presents the opportunity SABOTEUR
Loyalty Index (Net Promoter Score, Survey, etc.)
to categorize individual customers, segments,
and regions into respective “zones” – Defection Zone Apathy Zone Growth Zone
Defection, Apathy, Growth as examples1.
Example Guidelines
The elasticity of loyalty for each customer
A. High Operational score provides leverage to move to the right
or segment can then be established with on loyalty. Review loyalty surveys (and possible re-format) to
saboteurs on one end and evangelists on the evaluate and react to the apparent operation/loyalty mismatch
relationship
other end of the continuum.
B. High Operational score provides leverage to move further to the
Using this mapping, service leaders and their right on loyalty. Review loyalty surveys (and possible re-format)
and understand stakeholder issues and drivers preventing
account teams can design thoughtful plans movement to quadrant C.
on what action to pursue for customers in C. Cultivate these customers, learn what is working well and
each zone. These guidelines would likely vary leverage to other accounts. Take a moment and congratulate
the team!
depending upon the segregation and strategic
ranking of a company’s customers – different D. Aggressively implement the MAIC2 scorecard improvement
plans to improve Operational Index. Evaluate to what degree
focus, resource allocation, and desired state higher Operational Scores translate into increased Loyalty
depending upon this strategic ranking. The Scores.
sidebar provides hypothetical, and high-level, E. Aggressively implement the MAIC scorecard improvement plans
to improve Operational Index. Evaluate to what degree higher
examples of what these guidelines might look
Operational Scores translate into increased Loyalty Scores.
like. In summary, these service organizations
F. Focus on your Operational metric improvement plans so as not
should be armed with a very thorough to risk losing the loyalty of these key customers.
comprehension of actual performance, G. First determine the strategic significance of these accounts
customer perception, proposed actions, within your business. It will be expensive to influence them. If
aligned, a serious evaluation of strategies and personal may be
and desired outcomes for their responsible
required.
customers.
H. Aggressively implement the MAIC scorecard improvement plans
to improve Operational Index. Evaluate to what degree higher
Operational Scores translate into increased Loyalty Scores.
I. Aggressively implement the MAIC scorecard improvement plans
to improve Operational Index. Lagging operations result in an
apathetic customer despite historically high Loyalty Index Score.
1. Zones are just examples – actual categories and definitions are determined as part of a Customer Experience Map
design session
2. Measure, Analyze, Improve, Control improvement scorecard
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6. Service Metrics
According to a recent Aberdeen Research Study3 of services executives, best-in-class service organizations are
nearly two and a half times more likely than laggard firms to analyze service data daily or near time. Additionally,
Aberdeen found that nearly 80% of service executives either have in place or plan within the next twelve months
to implement a Business Intelligence (BI) and analytics solution for their service operation. These executives are
using better data analysis to balance customer, competitive, and cost pressures. Increasing customer demand for
faster and more efficient service performance and rising costs are challenging service executives to make faster
and more accurate decisions.
While the above may not be a surprise, the question really is what the call to action is. Executives might
be wondering what they should measure – everything without bias or a prioritized set of metrics and key
performance indicators that are relevant to their service business objectives? And what are some relevant metrics
to consider? We suggest targeted focus (less is more), accuracy, and the availability of supporting drill-down data
versus metrics that are a mile wide and an inch deep. Within each stage, there are any number of key metrics
and KPI’s that a leadership team might consider. Exhibit 2 represents some examples of metrics in each stage.
Exhibit 2. Service Business Metrics
Customer Support Profitability Growth
• Response Time • Service Engineer Utilization • Portfolio Mix Ratios
• Resolution Time • Productivity • New Service Intro
• Call Center Performance • Sales Discounting • Warranty Conversion
• Order-Fill Ratio • List Price Historical CAGR • Agreement Renewal
• On-Time Delivery • Gross Margin • Install Base Contract %
• Training Quality • Contract Profitability • Contract Duration
• Service Engineer Competency • Concession Expenditures • Customer Advocacy (NPS)
• First Time Fix Rate • Warranty Expenditures • Services Sales Cycle Time
• Warranty Compliance • Inventory Turns • Lifetime Services Revenue
• Equipment Utilization (OEE) • Accounts Receivable • Projected Service Growth
• MTBF • Logistics Costs • Price Premium
• Parts Scrap & Obsolescence • Sales Win / Loss Ratio
Metrics for organizations focused on service growth are centered on gaining a deeper understanding of their
customer’s business and on services innovation. As a result, New Service Introduction metrics are important and
might include the number of new service offerings, new offering market adoption rates, and time-to-market
cycles. Service portfolio mix is also important and might include metrics that indicate actual and variance to
target portfolio mix ratios – blend of product, managed, professional, and multi-vendor offerings.
The metrics shown in Exhibit 2 are of course not exhaustive, and it should be recognized that organizations
may in fact span various phases for different product lines, customers, service offerings, regions, etc. Generally
speaking, however, the examples should provide directional guidance and ideas of the type of metrics and
3. Aberdeen Group, November 2007, “Get Smart: Business Intelligence for Service Organizations”
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7. factors that are relevant within each stage. It is the responsibility of the services leadership team to select and
prioritize these metrics for their situation.
Customer Dashboards
Many service groups are using a customer dashboard tool to facilitate engagement with their key customers.
In large part, this tool represents the intersection of an organization’s account management practices and the
targeted metrics that are used to measure customer engagement and service delivery performance. Customer
dashboards should provide:
• A mutually established (with your customer) set of metrics that are measured and reviewed on a periodic
basis
• Representative “Critical To Quality” (CTQ’s) drivers of your customer’s business
• A platform used by both organizations as the centerpiece to have meaningful dialogue around customer
satisfaction, performance trends, concrete improvement plans, and executive ownership
• An effective communication tool for the Customer Account Team and all who “touch” the customer
Exhibit 3 portrays the respective characteristics relating to customer dashboards across the services framework.
Generally speaking, as organizations move from the customer support to the growth phase, customer
dashboards tend to:
• Have metrics that are mutually defined with customers
• Include jointly defined thresholds and limits
• Include process variation as well as average indicators
• Include qualitative as well as quantitative measures
• Contain robust cross-functional Six Sigma based MAIC (measure, analyze, improve, control) scorecards
• Involve executive leadership from both the internal organization as well as the customer
Exhibit 3. Customer Dashboards
Customer Support Profitability Growth
• Internal Metrics • Internal & Partner Metrics • Joint (w/ Customer) Metrics
• Internal Defined Thresholds • Internal/Partner Defined • Jointly Defined Thresholds
Thresholds
• Average Measures • Average & Variation Measures
• Average Measures
• Quantitative • Quantitative & Qualitative
• Quantitative & Qualitative
• Limited X-Functional • Six Sigma MAIC Scorecards
Improvement Plans • X-Functional Improvement Plans
• Executive Sponsorship
• Limited Leadership Involved • Department Level Leadership
Growth oriented service organizations utilize customer dashboards to become better aligned with their
customers, internalize their customer’s processes and key success factors, and access more insightful customer
information to help ideate and design new service offerings. Effective dashboard design and deployment
requires a level of commitment and resources from both the service provider and their customer. This is truly
a partnership with shared mutual benefits. According to Jonathan Byrnes, “out-of-the-box customer service
requires commitment and entails understanding the customer well enough to dramatically increase the
customer’s profitability.” Imagine that, actually worrying about your customer’s profitability!
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8. To do this properly, the service provider perspective needs to morph. Metrics that are tracked and monitored
on customer dashboards now reflect the real impact on the customer’s business and processes. For example,
instead of measuring classic repair depot turn-around-time (TAT) from shop induction to shipment from the
depot, one would calculate end to end TAT as time measured from unit shipment from the customer facility until
the time it was received back at the customer facility for re-installation (dock-to-dock).
Perhaps the best example of an organization who approached this rarified air of true customer partnership was
General Electric (GE). By the 2000/2001 time period, GE had clearly established itself as a leading practitioner
of Six Sigma concepts, driving outstanding productivity and bottom line results. At the same time, GE re-
energized the Six Sigma program with an “At The Customer, For The Customer” campaign. Six Sigma projects
were identified and launched to directly improve some aspect of the customer’s business. In 2001 GE initiated
more than 3,000 Six Sigma projects in the airline industry (1,500 since September 11), which were targeted to
achieve $400 million in savings for their customers who were contending with crisis and change. Similarly, GE
Medical Systems (now part of GE Healthcare) focused on improving clinical efficiency at customer facilities, and
these efforts helped customers save more than $50 million. In 2002 the company estimated 10,000 projects were
initiated “At The Customer, For The Customer”.
As part of this customer focus, GE established a very robust customer dashboard process to work with
customers, identify issues and drive improvement plans. The customer dashboard process allowed GE to better
understand the customer environment .
“Six Sigma continues to bring us closer to the customer while growing our own productivity. In
2001, we completed more than 6,000 Six Sigma projects “At the Customer, For the Customer,”
meaning we literally took Six Sigma to our customers, working on very specific projects with
them at their sites”
Jeff Immelt - GE Chairman & CEO, GE 2001 Annual Report
Parting Thoughts
So as your organization thinks about account management and relevant metrics it is important to review
where you are at and what your primary services objective is: customer support, profitability, or growth. While
not mutually exclusive, successful service companies usually excel in one of these areas. Remember that the
framework that has been outlined is exactly that – a framework. However, it does provide examples of typical
behaviors and characteristics across stages for Account Management Reporting, Service Metrics and Customer
Dashboards.
Behind the vision, goals, and expectations we reviewed lies a series of execution realities. Some revolve around
organization dynamics & leadership, others are customer dependent, and still others are infrastructure and
reporting solution related. It is imperative that a reporting and analytics solution be deployed that can:
• Easily be accessed and used both internally and externally
• Leverage data from multiple departments and source systems
• Provide the ability to slice and dice data across business dimensions and down to transactional levels
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9. • Enable end users to retain control, request and make modifications with relative ease
The importance of a robust Business Intelligence / analytics solution within the service organization
is critical and validated by the Aberdeen Research Study3 highlighting that nearly 80% of service
executives either have in place or plan within the next twelve months to implement a Business
Intelligence (BI) / analytics solution for their service operation.
Let your customers’ success begin!
Oco provides a unique reporting, analytics and dashboard solution for services
businesses. Our pre-configured services module includes a dashboard, key
performance indicators, and a library of pre-designed reports with appropriate
business hierarchies that allow users to “slice and dice” data along any
conceivable dimension to gain insights into their business and to monitor services
performance.
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