This document discusses implementing advanced terminals in bank branches to improve efficiencies and customer experience. It describes a two-pronged "Logical and Physical Long Game Transformation" involving both intangible changes like employee training and tangible changes like branch renovations. A strategic "Game Model" is proposed involving understanding current branch activities, setting goals to shift transactions to terminals, training employees in new roles, educating customers, and tracking metrics to ensure goals are met. Both logical changes like processes and job roles as well as physical changes like branch layouts and technology are needed for successful transformation.
The document discusses how business performance management (BPM) and a balanced scorecard approach can simplify outsourcing decisions. BPM involves tracking key performance indicators in real-time to monitor business processes. It establishes objectives, measures processes, and defines acceptable performance levels. This provides transparency to evaluate vendors. The balanced scorecard considers financial, customer, internal process, and learning/growth metrics. It ensures operations align with strategy. BPM dashboards then allow managers to monitor current performance and drill down if needed. This approach was applied successfully to improve claims processing at an insurance company by better aligning staff and reducing cycle times.
Overview Of Effective CRM Implementation And OperationAlan McSweeney
The document provides an overview of effective customer relationship management (CRM) implementation and operation. It discusses key aspects of CRM including customer analysis and segmentation, implementation approaches, activity-based costing, data mining, and technology components. The document emphasizes balancing a focus on internal cost reductions with improving the external customer experience to maximize long-term customer value and profitability.
The document summarizes Capgemini's Intelligent Service Centre, a next-generation service desk that takes a business-focused approach. It uses data analytics to understand how IT issues impact business processes and priorities in order to improve user, IT, and business outcomes. Key capabilities include digitization of support, advanced knowledge management and analytics, contextual prioritization based on business impact, and recommendations to continuously improve IT and business processes. The service aims to increase productivity, support business transformation, and improve the user experience of support.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Center point energy's crm business case & customer visionrobgirvan
CenterPoint Energy implemented SAP CRM to streamline customer interactions and improve the customer experience. Key goals of the project included reducing average handling times, training expenses, and bad debt through more effective customer segmentation, predictive analytics, and a unified multi-channel customer view. The CRM system was designed to optimize CenterPoint Energy's highest volume customer processes and provide agents with predictive customer insights to proactively address issues.
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
The document discusses how business performance management (BPM) and a balanced scorecard approach can simplify outsourcing decisions. BPM involves tracking key performance indicators in real-time to monitor business processes. It establishes objectives, measures processes, and defines acceptable performance levels. This provides transparency to evaluate vendors. The balanced scorecard considers financial, customer, internal process, and learning/growth metrics. It ensures operations align with strategy. BPM dashboards then allow managers to monitor current performance and drill down if needed. This approach was applied successfully to improve claims processing at an insurance company by better aligning staff and reducing cycle times.
Overview Of Effective CRM Implementation And OperationAlan McSweeney
The document provides an overview of effective customer relationship management (CRM) implementation and operation. It discusses key aspects of CRM including customer analysis and segmentation, implementation approaches, activity-based costing, data mining, and technology components. The document emphasizes balancing a focus on internal cost reductions with improving the external customer experience to maximize long-term customer value and profitability.
The document summarizes Capgemini's Intelligent Service Centre, a next-generation service desk that takes a business-focused approach. It uses data analytics to understand how IT issues impact business processes and priorities in order to improve user, IT, and business outcomes. Key capabilities include digitization of support, advanced knowledge management and analytics, contextual prioritization based on business impact, and recommendations to continuously improve IT and business processes. The service aims to increase productivity, support business transformation, and improve the user experience of support.
The document discusses justifying the costs of customer relationship management (CRM) initiatives and boosting their return on investment. It states that few enterprises actually measure CRM ROI despite most claiming to calculate total cost of ownership or measure benefits. The document advocates calculating costs and benefits to build a strong business case for CRM and help ensure expected returns. It also stresses the importance of aligning CRM costs with the business units receiving benefits to encourage continued support and updates.
Optimizing IT Operations with Natural Language ProcessingCognizant
As artificial intelligence becomes increasingly mainstream, natural language processing techniques are emerging to help IT teams gain enhanced understanding of their operations landscape and to further optimize the ticket management process.
Technology project executions rank high on CFOs’ most worrisome risks and enterprise resource planning system (ERP) projects are among them. Surveys regularly show that a significant number of strategic ERP projects fail to deliver expected outcomes, are delayed, and exceed budgets by a long shot. While most companies avoid catastrophic ERP failures, only a few wring out the most value. For top management, failing to deliver a strategic priority is rarely an option. Given a mature ERP solutions market place and mostly competent ERP installers, why do organizations frequently stumble?
Center point energy's crm business case & customer visionrobgirvan
CenterPoint Energy implemented SAP CRM to streamline customer interactions and improve the customer experience. Key goals of the project included reducing average handling times, training expenses, and bad debt through more effective customer segmentation, predictive analytics, and a unified multi-channel customer view. The CRM system was designed to optimize CenterPoint Energy's highest volume customer processes and provide agents with predictive customer insights to proactively address issues.
This document discusses business intelligence (BI) in financial institutions. It defines BI as gathering meaningful information to help with analysis and conclusions. An ideal BI system gives employees easy access to needed information and the ability to analyze and share it. The document contrasts traditional reporting with BI and analytic applications. It also discusses identifying BI opportunities by evaluating where it could improve decision making. The benefits of BI include improved operational and strategic decisions from timely information. The document outlines the layers of a BI infrastructure from operational data to delivering intelligence to users.
This document discusses justifying a CRM investment through a strong business case and ROI analysis. It provides examples of CRM performance metrics and considerations for CRM implementation planning. Key factors for a successful CRM justification include tangible benefits like increased revenue and cost savings, strategic alignment, and linking the decision to other strategic and infrastructure factors.
The compelling business drivers for the hosted contact center approachWest Interactive
The document discusses the compelling business drivers for hosted contact centers. It summarizes industry trends showing strong growth in hosted contact centers. The top benefits of hosted contact centers are no upfront capital costs, lower total cost of ownership, flexibility to scale up or down easily, and access to the latest technologies. The document also provides an example of how West Interactive implemented a successful hosted contact center solution for a wireless company that improved customer service and reduced costs.
The document discusses implementing a successful customer relationship management (CRM) system and outlines several key steps:
1) Establish a project team to drive specification and promote buy-in from stakeholders across the organization.
2) Analyze customer data to understand purchasing behaviors and quantify business opportunities to build a strong business case for investment.
3) Implement CRM as a business strategy supported by processes, culture, and technology to provide a unified view of customers and measure ROI.
If you’re looking to streamline sales cycles, increase deal sizes, eliminate risk from your
financial agreements, and improve collaboration between Sales, Finance, Legal, and
Operations, you’ve come to the right place...! Experience the next-generation of Solution platform value vs just looking at CPQ or CLM. In this guide, you will find a step-by-step overview of the Quote-to-Cash process, and the
challenges—and opportunities—of each stage, so you can manage the Quote-to-Cash
process more proactively, and take the steps needed to drive better business results.
The document discusses how business performance management (BPM) provides a framework for managing outsourced services through the use of key performance indicators (KPIs), service level agreements (SLAs), and a balanced business scorecard. BPM aims to create a real-time view of business performance similar to a medical EKG. It involves establishing objectives, defining processes and variables, setting performance targets in SLAs, and monitoring KPIs. The balanced scorecard considers financial, customer, HR, and operations metrics. A case study shows how applying BPM principles helped an insurance company improve claims processing.
This document discusses the importance and benefits of business analytics for organizations. It defines analytics as the discovery and communication of meaningful patterns in data to quantify and improve business performance. Analytics can help organizations better understand customers, detect fraud, reduce risks, and optimize processes. The document outlines different types of analytics like descriptive, predictive, clustering and affinity grouping. It argues that while organizations now have large amounts of data, analytics is needed to extract useful insights and make better decisions. Overall, the document promotes the use of business analytics for sustainability, differentiation, and as a critical success factor for organizations.
Creating a Unified Data Strategy for Risk-Adjusted PaymentsCognizant
Taking a holistic approach to addressing tighter Medicare data requirements and new risk models will help payers optimize data accuracy for risk-adjusted payments as well as improved operations, patient health and regulatory compliance.
Digital procurement transformation_roadmap_2020Peter Soetevent
The document discusses transforming traditional procurement processes through digitization, driving insights, and amplifying talent. Key points include:
1) Automating analog and inefficient transactions to minimize errors and rework through digital and collaborative processes.
2) Designing supplier partnerships based on expertise, insights, responsiveness, and business outcomes through a collaborative marketplace.
3) Applying technologies like automation, cognitive computing, analytics to deliver agile, insight-driven procurement processes.
This document discusses business analytics, including its importance, components, and implementation. Key points:
- Business analytics discovers insights from integrated data to help businesses make better decisions. It converts data to useful information.
- Analytics provides high visibility, competitive advantage, faster decisions, and operational efficiencies that lead to high returns on investment.
- The reference architecture has three layers - data, analytics access, and delivery. It supports historical, current, and predictive analytics across structured and unstructured data sources.
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Understanding Profit/Loss Lineage to Successfully Deploy Information Manageme...Cognizant
Organizations increasingly are embracing information management and business information technology as a means of leading to profitability, but preparation—achieving an understanding of the company's “P&L Lineage”—is an essential first step.
The document outlines a CRM roadmap project for XYZ Company. It discusses business requirements identified across marketing, real estate, and merchandising. Major initiatives are needed to support these requirements and establish processes for ongoing CRM support. These initiatives will require significant focus, resources, and may necessitate adding staff or adjusting timelines. Effective CRM execution requires unique skills and defined leadership processes across business units and IT.
Source-to-Settle Process - Rent-a-Center Case StudyEmptoris, Inc
This document summarizes a workshop on managing spending and driving supplier performance through procurement in the cloud. Cloud-based spend management solutions can save $40 per purchase order and eliminate 10% of annual direct/indirect materials spending. Automating procurement through the cloud cuts purchasing time by 20% and accounts payable time resolving invoice issues. It also reduces maverick spending by 33% and provides faster data to improve forecasting and prevent unnecessary spending. Leading organizations save an additional 10% of annual direct/indirect materials spending through e-sourcing and contract management capabilities in the cloud.
This document discusses optimizing the quote-to-cash process through business process outsourcing. It notes that consumer products companies face challenges managing order volumes and deductions. The first step described is getting order management under control by taking control of the entire quote-to-cash process and eliminating errors. Capgemini provides end-to-end solutions including establishing a centralized back office team with expertise across the process.
Navigating Through Post-Merger Integration of CRM Systems: A Salesforce Persp...Cognizant
To execute a successful post-merger integration of customer relationship management (CRM) system Saleforce.com (SFDC), organizations must understand and address specific critical considerations. These include IT asset consolidation, unifying and streamlining the post-merger architecture and organizational structure, change management execution, data migration processes, and regulation and compliance requirements.
The document proposes a Business Service Management (BSM) maturity model to help align IT services with business strategies. It presents a 5-level pyramid model of BSM maturity, with each level building on the previous one. Level 1 focuses on business fundamentals and cost containment, while Level 5 represents market leadership through innovative technology. The model is intended to provide guidelines for organizations to assess their current BSM maturity level, identify gaps, and develop a path for improving alignment between IT and business goals over time.
This document discusses the benefits of using an integrated software suite versus multiple disparate applications to run a business. It argues that as a business grows, using multiple applications leads to inefficiencies like non-value added activities from manual data entry, a lack of real-time visibility across departments, high integration and maintenance costs, and increased customer churn. An integrated suite provides process efficiencies, real-time visibility and reporting, significant IT cost savings, and allows for accelerated growth. Case studies are presented that demonstrate reductions in order processing times, inventory levels, and financial reporting times from companies that switched to an integrated suite.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
Best Practices in Implementing Strategic and Competitive IntelligenceACRASIO
The document discusses best practices for implementing strategic and competitive intelligence, including defining key intelligence topics and questions, collecting information from various secondary and primary sources, and conducting analyses like competitor profiling, SWOT analysis, and benchmarking to reduce costs, increase revenues, enable better strategic decisions, and minimize risks. An example is given of a large automotive supplier that achieved substantial cost savings through product benchmarking.
A project is defined as a sequence of unique, complex, and connected activities that must be completed by a specific time, within budget, and according to specifications to achieve a single goal. Projects have characteristics like sequenced activities, uniqueness, complexity, connectivity, a single goal, specified timelines and budgets. Projects are constrained by scope, quality, cost, time, and resources. There are different types of projects classified by duration, risk, complexity, technology usage, and likelihood of problems.
The document outlines the steps for closing out a project which include getting client acceptance of deliverables, installing and documenting the project, conducting a post-implementation audit to evaluate if the project met goals, timelines and budgets, and was satisfactory to the client. It also lists six questions to be answered during the post-implementation audit related to achieving goals, being on time and budget, client satisfaction, realized business value, lessons learned, and what worked or did not work.
This document discusses justifying a CRM investment through a strong business case and ROI analysis. It provides examples of CRM performance metrics and considerations for CRM implementation planning. Key factors for a successful CRM justification include tangible benefits like increased revenue and cost savings, strategic alignment, and linking the decision to other strategic and infrastructure factors.
The compelling business drivers for the hosted contact center approachWest Interactive
The document discusses the compelling business drivers for hosted contact centers. It summarizes industry trends showing strong growth in hosted contact centers. The top benefits of hosted contact centers are no upfront capital costs, lower total cost of ownership, flexibility to scale up or down easily, and access to the latest technologies. The document also provides an example of how West Interactive implemented a successful hosted contact center solution for a wireless company that improved customer service and reduced costs.
The document discusses implementing a successful customer relationship management (CRM) system and outlines several key steps:
1) Establish a project team to drive specification and promote buy-in from stakeholders across the organization.
2) Analyze customer data to understand purchasing behaviors and quantify business opportunities to build a strong business case for investment.
3) Implement CRM as a business strategy supported by processes, culture, and technology to provide a unified view of customers and measure ROI.
If you’re looking to streamline sales cycles, increase deal sizes, eliminate risk from your
financial agreements, and improve collaboration between Sales, Finance, Legal, and
Operations, you’ve come to the right place...! Experience the next-generation of Solution platform value vs just looking at CPQ or CLM. In this guide, you will find a step-by-step overview of the Quote-to-Cash process, and the
challenges—and opportunities—of each stage, so you can manage the Quote-to-Cash
process more proactively, and take the steps needed to drive better business results.
The document discusses how business performance management (BPM) provides a framework for managing outsourced services through the use of key performance indicators (KPIs), service level agreements (SLAs), and a balanced business scorecard. BPM aims to create a real-time view of business performance similar to a medical EKG. It involves establishing objectives, defining processes and variables, setting performance targets in SLAs, and monitoring KPIs. The balanced scorecard considers financial, customer, HR, and operations metrics. A case study shows how applying BPM principles helped an insurance company improve claims processing.
This document discusses the importance and benefits of business analytics for organizations. It defines analytics as the discovery and communication of meaningful patterns in data to quantify and improve business performance. Analytics can help organizations better understand customers, detect fraud, reduce risks, and optimize processes. The document outlines different types of analytics like descriptive, predictive, clustering and affinity grouping. It argues that while organizations now have large amounts of data, analytics is needed to extract useful insights and make better decisions. Overall, the document promotes the use of business analytics for sustainability, differentiation, and as a critical success factor for organizations.
Creating a Unified Data Strategy for Risk-Adjusted PaymentsCognizant
Taking a holistic approach to addressing tighter Medicare data requirements and new risk models will help payers optimize data accuracy for risk-adjusted payments as well as improved operations, patient health and regulatory compliance.
Digital procurement transformation_roadmap_2020Peter Soetevent
The document discusses transforming traditional procurement processes through digitization, driving insights, and amplifying talent. Key points include:
1) Automating analog and inefficient transactions to minimize errors and rework through digital and collaborative processes.
2) Designing supplier partnerships based on expertise, insights, responsiveness, and business outcomes through a collaborative marketplace.
3) Applying technologies like automation, cognitive computing, analytics to deliver agile, insight-driven procurement processes.
This document discusses business analytics, including its importance, components, and implementation. Key points:
- Business analytics discovers insights from integrated data to help businesses make better decisions. It converts data to useful information.
- Analytics provides high visibility, competitive advantage, faster decisions, and operational efficiencies that lead to high returns on investment.
- The reference architecture has three layers - data, analytics access, and delivery. It supports historical, current, and predictive analytics across structured and unstructured data sources.
The Future of IT: A Zero Maintenance StrategyCognizant
IT organizations walk a fine line in optimizing both maintenance and opportunity costs but our structured approach ensures operational excellence by emphasizing the need to run technical, operational, functional and knowledge "debts" and calibrate applications on business throughput.
Understanding Profit/Loss Lineage to Successfully Deploy Information Manageme...Cognizant
Organizations increasingly are embracing information management and business information technology as a means of leading to profitability, but preparation—achieving an understanding of the company's “P&L Lineage”—is an essential first step.
The document outlines a CRM roadmap project for XYZ Company. It discusses business requirements identified across marketing, real estate, and merchandising. Major initiatives are needed to support these requirements and establish processes for ongoing CRM support. These initiatives will require significant focus, resources, and may necessitate adding staff or adjusting timelines. Effective CRM execution requires unique skills and defined leadership processes across business units and IT.
Source-to-Settle Process - Rent-a-Center Case StudyEmptoris, Inc
This document summarizes a workshop on managing spending and driving supplier performance through procurement in the cloud. Cloud-based spend management solutions can save $40 per purchase order and eliminate 10% of annual direct/indirect materials spending. Automating procurement through the cloud cuts purchasing time by 20% and accounts payable time resolving invoice issues. It also reduces maverick spending by 33% and provides faster data to improve forecasting and prevent unnecessary spending. Leading organizations save an additional 10% of annual direct/indirect materials spending through e-sourcing and contract management capabilities in the cloud.
This document discusses optimizing the quote-to-cash process through business process outsourcing. It notes that consumer products companies face challenges managing order volumes and deductions. The first step described is getting order management under control by taking control of the entire quote-to-cash process and eliminating errors. Capgemini provides end-to-end solutions including establishing a centralized back office team with expertise across the process.
Navigating Through Post-Merger Integration of CRM Systems: A Salesforce Persp...Cognizant
To execute a successful post-merger integration of customer relationship management (CRM) system Saleforce.com (SFDC), organizations must understand and address specific critical considerations. These include IT asset consolidation, unifying and streamlining the post-merger architecture and organizational structure, change management execution, data migration processes, and regulation and compliance requirements.
The document proposes a Business Service Management (BSM) maturity model to help align IT services with business strategies. It presents a 5-level pyramid model of BSM maturity, with each level building on the previous one. Level 1 focuses on business fundamentals and cost containment, while Level 5 represents market leadership through innovative technology. The model is intended to provide guidelines for organizations to assess their current BSM maturity level, identify gaps, and develop a path for improving alignment between IT and business goals over time.
This document discusses the benefits of using an integrated software suite versus multiple disparate applications to run a business. It argues that as a business grows, using multiple applications leads to inefficiencies like non-value added activities from manual data entry, a lack of real-time visibility across departments, high integration and maintenance costs, and increased customer churn. An integrated suite provides process efficiencies, real-time visibility and reporting, significant IT cost savings, and allows for accelerated growth. Case studies are presented that demonstrate reductions in order processing times, inventory levels, and financial reporting times from companies that switched to an integrated suite.
This chapter focuses on the execution of e-business projects and emphasizes the importance of tightly coordinating tactical execution to support the overall strategy and vision. It outlines a process for e-business tactical execution that includes defining projects, establishing teams, developing plans, managing requirements, and adopting and measuring outcomes. Successful execution requires addressing both technical capabilities and organizational readiness, maintaining communication, and focusing on customer needs and pain points.
Best Practices in Implementing Strategic and Competitive IntelligenceACRASIO
The document discusses best practices for implementing strategic and competitive intelligence, including defining key intelligence topics and questions, collecting information from various secondary and primary sources, and conducting analyses like competitor profiling, SWOT analysis, and benchmarking to reduce costs, increase revenues, enable better strategic decisions, and minimize risks. An example is given of a large automotive supplier that achieved substantial cost savings through product benchmarking.
A project is defined as a sequence of unique, complex, and connected activities that must be completed by a specific time, within budget, and according to specifications to achieve a single goal. Projects have characteristics like sequenced activities, uniqueness, complexity, connectivity, a single goal, specified timelines and budgets. Projects are constrained by scope, quality, cost, time, and resources. There are different types of projects classified by duration, risk, complexity, technology usage, and likelihood of problems.
The document outlines the steps for closing out a project which include getting client acceptance of deliverables, installing and documenting the project, conducting a post-implementation audit to evaluate if the project met goals, timelines and budgets, and was satisfactory to the client. It also lists six questions to be answered during the post-implementation audit related to achieving goals, being on time and budget, client satisfaction, realized business value, lessons learned, and what worked or did not work.
This document contains information about a member of an organization. It lists the date as September 2, 2015 and provides the member's name as Syed Md Maruf Hasan and their member number as 158260.
El documento presenta un trabajo de informática realizado por Joaquín Ferney Vergara Valenzuela para su profesora Luz Meri Martínez Sierra en el grado 10° en el año 2014 en la Institución Educativa Luis Eduardo Díaz en Yondo, Antioquia.
El trabajo trata sobre el Día del Agua celebrado el 22 de marzo. La autora Sibelly Jimenez Avila presentó un informe sobre la importancia del agua para la vida y el medio ambiente como parte de un proyecto escolar para el grado 10.A en la Institución Educativa Luis Eduardo Díaz en Yondo, Antioquia, Colombia en 2014.
Zdravotní pojištění cizinců od pojišťovny ERGO. Zvolte si rozsah od nutné a neodkladné péče až po komplexní pojištění vč. těhotenství a porodu. Perfektní pro získání víza.
O texto descreve a paz interior como um estado de aceitação e humildade, onde se aceita os outros e a si mesmo com suas imperfeições, divide-se o pouco que se tem, e confia na vida e em forças maiores, usando o silêncio como aliado para manter a serenidade diante das ofensas.
Kho tài liệu: Giá 10k/ 5 lần download -Liên hệ: www.facebook.com/garmentspace Chỉ với 10k THẺ CÀO VIETTEL bạn có ngay 5 lượt download tài liệu bất kỳ do Garment Space upload, hoặc với 100k THẺ CÀO VIETTEL bạn được truy cập kho tài liệu chuyên ngành vô cùng phong phú Liên hệ: www.facebook.com/garmentspace
Kimyasallar icin sivi toplama kuveti KARMA METALKarma Metall
Sıvı toplama küveti,Kimyasal toplama paleti,Varil toplama paleti,Varil stoklama küveti,Varil stoklama paleti,Yağ toplama tavası,Yağ toplama kabı,Varil taşma teknesi,Paslanmaz çelik kimyasal toplama küveti,Döküntü yağ toplama küveti,Akaryakıt tankı taşma havuzu,Kimyasal taşma havuzu,Kimyasal tank taşma havuzu,Yağ toplama küveti,Mekanik atık yağ toplama kabı,Yağ boşatma tankı,Yağ boşaltım tavası,Yağ toplama makinası,Yağ boşaltma tanklarıVaril taşıma ve stoklama istasyonları,Varil paleti,Varil
O documento descreve uma viagem de trem de Santiago de Compostela a San Sebastián ao longo de 7 dias, passando por cidades como Viveiro, Luarca, Oviedo, Gijón, Llanes, Santander e Bilbao. O resumo inclui detalhes sobre preços, locais visitados, comidas típicas e atrações em cada cidade.
Christy Angeline Sudoyo is a 32-year-old female from Denpasar, Bali seeking employment. She has worked in customer care, property management, accounting, and human resources. Her training includes customer service at PT Telkom Kandatel Bali and she has over 5 years of work experience in administration, accounting, and personnel roles at various companies. She is proficient in Microsoft Office, accounting software, and speaks English and Japanese.
SGT Thomas L. Reimel received limited training in the 31S10 SATCOM Operator/Maintainer course due to a shortage of training equipment. He received limited instruction on maintaining and operating a Ground Mobile Forces Gateway, Frequency Subsystem, Control Monitor and Alarm Subsystem, and up-converter and down-converter subsystems of an AN/GSC-52(V) Satellite Communications Terminal. This report is to be included in SGT Reimel's 201 file to aid his gaining command in assigning appropriate duties and additional training requirements.
Corporate Immigration Whitepaper by Proven SAAlexis Aboagye
As organizations begin to shift their approach, automating processes and freeing up teams to become more strategic business units, the challenges also alter. No longer process handling functions, all departments are looked upon to deliver strategic value. The new challenge, how to demonstrate the strategic value that is now required. Human resources, mobility and immigration departments now need to contribute more than just process handling.
Digital processes, and increased pace and agility also adds further pressure to a department that now looks totally different to three or four years ago. Teams have had to adapt at a rapid pace and adopt not only new technologies but new ways of working, increased global expansion and shifts in shared services and outsourcing. We are experiencing the biggest global shift in the way corporate immigration is managed in the last 50 years.
So how can corporate immigration deliver the results the business is looking for?
A three-stage approach is recommended for a successful global implementation of Salesforce.com:
1) Plan and prepare with a Center of Excellence to define standards and a governance model.
2) Roll out the implementation in countries using localization guidelines for processes, training and support.
3) Provide ongoing support through a combination of local and centralized support teams managed by the Center of Excellence.
A three-stage approach is recommended for a successful global implementation of Salesforce.com:
1) Plan and prepare with a Center of Excellence to define standards and a governance model.
2) Roll out the implementation in countries using localization guidelines for processes, training and support.
3) Provide ongoing support through a combination of local and centralized support teams managed by the Center of Excellence.
The document discusses the lack of integration between retail merchants' various automated systems for merchandise ordering, planning, distribution, and in-store inventory, despite progress in automating these individual processes. It argues that retailers have failed to take a strategic, holistic view of integrating their systems in a way that could eliminate thousands of labor hours per week and improve executive decision-making. True productivity gains require "efficiently integrated systems" that link both automated and human-driven activities across the enterprise through a coherent business strategy and operating model. The 8 major steps to achieving full systems integration are outlined.
The document discusses how IT financial management (ITFM) can be expanded beyond traditional activities like budgeting and forecasting to improve business outcomes. It identifies 9 key focus areas for ITFM, including investment analysis, chargebacks, benchmarking, and vendor management. ITFM tools can provide visibility into IT costs and consumption to support decision making. The document recommends organizations assess their ITFM capabilities and prioritize expanding into areas that provide the most benefit.
Financial Due Diligence via Operational Perspective | Co-Authors Steve Koinis...Tom Atwood
The document discusses the importance of including operating partners in the financial due diligence process for private equity deals. It argues that operating partners can help assess management's ability to achieve growth goals by linking operational capabilities to financial analysis and identifying opportunities to improve performance. The operating partner focuses on understanding revenue drivers, costs, and key metrics like cash flow in order to evaluate upside potential and post-acquisition integration plans.
Bridging the Gap from Strategy to ExecutionSue Alemann
Improving Strategy Execution through Capability Definition and Assessment. Have you even spent time and money developing a bright shiny new strategy and then just put it on the shelf because you had no plan to execute it? In this point of view, Slalom explains how Business Architecture can be used to bridge the gap from strategy to execution using capabilities based road maps that align your business and technology and point it to your strategy.
Management Assignment Help | by Onlineassignment.NetOnline
The document discusses implementing new technology and quantitative evaluation techniques at XYZ Construction. It provides an assignment to analyze planning, implementing, and evaluating new technology to help the company transition to becoming publicly traded. It also asks to describe quantitative metrics that can be used to measure customer satisfaction, quality, EEO compliance, and market evaluation. The solution proposes using descriptive statistics and hypotheses testing to quantify these areas and outlines specific metrics for measuring service quality, customer satisfaction, and performance.
Management Assignment Help for students worldwide | by Onlineassignment.nOnline
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Week 1 - Information Systems Strategy TriangleBusiness Strateg.docxmelbruce90096
Week 1 - Information Systems Strategy Triangle
Business Strategy Elements
Organizational Strategy Elements
Information Strategy Elements
Impacts between the elements:
Industry Strategy Elements
Industry Organizational Strategy Elements
Industry Strategy Elements
Similarities and differences:
:
Recommended actions and decisions:
Step 1: Create lists of case details that fit each side of the triangle.
Step 2: Then look at each item and think about how that item affects the other sides of the triangle.
Step 3: Take a look at the industry. Make a list of triangle attributes you find. Compare the industry items with the case company items.
Information Strategy
Organizational Strategy
Business Strategy
Zara Case Situation
You are a member of a Zara employee taskforce. The taskforce has been asked to make recommendations on selecting a new point-of-sale device for all of their retail locations. The team has narrowed the choices down to three products. The first product allows for access to the internet for both store use and sending sales transactions reporting, email, customer data collection and lookup, and full inventory functions (in-stock, location, reduction information). The second product has the same functions as the first but with limited in-store only inventory functions (search only). The third product has no inventory functions and access to the internet is limited to sales reporting to corporate. Based on your knowledge of Zara’s business and process management, explain which POS product you would recommend. Support your opinion with the case information.
Step 4: How would evaluate the options? What criteria would you use? How do the triangle sides impact the options?
Step 5: What decisions and actions would you recommend to the case company? What data supports your conclusions? Why should the case company take your advice?
CMBA SuperStar
Panther ID: 007
Information Systems Strategy Triangle
Business Strategy Elements
Organizational Strategy Elements
Information Strategy Elements
Differentiation focuses of Orders-of-magnitude improvements in logistics and services, reducing the cycle time and ensure consistent delivery of quality products and services.
Improve visibility of the service business performance to management, enabling it to provide more effective quality service to customers.
Centralized customer service systems to dispatch service mechanics. OTISLINE customer service centers.
Goal to be a recognized leader in service excellence among all companies, streamlined manufacturing operations.
OTISLINE produces “excess” callback reports for various levels of management.
Information from multiple Otis data sources, rapid response as an important design element.
Institutionalized customer service, standard of work, process flows, and metrics to govern every customer interaction and every internal activity.
Involvement with district manager, regional v.
Launched in 2017 by Thejo Kote, Airbase is the leading spend management platform for growing businesses that want to streamline their spending processes and gain more visibility and control over their expenses. Airbase customers can easily manage their company cards, bills, reimbursements, and approvals on a single platform that integrates with popular accounting software like QuickBooks and NetSuite.
The startup announced a $60 million Series B funding round, led by Menlo Ventures partner Matt Murphy. Existing investors Bain Capital Ventures, First Round Capital, BoxGroup, Village Global, and Quiet Capital also participated. The round also included strategic investments from executives at Okta, Plaid, and Carta. The latest round brings Airbase’s total funding to $91 million.
See more: bespitchdeck.com/airbase
Capital market firms are making decisions on which business lines, asset classes and services to keep and operate and which ones to exit. Regulatory reform and the
clearing mandate are driving the firms to consolidate their traditional exchangetraded derivatives (Futures and Options) and OTC derivatives into a single clearing
business, even while bi-lateral, uncleared derivatives will continue to co-exist with cleared products.
This document discusses how business intelligence can benefit financial institutions. It defines business intelligence and describes how it involves collecting and analyzing data to improve business decisions. It then provides examples of how business intelligence can help various parts of the financial industry, including retail banking, insurance, and investment banking, by identifying profitable customers, optimizing marketing, reducing costs and risks, and improving customer service.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
How to Reach Peak Performance With the Product Management Organizational Heal...Aggregage
The degree of maturity of your product management organization can directly drive your ability to satisfy customers and become more profitable. Our Product Management Organizational Health Checklist and on-demand webinar can help.
The document discusses digital banking and the challenges facing established banks. It describes how digital transformation through initiatives like the Hewlett Packard Enterprise Digital Banking Framework can help banks address these challenges by improving efficiency, agility, control, and quality. The framework utilizes technologies like robotic process automation, workflow management, and self-service portals to streamline processes, reduce costs, and improve the customer experience. When implemented correctly, the framework can potentially increase a bank's productivity by up to 46%.
The 7-step process outlined in the document provides a method for organizations to implement business architecture. The steps include:
1. Creating buy-in and understanding business objectives and culture.
2. Capturing existing business information and using a framework to classify and store it centrally.
3. Connecting different business units and functions by linking related information to improve alignment.
4. Enabling collaboration by making information accessible and usable for employees.
5. Coordinating processes, people and technology to better serve customers.
6. Leveraging the centralized information for governance, risk and compliance activities to reduce costs.
7. Using the business architecture to enable smarter decision making and compete
The document discusses the challenges facing banks in modernizing their technology systems. It notes that banks have historically focused on rapid growth and innovation over efficiency, resulting in thousands of fragmented systems. It proposes that banks undergo an "industrialization" process to simplify their technology and business processes. This involves defining core capabilities, processes, and data assets and organizing people and technology to better support standardized processes. The document provides several recommendations for how banks can initiate this change, such as prioritizing data management, adopting service-oriented architectures, and leveraging cloud computing technologies to reduce costs. The goal is for banks to develop a "solid technical core" that is lean, integrated and operates with predictability and efficiency.
The document discusses the major deficiency in IT controls due to the lack of unit measurement for IT. Without a standard unit of measurement like function points, IT costs are extremely difficult to measure accurately, leading to issues like flawed value-for-money audits, mismanaged outsourcing contracts, inaccurate budgeting, and inability to properly analyze IT assets. On average, government IT costs are 12 times higher than benchmarks while corporate costs are 6.5 times higher due to this deficiency. The document recommends implementing function point measurement to gain control over IT costs and transform organizations to world-class performers in managing their IT.
2. “What’s Your Long Game”
The Long Game: The A to Z of Advanced Terminal Implementation
Implementing advanced terminals is a major strategic decision for financial institutions that can
deliver significant cost savings, customer satisfaction, convenience, and top line growth. It
should also improve branch network efficiencies and efficacy. In this paper we characterize the
process as a two-pronged Logical and Physical ‘Long Game Transformation’, viewed as part of a
long-term organization-wide vision.
The reasons for the transformation need to be properly articulated to the organization by those
at the executive level. Given the inherent challenges of implementing something of this
magnitude, it is vital that the organization is aware of its own track record of executing change.
Important questions must be asked throughout this process, such as what is your organization’s
‘learning and adapting’ quotient? Have there been previous upgrades on this scale? What
degree of resistance was met, and where was it encountered by employees and customers?
Executives know that inaction paralyzes business, but they also know that achieving agile, large-
scale process automation carries risks. Integrating advanced terminals into legacy systems
features a high initial cost and potential difficulty of application due to the problematic nature
of aged banking systems. For this reason, a concrete game plan must be developed to ensure
employees are fulfilling their new roles, measuring progress, and hitting goals. This game plan
must be strictly adhered to throughout the implementation process and beyond, to ensure the
‘end game’ is reached and ROI expectation attained. Following a game plan also greatly reduces
the risks and mistakes typically involved in this type of implementation.
Logical vs. Physical Transformation
The transformation process is described as two-pronged because it assumes two major
overlapping aspects, namely the Logical Game and the Physical Game. The Logical Game
composes deeper intangibles; education, change management, HR skills, metrics, and staging.
The Physical Game composes the renovation work performed on the branch to transform its
appearance, purpose and functionality. Two distinctly different roadmaps could theoretically be
drawn up to represent each type of transformation. In actuality one may happen without the
other; the two aren’t co-dependent and could exist independently, but in a comprehensive
branch transformation they should overlap. Communications, marketing and brand
merchandising are the elements that connect them, both internal and external.
3. The Logical Game is the deeper, more fundamental (and more challenging) of the two; if an
organization undergoes the Physical without the Logical transformation, they may be wasting
their time and money, because they’re neglecting the full value and opportunity that the
technology can enable.
The Logical Game
The Logical Game transformation affects the philosophical roots of what the branch does and
what its staff have traditionally been taught is their role. Focus is moved from transactions to
customer relationships, product sales, and education. The shift can occur incrementally, with
traditional tellers more resembling ‘universal bankers’, but some technology must be leveraged
to remove demands for manual cash and transactional handling.
The Logical aspect transforms the organization holistically; security, IT, HR job descriptions,
compensation plans, training classes, processes, metrics tracking, and pre-work coordination. It
is aimed at transforming minds rather than the physical. It’s what ultimately moves staff from
the teller line to the retail floor, engaging customers and educating them; selling them on the
benefits (to them) of the transformation your institution is undertaking…and why.
The Physical Game
The Physical Game is focused on branch appearance, customer experience and privacy, and
optimal efficiencies. This includes architecture, space usage evaluations, schematic layouts,
workflow adjacencies, “smart office” technology, flooring, furniture, window treatments and
retail communications. This latter item includes marketing, branding and merchandising, the
main area of overlap with the Logical Game.
Design and construction expertise is practiced by industry-specialized companies who can
assess the Physical project as a whole, and assemble total costs for all of the above.
NOTE: An organization may spend a considerable sum on a branch technology rework, but lose
a lot of money because they didn’t make the kind of investment in the Logical side that they
should have.
4. Establishing a Strategic Game Model
The Game Model is composed of chronological steps crucial to the success of an automated
transaction delivery model. First, their sequential order is determined and each is then detailed
at length. Each step may contain its own range of options, depending on the technology
selected.
Strategy
A strategic game model begins with strategy itself. For instance, a financial institution might
adopt some or all of the following strategies:
- More intense retail/sales focus
- Relationship building/customer satisfaction
- Targeting specific customer segments
- Attracting more commercial accounts
- Entering new markets/segments
- Differentiation via convenience, time and place
Advanced terminals would enable this because:
- Branch network procedures are now optimized
- Automation performs the majority of traditional teller activities/transactions
- Retail/commercial customers can make deposits/withdrawals at their convenience, and
receive the same credit as at the teller line
- Staff resources perform higher value activities
- Lower cost to place and establish a presence
The technology is the enabler for the strategies and their differentiators. Once the strategy and
the enabling technology are established, the opportunity for realizing it is now the
responsibility of the financial institution.
5.
6. Transaction Audit: Understanding Branch Activity
In order to know where you’re going you need to first know where you are. After the strategy is
established, the next step is to perform the Transaction Audit. The Transaction Audit studies
each branch’s distribution channels across the entire branch network, to determine their
contribution to overall (branch) transactions. This data should be used to understand
technology needs and requirements to support what is presently taking place in your branches
today. In addition it can then be used to establish realistic goals based on percent shifts in
transaction activity away from the teller line onto automation. Once they know what these
goals are, branch transformation consultants can design the branch layout and the bank or
credit union learns what they need to implement from a technology standpoint. The road now
forks into Physical and Logical transformation strategy.
Branch teller activities audited include (but are not limited to):
Check/cash deposits
Check/cash withdrawals
Loan payments/Bill pay
Money transfers
Bank Checks
Credit card payments
Cash advances
Etc.
A good technology partner can help you navigate your way through this exercise.
Audit Data and Goals
If done correctly, transaction audit data is displayed in a two-step tabular form, with Step One
being a breakdown of all branches by transactions channel, and Step Two being a
predictor/target of total number of daily transactions at different rates of shift away from the
teller (10%, 20%, 50%, etc.) onto some form of automation, with the expected time (and
staffing) savings.
The audit predictions guide the process; the understanding obtained of what is happening in
the branches sets the baseline for what the technology and transaction migration needs to be.
When the Physical transformation has been made, the financial institution must now track the
new branch activity to ensure they’re actually making the shift to committed targets. Using the
data, individual branch performance can be closely monitored. It’s possible that one branch
might be successful, while another sees no difference in activity. This issue should be studied to
7. determine a solution, by asking the right questions: Is more training needed? Is branch layout
poor? Are executives properly invested in the project with a clear path of accountability?
Goals Determine Training and Technology
It’s possible that a branch won’t need advanced terminals, but will instead require staff
retraining and customer education. This depends on the desired percent shift in transactions.
For instance, the number of transactions for a 10% shift to automation does not require an
advanced terminal. Activities such as check deposit, cash deposit, and cash withdrawal, can be
accomplished on a full function ATM. If branch customers aren’t using ATM’s for these
purposes, they aren’t being developed enough as consumers; many customers may simply walk
by the machine and use tellers for these activities. This is a typical example of a failed Logical
Transformation. It is the financial institution’s responsibility to train their staff AND customers
to understand the full capabilities and advantages of the ATM’s in its branch. Here, the staff
must be retrained to work the floor, educating and training customers in the scope of the
ATM’s capabilities. Properly trained staff can obtain the 10% shift purely onto a full function
ATM, with no advanced terminal required. (NOTE: This isn’t possible with a basic envelope
deposit ATM.) If your analysis shows little shift from envelope deposit to image deposit, for
example, something failed in the Logical Transformation plan.
Higher percentage shifts may require built-in staff incentives, as the teller role transitions to a
more sales-centered position.
People and Processes: Top-Down Direction and a Communication Plan
As stated earlier, the top-level executives in the organization have to be fully invested in all
aspects of the implementation, not just in its financing. This begins with establishing the vision,
and extends to proper oversight to ensure all aspects of the People, Process and Technology
are accounted and planned for (alignment). Additionally, critical internal and external
communications/vision should be tightly coupled to tracking progress through metrics, and
beyond. To facilitate the process, creation of a communication plan and an incentive structure
for staff will be necessary. Put simply, a ‘what’s in it for me’ type motivator will prove to be the
most successful in engaging and keeping staff committed.
8. Communication Plan
A communication plan should have a concrete structure. It is crucial to achieving the target
percentage shift in customer transactions onto advanced terminals. Its vocabulary should be
understood and practiced by everyone in the organization.
When senior executives are invested in and directing operations, staff are more likely to want
to succeed. Their experience and input are highly valued by branch staff, especially when
undergoing a serious transition of this kind. Top-down direction helps galvanize employees to
meet the demands of new roles and “live the brand”. Executives should express a clear
rationale supporting their strategic vision, with emphasis on the fact that the organization has
to act in order to survive.
A communication plan should:
- Encourage a “performance culture” among project team members.
- Explicitly state all participants’ roles by team and/or title.
- Track progress by meeting consistently on an established schedule.
- Employ online tools and project-specific vocabulary to resolve problems.
- Develop problem resolution protocols connecting all departments.
- Establish a consistent brand personality and voice for educating customers.
- Include a real-time graphical representation of current Game Model status.
- Create a sense of urgency
Performance Culture
Because there may be resistance to aspects of the transition to automation, a sense of positive
change should come from the very top of the organization. The executive level should provide
implementation guidance with special attention to branch staff apprehensions regarding job
security, and their ability to use the technology. Branch staff should be retrained so they not
only understand the technology but are also able to educate customers in its use.
The most important aspects of this effort are customer service and effective transitioning from
the teller line to automation. Creating a performance-based culture where everyone involved is
accountable (and rewarded) for results will breed excellence. Thereby, the new branch will
function as a teaching center for customers, with an assertive and engaged staff motivated by
incentives.
9. Staff Incentives
Increasing the percent shift from 10% to 30% takes more effort and may require an incentive
program for staff. An effective staff retraining plan should be geared towards creating
‘universal bankers’. This role is heavily-focused on sales and customer engagement, with a
results-based incentive for hitting monthly or quarterly goals (based on transaction audit
predictions). Conversely, resistance and inability to adapt must be dealt with decisively and
firmly; our strategy and commitment to it is not an option, so the cold hard facts are: “Change
the People, or Change the People”.
With compelling incentives, banks and credit unions can move a minimum of 30% of
transactions onto full function intelligent deposit ATM’s. For higher percentage shifts, advanced
terminals will be required to cover the greater diversity of transactions involved. Financial
institutions have the potential to achieve 50+% shifts, as a conservative estimate, assuming
strong input from the executive level, a rigorous staff retraining program, and a relentless focus
on ‘moving the needle’. The potential is there.
As stated, the beginning of the journey is a strategy based on understanding what is happening
in the branches, and determining target numbers of automated transactions based on teller
transaction numbers. By incorporating a “what’s in it for me” incentive, branch staff will grow
more assertive and confident in achieving conversions. The immediate “End Game” at this point
is branch efficiency and customer convenience. We will now examine the intensive retraining
required to create this new staff role more closely.
Training
Much has been written about the ‘universal banker’ and ‘dialogue banking’ concept in recent
years. Generally speaking, the role necessitates a shift from being a facilitator of basic teller
transactions (deposits and withdrawals) to one of being a customer services, educator, and
salesperson for the financial institution, in other words repurposing the branch staff.
There are several universal banker (also called a universal agent, or relationship agent) models.
In this case the range of activities would be focused chiefly on educating customers on the use
of either a full function intelligent deposit ATM or an advanced terminal. Heavy involvement
from the executive level is necessary to monitor performance standards and provide support
that emphasizes hitting transaction targets. This is included as part of the communication plan
discussed above.
10. When hiring new staff, HR and all other stakeholders should be involved. New hires will have to
be selected based on a new personality and skill-set and trained to exemplify the brand at the
leading edge of the new banking technology.
- Hiring protocols will have to be radically revised.
- Staff sales ability is vastly more important than basic teller skills.
- Some existing staff members may not be able to make the transition.
- New hires will be hired for their ability to “live the brand”.
- Ability to educate others is an extremely valuable trait.
Customer Education
A successful migration from teller transaction to full function ATM’s and advanced terminals
demands an aggressive staff and customer education program. This education will be adaptive
based on demographics and the type of equipment involved (self-service, assisted self-service,
or full service).
Branch customers may have difficulty imagining the technology can perform complex tasks they
previously relied on tellers for. Their concerns will often be:
- Security/Privacy: Is their information safe and protected from others?
- Ease of Use: Will they waste time trying to master an unfamiliar technology?
- Capability: Are they even capable of learning how to use this machine?
- Being Valued: Are they and their finances still appreciated?
- Speed of Transaction: Does the technology increase their productivity?
In educating customers, staff will need to articulate the value and versatility of the terminal in
language the customer relates to and appreciates, i.e. “what’s in it for the customer”.
Acceptance level is a strong indicator: How many transactions are being moved from the teller
line to the terminals? This is about people (staff and customers) and process (how are they
being educated?). Training can be provided from several directions. Vendors may train branch
staff, consultants can be brought in, or the program can be designed and administered
internally. Knowing what you can do yourself and what you can’t do is key to success, as failure
cannot be an option. At this point there is no turning back.
11. Change management
As stated, when the executive level is not invested beyond financing the effort, it can result in
staff negligence, unused technology and, eventually, a significant waste of money. When staff
are not engaging with and educating customers, the targets established during the transaction
audit are forgotten. A strong change management element is very important and is not easy to
implement without being incorporated in the communication plan as part of the Logical
transformation. The changes are being experienced by both staff and customers, but the staff is
responsible for providing guidance. Marketing is very important to the change management
effort, as in-branch communications can support both staff and customers in staying on point
during what can be a trying process. Consultation with branch interior design and retail
communications specialists can determine these marketing requirements for the custom
branch transformation at the beginning of the project.
Transaction Metrics
It’s no overstatement to say that top-down communication must be relentless. The goals and
metrics arrived at via the transaction audit dictate the path. This data can be used to track
progress daily, weekly, monthly, quarterly, or annually. It is easy to see how, when combined
with the above communication and training programs, the goals are powerful drivers for
success. It embodies the famous quote by management consultant Peter Drucker: “What gets
measured gets improved”.
This impacts the staff’s motivation and confidence in performing an effective sales role.
Integration
It may be recommended that the strategy allow for an incremental build-out of the advanced
terminal system; a tie-in to the ATM switch network could occur first, followed by full core
integration at a later time. Core integration is required for full transactional self-service
capabilities. There are some terminals on the market that can support up to 95% of typical
teller transactions. The Key is a good integration to your core banking application. In addition,
there are emerging “middleware” applications available to connect the terminal side with the
financial institution’s core if your legacy banking application or network is holding you back.
Legacy systems and thinking should never be allowed to obstruct progress toward integration.
Integration types are as follows:
12. 1. Core integration. Enables the full transaction set.
Core integration means that all activities performed by a financial institution’s customers, on
the device, will be processed in ‘real time’ making it by far the most efficient. This approach
promotes ‘self-service’ with assistance or human intervention only on an ‘as needed basis’.
However, without a connection to the ATM switch, the terminal can only be used by the
organization’s own customers.
2. ATM Network/processor (ATM switch). Limited transaction set, but which can serve both
‘on us’ and ‘off us’ transaction. There are many different schools of thought as to whether
advanced terminals, should be ATM network enabled. The advanced terminal in many respects
should be thought of as displacing teller transactions, not ATM transactions. There is still a need
for ATM’s, or basic cash withdrawal, and cash and check deposits. It is also critical that these
devices be branded appropriately to draw customers to the right channel for what they are
looking to transact.
3. Non-integrated (video ITM’s). This assisted full-service model focuses on teller staff
productivity only (it’s a “short game”). It’s centered on interactive video and the relocation of
staff to call centers. This model works on the principle that there are periods during the day
when very few if any customers come into the branch. Consolidating tellers in one location
where they can (theoretically) support tens of ITM’s means an improvement in staff
productivity. This is more a call center mentality than a true automation.
While this version doesn’t require core integration it is notable that every transaction involves a
teller; the teller in the remote location performs the transaction themselves on a separate
terminal, just like the tellers in the branch do today. This is a very inefficient application of
technology. A misconception about this model is that the supposed interaction with a real
person is favorable to customer relations and satisfaction, and possible cross-selling
opportunities, similar to a dialogue tower fitted with a cash recycler.
Costs
Each available solution has its own costs, due to the differing approaches the vendors are
taking to integrate or not integrate. This makes it very difficult to compare like products.
Broadly speaking, “Unit 1” could cost up to $200k due to the software, integration, branding,
training etc. requirements. As stated, this implementation is a serious strategic decision that
constitutes a considerable advance in branch banking technology.
13. Depending on vendor, core applications, transaction types, and more, pricing can range widely.
It’s possible that a very basic implementation can be achieved for around $100k, but if an
organization requires a large number of automated custom transaction types, this could be
considerably more.
It is recommended that financial institutions consult with branch transformation specialists to
determine the exact type of equipment and integration that will serve them best. We do
recommend you see this commitment as the long game, and establish the technology roadmap
that achieves success for your organization in the long term.
Authors:
Ian Hough
Director of Marketing, Solidus
David Pepin
Executive Vice President, Sales and Operations, BranchServ